Let me say, I concur w/the positions taken by
@smallspy and
@crs1026 above.
But I do want to add....
Bureaucrats can be their own worst enemy when they just put their head down and take whatever the pols are, or are not giving.
I do appreciate that not everyone is in a position to speak truth to power publicly, and that has its own career risks.
But in the vein of the latter, I'm one who really appreciates an Andy Byford type, who understands the need to advocate for what he believes an organization needs, privately and publicly.
He's careful enough not to be seen overtly embarrassing a pol in public, but he will walk up to that line rather than meekly disappear when he feels a decision is harmful to the organization he's leading.
That attitude has put a finite term on most of his professional assignments, because it can be frustrating to pols who prefer 'yes men/women' but its worth saying, every time Andy has to move on, there are
no shortage of suitors to take him on in a comparably high profile, high paying gig.
I think too many in the Civil Service, in the name of being non-partisan and/or out of fear for their comfy sinecure will not push (back) when shoved. They often maintain a low profile which also makes it easier to get rid of them and leaves
them less in demand should they depart their job.
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I say the above by way of saying VIA like any other public service needs to operate a service people want to use, and will use and that has a positive brand image with the public.
When one accepts unending cuts, or failures to make necessary investments, invariably the product suffers, the image of the product suffers, its constituents dwindle and it becomes ever easier to let rot.
While its pols who bear the ultimate responsibility for under-investing........... a series of VIA heads who didn't do a good enough job advocating for what the organization needed cannot be let off the hook entirely.
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One civil servant with whom I recently spoke noted that their job is less about professional competency (though this person was a field expert at what they do) than about the politic'ing and schmoozing with pols, other agencies/depts/ Ministries.
That person noted that "its my job to give my staff the tools they need to succeed and to make the obstacles to implementing their ideas go away. My oversight of their work, while a real part of my job is the least consequential."