Our parliamentary committees should operate better, especially now

OTTAWA—These have not been the finest days for the Parliament of Canada. A Member of Parliament urinated on camera during a non-public House session. This, after he was caught naked on camera during a House session a few weeks earlier. Recently, Mark Carney, vice chair of Brookfield Asset Management Inc., appeared before the House of Commons Industry, Science and Technology Committee’s hearings into the economic recovery from COVID-19. Beyond representing an important global organization with over $600-billion under management, Carney’s bona fides include, a bachelor’s degree in economics from Harvard and a PhD in economics from Oxford, investment banking experience at Goldman Sachs, and stints as senior associate deputy minister of finance and governor of the Canadian and British central banks. Carney was given five minutes to make his opening statement to committee. In those five minutes, he outlined five areas to grow the Canadian economy. First, fiscal sustainability. Second, the use of regulation, competition policy and trade policy. Third, a new financial system to enable the net zero transition. Fourth, a digital strategy that defines the foundations, capabilities, and priorities of a digital economy. Fifth, an energy strategy for the transition from today to the energy of the future. All interesting ideas, and timely given the state of the global economy, that the committee should have wanted to probe deeper with Carney. Mark Carney recently received shabby treatment when he appeared before the House Industry Committee, write Kevin Lynch and Paul Deegan. The Hill Times file photograph by Jake Wright Carney’s experience and ideas are far from shabby. So, why did he receive such shabby treatment, which included churlish name calling, at a parliamentary committee? And what signal does his treatment send to other business and community leaders about stepping up and getting engaged in public policy and national issues? Parliamentary committees lie at the heart of our Westminster system of government. But, after more than a decade of increasingly centralized control in the Prime Minister’s Office, we clearly need more engagement between Ottawa—parliamentarians and public servants, not just political staffers—and the business community. Parliamentary committees are the natural venue and yet, today, too many CEOs would rather pass on an invitation from a parliamentary committee. Who could blame them? The Hill Times photograph by Andrew Meade Carney, who has flirted with politics, is perhaps fairer game than the average witness before a parliamentary committee. But a hearing into the serious business of how to grow the Canadian economy post pandemic is not the right forum for this form of badgering. All parliamentarians, regardless of political party, should recognize that we are in a growth pickle, and we need the best ideas from the best minds in the country to get us out of it. Parliamentary committees used to be a forum for respectful discussion to help Canadians sort out such important issues. Parliamentary committees lie at the heart of our Westminster system of government. But, after more than a decade of increasingly centralized control in the Prime Minister’s Office, we clearly need more engagement between Ottawa—parliamentarians and public servants, not just political staffers—and the business community. Parliamentary committees are the natural venue and yet, today, too many CEOs would rather pass on an invitation from a parliamentary committee. Who could blame them? It’s time for Parliamentarians, from all political parties, to sit down together and talk about how our parliamentary committees could operate better, with more independence and greater assistance from expert staff. They are where public discussions about important policy issues and ideas can and should happen, provided they are better able to engage and tap the enormous creativity and talents of their fellow citizens. It is their “back to the future moment." Kevin Lynch is a former clerk of the Privy Council and a former vice chair of BMO Financial Group. Paul Deegan is CEO of Deegan Public Strategies, was deputy executive director of the National Economic Council in the Clinton White House and led government relations at BMO and CN. The Hill Times

Our parliamentary committees should operate better, especially now

It’s time for Parliamentarians, from all political parties, to sit down together and talk about how our parliamentary committees could operate better, with more independence and greater assistance from expert staff.

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Our parliamentary committees should operate better, especially now

It’s time for Parliamentarians, from all political parties, to sit down together and talk about how our parliamentary committees could operate better, with more independence and greater assistance from expert staff.

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