Interdepartmental management in External Affairs

Abstract

Abstract. This paper examines the interdepartmental role of the Department of External Affairs in the structures and processes of foreign policy planning and management. Possible use of American or British models by Canadian policymakers is considered. The functioning of the cabinet committee system has not been entirely predictable. Indicative planning does not appear to have been conspicuously less successful than in the United States or the United Kingdom. The interdepartmental committee on external relations has evolved from experimental innovation to low‐level routine. Support staff integration was originally intended to lead on to comprehensive foreign service unification, but resistance has caused indefinite postponement. Personnel exchanges between departments have not proceeded entirely reciprocally. The country program system has been reduced to a simpler, less ambitious format. Interdepartmental coordination requires some further clarification of responsibilities and greater conformity with existing directives. The perception that External Affairs is really a central agency is assessed. The paper concludes that, while many minor interdepartmental differences may be caused by inadequate coordination, cabinet does not always take clear decisions on conflicting departmental options.