In one of my past
incarnations, I was a bureaucrat...always asking “why” might not have made me a
popular one perhaps, but still.
When Mike Harris arrived and began his sweep of the public service I left, but
not before participating in one of those exercises that categorize people by
personality traits - this particular one used colours. It did not come as any
surprise to find I was “green” (knowledge-seeker) nor did it surprise me to
find that “gold” (the organized and process-driven) was the more predominant
colour assigned to people in the room.
I
was a green cork bobbing in a sea of gold and this was typical of the public
sector at that time.
Although I've left the world of government work, my job here in the arts sector often brings me in contact with my past and recently, while discussing the pleasure of being able to work creatively, I was told that bureaucracies "need people like me". While I accept the compliment, and I'm sure that today’s public sectors recognize the
value of creativity, past experience with government structure tells me
that the very nature of the “machine” is contrary to the nature of creativity.
When I worked for the government, nothing was more important than applying the rules equitably – one rule to
bind them all, if you will. There are some dismaying side effects of this persistent
tendency. One, despite the efforts to equity, unfairness often ensues with policies designed to help people or
better the community failing or suffering from unintended consequences. Two, for those who work at executing the policies and procedures, creativity is usually the first victim.
I thought of this again when
participating in one of the round-table meetings that have taken place as the Town works on creating an
operating and governance model for Oakville’s QE Park. Although only a small
group from the arts sector was represented at the meeting I attended, those at
the table felt that it was critical QE Park operate as a centre where the
creative spirit flourishes.
What a daunting task - setting a governance model for QEP. How
then to make this work to the satisfaction of both bureaucrat and creative
spirit? Can an artist-lead operational model satisfy the bureaucratic need for
process, tracking and accountability? Can one run by bureaucrats - even those who believe creativity is needed for healthy and vibrant communities, provide the space and freedom for
artists to make their contribution to the community?