Governing the City State - Chief Minister and Treasury Directorate ...

At the core of this scenario planning approach is the strategic conversation:The three fundamental steps of learning – perception, theory building and joint action– are all group activities that depend on the strategic conversation. Sharing multiplestories about the future makes the organisation more perceptive about itsenvironment, and forces reflection on experience and theories-in-use. 258Indeed, a focus on long term strategy cannot, and should not, be progressed in isolation of anunderstanding of the short term, tactical (and often political) decision making of governmentson a day to day basis. A focus only on the long term is arguably just as dangerous as a focusonly on the short, and risks falling at the first hurdle while focusing on the finish line.It would be difficult to find an argument against the principles enunciated in theCabinet Handbook and set out above, but in practice, strategic policy advice and strategicdecision making is testing. It is an issue with which all public services grapple continually,and it is interesting to note that Ahead of the Game contains recommendations that everydepartment strengthen strategic policy and delivery capability, and that a Strategic PolicyNetwork and policy tool kit be established. 259 More is said about enhancing the capacity andcapability of the ACTPS in the next Chapter.In approaching the discussion of planning, accountability and evaluation frameworks thatfollows, it is important to keep in mind that the role of the ACTPS in supporting Cabinet isnot to make decisions. Certainly it should seek to broker an outcome internally that alignswith Government priorities, and in so doing, hone the areas of genuine disagreement betweenDirectorates, and the arguments on both sides of that disagreement for presentation toCabinet. The rigour of Cabinet’s strategic and other decision making is founded on the rigourof these supporting processes in which both Ministers and officials have an interest, and animportant role, in supporting.Strategic Policy and Direction SettingStrategic thinking is important for public services because it obliges officials to:think about a series of outcomes from the intermediate level to the ultimate goal forsociety, [and] helps to align different activities and interventions, not only ofgovernment but of the many other agents at work in society. The most importantagents of all are citizens. Their behaviour shapes the way an outcome is achieved anddetermines whether it is achieved at all. They are also important arbiters of publicvalue (though not the only ones). 260Strategic policy making is, of course, an inherently political exercise. While all governmentsare elected with a view to improving the long term prospects of, and quality of life in, thecommunities they serve – inevitably requiring strategic planning – they must properly keepan eye on the electoral cycle and their electoral prospects. This can lead to reluctance to258 van der Heijden (2005), p.51.259 Advisory Group on Reform of Government Administration (2010) p.42.260 Lusk, S. (2009) The relentless unforeseen: the case for strategy in government National School of Government, London.p.9.Strategy, Resource Allocation and the Vacant Middle Ground: 210