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effective implementation at present is that responsibility for a programme may span several branches and departments, and for many programmes no single person, except at C. S. or F. S. level, is responsibile for coordination.
We believe the problem could be solved by relating Secretariat policy branch responsibilities to groups of programmes rather than to groups of departments as at present.
Reorganise
Secretariat Branches
The Secretariat branches divide into four main categories: policy branches, which advise on the type and standard of services Government should provide; resource branches, which advise on the overall allocation and control of a particular resource; adviser branches, whose special expertise is available to assist throughout Government; and support branches, which provide essential central services for other branches and departments. At present most Secretariat branches play more than one of these roles, which results in two main problems: a lack of clarity among staff as to what they are supposed to produce by way of results, and a possible misuse of scarce skills.
We believe improvements might be achieved by:
G
V
Segregating the four categories of role so that each branch focuses on one type only
Reorganising the branches so that similar managerial activities are grouped together. F. S. might take charge of all resource branches, while D. C. S. takes charge of policy and support branches.
Rationalise and Change the
Roles of Advisory Committees
The number of advisory bodies is large and is growing. Clearly these bodies perform a valuable and essential function, but frequently the benefits they produce hardly seem to merit the demands they make on the time of top- level staff and busy private citizens. We believe that more benefits could be obtained, first by rationalising the roles of these committees and reducing their numbers; second by adapting the existing machinery and the proposed new machinery to give committees a more positive and more clearly defined role in policy formulation.
McKinsey & Company, Inc.
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