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Given the present responsibilities of the D. C. S., freeing even one day a week would be extremely difficult. There seem to be two possible solutions: heavy delegation to branch heads, or the creation of a second post at D. C. S. level. Neither solution is perfect, and the choice must depend on a judgement of their relative merits.
2. Upgrade the A. C. S. (S.D.) post to P.A. C. S. level. To provide the D. C. S. with the necessary direct support to make the management role effective, the present A. C. S. (S. D.) post should be upgraded to P. A. C. S. level. In the short term the main task would be to oversee the implementation of the agreed recommendations in this report. Longer term, the emphasis would be on identifying and implementing further improvement opportunities. These responsibilities would be difficult to discharge unless the incumbent of the post is at least of equivalent status to most branch heads in the Secretariat.
2. INTRODUCING
NEW MACHINERY
The end result of Government's complex processes is the implementation of a large number of programmes* ranging across diverse fields such as crime prevention, housing, education. Achieving the objectives of these programmes requires departments to carry out a mix of activities** and in turn each of these activities requires a mix of resources.
The interrelationships between the programmes, activities and resources are also complex, and for this reason issues and decisions have to be examined from several viewpoints. Thus planning, decision making and control in Government need to be conducted in several dimensions.
In addition to taking account of this complexity, the approach used to manage these activities must meet three basic criteria. First and most important it must allow the centre to hold the ultimate decision powers and to retain strong overall control of all facets of Government business. Second, the approach must enable top-level Secretariat staff to devote the full attention merited to the major issues facing Government. And finally, it must be operable by the numbers and skills of staff currently available.
*
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A continuing service to the public, direct or indirect e. g., Medical and Health Service
** The tangible action taken to achieve programme objectives -
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e. g., keeping shops and offices under surveillance.
McKinsey & Company, Inc.
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