One of the shibboleths of Public Service life is strategic planning. Everyone is admonished to plan, to become part of various overarching strategic plans, and to devise their own working plans.
I don't have any problems with the idea of a group or people or an organisation getting together at some timely time and saying, 'what are our priorities for the next financial year, how are we going to achieve them, who's going to do what and when.' Like sketching out a rough and adaptable mudmap.
But what strategic planning public-service-style seems to mean, in actuality, is a lot of people writing dot points in grids. And that one's life is to be dominated by the writing and re-writing of more dotpoints within these grids.
These plans often seem to take on a life all of their own, and I'm tempted to wonder if some of the local policy problems 'out there' mightn't be solved a lot more quickly if we actually did something about them rather than updating the latest strategic priorities in the plan that's meant to relate to whatever's going on out there. (I guess that sounds like a community org perspective.)
I always thought that strategic planning, especially in the form of week-long strategic planning workshops, was just some Public Service thing to be aimably endured, like bank queues and the Coles carpark. Something which any sensible person knew had little relationship with reality. A bit like the homework card at my school, which I don't think anyone (except Belinda Archer) filled in honestly for more than a week.
I've dutifully written up workplans for the sake of the exercise (i.e. to ensure advancement to the next pay increment), then shoved them in the bottom of a filing cabinet where they belong. I once worked near someone who took their workplan seriously. She even had it pinned up in a plastic envelope beside her desk for easy reference. But she was a very serious Queensland Marxist in Birkenstocks. That's been pretty well my only sighting of the serious work plan user.
I guess there's some irony in this given that I've written at length about what kind of outcomes and benchmarks should be set and how they should be set in Indigenous affairs (this being, of course, something else for other people to do and for me to criticise the way they go about it.)
Anyway, there's a lot of time and ink that's been put into developing strategic plans for my current workplace. I've been staring at them for the past few weeks wondering if they really have any relevance to what I'm meant to be doing at the moment. I even highlighted a few things I thought perhaps I should do, but I've mostly I've just gone back to talking to people or reading stuff.
Another faskinating facet of Public Service life is the way in which it often becomes a home for all sorts of people whom might not have found a home anywhere else, (a particular feature of the state/territory level APS, I suspect). The sort of people about whom classic snide Public Service comments are made, such as: 'He's a 4, tho really he should only be a 3.' 'We only ended up with her because there wasn't anywhere else for her to go after X Area's restructure.' There was particular case back in Melbourne whom it was rumoured even cold restructurers thought would be too cruel to move on. Kindly older Aboriginal people in regional Victoria used to ask me: 'Is that Lesley still there?' Me: 'Yes.' Them [marvelling]: 'She used to be there in the days of the DAA! Did she ever become a project officer?' Me: 'No, she's still a 2.'
In fact, sometimes it feels as tho one might be working in a sheltered workshop. In the past, I've worked with quite a few people who were either barking mad, lazy or incompetent (esp on the Titanic, I'm afraid) but very few who were actually just NVB (Lesley wasn't; she read all sorts of interesting things. I think she had ADD and couldn't finish anything). Now I'm working in the same section as someone who seems to be mentally challenged, unfortunately. She's somehow both confused and confusing. I feel like I'm being drawn into an infinite vortex of explanation whenever I go near her. In fact, I find myself deliberately avoiding her (hope she doesn't realise this) for that very reason. My boss wants me to 'find some tasks that Melanie could do' [obvious sheltered workshop statement], which I've been avoiding for now by saying I'm still new and trying to work out what I'm meant to be doing. Perhaps I could give her a mailing list to update or something, but even then, I imagine there would be a lot of explaining to do. I can't imagine what job might suit her -- maybe childcare with the under-2s, where there might not be any need for communication of abstract information. I feel rather mean, writing this, as she's quite sweet (and also a descendant of the original Lutheran missionaries out here, which makes me feel as tho I'm dealing with an Amish person).
Speaking of strategic planning has reminded me of one of these infinite vortex-style conversation we had recently. Melanie came towards me, two drafts of a strategic plan for our area in hand, (while I was doing something naughty that she wouldn't do, like web-surfing, as I invariably am). Did I know why the strategic priorities were different in one box in the two different plans, and which was the right one?
'Well, looking at them,' I said, 'even tho this is the later version, it doesn't look like it's meant to be final as it has the names of organisations rather than strategies in the "strategies" box.'
'Oh, ' she said, 'but X has put them in that box.'
'Yes, but they're the names of organisations not strategies so I don't think they're ultimately meant to be there. Maybe she put them in there to remind her that she needed to put down the strategies covered by these organisations. I know for a fact that some of the strategies in the earlier plan have been superceded, so maybe she was going to get some information about what the organisations are meant to be doing now.'
'So they aren't strategies?'
'No, they're not strategies. They're organisations.'
'Oh ... so organisations can't be strategies?'
'I don't think so. Organisations are groups of people who develop and implement strategies but they're not strategies themselves.'
'Why are they in the plan then?'
'I'm not sure, but I think it might be just a form of mental shorthand, that she was going to come back to later.'
'So you can't have organisations in a plan?'
'Well, yes you can, in the right section, but you really shouldn't have them here without saying what strategies they're meant to be doing. The organisations are the actors who carry out actions from the plan.'
And so on. These kind of conversations emerge in response to much simpler things; I'm sometimes not really sure what we're talking anymore about by the end. Too much close contact with her with turn me into Basil Fawlty.
Websurfing -- that's another thing. I was listening to 'Australia Talks Back' a week or so ago and heard a forum re: workplace practices of bosses screening employees' web-surfing and emailing and whether this constitutes a breach of privacy (actually, I found you could put a tracking thing on your emails in Outlook which will show when someone [like the HR manager] has read them). I think there's a good mental health and sanity rationale for employees to be allowed to web-surf for a few minutes every hour, in the way that you're meant to do ergonomic exercises. It can't be healthy, being glued to a work terminal -- or a strategic plan -- all day long.
Today, the temp here climbed up to 29. Tomorrow it's meant to be 30. When I came in to work on Monday am, it was only 3 or 4 (but probably got up to about 24 in the afternoon). I find that kind of climactic disparity in the space of a few days amazing (and I used to live in Melbourne). The hot weather dropped in the space of a fortnight after Easter; perhaps we'll be back up in the mid-30s in another week. Tonight I had a gin and tonic; it was a real G&T evening...tho admittedly not quite my first of the season. I feel I can justify continuous red wine imbibement (flavinoids, anti-oxidants, arterial dilation, minor anti-thrombotic activity) but not so sure about gin, my summer drink of choice. Read an article the other day on the relative merits of gin and red wine ... gin comes off badly, which is hardly surprising. But they only recommend 0.8 standard glass of red wine per day for women for optimum health benefits ('the French effect'). White white, however, is meant to be better for your lungs (red wine for cardiovascular), which is interesting, given that I posted about using it for bronchitis in May.
Yeah, I know...no more health tips. And it does look like I've gone too small with the font size...it didn't show up immediately when I re-published the site the other night (perhaps due to an incoming phone call). I felt the body of the posts should be a bit more compressed. There isn't a big range of choice with font in Typepad, but one probably doesn't want to go that small with Trebuchet.
But if you think that font size is bad, you should see the editing panel for posts in Typepad; it's about 6 point and means that I end up with far more proofing errors than I'd like. That and the fact that it sometimes crashes (esp if I forget to take call waiting off) makes working in Word a much better plan...
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