Governing for Friday Afternoon

As the saying goes, “Statesmen govern for the next generation; politicians govern for Friday afternoon.” In a few short words, this saying accurately sums up one of the most entrenched problems facing our system of governance – the obsessive focus on the short-term that crowds out long-term, strategic thinking.

When we think about the difficult problems facing our country and our province – the need to balance budgets and pay down debt, providing better education and health care, retooling our economy – all of these issues require solutions that need to be delivered over the long term.

We know this. Why, then, is our leadership trapped in the pattern of governing for Friday afternoon?

The sad reality is that our leadership can be easily trapped in the “immediate” – the disturbing headline, the awkward gaffe, the clash of personalities – that captures our attention and seemingly demands a rapid response. We see this all the time. An issue pops up and there is a pell-mell rush to get in front of a microphone, issue a press release, email “talking points” or otherwise demonstrate responsiveness to a new public concern.   

Although many observers blame this on the 24/7 media cycle, the rise of social media or other new communications tools, the need to win the battle for “hearts and minds” on a daily basis is as old as politics itself. It is also very seductive.

By its nature, a strategic approach is seen as rather dull. It is based on policy and a plan that unfolds over time, with regular evaluation and coordination. There may be a worthy goal at the end but that’s as sexy as it gets. Following a strategy has far less excitement, urgency and bombast to it than responding to the crise du jour. But only a strategic approach can get a large, dispersed organization like government to go where it needs to go.

In a situation where government goes from crisis to crisis, it needs resources but it does not need a plan. There is also no need for research capacity or expertise in policy development or program evaluation. Under this scenario, it is no surprise that those working in policy or strategic planning are most often the first to be tossed over the side when it is time to trim government’s operating expenses.

Without its own independent capacity to evaluate policy, governments become prey to anyone with a good story to tell. Governments become policy-takers, not policy-makers. Without the ability to look beyond the immediate future, governments become incapable of developing and implementing the long-term solutions we need. More often than not, the public dollars wasted is only exceeded by the time wasted by senior managers and elected officials in dealing with these transitory “crises.”

But governments can escape from this trap.

First, our leadership needs the maturity to understand that not everything is a crisis. The most successful leaders and governments are those that set the agenda rather than be driven by events.

As well, our leadership needs discipline to resist the temptations that crisis brings – the promise of media exposure, the novelty and the adrenaline rush of confrontation. Governing well demands attention to the day-to-day details and a focus on delivering programs and services.

Government decision-making is more than trying to decide between good and bad. It is the complex task of deciding between good, better and best – all within a sensible fiscal and legal framework. This cannot be done on the back of a napkin or by holding a finger up in the wind. It requires careful thought, engagement with stakeholders and a commitment to timely action. Investing in policy capacity will save tax dollars in the long run.

And for those who think that policy is irrelevant in an adversarial political system dominated by sound bites and attack ads, it should be remembered that one-half of a voter’s decision at the ballot box is based on the perceived ability of political parties or leaders to handle the policy issues of the day. More often than not good policy makes good politics.

All these lessons are wasted on those who think that governing is simply trying to make it through the week.

 

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This article was originally published in the December 23, 2013 edition of the Telegraph-Journal.