Notwithstanding the benefits of supporting processes and mechanisms, the secretary must have regular, direct contact with the minister, initiating that contact as well as responding to requests.

Where there is more than one minister in the portfolio, it is helpful to assign a deputy to each junior minister or parliamentary secretary, to provide dedicated support. This does not entirely replace the need for the portfolio secretary to be available to support the non-portfolio ministers, but it does spread the load effectively and meets most requirements for secretary-level support.

Ministers rely heavily on secretaries for advice on due process. In the early days, some diplomatic teaching of a minister by a secretary is required. Courage might be needed at times in giving advice on due process, but most ministers appreciate it in the longer term.

Secretaries are also almost always expected to be able to add value to policy advice. This does not require constraining advice from departmental experts, but guiding that advice and helping to identify alternative options and take into account wider issues and context.

Strategic planning, directly involving ministers, can help build the necessary relationship. Strategic plans focus on ‘why’ and ‘how’, complementing policy platforms, charter letters and portfolio budget statements that determine ‘what’ achievements are expected and the resources involved. They can be regarded as high-level agreements between the minister and the department and should be formally endorsed by the minister. The minister is never, however, the department’s ‘primary customer’; the minister is the boss.

Setting a day aside, at least once a year, for high-level discussions with the minister on longer-term policy issues and directions is enormously helpful in ensuring policy coherence and understanding of the evidence behind the department’s policy advice.

While never replacing direct meetings, emails and phone calls with the minister, the secretary should arrange regular meetings with the minister’s chief of staff. Informal discussions covering agendas drawn up by both parties can help to diffuse misunderstandings, focus attention on matters of importance to the minister and clarify the basis of ‘frank and fearless’ advice that might be causing unease.

Such contacts are even more important in times of political crisis when there might be tension between the minister and the department.

Encouraging the chief of staff to clarify the division of responsibilities among ministerial staff can serve to limit miscommunications between the department and the office and to enhance the relevance and timeliness of advice.

Departmental liaison officers should be high-performing officers with a lot of potential for more senior roles in the future. This demonstrates to the minister and ministerial staff the calibre of public servants in the department, reduces the risk of an ‘us and them’ mentality developing and provides excellent training opportunities for future public service executives.