This note summarises developments after the June 2017 General Election. Earlier notes in this series are listed here.
'The Dead Generalist'
In July 2017, Ed Straw drew attention to his above provocatively titled pamphlet, first published in 2004, arguing that civil service reform was still needed for two reasons:
'As the old politics of redistribution and mediating between classes have diminished in relative importance, the new politics of competence in public service delivery and in national decision-making have come to dominate: the civil service is central to the capacity of any government to deliver public services. This is a new challenge with which politicians and civil servants are wrestling. The front line is deeply affected by the centre.
- Despite all of the proposals, the fundamentals of the system have not changed. Indeed, the fundamentals can be defended vigorously, and it is these fundamentals which most need to change. The civil service system has not experienced the sea change which most of the rest of the country, in the public and private domains, has undergone. Our public debate has assumed for decades, if not generations, that the principles of civil service organisation are somehow sacrosanct, and that methods first outlined 150 years ago remain the best way to organise public administration today. "
The report then turns to what the author describes as 'the independence imperative**' of the civil service which 'creates an organisational paradox. Ministers are accountable to the electorate for delivery, and yet themselves appoint almost no one to oversee it. Imagine becoming chief executive of a large organisation and being told that the entire management are ‘independent’, that you have no control over their major levers of motivation – recruitment, promotion and reward – and that they operate as a separate organisation with a mind of its own. Modern organisations do not and cannot work like that. Neither can government.'
Powerful and effective initiatives can still be successful, it is argued, but only rarely and by forgoing 'the traditional civil service approach', as exemplified by the rough sleeping initiative which was led by a specialist from outside the civil service with strong sponsorship from the Home Secretary. Here is a comparison of the two approaches as described by the formal evaluation of the initiative:
Traditional Civil Service Approach v. Rough Sleeping Approach
A generalist is assigned to it v. Led by a deep specialist/ practitioner
Staff assigned to the job, from the civil service v. Staff hand-picked for the job from a range of backgrounds (including the civil service)
Largely office-bound v. ‘Service sampling’ approach: i.e. management and staff out experiencing the services with the users
‘Passing-through’-orientated v. Goal-orientated and time-limited
Issue guidance and wait for the world to change v. Committed, well-led, motivated group
Future careers dependent on serving inside v. Future careers dependent on success with this objective
Analyse the problem academically and as a policy matter v. Analyse the problem from the ground and from the customer, and redesign the services accordingly
Impartial v. Passionate
Dominated by departmental silos v. Joining up services
Basic assumption is to carry on as before v. Explicit about the need for change
Change has to be justified v. Challenge assumptions and working practices, and do things differently
The second part of the report proposed the shape of a new civil service which was intended to:
'End the separate existence of the civil service and its isolation; to make it part of the government of the day; and to start joining it up with the public services it exists for.
Give governments and ministers the authority and resources they need to deliver on election commitments.
Create clarity of role, and separate the independence-driven roles from the roles of service delivery and of parliamentary, political and legislative management.
Adopt and apply organisational best practice with particular impact on the sourcing and motivation of people.
Undertake change at quick pace.
Put in place a new framework to drive understanding and improvement, independent of ministers and civil servants; to keep national scores; to evaluate departments, delivery and initiatives; and most importantly, to become the hub of a powerful force for international knowledge acquisition, diffusion and learning.'
**Pedantic note:- I don't think that 'the independence imperative' is quite the right phrase. Unless you are a government minister, the civil service looks far from independent from its political masters, not least because of the strictures of the Armstrong Memorandum. But the analysis of the paradox later in that paragraph has real force.
It is surely hard to disagree with the broad analysis summarised above, nor with much of the detailed prescription for change which completes part two of the report. It is hard to disagree, too, with the report's prediction that its recommendations would meet much resistance, including from the civil service itself which 'is often insular and internally focused' as well as from the 'opposition of the day [which] has always seen most advantage in defending the civil service from government ‘politicisation’ rather than in backing reform to its own long-term advantage. The short-termism of our modern democracy stymies reform.'
Mr Straw correctly noted that 'none of the civil service reforms [since Northcote Trevelyan] have ever addressed change in [his] comprehensive and aligned way' and concluded that 'Tackling the issue will take skill and courage.' I am less convinced by his assertion that reform 'is a day one issue, in that the longer a new government is in office the more it gets stuck with the status quo and cannot break free. Day one is the first day after the election of a new prime minister or of a new party in power.' My own view is that progress can only be made on a cross-party basis - not least because of the short-term politics identified by the author.
A more detailed analysis of the repeated failure of attempts to reform the civil service may be found in my webpage discussing Civil Service Reform Syndrome.
The IfG published the above-titled report in September 2017, commenting as follows:
If the UK Government is to succeed in negotiating the complex challenges that it now faces, the civil service must have the specialist capability that it needs. Over the past four years, the leadership of the civil service has stepped up efforts to professionalise key activities such as policymaking, financial management and commercial procurement and contract management. Professionalising Whitehall takes stock of the reform efforts under way in eight core cross-departmental specialisms ... and ... offers an assessment of where these specialisms are at now, and argues for four priorities for reform.
One recommendation was that civil service leaders must tackle the “entrenched perception” that Whitehall policy roles are the best way to reach senior posts. In particular, the leaders of each profession needed to ensure that civil servants gained greater access to training and mentoring on how to operate within a political environment and influence policy. This would help specialists progress to senior management positions within departments and make a career in specialisms outside policy more attractive.
Meanwhile in Whitehall ...
... reports suggested that Prime Minister May was not getting the best out of her increasingly cowed senor officials:
There was a particular problem in that she had appointed one of her favourites, Ollie Robbins, simultaneously to report to her and, as his Permanent Secretary, to Brexit secretary David Davis. The latter inevitably fell out so Mr Robbins was moved into No.10 Downing Street in September 2017.