Fixing Whitehall: Is the Maude review the right plan for government reform?
Dec 1, 2023
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In this discussion, Lord Maude, a former Minister for the Cabinet Office, dives into his recent Independent Review of Governance and Accountability in the Civil Service. He highlights the complexity and confusion in current government structures and outlines 57 proposals to enhance accountability and governance. The conversation covers pressing topics such as the proposal to split the Treasury, the role of the Cabinet Secretary, strategies for retaining talent, and the need for improved collaboration across departments, aiming for meaningful civil service reform.
Lord Maude's review emphasizes the need for clearer governance and accountability structures within the civil service to enhance effectiveness.
The proposal for an Office of Budget and Management aims to improve interdepartmental collaboration, addressing challenges posed by siloed budgets.
Enhancements to the Civil Service Commission are crucial for establishing independent oversight and accountability, ensuring sustained civil service improvements.
Deep dives
Overview of Civil Service Reform Goals
The discussion highlights the goal of civil service reform, focusing on governance and accountability changes rather than a definitive plan for what the civil service should ultimately look like. It recognizes the complexities involved, pointing out that historical efforts at government reform have often failed to generate sustained change. The need for a more open and welcoming environment for diverse perspectives is emphasized, illustrating the difficulty in achieving meaningful reform despite numerous attempts over the years. An annex in the review recounts critiques of these failures, reinforcing the notion that addressing these issues is inherently challenging.
Power Dynamics and Leadership Structure
The analysis reveals the existing power dynamics within the civil service, particularly regarding the role of the head of the civil service and how authority has traditionally been tied to the Prime Minister. There is a clear argument for the delegation of certain powers from the Prime Minister to a dedicated head of the civil service to facilitate change management more effectively. The review suggests that splitting responsibilities and defining roles more clearly could lead to better governance and accountability. By analyzing historical context, it becomes apparent that the current setup leaves significant gaps in leadership and oversight.
Cross-Departmental Collaboration Challenges
The conversation stresses the importance of collaboration across departments for effective governance and implementation of policy. Existing siloed budgets often hinder comprehensive approaches to issues that require joint effort from multiple sectors. The proposal for an Office of Budget and Management is introduced as a means to facilitate this collaboration, enabling more coordinated responses to cross-cutting functions like energy security or public health. This strategy aims to break down barriers preventing effective interdepartmental communication and cooperation.
Recruitment and Retention of Talent
A key focus of the discussion is the recruitment and retention of talent within the civil service, especially amidst concerns of uncompetitive pay. It highlights that while pay is a factor, the opportunity to effect change within government presents a compelling reason for talented individuals to join, despite potentially lower salaries than the private sector. Implementing policies for better interchange and external recruitment can help mitigate the churn already present in the civil service. There is also an acknowledgment that fixed-term appointments for senior civil servants might foster a more dynamic and adaptive workforce.
Implementation of Reforms and Accountability
The implementation of proposed reforms is tied to establishing clearer lines of accountability within the civil service structure. The proposed enhancement of the Civil Service Commission is aimed at ensuring independent scrutiny of performance and oversight of internal appointments. This systematic scrutiny is deemed critical since self-assessment currently jeopardizes honest evaluations of civil service effectiveness. With accountability mechanisms that persist beyond electoral cycles, there’s hope for sustaining improvements in civil service capabilities over time, regardless of political changes.
Earlier this month Lord Maude, who served as Minister for the Cabinet Office from 2010-2015, published his Independent Review of Governance and Accountability in the Civil Service. The comprehensive review saw Maude speak to former and present civil service leaders, minister and ex-ministers, former Prime Ministers, and many civil servants. Maude concludes that “the arrangements for governance and accountability of the civil service are unclear, opaque and incomplete”, and that the centre of government has become "unwieldy, with confusion about where responsibilities lie."
So what is Lord Maude’s plan to fix these problems and how would his 57 recommendations work? Ministers have reacted coolly to Maude’s plan to split the Treasury and create an Office of Budget and Management, but is he right? What responsibilities should the Cabinet Secretary hold? And what can be done to ensure this review of the civil service succeeds when so many previous attempts have failed?
To discuss these questions and more, Lord Maude joined us in conversation at the Institute for Government. The event was chaired by Alex Thomas, Programme Director at the Institute for Government.