Civil Service: Politicisation

Baroness Lane-Fox of Soho Excerpts

Thursday 28th November 2024 Lords Chamber

[Baroness Lane-Fox of Soho (CB)]

My Lords, I too thank my noble friend for this important debate. I draw attention to my interests—particularly that I am currently chairing the Government’s advisory board on the digital centre of government.

Arguably, one of the most severe pressures on the Civil Service is the pressure to be fit for purpose in the digital age. However, this is not a separate issue to that of politicisation: they are increasingly intertwined and, in my opinion, they must be thought about together. Today’s reality is clear: digital skills are no longer optional extras. Data analysis, digital service design and agile project management—let alone the nuance needed in understanding AI tools—have become as essential to governance as policy writing and stakeholder management. This shift creates real tensions within our supposedly neutral institutions.

First, we have a significant skills gap. The traditional recruitment and career paths are not delivering the digital expertise we need. When the service brings in external talent, it faces resistance from those concerned about maintaining Civil Service independence. When people stick to conventional processes, they are criticised for falling behind.

Secondly, digital transformation often requires quicker decisions and implementation. This culture can conflict with processes designed for careful deliberation and political neutrality. As public services become increasingly digital, the line between policy and implementation grows less distinct. Technical decisions about system design now have major policy implications—for example, around digital inclusion or data privacy. In addition, civil servants now face complex challenges related to algorithmic decision-making.

Thirdly, artificial intelligence and automation have evolved beyond mere tools: they are fundamentally uprooting old ways of working and raising the expectation of public sector employees. When digital projects fail or services do not meet expectations, this provides politicians with stronger arguments for exerting more direct control over these services and perhaps bypassing normal processes.

However, there are many opportunities for meaningful reform. It is essential to use this moment to modernise the culture while preserving values. When I worked on the Government Digital Service from 2009 to 2014, the case for change was clear. Returning to government just a couple of months ago, I was somewhat dispirited to find that not enough had shifted. I suggest three urgent actions to the Minister.

First, it is vital to reimagine Civil Service training. Digital skills should not be separate from traditional competencies: they should be integrated into a new model of public service professionalism. We need civil servants who are technically confident and competent and who are deeply committed to public service values.

Secondly, we need new models of accountability that recognise the complexity of modern governance. Rather than choosing between political control and Civil Service independence, we should develop frameworks that allow for rapid innovation while maintaining appropriate checks and balances. This could also include new forms of parliamentary oversight.

Thirdly, there are far more opportunities to use high-quality data and transparency as a tool for trust. Better and more open data would allow us to make government decision-making more visible to the public and more effective between Ministers and departments. This can strengthen democratic accountability without compromising Civil Service independence. But there is a huge amount of work to do to shift the current culture. Data is still too often inoperable and badly utilised. This reinforces silo-based working and continues deepening a lack of clear measurement and accountability in departments.

As we have heard so eloquently today, throughout history, the Civil Service has evolved to meet its new challenges. It is possible to build a service that is fit for purpose in 2030 while preserving its commitment to political neutrality. However, it will not happen by chance: it requires a focus and a determination to bring about that cultural change. I am lucky to have worked with many brilliant and dedicated civil servants, but surely they deserve to work in a modern service, using the best tools of the culture available in 2024, and not still to rely on some that feel as though they might date back to 1824.