Civil Service Reform

Andrew Miller Excerpts

Thursday 3rd April 2014 Commons Chamber

[Andrew Miller (Ellesmere Port and Neston) (Lab)]

I congratulate the Public Administration Committee The hon. Member for Thurrock (Jackie Doyle-Price) is absolutely right: we need behavioural and cultural change to be at the heart of the system. Successive Governments have argued in circles about the structure of government—about which bit belongs where, and all the rest of it—and have never come up with the perfect structure, simply because there is no perfect structure. Let us take the Department for Culture, Media and Sport. Where does the science bit belong, where does the sport bit belong, where does the culture and museums bit belong? The arguments are enormously difficult, and no one will ever come up with a perfect solution.

It is blindingly obvious that there must be a much better porous membrane between the structures of Departments to make things work, but there are massive cultural obstacles in the way of that. During the 1997 Parliament, I did some work for the then Prime Minister, Tony Blair, on the delivery of technology. The paper that I produced for him pointed out that the problem was not about the technology itself, but about the people and the business processes. For far too long, we have been stuck in the rut of saying “We do it this way because we do it this way.” In case after case, I was able to demonstrate that a fundamental shift in the way in which the business processes operate will produce better efficiencies, better productivity, and—most important of all, as the hon. Member for Thurrock observed—better services for the people whom we are here to represent.

I think that the arguments for having a good look at the structure and the mechanisms that operate are not just philosophical arguments but practical arguments that matter a great deal to the people whom we represent. The way in which we should do that is a matter of debate. My Select Committee recently undertook some work on horizon scanning, which is covered by the Minister’s Department. We heard some very fine evidence from Jon Day, who leads that work for the Government, and who described very clearly the problems of silo government and how it can be broken down. I am sure that that evidence will feature when we write our report, but it is already in the public domain.

A number of Members have talked about the problems of contract management. That, too, has been a massive problem within the system. We need a professional contract management system that is fit for purpose and very few Departments can claim they have cracked that problem.

I conclude, contrary to my very good friend my right hon. Friend the Member for Wentworth and Dearne (John Healey), that the place to do this work is inside the House. I agree with the Public Administration Committee. We need the practical experience Members of Parliament bring to this debate: knowledge of what is missing from the delivery of services to their constituents and knowledge of the practical problems of dealing with the complex structures within government. That is where Members of Parliament from both Houses can contribute significantly to the debate.

These are not issues that will necessarily cause any rift between the parties because I think there is a genuine desire to improve the business processes and the way in which the civil service relates to us, the Government and the people we represent. I do not see this creating a great divide, therefore, and I do not think the Government should be worried that it will slow their reform programme at all. This can happen in parallel, and I urge the Secretary of State to think about how we can make that happen and deliver a profoundly important report by the PASC.