Civil Service Reform

John Healey Excerpts

Thursday 3rd April 2014 Commons Chamber

[John Healey (Wentworth and Dearne) (Lab)]

It is good to follow the hon. Member for Ealing Central and Acton (Angie Bray). I welcome this debate on the reform of the civil service, and congratulate the hon. Member for Harwich and North Essex (Mr Jenkin) on securing it. I do not think, however, that his proposal for a parliamentary commission at this stage of the Parliament is the answer, and had the House debated that proposal 12 months after the previous election, rather than 12 months before the next one, the case might have been stronger. I did agree with the hon. Gentleman when he said that there is more on which we agree than disagree, and this is a unique opportunity for us to start to forge a strong, cross-party consensus on the analysis of the problems, and the conclusions about changes that must be made to our system of British government if we are to do right by British taxpayers and those who depend on services.

In some ways, and for several reasons, I feel pretty confident about that. First, I was struck by the Minister for the Cabinet Office’s recent description of the civil service leadership as having a “bias to inertia”. I am not prone to quoting Tony Blair, but that echoed a comment he made in his book when he stated:

“As I discovered early on, the problem with the traditional Civil Service was not obstruction but inertia.”

The second reason for being confident about the potential for a cross-party, wider consensus is that excellent work has been done by think-tanks such as the Institute for Government, the Institute for Public Policy Research, the First Division Association, and the Public Administration Committee, chaired by the hon. Member for Harwich and North Essex. A lot of that tends to be about the nitty-gritty weaknesses of government—the wiring, perhaps—and there is need for a much bigger view. Thirdly, for the first time since the second world war, all three major parties include people with recent or current experience of government, and all are looking forward to a closely contested election next May. We therefore have the potential and a unique opportunity to forge a consensus on how and why we need to change the civil service.

Despite its strengths, the civil service is still designed and run principally on a system that was established in the mid-1850s, but it is now simply not equal to the task given the changes and challenges of a modern society. In the time available I will mention four dimensions to the debate that I think are overlooked, but that I consider to be central. First, we cannot talk sensibly about civil service reform—or the civil service at all—without recognising the distinctions between policy and delivery staff, and between the 20,000 core policy officials or the 50,000 Whitehall-based staff, and more than 300,000 people who work in agencies and bodies, often outside London. Secondly, we cannot talk sensibly about better government if we look only at the civil service, because the questions are just as much about politicians as they are about civil servants: the capacity and culture of Ministers, the role of advisers, the adequacy of parliamentary scrutiny, the tyranny of short-termism, and 24-hour media.

I know when I was at my best as a Minister and when I was at my worst. When I was at my best I had a complex but clearly defined challenge. I had authority from the top to lead, including across Departments, and I had a team of good civil servants, some of whom were policy and some of whom were operations. I was at my worst when I came into sub-committees of the Cabinet with my lines to take from the Department and very little preparation or knowledge beforehand.

Thirdly, we cannot talk sensibly about a modern system of government if we do not get to grips with what the powers, roles and responsibilities should be at the centre, and what would work much better locally. Fourthly, we cannot talk sensibly about civil service reform if we do not have an accurate appreciation of civil service staff. It is not just their commitment to public service and the values of integrity and incorruptibility. There are only 1,900 fast streamers out of more than 400,000 civil servants. This time last year there were only 3,695 senior civil servants, yet still they do a dedicated, committed job with a strong sense of public service.

I was proud that one of the first reforms of the previous Labour Government was to reintroduce trade union rights at GCHQ. Trade unions have a part to play, speaking up on behalf of staff and offering views on the sort of change we need in the civil service, just as they do in many of Britain’s best and leading companies.