The Future of the Civil Service

Lord Marlesford Excerpts

Thursday 16th January 2014 Lords Chamber

[Lord Marlesford (Con)]

My Lords, for 50 years I have been observing, commenting on and, at one point, participating in the Civil Service; as a party functionaire, as a special adviser in Whitehall when those were rare beasts, and as a journalist. For some months, at the Economist, I shared a room with the noble Lord, Lord Hennessy—we had a lot of fun—and his arrival has been a great asset to this House.

I have observed, with dismay, a real deterioration during recent decades in the performance and capability of the Civil Service and, indeed, in the quality of some of those who occupy key posts in it. To take just one symptom, the quality and preparation of legislation has been getting worse and worse. We have observed this in our own role here. This is sometimes compounded by the determination of civil servants to stick to what they have produced, casting around for ingenious and often spurious arguments to sustain it. This can be compounded by Ministers if they are prepared to act as parrots for the Whitehall view. I would support the idea of a fundamental look at the Civil Service, but on the one condition that it does not delay the changes that can be made and are so urgently needed now.

The whole idea of Northcote-Trevelyan and the subsequent reforms was to move away from patronage to ensure tough, competitive entry so that the Civil Service recruited the brightest and the best and became a meritocratic elite. Its performance must be held to account with rigour by Parliament; this is where I welcome the growing effectiveness of Select Committees. The problem is the attempt to move away from the simple criterion of excellence in recruitment and promotion towards diversity, the aim of which is to make the Civil Service reflect more closely the profile of Britain. The flaw in this is that the role of the Civil Service is too important to be used in some form of politically correct modern patronage dressed up as social engineering.

Better is needed at the bottom and the top of the ladder. At the bottom, private offices—traditionally a crucial staging post on the route to the top—are there to help serving Ministers get things done. In 2011 I asked, in a PQ, what steps HMG were taking to ensure that the staffing of private offices reflected the full diversity of the UK. In reply, I got a whole column of Hansard, proudly announcing such absurdities as roadshows. Private offices are now falling down on the job. Permanent Secretaries have always been key at the top. As the noble Lord, Lord Butler, said, there is now far too much rotation. For example, the deputy secretary at the Home Office responsible for immigration policy, so rightly denounced as not fit for purpose, was promoted to PUS in the Ministry of Defence. His performance was a disaster and his successor lasted only a few months. Where are the giants of the past? Where are the Sir Frank Coopers and the Sir Michael Quinlans?

Britain needs and deserves the best in the Civil Service. I am in favour of an independent elite. Let us recruit it.