Government: Leadership Training

Lord Maude of Horsham Excerpts

Thursday 16th September 2021 Lords Chamber

[Lord Maude of Horsham (Con)]

My Lords, I declare my interests in the register, particularly my chairmanship of FMA, which provides support to Governments outside the UK on public sector and efficiency reform.

I congratulate my noble friend Lord Norton on securing this debate, which is very timely. What better day to be debating the need for training Ministers than when the reshuffle has just happened and a raft of new Ministers are taking up their posts? I recall, in the early days of the coalition Government, a Minister from our coalition partners, the Liberal Democrats, describing how he felt that he had been parachuted deep behind enemy lines with no map, no compass and no one to give him support in how he should execute the quite senior office to which he had been appointed. I have believed for a long time in the need for Ministers to have support and training.

Before the 2010 election, when I was leading the work of preparing the Conservative Party for the possibility of being in government, we drew on the activity that the noble Baroness, Lady Taylor, described. We organised a number of sessions; we wheeled out some of the old warhorses, such as my noble friend Lord Heseltine, with a reputation for knowing how to get things done in government. Subsequently we organised, on a very informal basis, some induction sessions after each reshuffle for new Ministers—but it was voluntary and not as well organised or as rigorous as it should have been. I deeply believe that this is really important.

The Institute for Government—IfG—supported the work that we did before that election and afterwards, and it can play an important role in this area. I am delighted to say that the Major Projects Leadership Academy, based in the Saïd Business School at Oxford, which we set up in 2012, now has a programme for Ministers, where they spend eight one-hour sessions over an eight-week period learning about many of the things that my noble friend Lord Norton has described: the need to articulate a vision and knowing how to turn that vision into reality. That is a positive development, but again I think it is voluntary when it should not be so.

The second part of my noble friend’s Motion, civil servants, are something with which I have had a great deal to do. For five years in the coalition Government I had responsibility in the Cabinet for the Civil Service, and I have a few reflections coming out of that. The first is that in the Civil Service we still have a class divide. There is a white-collar class of policy mandarins, to use the word, who basically sit above the salt and essentially have a stranglehold on the top jobs, and then there are the blue-collar civil servants who are specialists in finance, procurement, IT and major projects but rarely get the top jobs. There is not parity of esteem, something that we must work towards. We need to have the scope for civil servants who have skills and much-needed capability beyond the ability to provide analysis and policy support, and they need to have at least as good a chance of securing those top jobs.

Some 53 years after the Fulton committee report, there is still too much of the cult of the gifted amateur. My noble friend referred to generalists; that is another way of putting it. It is not that they are not gifted; many of them are extremely gifted and many very professional, but we still appoint people into very responsible posts—Permanent Secretaries of departments with budgets of tens of billions of pounds—who are woefully underprepared, and then we complain when they fail.

I tried to address this issue by starting a programme where younger Permanent Secretaries with a period ahead of them would attend top leadership courses at the best business schools in the world, where they would mingle with people from other sectors, including the private sector. These courses at Stanford, Harvard, INSEAD and others are incredibly valuable. I was told by the then Cabinet Secretary that we could not justify the cost because they cost $70,000 or so. These are people who we are putting in charge of tens of billions of pounds a year, but I was told that the Daily Mail would not wear it. My response was, “If they want to have that argument, bring it on. I’m very happy to make the case for making this investment in the people we are asking to take on these roles.”

We eventually got agreement that this would happen about 18 months before the 2015 election. I was consistently told that it was happening and all under way. By the time the election happened and I moved on, instead of 10 Permanent Secretaries going through three months at Harvard, Stanford and INSEAD, one Permanent Secretary, my own, had done one week at IMD in Lausanne. He said, “Minister, it was good, it was fine, but it wasn’t what you had in mind.” I have never understood why there was such resistance to giving these people, on whom we make such important demands, the support and backing they need to be able to undertake these public responsibilities.

We owe my noble friend a serious debt for drawing attention to the need for us to step up a good deal on this subject.