Labour members smile sweetly and silently nod. Tory members are jumping up and down in rage. We all agree that the Coalition Government is set to fail.
This is the state of play on the Public Administration Select Committee (PASC). It's a unanimous report published yesterday called “Change in Government: the agenda for leadership” (download a PDF of the report). PASC has been following up the promise made by the Prime Minister to “turn government on its head; taking power away from Whitehall and putting it into the hands of people and communities.” This involves the fantasy of the ‘Big Society’ The promise of localism which is really centralisation plus openness and transparency but not where Andy Coulson is concerned. They also promise a ‘post-bureaucratic age’. It will appear just after they have created their own new bureaucracies.
PASC’s chair Bernard Jenkins sums up the Coalitions tasks. 'What exactly is being done to implement this reform? What objectives are being set? What organisational changes are being made? How is the process being led? How lessons learned are being shared across departments. Is the civil service workforce engaged in the process of change? What will be the outcome in say three years’ time? The overall conclusion is stark.
Unless government can develop and implement a comprehensive plan for cross-departmental reform in Whitehall, the Government's wider ambitions will fail. As our report points out, we know that the Prime Minister’s Director of Strategy, Steve Hilton, and others at senior levels in the Government, are exasperated by lack of progress and are apparently appalled by the ‘custom and practice’ of Whitehall…. The report also highlights the lack of specialist expertise and other key skills, institutional inertia and complacency which justify the Prime Minister's complaint about "the enemies of enterprise" within Whitehall (which so enraged the Cabinet Secretary)'.
Francis Maude seems content that he is 'doing stuff.' So far nothing works. The best evidence is in the Health Committee's report proving that trying to redesign the engine while the car is running in top gear is impossible. The reform of residential home inspections cut visits by 70%. Having heard all this before from other Governments it's difficult to suppress a yawn. David Blunkett talked of the 'rubber levers' of power. Politicians decide. The levers are pulled and nothing changes. John Prescott accepts his share of the blame for FiRe exchange debacles but fairly complains that the civil servant responsible forgot to tell him that costs had soared from £100 million to £400 million. Subsequently the Civil Servant was promoted.
PASC has come up with a pious range of recommendations. The Cabinet Office should take on a much stronger coordinating role and should provide vigorous leadership to ensure that every department of state is leading and implementing change effectively. We don't say how. We have heard it all before. We also call for a 'world class centre of Government headed by someone with the authority to insist on delivery across the Civil Service'. Who?
PASC fairly concludes. "Change must be driven: it will not just happen. That is how large companies implement change, or change fails'. That is where the Committee is united. We divided on whether the planned changes are desirable. On the planned wrecking of the NHS my money is firmly on inertia to win the day. And a good thing too.
Traditionally, the Civil Service has had three core capabilities: advice to Ministers on policy and legislation; management of public services; and, supervision of public bodies. The reform agenda demands a fourth capability: the ability to engage with voluntary and private sector organisations to contract and commission public services. People in Whitehall with that capability could almost be counted on one hand. A conscious development programme here is essential. What concerns us is that in some cases, without a coherent plan, Departments are not identifying the roles and capabilities required. So savings programmes are throwing out the good with the bad.
PASC report continues: "Our message to Francis Maude is that he must take a lead on the process of Civil Service reform – and he must have the authority from the Cabinet to take the lead - or the Government’s reform programme will fail. However, Francis told us that the last thing the government needs is a new plan or blueprint and that he prefers “doing stuff”.
I had an exchange with Maude on this point.
Paul Flynn: There have been a number of mistakes and apologies and times when you have had to go back. You had the evacuation of British citizens from Libya this week; there was the climbdown on the idiotic idea to sell off the forests; the building schools initiative—another U-turn on that. You have not been in power very long to have had so many humiliating U-turns and now you have got a sort of fire brigade in at 10 Downing Street to avoid these future disasters. Wouldn’t a plan have been possible in the early days to avoid the elephant traps that the Government has fallen into?
Sir Gus O’Donnell: Well, we have had plans and have plans
.Q253 Paul Flynn: What has gone wrong? Why have there been so many U-turns?
Francis Maude: There have not been that many.
Q254 Paul Flynn: Looking back at past Governments—
Francis Maude: We are a Government that does things. You earlier were saying we are doing lots of stuff, in a way that made it sound rather dismissive, but I took it as an immense compliment, actually. If you do a lot of stuff and do a lot of things and you press ahead at speed, as we are doing, is everything going to be perfect? Probably not.
Q255 Paul Flynn: I think experience showed us that doing stuff, major reforms, major reorganisations largely do not work and do not deliver benefits that account for the disorganisation and the chaos of the processes themselves. Generally I take a conservative point of view and you seem to take the revolutionary point of view.
Francis Maude: If I may put it like this, you are taking the reactionary point of view.
Q256 Paul Flynn: Chairman Mao would have been proud of you.
Francis Maude: You are taking the—was it Lord Melbourne who said, “Change? Aren’t things bad enough already?”
Q257 Paul Flynn: Indeed. A very profound comment.
Q241 Paul Flynn: Can I just counter this dastardly suggestion that I am isolated in my wisdom here? I have the might of the Daily Mail behind me; I have Professor Martin Smith, and Nigel Shadbolt, another professor, a member of the Transparency Board, no less, said that “the eagerly awaited comprehensive spending data from the Treasury (COINS) disappointed many—it was hard to fathom and difficult to interpret.” I have the joy of representing the Office of National Statistics and these matters are discussed at great length, and the feeling is that your Government—we come to this later—is running away from the professional standards of statisticians and going into this populist binge of yours with policies that have inaccuracies built into them, where there are no plans and which are bound to end in a car crash.
Francis Maude: Point one: Nigel Shadbolt, who is on my Transparency Board and was at the meeting we had of the board yesterday, strongly supported us putting the data out there. The fact that he says it is imperfect—I completely agree with everything he said. This data is not perfect but it is the data we have, so it is a very quick, simple thing to do, and there was lots of interest for people in combing through it and finding lots of stuff to query.
Q242 Paul Flynn: How are you going to measure whether it is working or not?
Francis Maude: People will tell us.
Q243 Paul Flynn: You have not got anything in place, any mechanism—plan, dare I use the word?
Francis Maude: This craving for plans.
Paul Flynn: Clearly, you have some phobia about plans and accuracy. It is all great stuff; it is all very daring stuff.
Francis Maude: People will tell us. There is a huge community of people who develop applications that use this data in different ways, which exploit it, sometimes for commercial gain, sometimes for social gain, and this is unplanned. This is fundamentally unplanned. This is a market, a mixed ecology, if you prefer that word, where lots of activity is going on—
Q244 Paul Flynn: Chaos.
Francis Maude: No, untidy. Not chaos. But very untidy. There is a difference between statistics and information, and Gus is completely right that the statistical process must be rigorous and accurate to the best extent that it can be. There is a difference between putting data out there and allowing other people, other organisations, to use it in different ways.
Paul Flynn: I think your comments will come back to haunt you in future.
Robert Halfon: Unlike my friend opposite, I am fairly Maoist when it comes to reform of the Civil Service.
Paul Flynn: Hear, hear, comrade.
Recent Comments