Challenges in Reforming the Civil Service: A Struggle for Change

Efforts to reform Whitehall and make the civil service more efficient have encountered significant resistance from top civil servants, according to a new report. The think tank Reform highlighted that resistance from within the civil service is one of the primary obstacles to achieving meaningful reform. In contrast, a civil service union emphasized the need for strategic reform rather than knee-jerk reactions. A government spokesperson asserted that their reform program is making progress across all departments.

The report underscores a “remarkable consensus” among political parties regarding the urgency of civil service reform. Successive governments have expressed frustration with the perceived lack of dynamism, skill shortages, risk aversion, reliance on established processes, and high staff turnover within the government machinery. Ministers have long lamented their struggles to bring about changes in the civil service to enhance policy delivery.

Some Tory MPs have even earned the ire of civil servants by referring to them as “the blob.” In March, an email sent in Home Secretary Suella Braverman’s name suggested that civil servants might be deliberately obstructing policies they disagreed with.

The report claims that permanent secretaries, who hold the highest positions in government departments, have shown limited interest in reform efforts. Interviews with 27 former cabinet secretaries, permanent secretaries, cabinet ministers, and special advisors revealed that “eye rolling” was a common response from civil service leaders when government proposals for change were discussed.

A former permanent secretary noted, “When the Cabinet Office tries to reform departments, there is quite a bit of eye rolling about the latest initiative to come out of the center.” Other senior civil servants admitted to “switching off” when discussions revolved around the latest government initiatives. In some cases, senior figures ordered documents related to reform to be discarded immediately.

However, some interviewees emphasized that the success of civil service reform is heavily influenced by senior politicians, including the prime minister, cabinet ministers, and the Treasury. They suggested that if these influential figures support a reform initiative, it is more likely to succeed.

The report reveals that driving reform from the center is challenging. Former Cabinet Secretary Sir Mark Sedwill explained in a preface to the report that his role as cabinet secretary, overseeing all government departments, sometimes felt less influential than his previous position as permanent secretary at the Home Office. He noted that at the Home Office, his casual remarks could lead to action, while as cabinet secretary, he struggled to find levers that had an impact.

In response to the report, a government spokesperson stated that the civil service is working tirelessly to deliver for the British people and to promote regional development. The government’s civil service reform plan, launched in June 2021, included a £8 billion investment in new technology and the relocation of 12,000 civil service jobs out of London.

However, Amy Leversidge, representing the FDA, a trade union for senior and middle management civil servants, stressed the importance of strategic reform that addresses genuine issues and adds value. She highlighted that the civil service’s pay structure is in need of reform to attract and retain the right skills and talent.

The report suggests that one solution to the lack of support from permanent secretaries for reform is to recruit more civil service leaders from outside the organization. One former permanent secretary explained that individuals who have spent their entire careers in one place may be less inclined to embrace change. Bringing in external expertise to the civil service could break the cycle and facilitate meaningful reform.

In conclusion, reforming the civil service presents a considerable challenge, with entrenched resistance from within. The success of reform initiatives largely hinges on the support of senior politicians and the ability to drive change from the center. The report underscores the need for strategic, well-thought-out reforms to address issues within the civil service effectively.