Introduction
To mark their 150th anniversary, the Civil Service Commissioners have sponsored a book – ‘Changing Times’.
Synopsis
The days of civil servants as hands-off policy makers are, by common consent, gone. Policy is now developed in many forums. Government is trying to come closer to citizens. Citizens want to be seen as consumers of public services. Reform and delivery have become the watchwords. Change is now constant in society, in government and in the civil service. What do these changes mean for the values and practice of an impartial civil service? Can an impartial civil service meet the challenges of government in the 21st century?
In this volume of essays, leading British and international experts discuss the future of the Civil Service against the backdrop of the changing role of the state: as a policy maker; as a provider of public services; as regulator and as a trusted communicator to citizens:
- Donald Savoie asserts that the collapse of the traditional boundaries and the drive to make the Civil Service more like the private sector has demolished the unique bargain struck between the Civil Service and politicians. The luxury of frank and honest debate is at risk.
- Sir Hayden Phillips sees the Civil Service as being in something of a renaissance, arguing that the service is increasingly outward-looking and accepting of shared responsibility. The traditional values of honesty, objectivity, impartiality and integrity all continue but allied with political sensitivity, flexibility and commitment.
- Sir Andrew Turnbull looks at the development of the Civil Service against the backdrop of rapid global and technological change. The focus on delivery has created a greater demand for leadership and professionalism.
- Sir Gus O’Donnell argues that the growth in both the role and size of the state means that its own productivity is now crucial to overall national economic performance. The principles of an impartial, professional, permanent Civil Service remain highly relevant – the challenge is to define professional government and adapt accordingly.
- Gerard Lemos argues that advances in science and technology mean there is a continuing need for innovation in the social domain to tackle ‘the problems that won’t go away’. As the only ones with an incentive to make a positive difference, government and the voluntary sector must be persistent and expert in social innovation, even when irreversible success is elusive.
- Sir Alan Langlands uses the NHS as a case study to demonstrate that the progress of public service depends largely on the context – political economies and personalities, the content – the substance of what the organisation does, and the process – the way in which it does it and tackles change. Public and political aspirations for the NHS remain high and the relationship between the government, the public and the market is delicately poised.
- Sam Younger looks at the growth of ‘independent’ regulators, arguing that the way they relate to government makes them structurally weak. In an attempt to guarantee accountability, independence may be compromised.
- Baroness Onora O’Neill calls for the development of intelligent forms of accountability, arguing that government and the Civil Service often confuse accountability with management and control.
- John Lloyd looks at the growth of the media and subsequent change in the balance of power between journalists, broadcasters and politicians, arguing that proper debate in a free society requires a rational public space, not a war zone.
- Howell James says that the challenges for government communication are more exacting than ever. A wider, more ambitious remit for government communication is required; one which retains the core Civil Service values of honesty and impartiality.
- Elaine Kamarck looks at public sector reform movements around the world, arguing that what began as a desire for better efficiency and lower costs has brought about a new appreciation for quality and performance. As government presides over an increasingly sophisticated economy, a culture of innovation and the need to attract top talent becomes paramount.
Copies
Copies of the book may be obtained from Steve Pares (tel: 020 7276 2615)
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