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12 Replies

  1. Roxanne Persaud @commutiny says ‘Mild title belies the great radical thinking’ (29/9/10).

    I think Home Office should jump at the chance to improve performance and enhance their organisational culture. Their doors are certaibly more open than I’m finding at the Foreign Office!

  2. Liam Barrington-Bush Buy flagyl 250 mg online

    I would hope so too!

    Perhaps if anyone from the Home Office is reading this, some anonymous feedback on the blog would shed some ‘insider’ light on my commentary?

  3. Having worked a bit in the public sector (health care in Ontario) I have some sympathy with the bureaucrats. They work within a framework that is defined by the politicians and particularly by the politicians’ acute fear of bad press. To riff on one of your examples, how do you think the conversation would go if a senior bureaucrat were to respond to a minister’s request for a policy on gang violence by suggesting that the real problem that needed to be tackled was police racism? No minister; Labour, Tory or LD would touch that with a barge pole. Survival within the bureaucracy means coming to terms with the fact that evidence based policy making will always be trumped by the need for flashy headlines and sops for the party’s electoral base.

  4. Liam Barrington-Bush Buy dapoxetine cheap

    Hi John –

    Thanks for your thoughts… While your comments are not surprising, they are also clearly quite damning of the institutions of government. While I wouldn’t make a direct assertion that racist policing caused gang violence, I would suggest it plays a (significant) role; if any government is unable to address this, due to political worries, there is a fairly substantial democratic crisis afoot…

    If indeed, a civil servants job is focused primarily on ‘survival within the bureaucracy’, something fundamental needs to change.

    The question that comes to mind for me, is, if the above is true, who benefits from this arrangement? It seems a likely place to start if we are to begin to figure out an alternative…

  5. It’s true that I think the disfunctionality of the bureaucracy is a symptom of a deeper, structural problem with the political system and therefore probably not addressable without addressing the wider issues.

    The root of the problem, and this seems now to be common to all parliamentary systems, is excessive concentration of power and policy making in the hands of the PM (premier whatever) and a handful of political advisers of very limited experience and outlook. Link that to an obsession with ‘spin’ and a rather ugly symbiotic relationship between politicians and press and it becomes very hard to get anything constructive done. Social policy doesn’t reduce easily to 30 second sound bites and complex problems are not best solved by 20 somethings who have no experience outside of party politics.

    The depths of ignorance displayed by policy wonks of considerable power are pretty amazing. One here (in the Premier’s office) in Toronto not so long ago suggested scrapping trying to build an Electronic Health Record system because “we could just dump all the data into a big database and Google it”. I kid you not.

    Who benefits from this? The kind of people who can claw their way to the top of the heap by pandering to people’s less attractive side I guess. It works for the likes of Tony Blair and Stephen Harper. Not so well for the rest of us maybe.

  6. While I don’t disagree with anything you’re saying, I wonder how widespread this view is within the civil service (in any country)? Because I didn’t get any sense of this kind of cynicism where I was – this would have been very different from the seeming confidence in the integrity of the work that I kept coming across.

    My gut instinct is that more people would ‘snap’ – in whatever form – if they shared your (I think, justified) understanding of the work, and the system would become untenable, but this obviously isn’t the case.

    So what is it that gets people through the day, not just coasting, but with some seeming sense of pride in their efforts, even when the results don’t match up with peoples’ articulated beliefs?

  7. Because I didn’t get any sense of this kind of cynicism where I was

    Were the people you were dealing with senior and experienced? I have had very serious conversations with senior members of the OPS about the near impossibility of getting sensible policy and legislation through. (Best example from my field, Ontario has spent 12+ years developing a Lab Information System. They still haven’t created the regulations that would let anyone access the data in it! It’s not sexy and it isn’t on the Premier’s agenda so it doesn’t happen.)

    If the people you were dealing with were relatively young and inexperienced I think the disconnect is easy to understand. When one is young it’s quite easy to think one is making a positive difference when really one is just spinning the hamster wheel. After all, the truth is too awful to think about too hard. I was like that once!

    Also, a lot of people do quit because they can’t take the cognitive dissonance. The OPS had a major outflow of young talent during the Harris years for that very reason.

  8. THE CULTURE

    The gap between who civil servants really are and who they are at work is the biggest for any line of work I have ever encountered.

    ● There is a vital need to make government departments more like people.

    I remember when training civil servants, three of the group took me aside individually to tell me they wanted to change how things were done but hadn’t spoken out in the session as nobody else would have agreed with them. I still wonder how many of the others thought the same.

    THE DISCONNECT

    Some of what happens is hard to explain. The Office for Civil Society is an odd place. For one thing, independent organisations are expected to change along with them whenever they alter their name, and so we have VCOs, then TSOs, now CSOs and coming soon … BSOs? Do they get out of the office? Maybe to a housing estate where they use megaphones to call up civil society organisations – just how many would realise they meant them?

    Anyway, these guys were supposed to make cuts Compact-compliant and failed right across government. Then the PM had to say: don’t cut voluntary groups. Was this cohesive government? Were they on message? Why did they let it happen without first assessing the impact? It’s the culture!

    THE LACK OF ACCOUNTABILITY

    Foreign Office officials are accountable to ministers who are accountable to Parliament and we are represented by our MP. It sounds a healthy democratic set up, but it isn’t all top down from politicians to officials. Civil servants do the briefing and they have a strong departmental line that often drives ministers. And officials shape policy without engaging with people, without dealing with correspondence in anywhere like an accountable way, without permitting people any real dialogue or input on foreign policy.

    ● Even when I offered the FCO free consultancy on improving engagement I got no reply – prompting Liam Barrington-Bush to say “You couldn’t make it up!”

    Indeed, when a policy change is considered it is now often done by secret review without external access or input. This is so for current reviews on extradition (Home Office), Overseas Territories (FCO) and Trident value for money (MoD). It happens because that’s the culture.

    So if you are, say, Gary McKinnon waiting for a decade for justice here rather than being hauled before the US courts. Or if you are a few thousand Black British Chagossians waiting 40 years for their human rights, instead of their homeland being used as a US bombing base. Or if you’re even in the majority of British people opposed to replacing Trident, which is leased from the US and considered by them part of their own nuke warhead stockpile – then that’s just tough.

    The system may be there for you just as long as the decisions are taken not because they are right or fair, but serve the interests of the USA – as all three examples have done for years. And what does the American President have to say about all this?

    ● Barack Obama said recently “the common thread of progress is the principle that government is accountable to its citizens.”

    THE NEED FOR BETTER GOVERNMENT

    The trouble with our democracy is that it is all done passively via second-hand relationships through ministers and MPs. If we want government that makes better decisions that are relevant, well-informed and supported by the people then officials need to be less insular, more outward looking and properly accountable to the people. We need open government which allows the people in, to influence, scrutinise and debate. We need to break the civil service culture.

    ● Just how to achieve this is the question – but it must be part of the Big Society revolution.

  9. Hi John –

    Was indeed mostly younger staff I was in touch with… may very well explain part of it, re: ‘too awful to think about’.

    I wonder if there will be a similar effect on the UK civil service, since the Tories got into power and have slash-and-burned the public sector, explicitly following the Chretien/Martin Canadian model of deficit-cutting?

    I may have had my day there too early into the govt shift, for the impacts to have hit home with staff yet…

  10. Liam Barrington-Bush Cost of zyban in ireland

    Paul – as usual, you are a fountain of knowledge. Your experiences in the public and voluntary sectors give you some major insights into these questions…

    The Culture or The Cult of Professionalism? http://www.morelikepeople.org/?p=620 Seems like there’s a real fear of being seen to step out of line – not wanting to say anything that could have you pegged as not entirely behind the moves of the day… I wonder how exactly that concern emerges? Would it be the same at a time when jobs are plentiful?

    Another thing I noticed several times during my day at the Home Office was the sense of urgency amongst staff, and a couple of comments to the affect of ‘we have to be fast to keep up with the speed things move here’… I found this very strange, as one of the hallmarks of government, from the outside, is the snail’s pace that decisions often seem to happen at. Yet, inside, there was a clear feeling of being rushed. And I wonder if this explains some of the non-Compact compliance in how cuts have been made? A sense of ‘we don’t have time’ because they are constantly given very tight deadlines, even for decisions that won’t be finalised for many months? Compact is not being considered at a high enough level to be implemented as part of a longer-term decision-making process, and by the time people lower in the ranks get their assignments, it’s too late?

    Also, re: Better Government. Direct connections between people at all levels of government (elected and not) to the streets and estates, could be a good starting point… but then we get the culture/cult again, which puts Eric Pickles in a £70K tax-funded, chauffeur-driven Jaguar he demanded, which is probably about as disconnecting an experience as one can have from the real world. Is there a means of breaking down some of those divides, which would be seen as less threatening by those in government? A Trojan Horse that could convince a range of officers and ministers to spend a night on a council estate? Live off benefits for a week? Spend a day working a manual labour job for low-wages? These may be extreme examples, but anything that could honestly give people in these positions a more first-hand knowledge of the impacts of their work could only be a good thing…

  11. Hi,

    What you experienced in one day captures it correctly. In the public sector there is too much talk and no action. I work in a quango and I find that in the public sector theres this awkward formality that puts up barriers between people and make them not like each other. When you can’t even be informal and relaxed with your own colleagues, how are you going to have the energy to want to serve the public?

  12. What you experienced in one day captures it correctly. In the public sector there is too much talk and no action. I work in a quango and I find that in the public sector theres this awkward formality that puts up barriers between people and make them not like each other. When you can’t even be informal and relaxed with your own colleagues, how are you going to have the energy to want to serve the public?


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More Like People is an association of freelance consultants, facilitators and trainers, working primarily in the voluntary, community and campaigning sectors in the the UK and elsewhere.