WESTMINSTER REFLECTIONS

As Parliament gathered after the summer recess, MPs thoughts are dominated by the parlous state of the public finances, the inflation challenge, Putin, China, climate change, energy prices, the need for renewed economic growth, NHS waiting lists and strikes, and how to resolve the ‘small boats’ crisis, to name but a few issues.  The next general election looms, but these challenges will continue to be daunting, whichever of the two main parties wins.  

It feels like a similar period to the 1970s, when the UK’s problems seemed chronic and insoluble.  Much of the soul-searching is about how things got so bad, and whether our system of politics and government has the capability to address the fundamental issues.

In June 1980, Jon Hoskyns and Norman Strauss, two businessmen inexperienced in politics, were appointed by Margaret Thatcher to lead the No. 10 Policy Unit. They met with Lord Crowther-Hunt, the constitutional adviser to Harold Wilson's government and a member of the Fulton Committee, which had reported on the state of the Civil Service in the 1960s. 

While Hoskyns and Strauss were staunch Thatcherites, having authored the renowned Stepping Stones report on militant trade unionism, they found common ground with Crowther-Hunt and Fulton’s conclusions regarding the need for civil service reform. In his memoir, like Fulton, Hoskyns criticised the prevailing culture of generalism over in-depth subject knowledge and expertise, the inability to establish cross-departmental approaches to problem-solving, and the pervasive short-termism at the heart of government. Four decades on, these observations still resonate with those of us working in UK politics.

I chair of the House of Commons Liaison Committee, the Commons committee comprising all select committee chairs. We are conducting an inquiry into how our committees could better scrutinise strategic thinking in government. This also begs the question: what strategic thinking does government conduct, and how could that be improved?  We are interested in the practice of other governments and parliaments, so I do invite DIPLOMAT’s global readership to consider providing evidence to this inquiry. The submission deadline is 15th October. bit.ly/44VzKeI

Our inquiry is exploring the government’s effectiveness in identifying strategic opportunities, risks, and threats; how it employs internal and external challenge for improvement of strategy and plans; and the role of No. 10 and the Cabinet Office in overseeing cross-governmental strategic programmes. We are also eager to uncover areas often overlooked when politicians and civil servants bemoan the state’s short-term orientation. 

Some select committees have commendably joined forces to scrutinise government strategy from a cross-departmental perspective – a case in point being the collaboration between the Science and Technology and Health and Social Care committees during the COVID crisis. However, Select Committees too frequently echo the strengths and limitations of the governmental departmental silos they oversee.

We are also keen to receive evidence from international peers regarding their approaches to long-term government planning. Some are saying that the Strategy Unit in the Prime Minister’s Office in Singapore, or the French inclination towards ‘la politique du coup par coup,’ or central European nations unique insights on navigating Russian aggression, are the most relevant. We know there are plenty of academics and external specialists offering unique strategic insights, and as well as those feeling constrained by the introspective nature of the British government, are interested in contributing.

A wave of innovative thought is currently revitalising the core of the UK government. Endeavours like Civic Future are galvanising the younger generation to embrace political careers and reimagine the role of the British state. The Cabinet Secretary is promoting long-term strategic planning, refining foresight and ‘fusion doctrine’.  He is keen to cultivate more continuous institutional memory and to develop expertise in strategic thinking. 

Civil servants play a crucial role, ensuring strategic continuity with all governments, in matters like counterterrorism, cyber, the maintenance of the continuous-at-sea-deterrent, and other areas where there is a broad cross-party consensus.  From successes like the Vaccine Taskforce to the nascent Artificial Intelligence Advisory Council, the UK government has showcased the potential for strategic thinking. 

Through this inquiry, we aim to learn the best lessons from these successes, and help Parliament and its committees foster strategic capabilities across the government, through better scrutiny.