Politicians and public officials will get along if they follow these five pointers
Politicians and public managers are different. Good politicians develop policies that change the status quo, while good managers translate ideas into practice by the creative management of programmes, people and budgets.
The relationship between politicians and their officials has always been contentious – it still is, but for different reasons. It's not a question of whether politicians are blamed for things out of their control (Crichel Down was from another age), or whether officials wield too much power (again Sir Humphrey and Yes Minister are from bygone days). Instead, the current debate centres on whether officials are up the mark to deliver, or whether they're an expensive luxury in a time of austerity. The Department for Communities and Local Government has questioned whether the role of chief executive is actually needed, while in Whitehall ministers are using more special advisers.
Many senior political leaders do not like the traditional Northcote Trevelyan settlement (by which civil servants are recruited on merit) and want to appoint their own top officials. Before long, I think that fixed-term appointments by secretaries of state or leaders of councils will be the norm for filling the most senior management roles.
Whether or not this happens, there are five key points on which the success of the relationship between politicians and officials depends:
1. Legitimacy – it is important that there is a mutual respect of roles. Politicians have a democratic mandate and must consider public sentiment, while officials have an understanding of resource allocation, measuring service outcomes and managing staff.
2. Accountability – officials must understand that accountability to the public lies with politicians, who are the external face of the organisation. But officials also have a duty to advise partners, stakeholders and the public.
3. Transparency – officials must respect that politicians do not have to take their advice, but politicians should know that, while they can decide between options, they cannot tell officers what to recommend or define their professional advice.
4. Horizons – public officials need to implement and evaluate the often short-term policies of the day, but also convince politicians of the importance of sustainability.
5. Process – perhaps the greatest tension of all, because politicians often view long-winded processes as unnecessary blockages. Officials need to ensure proper procedures are followed when spending public money, without using this principle as an excuse to stall innovation or change.
Whether they're tackling NHS policies or alleged corruption within the police, public institutions have to deal with complex, sensitive and contentious issues needing the skills of both political and managerial leadership to work effectively in tandem. This relationship needs patience and hard work to get right.
Rob Whiteman is chief executive of the Chartered Institute of Public Finance and Accountancy (CIPFA)
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