Government: Leadership Training — House of Lords, 2021-09-16
Topic: Government Operations
James Peter Hymers Mackay (Conservative, Centre-right): My Lords, it is a great privilege to follow the noble Baroness, Lady Taylor. I must say that I agree with a great deal of what she said in relation to the conduct of the Government towards Parliament and the need for that particular relationship to be scrupulously observed It is a long time since I was a Minister but, in those days, it was a terrific fault if, by any chance, some proposal leaked out before it was put before Parliament; a complete investigation would normally take place into why that had happened and to prevent it happening again. I think partly that was due to the attitude of the most senior Minister in the Government—in my case, for most of the time, it was Margaret Thatcher—but it was indeed a very important consideration I am interested in the idea of instructing Ministers in what they should be doing. I am not sure whether this instruction would be given before they become Ministers, in the hope that they may become Ministers, or once they are in office, after they become Ministers. Whatever, it is certainly very important I looked through the papers that are recorded in the back of the brief that the Library has prepared for us and I took out this phrase: "We will also ensure Ministers receive training in how to assess evidence, monitor delivery, and work effectively with Civil Service colleagues." The best I can do is to say just a word or two about my own experience as a Minister in two departments—both a long time ago, but I think the principles remain The first principle is that the Minister and all the staff of the department, whether they are civil servants or other agents that are used in the particular office in question, are one team. The Minister is responsible for that team and must take responsibility for any errors that take place. We all make mistakes—I have not met anyone yet who has never made a mistake; I look forward to that possibility but, so far, it has not materialised—and it is absolutely essential that the Minister takes responsibility for his department and what it does in his name. It tends to be a very divisive matter if the Minister starts to make out that something or other has happened that he did not want The second point I want to make is that the Civil Service and the other advisers in various departments are there to assist. I think it is vital for the Minister to give time to these people to express to him or her what their view is of a particular matter When I became Lord Chancellor, a long time ago now, I was very interested to hear what the civil servants, staff and officials had to say about quite difficult decisions that from time to time we had to make. I was told by my private office a week after I came into the office that they had doubled the amount of time allowed in my diary for consultations with officials. I think that indicates that I felt that the only way to be really sure that you were doing what was right was to try to find out what the advice was and discuss why that advice was given. As I look back on it now, I think that most of the decisions I took were agreed between myself and the official responsible for looking into the matter The whole position of being a Minister is surely very responsible, and one of the things a Minister is responsible for, in the public interest, is having a relationship with the press. When I became the Lord Advocate, there was no connection between my office and the press: rather, it was thought of as a rather unworthy kind of connection. I did not agree with that and I was determined to try to raise it. Help was given by my Secretary of State, George Younger, from the Scottish Office. One of the officers there told me that, if you have a case, the thing to do is to say when you are going to make a statement on it, make a complete investigation and, when that has been given, say "That’s all"—otherwise, the thing drags on and becomes an impediment. These are just some little advices I got out of practice, and I suspect they are pretty good advices still.