A split over the Permanent Secretary?

Posted on behalf of Peter Waller

The press has reported today that No 10 has rejected the potential appointment of David Kennedy, currently CEO of the Climate Change committee as Permanent Secretary at DECC. Yet again this is seen as a sign of a coalition split and of meddling by No 10 in civil service appointments.

There is no reason to doubt the underlying accuracy of the story, though we can rest assured that nothing will be disclosed on the record. But does that mean either the coalition is yet again in crisis or that No 10 is throwing its weight around? Possibly but probably not.

From the outside, a strong case could be made for two types of appointment to DECC at present.

First there is the case for someone with business credibility in the energy industry given the need, as Ed Davey said in Parliament yesterday, for £110 billion private sector investment in our energy infrastructure by 2020.   This is a huge challenge – and the Department will need to be strongly business facing in the next few years.  Moreover, Ministers always start by trying to attract suitable individuals with a business background, though are seldom successful.

Second, usually as fallback, there is a case for a Whitehall insider, someone who knows how to manage a Whitehall Department at a time of significant downsizing and structural reform. And who will know how to keep the show on the road.

But David Kennedy did not really tick either box. Kennedy is hugely respected for his knowledge of climate change and if the Department had been recruiting a head of policy development, then he would have been an outstanding candidate. But his background is neither a business one, nor a Whitehall insider. And the role of Permanent Secretary is no longer, if it ever was, about being the principal policy adviser to Ministers. It is primarily a managerial role, making sure the Department delivers what Ministers want.

All this is, of course, speculation on my part. But I do recall one appointment in my civil service career where my Department was on the verge of appointing a totally “outside the box” candidate to a senior role – but we were saved from doing so by  a wise soul in No 10 telling us to think again.  Six months later we were all grateful to No 10 for their response. This case is not remotely like that one and Kennedy might well have been successful in the role. But a No 10  veto can always be exercised wisely as well as wilfully.

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