Learning case studies

Learning case studies

Machinery of government change

The Institute is supporting and advising on a range of government projects relating to changes in the role and structure of central government departments, ‘machinery of government' changes. This work aims to inform future decision-making about when to make machinery of government changes and the ways in which such changes should be managed.

Background

Machinery of government changes are a fact of political life, with significant changes in each of the last fifty years and peak years, such as 2007, when several departments are affected by restructuring. Prime Ministers embark on changes for a variety of reasons, including:

  • To increase focus on specific government priorities (for example, the creation of the Department for Energy and Climate Change);
  • To address perceived performance problems (for example, the separation of the Ministry of Justice from the Home Office following poor ratings in departmental Capability Reviews);
  • For political reasons.

Changes may have advantages but they also carry costs and are potentially disruptive to policy and service delivery. Yet the evidence suggests that costs and benefits are rarely, if ever, quantified prior to making changes or assessed afterwards.

Further, there is little evidence that there has been any in-depth consideration by successive Governments about when it might be helpful or unhelpful to make such changes.

Method

The Institute will facilitate cross-government research and learning in this area by creating seminars and other learning forums for those with experience of, and influence over, machinery of government changes. This research will draw on and inform the Institute's research into large-scale organisational change. The Institute will also shape and support specific research exercises, carrying out research directly or advising on existing government work in this area, including by:

  • Interviewing those involved in deciding about and implementing machinery of government changes, and with experts;
  • Conducting desk-based research, including historical analysis, analysis of secondary literature and impact assessment;
  • Learning from experience in the private sector and internationally.

Outcomes

Ultimately, the Institute aims to support better decision-making about when and how to make machinery of government changes. To support this goal, the Institute has already run a successful seminar involving senior people from within and outside Government, and will be running further events. Research findings will also inform the Institute's development work with senior policymakers. The Institute will publish a report that captures research findings, which is due to be published in autumn 2009.

 

This project is led by Senior Fellow, Sir Ian Magee
ian.magee@insituteforgovernment.org.uk