Special advisers have become a familiar part of our system of government. They provide ministers with political advice and support that the Civil Service is precluded from giving. Effective special advisers make departments easier to run and help ministers deliver their priorities.
However, research by the Institute for Government concluded that special advisers have little preparation for their roles and that ministers have limited guidance on how to use them. Special advisers can also find themselves having to cover their entire department’s agenda with minimal support. There is therefore a need for guidance to be given to both ministers on the management of their special advisers, and to special advisers on their role and relationships.
We have drawn on the practical experience of ministers, advisers themselves and civil servants to put together a series of guides to help fill those gaps.
Special advisers have become a familiar part of our system of government. They provide ministers with political advice and support that the Civil Service is precluded from giving. Effective special advisers make departments easier to run and help ministers deliver their priorities.
However, research by the Institute for Government concluded that special advisers have little preparation for their roles and that ministers have limited guidance on how to use them. Special advisers can also find themselves having to cover their entire department’s agenda with minimal support. There is therefore a need for guidance to be given to both ministers on the management of their special advisers, and to special advisers on their role and relationships.
We have drawn on the practical experience of ministers, advisers themselves and civil servants to put together a series of guides to help fill those gaps.