Mr. Ramsay Muir said:—One of the most marked, and one of the most ominous, features of the political situation to-day is that there is an almost universal decline of belief in and respect for our system of government. This undermining of the confidence that a healthy community ought to feel in its institutions is a perturbing fact which it is the plain duty of all good Liberals to consider seriously. We need not be deterred by the old gibe that Liberalism has always cared more about political machinery than about social reorganisation. The gibe was never true. But, in any case, no projects of social reorganisation have much chance of success unless the political machinery by means of which they have to be carried into effect is working efficiently. Moreover, since most of the projects of social reform which are being urged upon our attention involve an enlargement of the activities of the State, it is obvious that we shall be running the risk of a breakdown unless we make sure that the machinery of the State is capable of meeting the demands which are made upon it. We must be satisfied that our engine has sufficient power before we require it to draw a double load. In truth, one reason why the engine of government is not working well is that it has been required to do a great deal more work than it was designed for. The time has come to consider carefully the character and capacity of our machinery of government in view of the increased demands which are certain to be made upon it in the future.
Our national political system may be divided into two parts. On the one hand, there is the working machine, which goes on, year in, year out, whether Parliament is sitting or not, and which would still go on quite well for a time if Parliament never met again. We call it the Government, and we habitually and rightly hold it responsible for every aspect of national policy and action, for legislation and finance as well as for foreign policy and internal administration. On the other hand, there is what Burke used to call “the control on behalf of the nation,” mainly exercised through Parliament, whose chief function is to criticise and control the action of Government, and to make the responsibility of Government to the nation a real and a felt responsibility. The discontents of to-day apply to both parts of the system, and I propose to deal with them in turn, first inquiring what is wrong with the working machine of government and how it can be amended, and then turning to consider how far the control on behalf of the nation is working badly, and how it can be made more efficient.
In what I have called the “working machine” of government there are two distinct elements. First, there is the large, permanent, professional staff, the Civil Service; secondly, there is the policy-directing body, the Cabinet. Both of these are the objects of a great deal of contemporary criticism. On the one hand, we are told that we are suffering from “bureaucracy,” which means that the permanent officials have too much independent and uncontrolled, or imperfectly controlled, authority. On the other hand, we are told that we are suffering from Cabinet dictatorship, or, alternatively, that the Cabinet system is breaking down and being replaced by the autocracy of the Prime Minister. There is a good deal of prima facie justification for all these complaints.
The Growth of the Civil Service
First, as to bureaucracy. It is manifest that there has been an immense increase in the number, the functions, and the power of public officials. This is not merely due to the war. It has been going on for a long time—ever since, in fact, we began the deliberate process of national reconstruction in the years following 1832. In itself this increase has not been a bad thing; on the contrary, it has been the only possible means of carrying into effect the great series of reforms which marked the nineteenth century. And may I here underline the fact that we Liberals, in particular, have no right to criticise the process, since we have been mainly responsible for it, at any rate in all its early stages. When our predecessors set up the first Factory Inspectors in 1833, and so rendered possible the creation of a whole code of factory laws; when they created the first rudimentary Education Office in 1839, and so set to work the men who have really moulded our national system of education; when they set up a bureaucratic Poor Law Board in 1841, which shaped our Poor Law Policy, and a Public Health Board in 1848, which gradually worked out our system of Public Health—when they did these things, they were beginning a process which has been carried further with every decade. If you like, they were laying the foundations of bureaucracy; but they were also creating the only machinery by which vast, beneficial and desperately needed measures of social reform could be carried into effect.
And there is yet another thing for which Liberalism must assume the responsibility. When Gladstone instituted the Civil Service Commission in 1853, and the system of appointment by competitive examination in 1870, he freed the Civil Service from the reputation for corruption and inefficiency which had clung to it; and he ensured that it should attract, as it has ever since done, much of the best intellect of the nation. But this very fact inevitably increased the influence of the Civil Service, and encouraged the expansion of its functions. If you put a body of very able men in charge of a department of public service, it is certain that they will magnify their office, take a disproportionate view of its claims, and incessantly strive to increase its functions and its staff. This is not only natural, it is healthy—so long as the process is subjected to efficient criticism and control.
But the plain fact is that the control is inadequate. The vast machine of government has outgrown the power of the controlling mechanism.
We trust for the control of the immense bureaucratic machine, almost entirely to the presence, at the head of each department, of a political minister directly responsible to Parliament. We hold the minister responsible for everything that happens in his office, and we regard this ministerial responsibility as one of the keystones of our system. But when we reflect that the minister is distracted by a multitude of other calls upon his time, and that he has to deal with officials who are generally his equals in ability, and always his superiors in special knowledge; when we realise how impossible it is that a tithe of the multifarious business of a great department should come before him, and that the business which does come before him comes with the recommendations for action of men who know ten times more about it than he does, it must be obvious that the responsibility of the minister must be quite unreal, in regard to the normal working of the office. One thing alone he can do, and it is an important thing, quite big enough to occupy his attention. He can make sure that the broad policy of the office, and its big new departures, are in accord with the ideas of the majority in Parliament, and are co-ordinated, through the Cabinet, with the policy of the other departments. That, indeed, is the true function of a minister; and if he tries to make his responsibility real beyond that, he may easily neglect his main work. Beyond this consideration of broad policy, I do not hesitate to say that the theory of ministerial responsibility is not a check upon the growth of bureaucracy, but is rather the cover under which bureaucracy has grown up. For the position of the minister enables him, and almost compels him, to use his influence in Parliament for the purpose of diverting or minimising parliamentary criticism.
A Check upon Bureaucracy
How can this growth of inadequately controlled official power be checked? Is it not apparent that this can only be done if a clear distinction is drawn between the sphere of broad policy, in which the minister both can be and ought to be responsible, and the sphere of ordinary administrative work for which the minister cannot be genuinely responsible? If that distinction is accepted, it ought not to be impossible for Parliament without undermining ministerial or cabinet responsibility, to devise a means of making its control over the ordinary working of the departments effective, through a system of committees or in other ways.