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The Cabinet Office 1916-2016: The Birth of Modern Government
The story of the Cabinet Office, created in the depths of the Great War in December 1916, goes to the very heart of the British state. Written with unparalleled access to documents and personnel, this lavishly illustrated history will give readers the definitive inside account of what has really gone on in government over the past 100 years.
- GenresPolitics
384 pages, Hardcover
Published October 17, 2017
8 people are currently reading
55 people want to read
About the author
Anthony Seldon
86 books76 followersSir Anthony Francis Seldon, FRSA, FRHistS, FKC, is a British educator and contemporary historian. He was the 13th Master (headmaster) of Wellington College, one of Britain's co-educational independent boarding schools. In 2009, he set up The Wellington Academy, the first state school to carry the name of its founding independent school. He was Vice-Chancellor of the University of Buckingham from 2015 to 2020. Seldon was knighted in the 2014 Birthday Honours for services to education and modern political history.
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Displaying 1 - 6 of 6 reviews
December 29, 2017
I should start by declaring an interest: I worked as a middle-ranking official in the Cabinet Office in the late 1990s, though on the Civil Service management side of the organisation, rather than in the Cabinet Secretariat.
It is perhaps one of the major peculiarities of the British system of government that not only is the Prime Minister, at least in theory, simply first among equals as an advisor to the Monarch, but also the postholder has no significant Department of their own, securing their influence in large measure through their chairing of the Cabinet. Perhaps even more surprising is the fact that, prior to 1916, there was no secretariat supporting the Cabinet: agendas and minutes were haphazard, with Ministers often unclear what had been agreed.
This all changed in 1916, as the pressure of modern war proved that the traditional, gentlemanly structures could no longer cope with the scale, complexity and speed of government. Seldon covers the history of the resulting body through recounting the experience of the eleven men (and they have all been men) who have held the post of Cabinet Secretary in the succeeding century. Inevitably, the book has a particular focus on the relationship between the Cabinet Secretary and the Prime Minister of the day, which has varied from exceptionally close to one where the politicians made considerable efforts to exclude officials from key meetings and decisions.
In essence, Seldon suggests that there has been an ongoing tension at the heart of the Cabinet Office: does it principally serve the Prime Minister of the day, focused on delivering their political agenda, or is it primarily centred on enabling all Cabinet Ministers to work together so that their Departments collectively deliver the business of Government in the most effective manner? Seldon recounts the repeated disagreements between successive Cabinet Secretaries and Prime Ministers on this issue, with a broadly consistent line from the officials and differing responses from the politicians, depending on their individual personalities and working styles. One of the factors to emerge is the difference between those Prime Ministers who were primarily political leaders and had minimal interest in the business of management, and those who immersed themselves in the practicalities of converting policy into reality. Seldon's broad assessment is that it was the latter who tended to have greater success in delivering their political vision, not least because they succeeded in harnessing the expertise of officials rather than dismissing them as not being committed fellow travellers. As a senior officer outside Central Government myself, it seems only too apparent when the various Whitehall Departments operate independently, without clear coordination and shared direction, as the confusion and contradiction between them repeadtedly hinders achievement of the very goals that Ministers seek to achieve.
Overall, Seldon has written a readable and interesting book, packed with fascinating insights and vignettes. Perhaps inevitably, the work is focused on the personalities and characters of the Prime Ministers and Cabinet Secretaries, with less about how the Cabinet Secretariat actually works in practice. The book also concentrates on the Cabinet Secretariat rather than the wider Cabinet Office - during the period that I worked there, while the Secretariat remained at a few hundred officials, the rest of the Department ebbed and flowed from about a thousand staff up to some four thousand and then back again, an experience that was often quite bewildering for those of us caught up in the process and clearly damaging to our ability to form a coherent organisation with a clear sense of purpose.
It is perhaps one of the major peculiarities of the British system of government that not only is the Prime Minister, at least in theory, simply first among equals as an advisor to the Monarch, but also the postholder has no significant Department of their own, securing their influence in large measure through their chairing of the Cabinet. Perhaps even more surprising is the fact that, prior to 1916, there was no secretariat supporting the Cabinet: agendas and minutes were haphazard, with Ministers often unclear what had been agreed.
This all changed in 1916, as the pressure of modern war proved that the traditional, gentlemanly structures could no longer cope with the scale, complexity and speed of government. Seldon covers the history of the resulting body through recounting the experience of the eleven men (and they have all been men) who have held the post of Cabinet Secretary in the succeeding century. Inevitably, the book has a particular focus on the relationship between the Cabinet Secretary and the Prime Minister of the day, which has varied from exceptionally close to one where the politicians made considerable efforts to exclude officials from key meetings and decisions.
In essence, Seldon suggests that there has been an ongoing tension at the heart of the Cabinet Office: does it principally serve the Prime Minister of the day, focused on delivering their political agenda, or is it primarily centred on enabling all Cabinet Ministers to work together so that their Departments collectively deliver the business of Government in the most effective manner? Seldon recounts the repeated disagreements between successive Cabinet Secretaries and Prime Ministers on this issue, with a broadly consistent line from the officials and differing responses from the politicians, depending on their individual personalities and working styles. One of the factors to emerge is the difference between those Prime Ministers who were primarily political leaders and had minimal interest in the business of management, and those who immersed themselves in the practicalities of converting policy into reality. Seldon's broad assessment is that it was the latter who tended to have greater success in delivering their political vision, not least because they succeeded in harnessing the expertise of officials rather than dismissing them as not being committed fellow travellers. As a senior officer outside Central Government myself, it seems only too apparent when the various Whitehall Departments operate independently, without clear coordination and shared direction, as the confusion and contradiction between them repeadtedly hinders achievement of the very goals that Ministers seek to achieve.
Overall, Seldon has written a readable and interesting book, packed with fascinating insights and vignettes. Perhaps inevitably, the work is focused on the personalities and characters of the Prime Ministers and Cabinet Secretaries, with less about how the Cabinet Secretariat actually works in practice. The book also concentrates on the Cabinet Secretariat rather than the wider Cabinet Office - during the period that I worked there, while the Secretariat remained at a few hundred officials, the rest of the Department ebbed and flowed from about a thousand staff up to some four thousand and then back again, an experience that was often quite bewildering for those of us caught up in the process and clearly damaging to our ability to form a coherent organisation with a clear sense of purpose.
March 25, 2017
As you would expect from Anthony Seldon, this is a rigorously researched and engrossing history of the Cabinet Office on the 100th anniversary of its foundation, drawing on official records and a huge number of interviews with key figures. Divided up by the tenures of the eleven men who have so far held the post of Cabinet Secretary, it provides a revealing insight into their working relationships with the Prime Ministers they served, as well as the changing dynamics of Cabinet Government. As such, it has much to offer as a study in the importance of due process in decision-making, and why an effective central administration is crucial to good government.
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May 6, 2022The western civil service system originated from the British civil service system. Before the 18th century, the British government staff was mainly composed of secretaries or staff of ministers. In the 18th century, with the development of the economy, the scale of government departments expanded, and the sources of personnel were mostly donations or private recommendations. In 1806, the East India Company established the East India Company College by studying the Chinese imperial examination system, and selected managers through the examination system. In 1855, the United Kingdom established a politically neutral and non-partisan Civil Service Commission, which was responsible for openly recruiting civil servants and eliminating the personal recommendations of the powerful. British civil servants are employees of the head of state in their identity. They are non-elected and non-politically appointed affairs officers of the central government. Their duty is to assist ministers in implementing policies, not formulating policies. They are characterized by political neutrality and admission by examination. In addition to the civilian team, the UK also has military attachés, diplomats, and public service teams composed of local governments, public education and health systems.
Financial issues gave birth to the British parliamentary system. The financial matters of the monarchy must be voted on by parliament. In addition, the king does not need parliamentary consent to sign any treaty. Military issues gave birth to the Cabinet Office, and the American Revolutionary War accelerated the establishment of the principle of collective decision-making and responsibility for the cabinet. By the 1830s, the king's government was gradually transformed into a party government. The way aristocratic gentlemen govern brings serious challenges.
The Cabinet is a team of advisers to the King of England, composed of ministers. In theory, the Prime Minister is only the first among the cabinet ministers, and does not have his own department in charge. To a large extent, he has to preside over the cabinet to ensure influence. Before the establishment of the Cabinet Office in 1916, the collective decision-making of the cabinet was vague and chaotic. The agendas and minutes of the meetings were irregular, and the meeting did not decide. Over the past 100 years, with the support of the Cabinet Office, the collective decision-making of ministers has become more efficient, various professional committees and sub-committees have played an important role, and the execution of civil servants has become more powerful, turning the policies of leaders of different parties into practical operations. The Cabinet Office expanded from recording meetings, distributing minutes, and collecting information to coordinating the operation of various departments and coordinating national security affairs, surpassing the Ministry of Finance and becoming the head of the civil service.
The book chronicles 11 cabinet secretaries and covers the resulting agency history. The 11 secretaries are all white males, and the resume templates are Cambridge, Oxford graduates, working in the Ministry of Finance, and secretary to the minister, reflecting the real class situation in the UK. This book focuses on the personal secretary of the Cabinet and its relationship with the Prime Minister, and describes the important bridge and link that the Cabinet Office plays between serving the entire Cabinet and serving the Prime Minister, and assisting the cabinet ministers and representing the civil servants. effect. The book rarely looks at the development of things from the historical background of changes in social and economic conditions, and the institutional and institutional description of the Cabinet Office is relatively scattered.
Financial issues gave birth to the British parliamentary system. The financial matters of the monarchy must be voted on by parliament. In addition, the king does not need parliamentary consent to sign any treaty. Military issues gave birth to the Cabinet Office, and the American Revolutionary War accelerated the establishment of the principle of collective decision-making and responsibility for the cabinet. By the 1830s, the king's government was gradually transformed into a party government. The way aristocratic gentlemen govern brings serious challenges.
The Cabinet is a team of advisers to the King of England, composed of ministers. In theory, the Prime Minister is only the first among the cabinet ministers, and does not have his own department in charge. To a large extent, he has to preside over the cabinet to ensure influence. Before the establishment of the Cabinet Office in 1916, the collective decision-making of the cabinet was vague and chaotic. The agendas and minutes of the meetings were irregular, and the meeting did not decide. Over the past 100 years, with the support of the Cabinet Office, the collective decision-making of ministers has become more efficient, various professional committees and sub-committees have played an important role, and the execution of civil servants has become more powerful, turning the policies of leaders of different parties into practical operations. The Cabinet Office expanded from recording meetings, distributing minutes, and collecting information to coordinating the operation of various departments and coordinating national security affairs, surpassing the Ministry of Finance and becoming the head of the civil service.
The book chronicles 11 cabinet secretaries and covers the resulting agency history. The 11 secretaries are all white males, and the resume templates are Cambridge, Oxford graduates, working in the Ministry of Finance, and secretary to the minister, reflecting the real class situation in the UK. This book focuses on the personal secretary of the Cabinet and its relationship with the Prime Minister, and describes the important bridge and link that the Cabinet Office plays between serving the entire Cabinet and serving the Prime Minister, and assisting the cabinet ministers and representing the civil servants. effect. The book rarely looks at the development of things from the historical background of changes in social and economic conditions, and the institutional and institutional description of the Cabinet Office is relatively scattered.
April 16, 2020
The Cabinet Office occupies a distinct position within government; its responsiblities are immense and the Cabinet Secretary presents and advises on every issue that the Prime Minister and Cabinet will consider. Despite the importance of this Office and position, its existence is practically unknown, as its main function is not public facing in the least. Its main purpose is to act as a support for the Prime Minister and Cabinet in providing advice, actioning policy and coordinating other parts of the Civil Service and Government.
Anthony Seldon's study of the Cabinet Office over its century of existence is thus incredibly important. Highlighting the ways in which this vital mechanism of the state has developed from the War Cabinet in 1916 by Maurice Hankey, the first Cabinet Secretary, gives a perspective over every era since. Every major event since 1916 that the Prime Minister and Cabinet has considered has a Cabinet Secretary, standing to one side, offering advice and information, coordinating departments, organising Cabinet and working to implement the decisions arrived at.
The pivotal conclusion Seldon draws out over the course of the book is the importance of the individuals within the Cabinet Offices but also the politicians. He argues that the Cabinet Secretary's influence and helpfulness is directly proportional to the extent to which Prime Ministers and Ministers consider the advice given and utilise the established forms of Cabinet government and the appartus that entails. For instance, he criticises the Blair government, especially in his first term, for having a dismissive attitude towards the Cabinet Office and the Civil Service generally; they were hidebound, traditionalist mandarins, who would undermine or not understand reforming zeal, according to New Labour. However, Seldon points out that another ardent reformer, Margaret Thatcher utilised the Cabinet Office and was able to achieve a lot more of its policy agenda than New Labour because of it.
Indeed, Seldon is at pains to demonstrate the professionalism and ability of the Cabinet Secretaries. They are shown to perform in the best traditions of the service in terms of impartiality, as well as managerial and secretarial effectiveness. He does still demonstrate, however, that personality mattered and certain Secretaries got on better with certain Prime Ministers, and that this impacted their ability and the effectiveness of both parties.
Therefore, this book is a vital study in the annals of British governmental history, as it shines a light on a little known or considered Office and its head, the Cabinet Secretary, who are among the most powerful individuals in the country. Knowledge of their existence, limitations and successes must be considered to gain a full understanding of the events their influence touched; namely, the last 100 years of British history.
Anthony Seldon's study of the Cabinet Office over its century of existence is thus incredibly important. Highlighting the ways in which this vital mechanism of the state has developed from the War Cabinet in 1916 by Maurice Hankey, the first Cabinet Secretary, gives a perspective over every era since. Every major event since 1916 that the Prime Minister and Cabinet has considered has a Cabinet Secretary, standing to one side, offering advice and information, coordinating departments, organising Cabinet and working to implement the decisions arrived at.
The pivotal conclusion Seldon draws out over the course of the book is the importance of the individuals within the Cabinet Offices but also the politicians. He argues that the Cabinet Secretary's influence and helpfulness is directly proportional to the extent to which Prime Ministers and Ministers consider the advice given and utilise the established forms of Cabinet government and the appartus that entails. For instance, he criticises the Blair government, especially in his first term, for having a dismissive attitude towards the Cabinet Office and the Civil Service generally; they were hidebound, traditionalist mandarins, who would undermine or not understand reforming zeal, according to New Labour. However, Seldon points out that another ardent reformer, Margaret Thatcher utilised the Cabinet Office and was able to achieve a lot more of its policy agenda than New Labour because of it.
Indeed, Seldon is at pains to demonstrate the professionalism and ability of the Cabinet Secretaries. They are shown to perform in the best traditions of the service in terms of impartiality, as well as managerial and secretarial effectiveness. He does still demonstrate, however, that personality mattered and certain Secretaries got on better with certain Prime Ministers, and that this impacted their ability and the effectiveness of both parties.
Therefore, this book is a vital study in the annals of British governmental history, as it shines a light on a little known or considered Office and its head, the Cabinet Secretary, who are among the most powerful individuals in the country. Knowledge of their existence, limitations and successes must be considered to gain a full understanding of the events their influence touched; namely, the last 100 years of British history.
May 6, 2017
Worth reading if you're a nerd about British government, and Anthony Seldon does a good job at explaining how Prime Ministerial power has ebbed and flowed over the last 100 years. If you're interested enough to read this, the post-1997 material feels quite thin and relies very heavily on Seldon's previous work (which you'll almost certainly have read). Those sections are still very well sourced, but the book's main historical value is in charting how the centre of government functioned from WWI - 1970s, although it would have been interesting to get more of a sense of whether it actually worked well, or whether it continues in its existing form as no-one could implement a better way of operating.
August 3, 2019
I have to admit I expected a bit more of this book but it was still very interesting to read. the analysis was a bit superficial at times and it is at times not much more than a chronological account of the cabinet secretaries. however it does bring the characters to life and nicely demonstrates how structures in the heart of one of the most powerful nations have arisen organically and as a result of interpersonal relations. in the end peope lead countries and their character, leadership style and outlook matters .
Displaying 1 - 6 of 6 reviews