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The funeral of Bob Kerslake, the former head of the civil service, evoked a deep sense of loss. Attendees shared anecdotes highlighting Kerslake’s admirable qualities: integrity, decency, resilience, foresight, commitment to social justice and equality, wisdom, kindness, reflection, humor, humility, sensitivity, steadfastness, and lovability.
The funeral took place in Sheffield, Kerslake’s adopted home and the city he had played a crucial role in rescuing. When he became the chief executive in 1997, the local council was facing a financial crisis and the city was struggling due to the decline of its steel industry.
After eleven years of determined efforts and decisive actions, Sheffield underwent a remarkable transformation. Its city center was revitalized with the creation of squares, plazas, winter gardens, a refurbished city hall, new hotels, and housing. Public funds were leveraged to attract private investments, resulting in a decrease in unemployment. The Audit Commission rated Sheffield’s performance with four stars, showcasing the achievements of a competent local authority. Kerslake’s story offers valuable lessons in effective governance.
Gus O’Donnell, the cabinet secretary at the time, selected Kerslake to serve as the permanent secretary at the Department for Communities and Local Government. O’Donnell actively recruited talented executives from local authorities to bring fresh perspectives to Whitehall.
The addition of these individuals with local authority experience was crucial for the functioning of Whitehall, both then and now. Unlike lifelong civil servants, council chief executives have hands-on experience in managing various services, ranging from waste management to healthcare and urban planning. They have firsthand knowledge of working closely with politicians and adapting to changes in power resulting from elections.
How successful was this infusion of new talent? Rob Whiteman, another recruit of O’Donnell’s, who had served as chief executive of Barking and Dagenham before overseeing the UK Border Agency, reflects on the challenges they faced. They encountered resistance from established civil service members who viewed them as inferior due to their practical experience and distinct communication styles. Whiteman highlights the presence of unconscious snobbery towards those who don’t conform to the Oxbridge mold. Kerslake, with his unmistakable Somerset accent, remained grounded in his roots.
Kerslake served as the head of the civil service from 2011 to 2014, tackling the immense responsibility of managing Whitehall departments during a period of austerity and staff reductions. Despite the difficulties, he worked collaboratively with figures like Eric Pickles and Francis Maude, earning their high praise. However, his tenure was cut short, overshadowed by the split of his role and the subsequent elevation of Jeremy Heywood to the position of cabinet secretary.
According to Prof Tony Travers from the London School of Economics, there is a valuable lesson to be learned from Kerslake’s experience. Establishing a two-way exchange between civil servants and local councils, where civil servants are temporarily assigned to council positions, would break the closed culture of Whitehall and enhance their understanding of service delivery.
Kerslake’s extensive career involved overseeing a wide range of councils, charities, commissions, and agencies. He fully embodied the qualities of an exemplary civil servant, collaborating effectively with individuals across the political spectrum. When Jeremy Corbyn required assistance in managing his office, Kerslake willingly provided guidance, demonstrating his commitment to preparing a team for effective governance.
Shortly before his passing, Kerslake strongly defended the civil service in response to allegations of passive-aggressiveness, fragility, and obstructionism. He emphasized that civil servants serve governments by providing honest advice, even when it may not be well received. The issue at hand lies in the unrealistic policies crafted by certain ministers solely for public relations purposes, rather than with feasible implementation in mind.
Trusting only those who align with specific ideologies jeopardizes collective knowledge and wisdom within the civil service. The loss is felt by all of us.
Kerslake personified the civil service at its finest. Let his legacy be the rejuvenation of a truly diverse, adaptable, and respected civil service.
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