One of the most common themes at Cranfield is the role of Spads. The relationship is too often not very good and sometimes toxic. On both sides.
I am often asked about them and what to do….. here are a few thoughts:-
A "perfect" Special Adviser (SpAd) policy must address the structural mismatch between a Minister's theoretical power and their actual capacity to move the "regulatory state". In the current system, Ministers are often isolated atop vast, complex departments with only a handful of young, inexperienced advisers to support them.
To reclaim control and ensure effective delivery, a perfect SpAd policy should be built on the following pillars:
1. Shift from Generalists to Aligned Experts
The most critical reform is moving away from a model of young, politically-focused generalists toward teams of aligned policy experts.
Sector-Specific Knowledge: SpAds should possess deep technical expertise in their department's remit (e.g., health, infrastructure, or finance) to prevent Ministers from being "constantly surprised" by technical decisions made deep within the bureaucracy or by arms-length bodies.
Seniority over Youth: Currently, many special advisers are "young and inexperienced". A perfect policy would incentivise the recruitment of mid-to-late-career professionals who understand the machinery of delivery and can challenge institutional inertia.
2. Expand Ministerial Capacity
Ministerial responsibility is "intensely personal," yet the machine they govern is "institutionally complex". To bridge this gap, the size of ministerial support teams must be increased.
Larger Ministerial Teams: Ministers should be permitted larger teams of external experts to help them navigate the hundreds of public bodies and regulators that currently operate "independently of ministers".
Support for Junior Ministers: Currently, junior ministers are often overwhelmed by "minor administrative detail". Providing them with dedicated policy advisers would create the "headspace" necessary for long-term strategic focus.
3. Integrate with the Centre of Government
SpAd policy must be aligned with a strengthened "under-powered" centre of government to ensure cross-departmental coordination.
Delivery Unit Alignment: SpAds should work in tandem with a revitalised Prime Minister’s Delivery Unit and Strategy Unit to ensure that "lever-pulling" at the top results in tangible action on the ground.
Taskforce Integration: Advisers should be embedded in "vaccine taskforce" style groups designed to "move fast and fix things" and bypass traditional bureaucratic silos.
4. Focus on Regulatory Oversight
Because many decisions are now outsourced to nearly 100 regulators, the primary job of a modern SpAd is to act as a strategic overseer of the regulatory state.
Theory-Based Regulation: SpAds should be tasked with applying a "coherent theory of regulation," helping Ministers decide which issues require direct control and which are truly suited for independent oversight.
Pro-Growth Mandates: Advisers must have the authority to ensure that regulators follow "pro-growth mandates" and do not allow "entrenched cultures" to slow down essential reform.
5. Guardrails Against "Appointeeism"
While increasing ministerial capacity is essential, a perfect policy must maintain the distinction between politically aligned experts and a politicised civil service.
Protecting Impartiality: The policy should reject radical proposals to end the independence of the senior civil service. Instead, it should focus on giving Ministers the tools to manage the machine, rather than simply "packing" the machine with partisans.
Transparency and Excellence: Excellence should be the standard. As seen in ambitious governance models, the goal is to make "City Hall" synonymous with "resolve and results," demanding the same greatness from government advisers as one would expect from top-tier private industry.
Summary of the "Perfect" SpAd Team Structure
Role -Primary Responsibility
Technical Expert Navigates complex regulatory web and technical policy barriers.
Delivery Specialist Liaises with the PM's Delivery Unit to ensure milestones are met.
Stakeholder Manager Ensures industry and community insights consistently inform policy.
Institutional Memory Provides continuity to prevent ministers from being moved before they understand their department.