20 years of CSW: What top officials and politicians said then... and what they say now

Dame Clare Moriarty

What did they do? During a 35-year civil service career, Moriarty worked in seven departments. After serving as Defra permanent secretary from 2015-2019, she became DExEU perm sec and was tasked with shutting that department down when Brexit took effect in early 2020.

What did they say? In her exit interview with CSW in April 2020, Moriarty told us: “I’ve been a civil servant all my career, and a change agent all my life. There is a bit of me that constantly wants to see what more I can do and whether there is something different I can do to change the world. So I had always thought that I might end up taking everything I’ve learned in the civil service and put it into practice in a different environment.” 

Where are they now? Moriarty has been chief executive of Citizens Advice since April 2021.

What do they say now? “And so it came to pass! A year after leaving the civil service I joined Citizens Advice, attracted by its practical focus on the issues that make a difference to people’s lives, their health and wellbeing. As we’re fond of saying, no-one sees as many problems as we do. And as well as helping people individually, we use our data and insights to advocate for policy change in order to stem those problems at source. So yes, still trying to change the world, and everything I learned in the civil service comes in very useful.”

Lord Blunkett

What did they do? First elected as an MP in 1987, David Blunkett served as education secretary, home secretary and finally work and pensions secretary under Tony Blair. CSW interviewed him in summer 2010 as he was re-adjusting to life on the opposition benches.

What did they say? Speaking about the Treasury, Blunkett said: “They employ some of the brightest people in Britain, but their experience of life outside the Treasury is extremely limited – and they believe that they’re the brightest people in Britain.” The department’s lack of “humility, and willingness to listen” meant that “we end up with the Treasury second-guessing and over-controlling and making a mess of other people’s projects, and then the other department getting the blame.”
As an example, Blunkett cited the Individual Learning Accounts scheme – which, he stressed, “went wrong after I left the Department for Education and Employment, in 2002. The Public Accounts Committee hauled the department over the coals, but it should have been the Treasury: they were the ones who completely reshaped the scheme, and created a monolith which was exploitable by fraudsters and lost us £50m. The more we can get the Treasury off day-to-day decision-making and on to the job they’re supposed to do, the better.”

Where are they now? Blunkett stepped down as an MP in 2015 and was awarded a peerage in the same year.

What do they say now? “Things have moved on since 2010. The Treasury have moved at least a substantial number of staff out of London and an impressive diversity programme has been put in place.

“All of this is good news, but the underlying challenge highlighted back in 2010 remains. Namely, groupthink. Those with any training in economics often use completely outdated models, with something in the DNA that is reminiscent of the catastrophic mistake of sticking to the gold standard between the wars.

“A mindset of ‘mild austerity’ bedevils creativity, and old ways of thinking and delivering endure. Things might change in the next five years, but pigs might fly.”

Hilary Spencer

What did they do? For most of her civil service career, Spencer worked at the Department of Education in a series of strategy, policy and private office roles. In 2014 she became head of Civil Service Learning, and it was here that CSW interviewed her in 2016.

What did they say? As CSL was preparing to move into its next phase, Spencer’s natural optimism shone through. “I honestly think we [in the civil service] do some of the most important work there is. And I think we’ve got some fantastic people who pour their heart and soul into what we’re doing. A big thing which motivates me is being surrounded by some of those people in my working life.”

Where are they now? Shortly after speaking to CSW, Spencer became chief executive of the Government Equalities Office. She spent three years in that role before leaving the civil service in 2019 to head up education charity Ambition Institute.

What do they say now? “I’m still naturally optimistic! And I still think public servants do incredibly important work. I’m lucky enough to see that in my current role, where we support teachers and leaders who work with children in the most disadvantaged communities. We’ve supported nearly 100,000 teachers and leaders with high-quality professional development over the last three years so they can keep improving their skills, and are able to give as many children as possible a great education. They really do pour their heart and soul into what they’re doing, and I’m lucky to be surrounded by amazing people at Ambition Institute who continually strive for excellence in our mission to tackle inequality."

Dame Sue Owen

What did they do? CSW first interviewed Sue Owen in 2006 when she was a director general in the Department for International Development. Somewhat oddly, given she had another 11 years of government service ahead of her, CSW asked her for her thoughts on life after the civil service. 

What did they say? As for her post-retirement plans, Owen said she pictured a “sybaritic life – but I’d also like to keep my hand in as a non-executive director in between – as well as the gardening, travel and cooking”.

Where are they now? Owen moved on to hold several DG posts in the Department for Work and Pensions before spending five years as permanent secretary in the Department for Culture, Media and Sport. She left the civil service in 2018 – has her retirement worked out as expected?

What do they say now? “Well it’s not proved exactly sybaritic, but is more in my own control, which is lovely. Bizarrely, I’m doing everything I said. I have a few non-exec roles ranging from trucks to terrorism insurance to outsourcing, I chair the Royal Ballet Governors and Debt Management Office Advisory Board (a Treasury arm’s-length body), and do a bit of consultancy for Flint Global. What I hadn’t anticipated was buying back the Porthmadog house my Dad was born in, doing it up, enjoying the walks there and having friends and family use it too.”