Frances Fitzgerald, on taking up office as minister, on June 3 2014, commissioned an ‘Independent Review Group’ to comprehensively review ‘the performance, management, and administration’ of the Department of Justice and Equality. The report of the group of 5 was published 27 July 2014. It contains little of interest to the student of our administrative system. It is the same old story, told of the Department of Health in the Travers report  and of the Department of Finance in the Wright report . The department, it seems, operates as a conglomeration of ‘simple structures’ [Litton 2006]. Senior management (the MAC) do not combine to provide the strategic perspective and oversight that is supposed to be their role.
In my first post, I outlined the difficulties and incoherencies in the conduct of our politics that contributed to the crisis. In particular, I drew attention to the limitations of the ‘genre’ in which Ministers and civil servants cooperated. The ‘court’ model was, I suggested, no longer working. In this part, I attempt to make good that claim by showing how the quite dramatic changes in our political landscape that became manifest in 1980s have undermined the genre. I do this in two sections. In the first, I outline what the changes have been in terms of the strategy, culture and structure of the state. Having done that, I am in a position to discuss the consequences of the changes for democracy in general and the civil service-political interface in particular.