I noted recently the excellent machinery of government publication by the Institute for Government. The report notes the problems that senior civil servants face when changes to government departments are made, including a lack of funding to support the changes and the doubling in workload it often means for such civil servants.
It was pleasing to note that one of the proposed solutions to support machinery of government changes was for “new and radically changed departments [to] receive more support from the centre”:
The Cabinet Office and Treasury need to improve their procedures and capabilities to provide more positive support for new or heavily reorganised departments. The Cabinet Office should create a capacity to provide a ‘scratch team’ to run a new department’s core responsiveness operations for a transition period. The Cabinet Office should recognise that the reorganisation of departments is a vital task that is likely to recur reasonably frequently, and should henceforth be properly documented and continuously improved over time – instead of the current situation where experience resets to zero in each new case.
Some form of team or body within central government that can advise or lead the process of mergers within the public sector.
There’s no reason why such a team can’t also help with government departments, so it could become the Non-Departmental Public Body for the Merger or Reorganisation of Non-Departmental Public Bodies and Government Departments (or NDPBMRNDPBGD for short).