AUSTRALIA’S TOP CIVIL SERVANT, MARTIN PARKINSON: IS THE UK CIVIL SERVICE FIT FOR PURPOSE IN A POST-BREXIT BRITAIN?

LESSONS FROM THE ORIENT

TAKING CARE OF CHILDREN

THE RISE OF SELF-DRIVING VEHICLES

Issue 18 – October 2018 Subscribe for free here: quarterly.blog.gov.uk #CSQuarterly 2 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

CONTENTS

LANDING THE CASE FOR HEATHROW Caroline Low, Director of Heathrow Expansion, 4 EXPANSION Department for Transport

MAKING 30 HOURS CHILDCARE COUNT Michelle Dyson, Director, Early Years and Childcare, 8 Department for Education

WE NEED TO TALK ABOUT FRAUD Mark Cheeseman, Deputy Director, Public Sector Fraud, 12 Cabinet Office

MODERNISING THE GOVERNMENT ESTATE: James Turner, Deputy Director Strategy & Engagement, 16 A TRANSFORMATION STRATEGY Office of Government Property, Cabinet Office

THE FUTURE OF TRANSPORT: Iain Forbes, Head of the Centre for Connected and 20 PUTTING THE UK IN THE DRIVING SEAT Autonomous Vehicles, Department for Transport and Department for Business, Energy & Industrial Strategy

DELIVERING JUSTICE IN A DIGITAL WORLD Susan Acland-Hood, CEO, HM Courts & Tribunals Service, 24 Ministry of Justice

SPOTLIGHT: DEVELOPING THE Fiona Linnard, Government Digital Service 28 LEADERS OF TOMORROW Rob Kent-Smith, UK Statistics Authority

DODGING THE ICEBERGS - HOW TO Charlene Chang, Senior Director, Transformation, 30 MAKE GOVERNMENT MORE AGILE Public Service Division, Singapore Jalees Mohammed, Senior Assistant Director, Transformation, Public Service Division, Singapore

IN CONVERSATION: DR MARTIN PARKINSON, Martin Parkinson, Australia’s Secretary of the Department of the 36 AUSTRALIA’S SECRETARY OF THE Prime Minister and Cabinet DEPARTMENT OF THE PRIME MINISTER AND CABINET

Civil Service Quarterly opens CONTACT US EDITORIAL BOARD up the Civil Service to greater [email protected] Sir Chris Wormald, Permanent Secretary, collaboration and challenge, Room 317, 70 Whitehall, Department of Health (chair) showcases excellence and invites London, SW1A 2AS discussion. If the Civil Service is to Alex Aiken, Executive Director, Government Communications be truly world-leading, it needs to Read the magazine online collaborate more, learn from experts and subscribe for free – David Halpern, Chief Executive, outside the Civil Service, listen more quarterly.blog.gov.uk Behavioural Insights Team to the public and front-line staff EDITORIAL TEAM Clare Moriarty, Permanent Secretary, and respond to new challenges with Department for Environment, Food and innovation and boldness. Adam Thorndike, Cabinet Office Rural Affairs [email protected] Any civil servant can write for Sir Richard Lambert, Chairman, Civil Service Quarterly – contact Simon Holder, Cabinet Office Board of Trustees, British Museum [email protected] [email protected] John Pullinger, National Statistician Helen Shephard, Cabinet Office and Chief Executive of the UK Statistics Cover photo: ©Crown copyright [email protected] Authority Thanks to Isabel Capp, Sam Beckett, Joint Head, Government Department of Health Economic Service Charles Roxburgh, Director General, MEDIA CONTACT Financial Services, HM Treasury Suzannah Brookner, Cabinet Office Jill Rutter, Programme Director, The GCS Design Centre suzannah.brookner@cabinetoffice. Institute for Government gov.uk Philip Rycroft, Permanent Secretary, Contact us at: DESIGN BY DESIGN102 Department for Exiting the European [email protected] Union, and Head of UK Governance Group, www.design102.co.uk Cabinet Office Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 3

EDITORIAL

The ambition of the Government To close this edition of Civil Estate Strategy is to provide an Service Quarterly, we feature two estate that works for everyone. overseas perspectives on some James Turner, a Deputy Director of the issues and challenges that in the Office of Government governments around the world Property, outlines how the have in common. strategy aims to deliver on the government’s responsibility to Singapore has an international ensure its estate not only delivers reputation for innovation in value for money but also acts as government and public policy. an enabler for its wider policy We asked Charlene Chang from commitments, from releasing the Singapore Government to land for housing, to improving describe its approach to making elcome to this, the 18th public services. the ‘ship of state’ more agile and Wedition of Civil Service responsive to changes in society Quarterly, which takes as its broad The advent of self-driving in a turbulent world. theme, public sector efficiency - vehicles is one of the most from major infrastructure projects exciting and, potentially, Finally, we present our interview to reform of the justice system, transformative developments with Martin Parkinson, Australia’s and government measures to in transport. However, as Iain equivalent of our Cabinet counter fraud. Forbes, Head of the Centre for Secretary. He gives his trenchant Connected and Autonomous views on subjects ranging from In our lead article, Caroline Vehicles in the Department the challenges facing the UK after Low, Director of Heathrow for Transport knows better it exits the EU, to bridging the Expansion, recounts the work of than most, it poses an array gap between policy development the Department for Transport in of questions, legal, moral and and implementation, and promoting and gaining agreement technical. Not least of these rebuilding the public’s trust in the to the government’s case for a is, how does government set institutions that serve them. third runway at Heathrow Airport. a regulatory framework for a This campaign culminated in a technology that is not yet favourable vote in the House of fully formed? Sir Chris Wormald, Permanent Commons in June 2018. Secretary, Department of Health The justice system in England As the Department for and Wales is in the middle of a Education’s Michelle Dyson programme of modernisation sets out, the delivery of the to make it more transparent, government’s manifesto accessible and efficient. As Susan commitment to Acland-Hood, CEO of HM Courts 30 hours of free childcare for & Tribunals Service writes, this eligible 3- and 4-year-olds in involves not only structural England is an object lesson in adjustments, and a move to online successful collaboration services and digital tools that cut between departments. waste and inconvenience, but a fundamental change in the way Public sector fraud comes in the courts and their people work. many different forms. Mark Cheeseman, Deputy Director, How is government nurturing the Public Sector Fraud, surveys the leaders of the future? We feature fraud landscape and explains the the views of participants in two rationale behind the creation of talent development programmes: a specialist Government Counter the Government Digital Service Fraud Profession, which carries a Academy, and the UK Statistics message for would-be fraudsters: Authority’s High Potential “government is not a soft target.” Programme. 4 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018 LANDING THE CASE FOR HEATHROW EXPANSION

Caroline Low, Director of Heathrow Expansion, Department for Transport Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 5

onday 25 June 2018 was Heathrow (put forward by an like Dubai (four runways), Mthe day Parliament voted independent group, Heathrow Frankfurt (four) and Schiphol overwhelmingly in favour of a Hub Ltd), and a new northwest (six) were taking passengers new piece of airport policy. With runway at Heathrow. In its July away from Heathrow and a majority of 296, you would be 2015 final report, the Airports expanding their hubs. We were forgiven for thinking this was a Commission unanimously falling behind in the aviation race. straightforward decision for MPs. recommended that the best But the vote was about airport option for increasing airport So, what did we do? In 2016, after expansion; the proposed location capacity was a new northwest a careful review of the Airports was Heathrow; and the outcome runway at Heathrow, combined Commission’s final report and all was an historic moment. with a significant package the evidence, the government of measures to address its accepted the recommendation The scale of this achievement environmental and community and confirmed its preference becomes apparent when you impacts. But why was it so for a new northwest runway at consider that the Heathrow important that a decision was Heathrow. This was not an easy expansion debate has experienced finally made? decision. All three schemes intense turbulence for 50 years. had their own strengths and From 1968 to now, numerous CRITICAL ASSET weaknesses, and careful work reports and independent was required to ensure the commissions have been set up, Britain has the third largest relative merits were assessed and nearly all have concluded that aviation sector in the world – carefully and impartially. Our the country needs a new runway second only to the USA and job as civil servants is to tune at Heathrow. Clearly, there is China. It is a critical national out the political rhetoric and something of a theme. asset – contributing an annual campaigning around such £22 billion to our GDP, employing projects. Extensive analysis was In 2012 the independent Airports 500,000 people, and carrying 285 required to ensure ministers were Commission was set up after million passengers and 2.6 million able to take a decision based on the Coalition Government tonnes of freight each year. robust evidence – not least as it overturned Labour’s plans for would inevitably be (and is being) a third runway. After years of However, our airports are filling challenged in the courts. analysis and consultation, the up. Heathrow has been running Airports Commission shortlisted at full capacity for years. COMMUNITY IMPACT three schemes: a second runway Evidence shows that the other at Gatwick, an extension of the London airports will be full by The expansion of Heathrow existing northern runway at 2030. The need for increased naturally brings with it a capacity is ever-growing, and a significant impact on local policy was needed, especially in communities, including important light of the UK’s decision to leave effects on things like noise, the European Union. air quality and road traffic congestion. Just as important as Heathrow is the busiest two- examining the case for expansion runway airport in the world. is understanding these impacts As we sat on our hands and and ensuring that the proposals pondered the options for address them. What followed expansion, the rest of the was a 16-week consultation on globe was taking action. the government’s proposals, Heathrow hasn’t which ran from February to had any runway May 2017. To encourage people development since to take part, we carried out a 1970. Meanwhile, large-scale publicity campaign, major including delivery of 1.5 million competitors leaflets to households around the airport; press adverts in 22 local newspapers and three commuter newspapers; radio adverts on national and local radio stations; 6 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

digital adverts; Facebook adverts; GENERAL ELECTION INDEPENDENT SCRUTINY and targeted engagement with ethnic minority communities. When the local events concluded, The two consultation periods we travelled around the UK, combined amounted to one of We ran 20 local consultation including to Edinburgh, Glasgow, the largest consultation exercises events in the areas around Belfast, Liverpool and Newcastle, ever undertaken by government, Heathrow, and worked with local for 12 regional consultation events. receiving over 80,000 responses, authorities to identify suitable Just as we were ready to publish which required careful venues and raise awareness the final pieces of evidence for consideration. of the consultation. Over 100 consultation, we were as surprised Department for Transport as everyone by the announcement For both phases of the volunteers staffed the long of a General Election, and the consultation, we engaged the days and weekends to offer uncertainty it brought to a services of an independent the public, particularly those decision on a new runway. adviser, Sir Jeremy Sullivan. A around Heathrow, an opportunity former Court of Appeal judge, to review the plans and ask We waited with bated breath for Sir Jeremy’s role was not to questions. the election result in June 2017, consider the merits of Heathrow given the range of positions expansion, but to be a further A scheme like this is never going on expansion held by the critical eye on the consultation to please everyone and we political parties. In the end, the process, to ensure that it was needed to address the impacts Conservative victory – albeit as fair, accessible and legally on those living closest to the with the challenges a minority sound as possible. After all, it airport, and the potential adverse government presents – meant was not the first time this subject effects on their quality of life. that Heathrow expansion had been consulted on, and we The government believed that remained on the table. However, wanted to explore every possible the scheme was in the national we still needed to publish avenue for proper process. Sir interest and that its benefits recently updated economic Jeremy reported back after both outweighed the negatives, but evidence. In October 2017 we ran consultation phases and the that it was vital to acknowledge a further consultation, this time reports were published online. its impacts and set out plans for eight weeks. He concluded, overall, that best for a world-class package of practice had been followed. compensation and mitigation. Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 7

The next stage of the process and, later, taking into account they had all the information on was Parliamentary scrutiny. the views of the thousands who which to base a decision. We The Transport Committee took replied to the consultations. We worked closely with stakeholders extensive evidence before had been working closely with to explain the benefits of the publishing its report in March stakeholders and produced scheme, including increased 2018. In general, the committee digital content for each region; airline connectivity within the UK, was in favour of a new runway at a Summary Document that and a pledge that around 15% Heathrow, highlighting areas they explained our position without of new slots would be reserved felt needed further consideration. the need to trawl through for domestic connections. With swathes of evidence; and increased long-haul destinations FINAL PROPOSAL regional factsheets for bite-size come increased opportunities information on what expansion for businesses around the UK to After carefully considering the at Heathrow would mean for reach new markets. committee’s recommendations different parts of the UK. – and almost three years after Following a final push of the Airports Commission’s final What followed included 69 intensive media and stakeholder report recommending Heathrow’s Parliamentary Questions, an engagement, decision day was northwest runway as the best Urgent Question and a flurry upon us. MPs from both sides of scheme to deliver much-needed of correspondence to the the House joined in the debate. new runway capacity – the department. The next phase of At around 10pm the votes were government decided it was work was planning for the MPs’ in. Ayes to the right: 415. Nays to time to lay a final proposal in vote – which could take place the left: 119. A decision at last, in Parliament. any time within 21 sitting days of favour of expansion at Heathrow. laying of the NPS. On 5 June, the final draft of The scheme is now with the Airports National Policy FINAL PUSH Heathrow Airport Limited, Statement (NPS) – the policy which has to develop a framework for a new northwest The communications team planning application, known runway – was laid in the House of delivered a plan of positive as Development Consent. We Commons. Alongside this, nearly coverage – a news story each day are still some years away from 2,000 pages of evidence were reiterating the case for expansion. being ready for take-off on the published online. This was the For MPs around the UK to be able expansion of Heathrow, but we culmination of months of work to vote, we had to explain what have come a long, long way. developing the policy proposals it meant for them and ensure 8 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018 MAKING 30 HOURS CHILDCARE COUNT

Michelle Dyson, Director, Early Years and Childcare, Department for Education Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 9

hildcare costs place a However, we had experience of facing particularly tricky delivery Csignificant burden on many rolling out 15 hours a week of free challenges extra help. Throughout families’ finances. The 2015 early learning to disadvantaged the programme, local authorities Conservative Manifesto promised two-year-olds, so we used have told us that they have valued to cut the cost of childcare and the lessons learned from that our engagement with them. support parents to work, with the programme, to hit the ground introduction of two new policies: running. Our small team went We worked with both childcare 30 hours of childcare for working out and talked to hundreds of providers and local authorities parents; and Tax-Free Childcare. childcare providers to make sure when piloting 30 hours in 12 we were designing the policy areas in the run-up to going The first saves families up to with them in mind, and our live nationally. Successfully £5,000 each year by providing 15 expert delivery contractor gave testing and evaluating the offer hours of additional free childcare them expert business support played a key part in identifying for three- and four-year-olds, so that they could be confident and overcoming key delivery on top of the existing universal that 30 hours would be good for challenges, and allowed us to entitlement of 15 hours. Under their finances. demonstrate that the offer could the second, government pays work in practice. £2 for every £8 a parent pays to We were also reliant on local their childcare provider, up to a authority early years teams, who Our third key partner, HMRC, maximum contribution of £2,000 are legally responsible for making was already developing a year for each child up to the sure that there are enough free a groundbreaking digital age of 12 (or £4,000 each year childcare places available in their application for Tax-Free for disabled children up to the area. Some were better prepared Childcare. We were delighted age of 17). than others, so we offered every when they agreed to transform local authority a range of support it into a joint digital application For the 30 hours, we faced and challenge, and gave those system for both offers (Tax-Free a significant implementation challenge – we had just 2 years to legislate, reform our funding formula, design and run pilots, and create a complex digital infrastructure.

To help us deliver all of this to a tight deadline, we designed 30 hours in partnership with childcare providers, over 300 local authority officers, an expert local delivery contractor (Childcare Works), and HM Revenue & Customs (HMRC). We worked hard to create a culture of transparency and openness, underpinned by robust governance structures, and integrated programme plans.

OUR PARTNERS

Our most important partners were the childcare providers. We needed around 50,000 providers to offer 30 hours, but we had no levers to require them to do so. Many were anxious or angry, fuelled by negative media coverage driven, in turn, by vocal campaign groups. Surveys suggested that 40% of providers were reluctant to offer 30 hours, as they thought the funding rate was too low and that it would jeopardise their business.

Michelle Dyson 10 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

Childcare and 30 hours), which important when the childcare HOW PROVIDERS HAVE became known as the ‘childcare service experienced technical and REACTED service’. Building a joint system operational challenges following simplified the customer journey its launch in April 2017. We Providers play a pivotal role in for parents, enabled us to deliver immediately developed a joint delivering the 30 hours childcare, the system much earlier than if action plan: engaging directly and the introduction of a new we had started from scratch, and with parents, providers and local entitlement has required a shift consequently reduced costs to authorities to manage issues; in the market. We continue to the taxpayer. developing new operational monitor delivery costs and keep processes; and prioritising funding under review – through BUILDING STRONG customer-focused technical fixes. commissioned research and a RELATIONSHIPS survey of over 10,000 providers, THE IMPACTS the results of which are expected HMRC and the Department during autumn – to ensure for Education (DfE) are very This innovative application providers are fully supported in different departments – one system is now working well, delivering the offer. operational, one ministerial – allows parents to apply for and the differences in culture, both offers simultaneously, However, despite initial concerns, language and priorities presented and minimises burdens on many childcare providers are challenges. However, by staying local authorities and childcare now reporting that 30 hours is focused on what was best for providers who don’t have to helping them to fill childcare parents and committing time check parents’ paperwork. places throughout the week, and effort to building strong allowing them to become more relationships across all levels The childcare service has now efficient and maximise profit. of the organisations, we built a supported over 420,000 Over 80% of providers who strong partnership. We created families to apply for both offered the existing 15 hours a multi-disciplinary virtual team, schemes. In the summer term, of free childcare opted into 30 which was drawn from both DfE more than 340,000 parents hours in our pilot areas, and and HMRC. It included policy benefited from a 30 hours place; similar numbers have done so in professionals, Project Portfolio and by May 2018, £47 million had the national roll-out. Rather than Management and digital experts, been paid into parents’ Tax-Free providers leaving the market, legal advisors, communications Childcare accounts. we have seen 2,000 more colleagues and analysts. childminders start to offer the Together, these offers are making government free childcare offers, The journey has not always been childcare more affordable and often working in partnership with smooth and learning lessons increasing the opportunities for other providers to give flexible as we go along has been really parents to work. This has already care for working parents. important. Effective working had a transformational effect relationships across HMRC on many – putting more money “The 30 hours free childcare has and DfE enabled us to draw in their pockets and supporting resulted in a lot more partnership on each other’s expertise and them in work. work. It’s really good because resources. This was particularly we’re sharing lots of knowledge and lots of experience.” April Orr, Nursery Manager and Early Years professional

“Knowing there is someone… who understands the issues we face makes all the difference. I have always felt that the team are listening to our concerns and acting on them when necessary.” Fran Butler, Local Authority Early Years Sufficiency lead

The journey from manifesto commitment to hundreds of thousands of children receiving childcare support has been made a success by teams across central and local government who have shown outstanding commitment to end-to-end project delivery and to joint working, despite significant challenges and resistance along the way. Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 11 12 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018 WE NEED TO TALK ABOUT FRAUD

Mark Cheeseman, Deputy Director, Public Sector Fraud, Cabinet Office Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 13

adly, fraud is a constant threat DON’T UNDERESTIMATE THE application form, to a group Sto all sectors, and the public THREAT AND LIKELIHOOD OF working together to manipulate sector is no different. The public FRAUD a procurement process. Also, as services we all work to deliver technologies evolve, the means are funded by public money, and Fraud is inherently a ‘hidden’ by which these crimes, and other people will always be tempted to crime, which means we only forms of fraud, are carried out is ‘step over the line’ and defraud know about it when we find also becoming more complex and the system. When they do, the it. Research carried out by varied. services many of them rely upon the Cabinet Office’s Centre of are damaged, as is our reputation Expertise for Counter Fraud As well as the high-profile fraud in delivering those services. points to one undeniable fact: cases committed by organised fraud is very likely to be present groups that we read about in the In August, for example, an in any large organisation, even if news, there is all the low-volume NHS manager, who had raised it is not immediately visible. fraud committed by opportunistic £650,000 of fraudulent purchase individuals. These people are orders to fund the lavish If you think about our individual often under significant pressures, development of his and his experiences of fraud, it is highly financial or personal, and commit friends’ homes, was convicted of likely that you or someone you fraud as a means of rectifying fraud. As a result of his actions, know has been a target of some the challenges they see in their money was taken from the type of fraud; perhaps relating lives. Others are motivated solely system that could otherwise have to the cards we use to make by personal gain. Attacks on the paid for medical treatments or payments, an online scam, or public sector come from outside; healthcare staff salaries. being overcharged for a service but, sadly, also from within. we have received. Fraudsters The public expect us to find attack where there is opportunity. The skills needed to fight fraud fraudsters like these, in order What’s more, as a non-physical are similarly complex and to protect taxpayers money; crime, the rewards can often becoming increasingly so. Over and government takes this feel as if they outweigh the risk, years of development, more expectation seriously. making it an attractive crime for and more areas of counter fraud opportunists. expertise have developed to help Furthermore, it recognises the effectively combat fraudsters. importance of the particular skills What this means is that fraud This is reflected in a highly skilled and infrastructure needed to is out there, and we should population of around 10,000 meet the expectation. That is why not think that public sector counter fraud specialists working we are introducing a professional organisations are any less likely across government, as well as in structure for our counter fraud to be a target. local government and our police specialists; and why the launch forces. of the new Government Counter Based on data from fraud Fraud Profession (GCFP) this measurement programmes in These public servants work October has an important the UK public sector, available in a variety of roles, such as message for fraudsters: comparators from other investigation, intelligence, “government is not a soft target”. sectors and administrations, policy and process review, and and the research of academics, management. And they can However, the fight against fraud government estimates fraud specialise in areas such as benefit is not just the responsibility of loss across the public sector fraud, tax fraud, insolvency, those who will become part of at between £31 billion and £49 money-laundering or bribery this new profession – everyone billion every year*. That’s why and corruption. They sit in the has a role to play. In this article the government is committed organisations you might expect, we will focus on three key points: to finding and preventing more such as the Department for fraud – and to do this, we need Work & Pensions or HM Revenue 1. You shouldn’t underestimate skilled counter fraud people in & Customs, but also in parts of the threat and likelihood of every part of the public sector. government you might not, such fraud. as HM Land Registry and the COUNTER FRAUD ACTIVITY Student Loans Company. 2. Counter fraud activity is IS BECOMING INCREASINGLY becoming increasingly COMPLEX AND SPECIALISED Fraud and economic crime has specialised and complex. not traditionally been an area Fraud is increasingly complex, of cross-government focus. 3. The GCFP will help the public and the types of attacks on our Organisations developed their sector to protect public public services vary significantly. own response, and the skills and services and fight economic They range from an individual learning environments designed crime. providing or withholding accurate to support their staff have personal information in an reflected this diversity.

*Government’s 2017 Fraud Landscape Report. 14 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

The independent evolution THE GOVERNMENT COUNTER disciplines move beyond the of capability has had one FRAUD PROFESSION IS HERE traditional focus on investigation, main drawback. Much of the TO HELP to incorporate other areas of knowledge, skills and experience counter fraud activity, such as that help counter fraud specialists Where government’s counter risk assessment, prevention and succeed is common across fraud specialists were previously cyber-fraud. organisations. Yet, without a separated in silos, there is now a coordinated approach, the skills professional structure that brings Built upon these standards, and experience developed in one them together as one community. the GCFP enables: part of government have not The list of benefits this will bring, been shared with others. in terms of collaboration, the • organisations to understand sharing of information, expertise the skills in counter fraud; The GCFP tackles this issue. It and best practice, is long, both • the development of discipline- provides a structure within which for individual specialists and the specific training; and our counter fraud capability – organisations they work for. • members to self-assess responding to this increasingly against a variety of counter complex and diverse crime – is For instance, there are the fraud skill sets. codified and made transparent. Professional Standards and This enables organisations and Competencies, which underpin The GCFP will help all public individuals to enhance their the GCFP. These detail the sector organisations understand capability against these common knowledge, skills and experience what building counter fraud standards and for government as needed in a variety of counter capability looks like, as they will a whole to get better and better fraud areas, known as ‘disciplines’ be able to work from a common at finding and preventing fraud. (see the graphic below). The structure and body of knowledge.

Each Discipline Discipline Key Elements breaks down into Investigation Components Case Progression – Key Components, 6.1 Report writing & communications and then individual Case Progression – Elements, against 6.2 Evidence files Quality, Parallel which members Manager Performance Multitrack can self-assess. & Review Approach Case Progression – 6.3 Disclosure Evidence Investigation Gathering Interviewing Case Progression – 6.4 Legislation & Sanctions, Operational learning Case Departmental Redress & Initiation Policy Punishment Case Progression – 6.5 Law enforcement referral Stakeholder Case Engagement Progression Case Progression – 6.6 Evidence presentation

There are 10 Core Leadership, Management & Strategy Disciplines and An awareness across all specialist areas and the capability to define an effective counter fraud 5 Sub-Disciplines response and how to deploy the specialisms in the business. in the counter fraud Core Prevention Use of Data Risk Disciplines Measurement and and framework. Assessment Deterrence Analytics

Intelligence Sanctions, Detection and Investigation Redress & Culture Analysis Punishment

Sub Bribery and Money Criminal Disruption Cyber Fraud Disciplines Corruption Laundering Justice Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 15

A PROFESSION BUILT GUIDANCE FROM However, dealing with fraud ON FOUR PRINCIPLES THE PRIVATE SECTOR is vital to the future efficiency of our public services and it is How we built the profession The emphasis on ‘collaboration’ the responsibility of every civil is just as important as why. was paramount, which is why servant that our taxpayers’ Delivering large cross- we were keen to work with money is spent on those services governmental initiatives is not other sectors from the outset. that are needed the most. easy, but the Professionals If you look inside some private Board – which oversees the sector organisations, such as That’s why we all have a role to development of the profession – banks, you’ll see a much more play in the fight against fraud. remain committed to four sophisticated counter fraud If I were running any public guiding principles: infrastructure. They will all have organisation, I’d want to have comprehensive dashboards and that fraud expertise close at 1. Choice – Appreciating the a full view of their current fraud hand, with the right capabilities culture and governance of the risk exposures and how they’re in the organisation to help me public sector, all organisations addressing them. understand and counter the and individuals have a choice fraud threat. I’d also want the in how they engage with the In the public sector, we’re not organisation’s staff to be alert GCFP. This principle has run quite there yet – but it’s where to fraud, to know how to identify right through the profession’s we may be going. This is why it and report it in the right way. development, including how the Cross Sector Advisory Group And I’d want the organisation’s to join. has been such a vital source counter fraud specialists to of challenge, guidance and be recognised and their skills 2. Collaboration – This stretches idea-generation. The group’s advanced, so that they can lead beyond the 18 organisations contribution to the development us in this fight. represented on the GCFP of the Professional Standards Board. The profession has had and Competencies is particularly This is where the public sector input from over 100 external noteworthy. Group members have is heading, and the launch organisations, through its also helped us think about how of the Government Counter Cross Sector Advisory Group, the GCFP may one day roll out Fraud Profession is set to be a Practitioners Advisory Group into other sectors, including the key player in helping all public and Working Groups. third sector. servants and their organisations to stop fraud and protect public 3. Empowerment – Practitioners THERE’S A ROLE FOR services. from the counter fraud EVERYONE community have been involved in shaping the It is unrealistic, and undesirable, GCFP, and the standards for every civil servant to be that underpin it. This is their thinking every minute about how profession; and how it works to counter fraud. Of course, those in five years’ time is for them not working directly in counter to determine. fraud need to focus on the other big challenges facing 4. Pace – As anyone in counter departments and the fraud will tell you, there has wider public sector. been a real need for the profession for some time. However, we have not rushed the GCFP’s development. We have remained focused on delivering quality products but at a good pace. 16 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018 MODERNISING THE GOVERNMENT ESTATE A TRANSFORMATION STRATEGY

James Turner, Deputy Director Strategy & Engagement, Office of Government Property, Cabinet Office Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 17

he Government Estate is for assessing the whole-life cost to reflect this. For example, the Tmade up of hundreds of of property – from planning and NHS Five Year Forward View set thousands of assets, from design, through to construction, out plans to ease pressure on railways, ports, prisons and power operation and decommission – A&E and acute hospital services stations, to schools, hospitals and embedding a new property by providing more services in the and health surgeries, job centres, model through the Government community. Changes to the NHS administrative offices, and many Property Agency (GPA). estate to house such services more, spread all the around are fundamental to making that the UK. The GPA is a new executive happen. Elsewhere, introducing agency of the Cabinet technology and online services The 2018 Government Estate Office, set up to provide into our justice system means Strategy, published this July, professional property asset we will be less reliant on physical will transform how we use these management services across court buildings in the future. assets. It contains commitments central government’s general And the introduction of Universal that not only deliver value purpose estate. It will make the Credit means Jobcentres are for money, but that consider administrative estate operate increasingly co-locating with property as a platform for the more effectively by replacing councils to deliver a more delivery of government’s wider older, less efficient, buildings integrated service for customers. objectives, including delivering with purpose-built offices. the best possible public services, This will reduce the number BOOSTING LOCAL GROWTH releasing surplus land for housing, of office buildings in which reducing the state’s carbon central government operates Decisions on where to locate footprint, and boosting growth from 800 to around 200, while government land, buildings and across the UK. enabling the Civil Service to civil servants, and the type of work more effectively together, working environment we offer, REDUCING COSTS with Government Hubs housing also have the power to transform a number of departments under places and services, and boost In the past, such strategies have one roof. This model is expected local growth, creating great concentrated on minimising the to deliver £3.6 billion of savings places to work and helping expense of running the estate, over 20 years, of which £2.5 deliver a Brilliant Civil Service. and been principally concerned billion is expected to be delivered with how to reduce costs, an by the Hubs programme. The Civil Service is too London- approach that has brought great centric. We plan to tackle this success. TRANSFORMING HOW through the Places for Growth GOVERNMENT WORKS Programme. The programme Since 2014 we have reduced will work with departments and the Government Estate by However, the value of our estate public bodies to relocate up to over 1,000 properties, raising lies in more than bricks and a thousand public sector posts £2 billion in building sales and mortar, and plans for it aim to out of London and South East saving a further £300 million deliver more than simply greater England to all of the nations and per annum in operating costs. efficiency. The strategy shows regions of the United Kingdom Furthermore, vacant space has how the estate can be a powerful by 2022. This will be followed by been reduced across the central catalyst for transforming, for the thousands more posts, including Government Estate by 73%, and better, the way that government at senior grades, by 2030. is now just a fifth of the average works – both in how its services private sector vacancy rate, at reach the public, and in how its As outlined in the Industrial 1.5% (private sector average: own civil servants work. It also Strategy White Paper, we want 7.5%). Additionally, our more sets out how we can use the jobs to go to cities that have modern, sustainable estate now power of our estate to energise the existing skills and capacity supports the government’s wider the housing market, create to enable both organisations environmental commitments, supportive infrastructure and and the destination locations to with carbon emissions reduced release surplus land for house flourish and better connect the by 33% and paper consumption building. relevant parts of government by 50%. with local economies. This will The estate exists to support help boost local growth and use FOCUS ON EFFICIENCY government activity – much of our estate as a driver to ensure which involves public-facing that the Civil Service more closely The latest Government Estate services. The way in which we reflects and connects with the Strategy continues to encourage deliver these services is changing, people and communities it serves. a smarter, leaner, more fit-for- thanks to new technology, We will support the development purpose estate, with a focus changing lifestyles and the of at least three specialist clusters on efficiency. This includes evolving needs of the population. in cities across the UK by 2022. introducing a new framework Our estate itself needs to change 18 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

LOCATIONS FOR FUTURE GOVERNMENT HUBS BECOMING LESS LONDON-CENTRIC

In relocating roles across the whole of the UK, properly clustered around the required skills and similar roles, we will also help to ensure the creation of sustainable career paths for Erskine House, Belfast Central Square, Cardiff civil servants, and offer career progression into senior roles, without their having to be based in London.

By the end of this Parliament, under the Government Hubs scheme, the GPA will establish a network of around 20 multi- New Waverley, Edinburgh Canary Wharf, London agency hubs across the UK. For example, New Waverley, in Edinburgh, will bring together around 2,900 UK Government civil servants who work in Scotland, consolidating the UK Government estate in modern office space with ministerial and press facilities. In Wales, Central Square, Cardiff, will accommodate over 4,000 public servants from several different UK Government departments. And in Northern Ireland, Erskine House, Belfast, will ensure that the UK Government remains one of the largest employers in the city.

SMARTER WORKING – ENABLING PEOPLE

The hubs will move thousands of civil servants into new, fit- for-purpose offices, helping us to both make the working experience of civil servants better and improve service delivery. The hubs will also take advantage of a profound shift in the way the Civil Service will work in the future, in environments that embrace smarter working practices and technology that equip and enable the person, rather than the office. This in turn will allow for greater diversity in our workforce and career paths – and a focus on cross-department collaboration in activities such as analysis, communications and business support. Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 19

These policies will also help It has long been our ambition deliver our longer-term ambition to create a ‘digital estate’ – a MOJ NATIONAL of a Whitehall Campus of no complete and secure public data more than 20 efficient, fit-for record of our property assets Successive programmes run by purpose buildings (reduced from that is open and transparent and the Ministry of Justice (MoJ) 65 now). We see this operating as can be used to promote more to maximise the efficiency of a single entity, with flexible space, strategic decision-making. By its estate have resulted in the shared services and – where the end of this Parliament, this disposal of over half of its office possible – integrated security will be made possible through estate and a saving of around systems, including a common the creation of a Digital National £50 million per annum in running access pass. We will also work Asset Register. This will join up costs and £100 million in capital with government partners to data from hundreds of entities receipts. enhance the experience of the under one geospatial umbrella, many thousands each year providing a strategic view of all In line with the Government who visit and work in Whitehall, public estate data, and helping Estate Strategy, the department making it more welcoming, more to ensure that public services are has continued to transform not secure and more accessible provided where they are most just its estate but the way it for all. needed. works. Under ‘MoJ National’ it has moved away from a single We are aware that the future We will also continue to drive London HQ and adopted a four- is hard to predict. Overall Civil efficiency by expanding reporting headquarters model (102 Petty Service numbers, having fallen of key performance metrics in France, Canary Wharf, Croydon in recent years, have risen again the annual State of The Estate and Leeds) all operating a desk as part of our preparations for Report. For the first time, this will ratio of 6 desks to every 10 FTE exiting the European Union, include laboratories, job centres, (full-time equivalent) employees. which will also see us repatriating courts and storage buildings. jobs from Brussels and creating The goal of MoJ National is to new jobs in the UK. This is why We cannot fulfil our become a de-centralised, yet it is critical that we continue to commitments without a highly connected, national organisation. manage the overall asset portfolio motivated, skilled and diverse This will be achieved by efficiently and flexibly, so that Government Property Profession maximising the efficiency of we can contract or expand the (GPP). The 5,000 people working the space it retains through supply of property as demand in government property play a modern workplace design and changes. major role in policies that impact technology, and smarter working on the delivery of government principles. It is also reducing the MORE JOINED-UP SERVICES priorities. The strategy will ensure pressure on its workspaces, and that the GPP gives them the creating an attractive offer for And we’re not just focusing on support they need to flourish in employees, by providing places the Government Estate. The their careers. to work closer to home through public wants to see more joined- a commuter hubs programme. up public services. Through the AN ESTATE THAT WORKS One Public Estate programme FOR EVERYONE In reducing its Petty France we are supporting bodies across footprint, the MoJ has created the public sector to collaborate As custodians of the strategy, a multi-tenant government on ambitious property-led the OGP in the Cabinet Office hub, which already includes the schemes. This programme, will work with departments, their Office for Budget Responsibility, delivered in partnership with the arms-length bodies and other the Charities Commission and Local Government Association, cross-government functions, the Crown Prosecution Service. supports government and local to ensure their plans dovetail This has helped to unlock a bodies to bring services together with the strategy – enabling complex property chain and under one roof. This will drive service delivery while still serving enable government to generate better collaboration and support as a vehicle for change. This, estimated annual savings of £65 the delivery of £615 million in alongside the work of the GPA, million, through the release of capital receipts, a target of £158 will allow a greater commercial seven central London properties million in running-cost savings, focus and more consistent and land for 25,000 homes, and professional management across 44,000 jobs by 2020. This is both the estate. more cost-efficient and works to break down organisational To deliver the best possible barriers and provide a more services we need an estate integrated, accessible service to that is fit for purpose and built the public. around the service need. The commitments in the Estate Strategy are designed to deliver a Government Estate that truly works for everyone – a Public Estate for Public Benefit. 20 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018 THE FUTURE OF TRANSPORT PUTTING THE UK IN THE DRIVING SEAT

Iain Forbes, Head of the Centre for Connected and Autonomous Vehicles, Department for Transport and Department for Business, Energy & Industrial Strategy

n 1908 Wilbur Wright, reflected A BIG CHANGE here in the UK. What’s unusual Ion the difficulty of predicting about the UK programme is the the future of transport: If you live near Greenwich, way in which it is successfully Coventry, Bristol, Oxford or bringing together different “Scarcely ten years ago, all Milton Keynes, you may already players to work together to hope of flying had almost been have seen some of the vehicles understand what the technology abandoned; even the most in government-funded trials, might mean for their future convinced had become doubtful, winding their way through traffic, strategy. and I confess that, in 1901, I said navigating using a sophisticated to my brother Orville that men combination of lasers, cameras Household names from the would not fly for 50 years. Two and some very clever software automotive sector and tech years later, we ourselves were developed by UK researchers. spin-outs from universities are making flights.” developing new vehicles and These vehicles are still learning, new control systems; insurance The advent of commercial but in time this technology could companies and law firms are aviation transformed the world. trigger as big a change in how thinking about the enabling But, in its early days, planning we get around as the arrival of environment; and city authorities for that transformation and its the motor car in the early 20th are thinking through what the consequences – both those that century. Self-driving cars could technology could do to help them were foreseeable and those that reduce the number of collisions serve their citizens. The industrial weren’t – must have been tough. on our roads, help disadvantaged opportunity could be huge. One groups by increasing access to estimate values the global market Transport is on the cusp of a road transport, and improve the for self-driving vehicles at £907 similar transformation right now, experience of travel for users. The billion by 2035. with self-driving cars promising technology is right at the centre radical improvements in the of the Future of Mobility Grand REGULATORY FRAMEWORK safety, efficiency and accessibility Challenge in the Government’s of the way we live, work and Industrial Strategy, as the We won’t be able to get there, travel. However, that change companies that successfully however, without a regulatory will bring with it a similar array commercialise their research in framework to enable the of issues – legal, moral and this field will unlock significant technology to be used safely technical. One key question for economic opportunities. on UK roads, especially when government is, how do you set interacting with other road users. a regulatory framework for a CUTTING EDGE BRITISH People won’t feel comfortable, technology that doesn’t yet exist? DEVELOPMENT either, using self-driving cars or sharing the road if they That is one of the questions While US companies may get haven’t been certified facing my team – the Centre for more media attention, British as safe; and Connected and Autonomous companies and universities are industry Vehicles (CCAV) – as part of our at the cutting edge of this work to ensure the UK is at the emerging field. Some of the forefront of the safe development world’s brightest and best and deployment of self-driving in software engineering vehicles. are working on this technology Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 21

won’t feel comfortable with the Business, Energy & Industrial where there is a greater massive investments necessary to Strategy. We run the than normal case for cross- develop the technology without a government’s regulatory departmental working. clear route to market. programme, but we also work with Innovate UK to oversee the For us, this means that the Designing this framework is £250 million the government people working on regulatory no small job. It turns out that has committed for R&D and reform have a direct link into ‘the driver’ is a fairly important test sites to accelerate the safe the companies working on concept in law relating to road development of the technology. the technology. This close vehicles! Once you start to think engagement has helped to both through the areas of law touched BENEFITS OF inform the approach we have by the technology, the scale of COLLABORATION taken and prioritise safety as the the task quickly becomes clear. underlying principle through the What reforms might be needed We are one of a growing number progression of the technology. for vehicle safety approvals? of joint units that have sprung For motor insurance? For taxi up in recent years. You will In a nutshell, our view is that licensing? For criminal liability? find similar teams in there are some problems that Where to start? policy areas you can solve through

Helpfully, CCAV is a joint unit of two different ministries – the Department for Transport and the Department for 22 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

creating new regulations; there would be possible, and that responsible, whether that is the are some problems you don’t clarity would help both vehicle manufacturer, or a supplier, or need to solve through new manufacturers and the insurance someone else. regulations (or at least not yet); industry. and there are some problems you WORLD FIRST can create through regulation and Perhaps surprisingly, the rules. We aim to focus ruthlessly insurance industry asked the This was a neat solution to a on the first, keep an eye on the government to force them to tricky problem. Fast forward to second, and avoid the third. pay out claims – not necessarily July this year, and Parliament something you would expect passed an Act to set out a new WHAT PROBLEMS them to do! framework for motor insurance CAN YOU SOLVE? for self-driving vehicles. We Their proposal was that when believe this is a world first. A couple of years ago we picked there is a crash involving a motor insurance as one of our self-driving vehicle driving in Over the next few years we will first areas of focus. In the UK, the automated mode, the insurance be working with both the English driver’s use of the vehicle, rather company that issued this policy and Welsh, and Scottish Law than the vehicle itself, is insured. should have first instance Commissions to keep pace with In a world of self-driving vehicle liability. In other words, where an the technology and introduce technology, this could cause innocent party experiences harm, the right rules at the right time. messy legal wrangles if there the insurance company should If we get it right, we have every was a crash while a vehicle was be compelled to pay the claim. chance of putting the UK safely driving in automated mode. In return, they suggested, they in the driving seat of this new should have strengthened rights and exciting technology. Our R&D programme had given to reclaim the damages from UK industry enough insight the party that was ultimately to know that setting out a framework to address this Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 23

GOVERNMENT-FUNDED to London, that is easy to access technology company, founded RESEARCH INTO SELF-DRIVING for national and international in 2016, secured £122,000 of VEHICLES organisations. government funding. Alongside some angel investment, this Building on the UK’s regulatory The R&D programme now has provided start-up capital to and business environment, the more than 70 live research develop a new method for government is investing more projects, involving more than vehicle map positioning. This than £250 million into R&D and 200 organisations. These led to another grant, of testing infrastructure for self- projects are truly collaborative, £768,000, to work with Jaguar driving vehicles to allow private with vehicle manufacturers and Land Rover and the University sector innovation to flourish. technology companies working of Durham to develop the with universities and local technology further. The You can already trial self-driving authorities and other companies technology has now hit the vehicles on any public road in in adjacent sectors such as market, with Deutsche Bahn the UK under a Code of Practice telecommunications, insurance recently becoming Machines published in 2015. Investment in and design. with Vision’s first commercial the industry since then has been customer. designed to ensure the UK has Early successes include Machines a world-class, coordinated with Vision. This Edinburgh-based network of testbeds, running from the Midlands down 24 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

DELIVERING JUSTICE IN A DIGITAL WORLD

Susan Acland-Hood, CEO, HM Courts & Tribunals Service, Ministry of Justice Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 25

ne of the most rewarding DELIVERING CHANGE And we are delivering new Oparts of my job is to read services to those who need to the positive comments from The reform programme was use the justice system. members of the public using our launched in 2016 with a joint new digital services. statement from the Lord Our online divorce service (which Chancellor, the Lord Chief Justice attracted the positive feedback “It’s marvellous, pain-free and less and the Senior President of above) was made available after stressful than the paper form.” Tribunals. It said: several months of controlled testing and development. More “Thank you ever so much for “The reforms will [combine]… than 11,000 applications were making this process so much less our respected traditions with the made in its first four months of painful than it could have been. I enabling power of technology. operation – more than half of all found it very easy as an autistic The vision is to modernise and applications received. person to get support from the upgrade our justice system so team when I had questions.” that it works even better for Better design provides a simpler, everyone, from judges and legal speedier application process to This feedback to our new online professionals, to witnesses, the public and cuts waste. Almost divorce service, rolled out litigants and the vulnerable half of paper-based divorce earlier this year, illustrates the victims of crime.” application forms had to be core purpose of our ambitious returned, because they contained programme - to shape our justice The programme has been simple mistakes caused by a form system around the needs of those designed around three that was complicated and hard who use it. fundamental tenets: to fill in. The new service has cut that error rate to less than 1%. In doing so, we are transforming • First, that we can move work how we work to provide better, out of physical courts that Since the end of March, our more accessible justice for all. doesn’t need to be done there, Civil Money Claims service has and – in doing so – make enabled the wider public to make, WHY IS CHANGE NEEDED? justice more accessible. defend, and settle money claims • Second, that we can free-up under £10,000 online. More than HM Courts & Tribunals Service judicial time through better 20,000 claims were made in its (HMCTS) is responsible for the digital tools that eliminate first five months of operation, administration of criminal, civil tasks that judges don’t need with user satisfaction rates and family courts and tribunals in to do (like chasing down currently at 88%. England and Wales - and non- submissions from parties to a devolved tribunals in Scotland case). More online services are being and Northern Ireland. We handle • Third, that we can cut waste, introduced to help the public, about four million cases a year, inconvenience, dissatisfaction making it easier to seek probate operate from 345 court and and overheads by creating and to appeal decisions on tribunal buildings, and there are systems and processes that welfare payments. Meanwhile, more than 16,000 people, most of are truly designed around the in the criminal justice system, whom are frontline, operational people who need and use 2,000 online pleas are now made staff, working for the service. them - both citizens and our weekly via our online Make a Plea own staff. tool for minor traffic offences – Our people are deeply committed and this has been extended to to fair and efficient administration The programme is ambitious. fare evasion cases with Transport of justice. But the processes There are more than 50 distinct for London. they work with are often labour- projects across all jurisdictions intensive and heavily reliant on (in criminal, civil, family and CHALLENGES paper (or old legacy systems tribunals), and we are investing that need a lot of re-keying), more than £1 billion over six years. This is a large-scale programme producing error, duplication and of change and the National inefficiency. We are developing the system Audit Office has noted its incrementally, using agile ambitious scale. We must work Our courts and tribunals system methods; and proceeding in small hard to maintain our pace and has also been over-reliant on blocks allows us to run pilots momentum while taking the time physical, face-to-face court with real users quickly, refining to communicate, consult and and tribunal hearings, even for and improving as necessary, bring people with us. straightforward matters. More without risking a big failure. We importantly, the justice system are also building many common Many parts of the programme are can sometimes feel complicated, components to be re-used across uncontroversial – the challenge is forbidding, and indifferent to the different areas. execution rather than principle. time and trouble of those who But others raise questions. use it. At its worst, this can hinder access to justice – a fundamental right for us all. 26 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

We have hundreds of buildings WHAT NEXT? We have, therefore, ramped arranged in a patchwork that is up our work on this to satisfy a legacy of several predecessor By January 2019, our early an increasing demand for organisations; and many are services, all of which are now information, engagement and under-used. We expect to need available to the public, will be contact. We are using roadshows, fewer of them in future, but operating at scale, and we’ll be webinars, blogs, Twitter, working closing courts will always be well under way with the next groups and written material to controversial, and needs careful set of projects (including, for help stakeholders interact with thought and consultation. example, reform of the public us, as well as using ‘discovery’ family law system). phases of each project to engage When it comes to change to the people directly in co-creating criminal justice system, we are To underpin this, we will be new services. But there’s always part of a much wider ecosystem fundamentally changing the more we could be doing. (indeed, our digital change way we work. This will mean here is being taken forward bigger structural changes, such CONCLUSION jointly with the police and the as moving increasing numbers Crown Prosecution Service). The of staff to work in new national So, while we are making criminal system also comes with courts and tribunals service good progress, there is still a the highest possible stakes, so centres. long way to go to deliver the change needs to be thoughtful programme as a whole. The and well-evaluated. These centres will administer public has responded positively the system more coherently to the new digital services we Moving to more digital working and provide expert support and are introducing. However, real also raises concerns about guidance to the public, especially challenges remain, with more digital exclusion, so we are those who struggle to use the to do - for example - to ensure adding new routes rather than justice system. This means a lot legal professionals and all those mandating them. New ways of of change for our own staff, and working within the system get a giving evidence and conducting continuing to work closely with meaningful chance to contribute. hearings – including video and them on reform is essential. ‘continuous online hearings’ – It’s hard work. But the prize cannot come too quickly for Our internal engagement of building a justice system some (early tests show that many programme – ‘One Conversation’ that is more accessible, more users prefer them). But they – allows our staff to ask questions straightforward and more must also be used for the right and think about what reform efficient for all is one worth kinds of case and individual, with means to them. We can’t striving for. the judge always determining eliminate the anxiety that comes the approach that is in the best from change, but we can give interests of justice. opportunities to understand and be part of this change. The deep and fundamental principle of open justice – that More widely, we need to continue justice must be seen to be done to put the citizen at the heart of – needs to be preserved and everything we do, user-testing enhanced. However, it needs to be with real people everything we given practical effect differently in develop. But we also know we a world where some hearings may need to do more to communicate be online or over video. and invite contributions from others – including lawyers and And all of this is part of a ‘refit others who work in the at sea’ – in other words, making courts and tribunals. changes to a system that also needs to carry on delivering justice effectively every day. One that faces all the usual changes and pressures, including wide fluctuations in workload in many parts of the system. Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 27 28 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

SPOTLIGHT: DEVELOPING THE LEADERS OF TOMORROW Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 29

MY EXPERIENCE ON THE GDS WHY I JOINED THE HIGH While sessions with an acting ACADEMY INTERNSHIP: POTENTIAL PROGRAMME: coach were outside the group’s FIONA LINNARD ROB KENT-SMITH comfort zone, we have all benefited from an increase ’m Fiona Linnard, and I’m about he UK Statistics Authority in our personal presence and Ito go into the final year of my T(UKSA) is transforming, effectiveness in delivering History degree at the University embracing new technology challenging messages. This of Leeds. I’m also one of six and data sources to help learning has been especially interns coming to the end of Britain make better decisions. valuable to me, as I am currently an 8-week internship with the To do this, it’s important that leading an SCS 1 post responsible Government Digital Service our leaders have the skills to for implementing a once in a (GDS) Academy in Leeds. inspire and lead people through generation transformation of change. Improving my skills in our Gross Domestic Product One of the things that makes the this area and building a strong (GDP) statistics. internship unique, and one of my network across the office were favourite things about it, is the fundamental in my decision to Of course, the most valuable range of tasks and roles we’ve apply for the UKSA High Potential part of the experience has been been given. After a fortnight in Programme (HPP). the diverse network of support the GDS Academy learning I have built up – I don’t hesitate ‘Agile’ ways of working – an The programme, aimed at Grade to pick up the phone or drop by umbrella term, which covers 7 and Grade 6 staff, had three when I need some advice or a forward-thinking methods of primary drivers: friendly face! project management – we started a four-week placement 1. Equipping a cohort with To find out more about the GDS with various teams in the the necessary skills to help Academy internships please email Department for Work & Pensions support our transformation [email protected] (DWP). For this, I headed and change agenda. office.gov.uk. To find out more upstairs to start with Support about GDS Academy courses, for Mortgage Interest (SMI). 2. Growing our leadership please visit their website: capability to achieve gov.uk/gdsacademy. With the SMI team, I was transformation. fortunate enough to have sessions with everyone from 3. Promoting diversity of content designers to web thought. developers and product owners, which meant I got to see the The pilot programme was mechanics of creating a digital delivered with the Whitehall service from every angle. & Industry Group (WIG) and followed a blended learning In many ways the placement approach, incorporating: surprised me. Any preconceptions three residential events; two I had of the Civil Service being organisational insight visits archaic and using the oldest (to Oracle and Eversheds); technology disintegrated. Services masterclasses; mentoring from were constantly being rethought senior civil servants; and delivery and improved, and the nature of of a business change project. ‘sprints’ meant that as often as every few weeks a better, more The formal feedback from the user-friendly version of the product programme was overwhelmingly was produced. Sprints, which come positive. For me, there is a wide under the ‘scrum’ framework, were range of tangible changes I can something I’d learnt about in my make in my approach as a leader. two weeks at the GDS Academy. Above all, I have a greater self- awareness and challenge the way My time with the SMI team has I do things more (‘reflexivity’, challenged my way of thinking and in leadership speak!). This has how I tackle problems in everyday led me to change how I behave life. Seeing the theory we learnt in challenging situations, and in the GDS Academy applied in turn has enabled me to build in the workplace cemented my better relationships, both in the understanding, which in turn has workplace and in my personal life. made me rethink the traditional ‘waterfall’ approach to developing projects. I look forward to applying the transferrable skills I acquired in the final project to my university work and beyond. 30 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

DODGING THE ICEBERGS - HOW TO MAKE GOVERNMENT MORE AGILE

Charlene Chang, Senior Director, Transformation, Public Service Division, Singapore & Jalees Mohammed, Senior Assistant Director, Transformation, Public Service Division, Singapore

Singapore public service 'makeathon' in progress Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 31

arge, complex structures are THE SINGAPORE CONTEXT EXPERIMENTATION CULTURE Lnot designed to move quickly and be ‘agile’. In 1912, the RMS In Singapore, Prime Minister Lee How do you keep a Titanic failed to course-correct in Hsien Loong has said that “the 145,000-strong public service time and collided with an iceberg world around us is changing nimble? The answer is to create in the North Atlantic, resulting in very quickly, the competition a culture of experimentation over 1,500 casualties. The sheer has become stiffer.”1 Minister and entrepreneurship, so that mass of something so large, of Finance Heng Swee Keat every public officer can make combined with its established remarked that “our ship of state a difference in his or her area momentum, results in an inertial is a small boat in a turbulent of work. force that makes it difficult to ocean.”2 Several advanced shift gears and change direction. economies, such as the US and The Singapore Public Service UK, have adopted a more inward- has a rich history of promoting The same principle can be facing stance in recent years, continuous improvement and applied to large groups of owing to domestic pressures. innovation. Under the Public people working together in Meanwhile, key trading partners Service 21 movement in the a bureaucracy. In his book the US and China are engaged in mid-1990s, the Staff Suggestion Bureaucracy, James Q. Wilson a trade war that will affect small Scheme (SSS) and Work notes that government agencies economies like Singapore. Improvement Teams (WITs) were are averse to taking risks, set up as platforms for all public because they are given specific, The ‘fourth industrial revolution’, officers to take part in continuous clear and unquestionable goals. characterised by data, artificial improvement.3 This means large numbers of intelligence and all things digital, public officers (mass), combined is already upon us, forcing SSS gave individual officers a with an established rhythm or industries to rethink their platform to suggest workplace momentum (norms and cultures), business models. improvements; and WITS that results in a great reluctance improved workplace to change course ‘in the way Meanwhile, our population is productivity by giving officers things are done’. ageing, which will lead to a the tools, such as Six Sigma, to significant increase in healthcare improve work processes. WHY THE PUBLIC SECTOR and social expenditure. This will NEEDS TO BE MORE AGILE also mean a shrinking resident Leaders were expected to workforce, a tightened labour support these platforms, This inertia and the resistance market and economic slowdown and agencies to report their of government agencies to – unless we do something about participation rates to the Public change is untenable today. The it. Singapore is also among the Service Division (PSD). Every accelerating pace of technology most diverse countries in the officer was required to be a and the widespread use of world, so, harmony and mutual member of a WIT and offer artificial intelligence and data to understanding are absolutely suggestions for improving work provide anticipatory products and essential for stability and processes as part of the SSS. services to consumers, increases well-being. their expectations of public MAKEATHONS services. The public sector has a In essence, the need to innovate monopoly over public services, and, at the same time, maintain Over the years, we evolved but comparisons with private operational excellence, weighs our approaches to embedding sector services are unavoidable, heavily on a small country that innovation among our public and the trust between citizens needs constantly to find ways officers. In 2012, we replaced and government is at stake if the and means to stay afloat in a WITS and SSS with new ways of latter consistently falls short. volatile global economy. promoting innovation, such as makeathons4 and and hackathons. These events bring together public officers and citizens to define problem statements,

1 PM Lee Hsien Loong’s speech at Keppel Corporation’s 50th Anniversary Dinner, 3 August 2018. 2 Budget Speech, 2018. 3 WITS was based on the belief that “when people get together, ideas grow, people learn, things happen and good results come”. It aimed to institutionalise team-based effort in improving work processes using a standardised set of thinking and discussion tools. SSS was based on the premise that officers “want to and are able to make a positive difference in their work”, regardless of their place in the organisational hierarchy. 4 The term “makeathon” is inspired by the word “hackathon”. Whereas a hackathon can be described as a “problem-focused computer programming event” or a “contest to pitch, programme and present instances of prototype digital innovation”, a makeathon has a broader scope, beyond digital innovation. It is an innovation workshop that brings together public officers (and citizens) to develop ideas that answer a challenge question or questions. 32 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

interview stakeholders and ‘make’ Makeathons held across the whole talents and willingness to go the or ‘hack’ prototype solutions to of government are more recent. extra mile, instead of purchasing problems. The prototypes are then They focus on addressing key services from vendors. refined through user-testing and public service priorities that cut mini-interviews to shape what a across agency boundaries. PSD Following the Public Service final product might look like. organised two such makeathons Conference 2017’s message to in 2016, with these challenges: directors to “Think Big, Start Small Between 2013 and 2015, and Act Fast”, PSD organised a makeathons were conducted • How might we make the Directors’ Makeathon in November by different public agencies on Public Service more vibrant 2017, to: topics such as designing libraries and productive? of the future and reducing waste • How might we create a Public • role-model new behaviours for at large-scale events. Agencies Service that officers are proud collaboration across agency have also run public hackathons to to be a part of and can deliver boundaries; and generate IT solutions. The largest seamlessly? • rally directors to contribute to date, Hackathon@SG 2015, solutions to an issue of supported by 18 public agencies, They attracted more than 100 national importance. saw 1,100 participants build public officers and generated solutions for healthcare, urban useful ideas. One was for a The challenge statement for the living, city planning and public ‘marketplace’ of professional skills makeathon was, “How might services. that public officers could share we realise Singapore’s Smart with agencies that needed skills Nation vision, to support better such as event hosting or graphic living, stronger communities and design on an ad-hoc basis. The create opportunities for all?” In aim was to tap into officers’ all, 29 directors from 21 agencies participated, interviewing citizens in the Tampines area of Singapore, and coming up with ideas. One Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 33

was for a customisable mobile The Innovation Challenge • ‘experimentation’, to try ideas, phone app, activated by dialect- provides seed funding of up test assumptions and gain friendly voice commands, that to $70,000 for experiments evidence-based validation for senior citizens could use to track with new ideas or prototypes. proposals. their health and diet and locate For the Challenge’s first two social activities nearby. open calls, 305 officers have The Lab builds an innovative submitted over 100 ideas. Two culture by injecting new ways Makeathons tightened the that have been implemented of thinking and uncovering new nexus between ideas, core work and scaled across different insights. An example of its impact and implementation. Some agencies are: a simple, time- is found in its consultancy with makeathons focused on key saving digital application that can the National Library Board. The government priorities that cut aggregate news and social media Lab facilitated discussions and across agency boundaries, and information on specific topics; identified the board’s aspiration the solutions were assessed by and an easy-to-use ‘form builder’ for a library of the future. A key senior public sector leaders. for converting paper forms into component of the intervention This provided officers with a simple electronic ones that can was to help the board identify platform from which to work on be embedded in government ‘pain points’ for customers using problem statements and focus on websites, avoiding expensive library services. The Lab then implementing ideas. They learnt to solutions. focused on identifying the service adopt a citizen-centric approach improvements, capabilities in scoping problem statements Makeathons and the PSIC have and technology tools required and developing solutions had a real impact in generating to provide visitors with an iteratively. quick, useful solutions – other experience that matched their agencies have begun conducting aspirations. PUBLIC SERVICE INNOVATION their own makeathons and CHALLENGE challenges to meet specific Over the last four years, the needs. Innovation Lab developed an The Public Service Innovation innovation framework to cultivate Challenge (PSIC), created in 2017, INNOVATION LAB an empathetic, collaborative, brings officers together across experimental, inquisitive and agencies to co-create solutions PSD’s Innovation Lab was set up skilled Public Service to, in turn, and get funding for experiments. in 2016 to provide consultancy generate repeated innovative This addressed public officers’ and coaching in three mindsets successes. Equipped with a feedback that there could be for Public Service Innovation: common mindset, language and more support to encourage suite of innovative tools through innovation and bypass tedious • ‘empathy’, for all stakeholders the sharing of best practices in approval processes. to better diagnose issues; the innovation framework, public • ‘collaboration’, across agency/ officers with varying experience department silos and with in innovation can now ignite it to all stakeholders for holistic resolve problems. outcomes; and 34 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

The Public Service Innovation for volunteers to role-play real to push boundaries and deliver Process Framework (PSIPF) customers, so that they could policy changes to the benefit consists of disciplines including stress-test the actual service of officers’ careers, skills and behavioural insights, business centre. Through this low- salaries. process re-engineering, data resolution prototype, the team analytics, design thinking, was able to gain valuable insights WHAT’S NEXT? organisational development, and improve its processes and scenario planning, and systems service model. In 2019, we will be experimenting thinking, blended to help deliver with an improved version of better outcomes for citizens. UNION PARTNERSHIP WITS. Every public agency will be invited to examine their This framework (see graphic PSD partnered with the workplace processes and the below) is not a linear process. Amalgamated Union of Public citizen’s experience when using One can start anywhere in Employees and the Ministry of public services, and then to the process and iterate, but Education to better understand re-engineer those processes to completing the key steps the challenges faced by more save time. We will be setting a is recommended to ensure than 2,000 Operations Support common and measurable goal of consistent and holistic outcomes. Officers (OSOs), many of whom hours saved through streamlined The framework is also an were not confident conversing in processes or reduced manpower, open-source guide, and is not English. Guided by the PSIP, the to energise and mobilise the exhaustive or prescriptive. project team conducted a visual Singapore Public Service. mapping exercise to describe THE TAMPINES HUB a day in the working lives of OSOs and identify the ‘pain The Public Service Centre of points’. The team also sat the our Tampines hub was the national Workplace Literacy and result of successful innovation Numeracy Test (mandatory for guided by the PSIPF. The service OSO promotion) and found it to concept, using the conceptual be irrelevant to OSOs’ job scope. service model, brought six service agencies under one roof: The data produced by this those that oversee community research, coupled with empathy, and social cohesion, housing gives the team the information issues, job training and job placements, other social services (such as financial help), and sports activities.

To help visualise the real-life issues this model might face, a full mock-up of the Public Service Centre was created for the project team to simulate its processes in various scenarios. Scripts were written Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 35

THE PUBLIC SERVICE INNOVATION FRAMEWORK

PROJECT DEEP INSIGHTS & DESIGN BRIEF IMPLEMENTATION CHALLENGES & REFRAMED ON DESIRED GOALS CHALLENGES OUTCOMES

Understand Experiment Implement stakeholders’ with diverse ideas and evaluate context and ideas impact needs

AIDS TO INNOVATION: TOP TIPS

• Dedicate time and resources for innovation. The ‘kick-off’ session for the Innovation Challenge’s first open call brought more than 100 officers together to share ideas, form teams and pitch to a panel of judges, and led to 50 ideas.

• Leadership support is critical. Innovation directors need to be influential, resourceful and have direct links to their agency head to be effective and drive a culture of innovation. For their part, officers often simply require permission and support to conduct an experiment, rather than a large amount of funding. For innovations to be implemented, managers, especially middle managers, need to be open to new ideas from below or from outside their organisations.

• A robust process is important to scale good ideas across government. Good ideas from officers can only go so far without leadership support and resources. A robust process for selecting ideas to pursue and then scaling them up is critical, especially for projects without clear agency owners.

• Innovation need not be expensive and protracted. Small amounts of funding ($500 for the Innovation Challenge’s lowest tier) and a predefined period of three months proved effective in giving officers confidence and urgency to create a workable product.

• Be bold, fail fast, always learn. With a clear goal in mind, officers take calculated risks and constantly learn from user-feedback and minor setbacks.

• Cultivate new sensibilities for innovation. Innovation requires constant challenging of assumptions and questioning of how something could be enhanced. The Directors’ Makeathon saw participants re- examining their earlier assumptions after interviewing residents in Tampines.

• Multi-disciplinary teams expand the capacity to devise innovative solutions. In the Directors’ Makeathon, multi-agency teams were creative and resourceful because of their different backgrounds and expertise. Directors also offered resources to other directors keen to run makeathons in their own agencies.

• Awards incentivise behaviour. Annual awards celebrating innovation and risk-taking are clear signals that these behaviours are encouraged. Awards also encourage middle managers to support good ideas for doing things differently.

Opposite: Singapore public service officers taking part in a makeathon 36 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

IN CONVERSATION: DR MARTIN PARKINSON, AUSTRALIA’S SECRETARY OF THE DEPARTMENT OF THE PRIME MINISTER AND CABINET

Your task is to provide continuity through Brexit and to take a long-term strategic view to shaping post-Brexit Britain Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 37

1. One of the main challenges I imagine things are pretty other democracies, is to integrate facing the UK Civil Service is busy and sometimes confusing economic and broader strategic exiting the European Union. right now – but the UK public aspects of foreign policy. Too What opportunities do you service also has a tremendous often we treat them as separate, think will open up to UK opportunity to help set a partly reflecting the siloed nature public services as part of a foundation blueprint for your of our bureaucracies. post-Brexit Britain? country. It’s an exciting position to be in. Yet, successful foreign policy is Through Brexit, the UK is making based on taking a broad view a conscious decision to withdraw Australia and the UK have similar of our national interest and from an economic and broader institutions, values and economic effectively deploying all aspects strategic grouping of nations in frameworks, and our public of our power – diplomatic, which you wield disproportionate services have a lot to learn from economic, military and cultural. weight. I’m not being critical of each other. We’re operating the decision, but framing it this in different environments, but 3. We recently featured an way makes clear the scale of the the bottom line is that we both article in Civil Service challenges it presents and the need to be smart, confident and Quarterly that explored the need to exploit new opportunities professional! challenge of developing for a post-Brexit Britain. and then delivering public 2. What are the challenges service policy. Is this an issue The opportunities for the public that face public services in experienced in Australia, and sector will of course depend in a nation not belonging to a if so how can we bridge the part on the final terms of Brexit. natural regional or cultural gap between the two? But several things are clear: grouping? I’ve made clear my concern about • You’ll certainly need to rebuild Peter Varghese, who stepped a degradation of policy expertise capability in areas that were down as Secretary of our over time in the Australian Public EU responsibilities, like your Department of Foreign Affairs Service. trade negotiating function. and Trade last year, pointed • You’ll need to focus on other out that Australia belongs to This is partly about a loss of important issues too, like no natural regional or cultural capability in the outsourcing migration, and creating a grouping, and cannot buy or bully era. It also reflects the challenge regulatory environment and our way in the world. of adapting to policy-making skills pipeline that support in a very different world, as we business growth in London Post-Brexit, Britain may find itself grapple with complex, adaptive and across the country. in a similar position. problems that aren’t amenable • Potential negative impacts to simple, top-down solutions. on GDP growth from any For Australia, our strategic We spend too much time on reduction in EU market imperative is to be firm advocates policy design and not enough access can only be offset for multilateralism, alongside on implementation – when you by finding new markets, so our bilateral relationships; to tackle really tough issues like competitiveness will take on be creative and constructive domestic violence or entrenched added importance. So, issues advocates and negotiators disadvantage, you’ve got to that currently hold back in international affairs; and spend as much time thinking productivity growth will need to default to openness, not about the local and delivery to be tackled. defensiveness, in engaging with elements of policy as you do on • Your foreign policy – in the world. the big picture. all its economic, cultural, military and broader strategic Every country’s foreign policy is I suspect many public services dimensions – will clearly need guided by, and founded upon, face similar issues. to pivot. While maintaining its values and the strength of your EU links, you’ll need to its economy, society, military This is one of the reasons that build broader regional and capability, and its political systems. I recommended our former global relationships. We prepared a significant Foreign PM, Malcolm Turnbull, launch Policy White Paper in 2017, which a major independent review of I suspect that, as you reorient to a concluded that “an outward- the Australian Public Service. post-Brexit Britain, you might also looking Australia fully engaged The review’s job is to make sure need to ask whether the current with the world is essential to our we’re fit-for-purpose in coming structure of the Civil Service, and future security and prosperity”. decades, given the pace and its approach to issues, are fit-for- The value of the White Paper scale of the change in the world purpose. process was to have a realistic today. The review is studying the picture of our contested world, UK’s development of a ‘policy Over and above these points, and to set out basic principles for profession’ and the other service your task is to provide continuity how we engage. professions with interest. through Brexit and to take a long- term strategic view to shaping One of the key challenges for us, We’re rolling out some service- post-Brexit Britain. whether in Australia, the UK or wide measures to lift policy 38 CIVIL SERVICE QUARTERLY | Issue 18 – October 2018

capability, and agencies are socialise and debate political But equally we need to get this also renewing their own ideas. I can’t see this process technological revolution right. professional development. stopping, and there’s every reason Technology can and should make But we all know how important to think that technology will lives and our jobs better, not on-the-job coaching and dramatically disrupt industries and worse – we have a responsibility mentoring are – passing on our labour market over the next 10 to ensure change doesn’t alienate traditions, insight and guidance or 15 years. groups in society, exacerbate is like a capability multiplier. inequality, or leave people behind. I’m optimistic about this change. One phrase I like is, ensuring that I sometimes think about my When it works well, capitalism is a we can ‘grow together’. own public service career as remarkably effective mechanism a lifelong apprenticeship: I’ve for redistributing resources This is a huge public policy never stopped learning from and promoting and adapting challenge. Whether you work people around me and hope the to innovation. And successful in health, education or welfare, Australian Public Service can innovation will drive productivity tax, industry policy or regulation, deliver this for all its members. and provide the potential to lift foreign policy, justice or many other domains, over the next decade we’ll all grapple with the underlying challenge of how to make the technological revolution something that ensures people’s lives are made better, not worse.

5. At the recent Australia UK I sometimes think Leadership Forum in London, you referenced the rising about my own public mistrust in government in the developed world. How service career as a lifelong can we ensure that the public trust policy decisions and apprenticeship: I’ve never ultimately the services they receive? stopped learning from Many of you will have people around me seen various publications demonstrating the long-term fall in trust of government and traditional institutions in advanced economies around the world. This is a problem because trust gives policy-makers ‘reform currency’ – the ability to work with the public in understanding 4. The UK Government’s living standards – whether it does the problem, developing solutions Industrial Strategy outlined improve living standards, though, and getting buy-in for their four ‘grand challenges’: big will depend on the policies we delivery. The most elegant policy data; clean growth; the future pursue. solution is no good if people of mobility; and meeting the fundamentally don’t trust it or the needs of an ageing society. It might not seem like it when people rolling it out. What ‘grand challenges’ does trying to rip an iPad from your Australia face, and how is it teenager playing Fortnite or In response to evidence of the tackling them? spending too much time on decline in trust, we often think Facebook, but technology really about how to rebuild it. To me, We haven’t used the ‘grand can make lives better. There’s this is asking the wrong question. challenge’ language in Australia, no better example than the Instead, the real question is: how but I like the way you’ve structured way technology can empower do we earn trust. your thinking on these issues. marginalised people, whether it’s giving sight to the blind or helping I’m really interested in a few Let me talk about one big deaf people hear. Technologies aspects of the data on trust. First, challenge we face in Australia like better data analytics and people tend to trust the public and around the developed world: artificial intelligence are already servants they deal with most, like making the most of technology. giving us amazing tools to teachers, police and other people improve government services; and actually delivering local services. We’ve already seen significant maybe technology can help us Trust in government declines the technological change over the last start to tackle some of those really further away it is. The second point decade. It has had an enormous intractable social challenges, too. I’m interested in is the degree of impact on the way we shop, work, trust people place in new online Issue 18 – October 2018 | CIVIL SERVICE QUARTERLY 39

communities and digital platforms, many governments – and certainly He went on to explain that reform even after Cambridge Analytica- public services – haven’t really has only lukewarm defenders type scandals. worked out how to effectively get among its advocates, and fierce buy-in for hard reforms in the new opposition from those who stand This data tells me that part of the media environment. I’m worried to lose from change. solution for us is trying to create by the amount of misinformation a public service that feels like its peddled online and by the ability The antidote to this is good local, personal and responsive for communities of interest to old-fashioned policy work, from to each citizen, even if we can’t rapidly come together, united only understanding the problem physically be there all the time. by their opposition to a change. and collecting and analysing That’s why I’m so interested Opposition is legitimate, but social the evidence, to understanding in place-based approaches to media magnifies the voice and it your political and operating policy problems, better use of can be difficult to determine the environment and the motivations data to understand both macro true extent of disagreement, or to and interests of stakeholders. You trends and micro issues, and explain the case for change. can’t advocate change as if you’re the opportunities to develop proving a mathematical equation genuinely responsive and tailored There is a lot of criticism of social – you need to appeal to people’s digital services. media, so let me be clear – it’s not heads and their hearts. the fault of social media per se, 6. What role do you think the rather that we haven’t worked out And of course, we need a media plays in shaping policy how to use it as a tool for positive healthy approach to taking decisions and delivery? reform more generally. We can risks. While we shouldn’t licence take for granted the freedoms recklessness, we need to accept Great question. It’s clear the social media provides. Social that innovations don’t always media has always had an media gives everyone a voice. A work and you can’t crucify enormous influence on policy and few decades ago you needed a people when things go wrong. the political environment. That’s spot at Speakers’ Corner in Hyde democracy and a free press. Park, but now everyone’s phone is their soapbox. This helps hold But how this works has changed government to account and is dramatically. Even 15 or 20 years part of the way social forces ago, the ‘media’ really only operate. So, even with all its comprised a relatively small challenges, I’d prefer free speech number of television, radio and and social media over severe newspaper or magazine outlets. restrictions of the net. Now, the media landscape is so much more diverse. It shapes 7. What would your advice be and filters public opinion in such to someone working in policy different ways. keen to nurture and reward innovation? A good way to understand this is looking back, two decades Simple: have a go! You’ll be ago, to when the Australian surprised what you can achieve if Government introduced a goods you have a plan and something to and services tax, what we call the suggest. GST. At its heart, innovation really Before announcing the plan, just means doing new things or ministers and public servants doing old things better. It’s about spent a great deal of time talking making a difference, whether it’s to the major economic journalists exploiting the latest technology, about it. This meant that the dreaming up new approaches, first reporting of the plan was or simply pushing back on the accompanied by in-depth analysis status quo. in the major daily newspapers. I know this is easier said than While the media reporting didn’t done. There is a great quote from shy away from sensationalist Machiavelli about the difficulty of issues, it ultimately played changing things: an important part in the government’s ability to get public “There is nothing more difficult understanding and support for to take in hand, more perilous to the reform. conduct, or more uncertain in its success, than to take the lead in A government would need a vastly the introduction of a new order different approach to this sort of of things.” reform today, and honestly I think © Crown copyright 2018 You may re-use this information (excluding images and logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit www.nationalarchives. gov.uk/doc/open-government-licence/version/2/ or email [email protected]