MAKING THE INTEGRATED Issue 305 | April 2021 | www.civilserviceworld.com REVIEW WORK SECURITY

DEFENCE Joining up thinking

FOREIGN POLICY DEVELOPMENT

USA A-OK? LOWDOWN ON ODP A COVID DECADE? How America got its civil service All you need to know What happens now

01 CSW305 cover.indd 1 14/04/2021 10:37:42 Championing Diversity, Accelerating Inclusion

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RED BOX 4 INBOX Editor’s letter and your comments 6 NEWS Analysing Outcome Delivery Plans

OPINION 8 ALEX THOMAS Improving Whitehall’s shock abosrbers 9 DAVE PENMAN Why out of the office is not out of mind 10 ADAM WRIGHT Mapping the Covid decade 11 IAN CHESHIRE Time to abolish spending reviews

FEATURES 12 WINNING FEELING Five Civil Service Award winners share details of the work that got them recog- nised, and what it was like to triumph 12 CHRIS ATKINSON 14 ABIGAIL AGYEI 16 GILLIAN WHITWORTH 18 SARAH MORTON 20 MARK BELL OF THE DWP’S VME-R PROGRAMME 26 22 THE INTEGRATION GAME The Integrated Review set out a new vision for security, defence, development and foreign policy. Can it be realised? 26 THE AMERICAN WAY A number of pandemic policy tsars have raised concerns about political appoin- tees in Whitehall. Lorenzo Castellani shares lessons from the US civil service

DIGITAL AND DATA 28 LIVE WIRE A roundup of all you need to know from public sector tech’s big event, from how 11 28 GOV.UK’s Covid homepage was built to regulating the internet of smells

civilserviceworld.com | April 2021 | 3

03 CSW305 contents.indd 3 14/04/2021 10:36:55 ❯ RED BOX EDITOR’S COLUMN Edited by ❯ RED BOX Sarah Astion FROM THE EDITOR

he government’s level- and have persisted in the face ling-up drive has had a of eff orts (though not always Tdiffi cult year. Some of the consistent) to tackle them. diffi culties have been of the gov- Perhaps what this problem ernment’s own making, as plans needs is some kind of national attached to the broad agenda – reset. A moment when both which is intended to help spread companies and workers reas- economic activity, opportunity sess the value of cramming as and, yes, civil servants across many people as possible into a the country – seemed to use square mile of real estate in the varying criteria. The Towns capital and consider whether has been a dreadful national lor Rishi Sunak seem to be Fund, for example, appeared to everyone needs to be in the experience as many have lost readying the ground for another go to some of the places deemed offi ce, all of the time. From such loved ones and all of us have call back to the workplace. left behind and not others, while an idea grows the potential of had to become used to talking This would be a shame. No- the eponymous Levelling Up people working in less-fashion- about daily death tolls in a way one is denying that people will Fund didn’t include some widely able parts of the country and that would have been previously need to go back into the offi ce. accepted measures of poverty. commuting only occasionally. unimaginable, and the nation There are many things that There have also been, of Perhaps such a situation could was always going to change civil servants do that would be course, problems caused by mean that people don’t need after such an event. Indeed, improved by being able to be in the coronavirus pandemic. to work as much to pay a big it seems to be presenting an the same room as other people. Eff ort that would have gone mortgage, freeing people up opportunity for some of these But there are also many into implementing the prime to join community groups and societal changes. Companies examples where we have minister’s election-winning help invigorate the places they are adjusting to remote work- learned that it is less crucial appeal to traditional Labour love. From this, young people ing, so it will be a phenomenon than we thought. The govern- heartlands was within months might begin to notice that they well beyond even the depress- ment should harness this for subsumed into the fi ght against don’t have to have a London ingly long tail of Covid cases. many reasons – not least, as the pandemic, from which it is postcode to get on, and they can This is what makes the gov- Penman notes, that greater only now beginning to emerge. choose to stay closer to home ernment’s urging of employees fl exibility might lessen the And, even if there had been should they wish to, but bring- in general, and civil servants in pain of future pay restraint. But no Covid, the pledges may ing with them the prestige and particular, back into the offi ce the chance to join up level- have foundered for many other wages of higher-paying jobs. such a missed opportunity. ling up with the post-Covid reasons. The inequalities and Or perhaps none of this As Dave Penman of the FDA economy is chief among them. deprivation across the UK, would happen. But until now, we union relays in his column this The government will only and the north-south divide in have not had a chance to fi nd month, both the prime minister get this opportunity once. It prosperity, are long-established out. The coronavirus pandemic Boris Johnson and chancel- should at least try to take it.

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4 | April 2021 | civilserviceworld.com

04-5 CSW305 leader and letters.indd 4 14/04/2021 10:36:39 ❮ CORRESPONDENCE RED BOXEdited by ❯ RED BOX Winnie Agbonlahor

money’s worth out of Union enced staff will move from Lon- flags stock though before don and tiny numbers of local they have to lose the Saltire junior support staff recruited INBOX and... who knows what else?” locally. Experience may be lost [email protected] And Eleanor Greene from those unwilling to move.” twitter.com/CSWNews quipped: “Have the poles Emma Musgrave replied: been risk assessed for the “There is also much talent extra strain of two flags?” and expertise in the regions and lots of individuals who CALCULATED RISK to the Cabinet Office and the can’t or won’t move to London. Cabinet secretary Simon Foreign, Commonwealth and OLD NEWS This was about levelling up.” Case’s assertion that there Development Office, and an News that the Department But Geoff Eales said he was will be “no return to normal” encouraging attitude towards for International Trade speaking from experience. “I for the civil service after other temporary placements is moving to the newly- know, I was part of the ‘talent’ the pandemic, and that it in Whitehall and beyond.” refurbished Old Admiralty which moved from Durham must become more willing to A J William Parr asked: Building was met with ex- to London for an HMRC post take risks, was welcomed “Will there be a successor to the citement and nostalgia. 45 years ago, moved back to “Agree, and not just for European Union’s Bilateral Ex- “I started my civil ser- Teesside briefly but had to delivering public services,” change Scheme, so that UK civil vice career in 1979 in the Old move back to London,” he said. Eamonn M. wrote. “Future servants may continue to bene- Admiralty Building working “Suffice it to say that a efficiencies in HR are going to fit from overseas secondments?” for the Civil Service Depart- regional departmental presence come through greater develop- ment. Was a lovely building,” as large as HMRC’s was not suf- ment of people data analytics David Dollimore said. ficient to sustain a mid to sen- as a means of directing future RED FLAG? “It’s been a long haul since ior level career within the north HR policy interventions. And There was a mixed response we came up with the scheme, east. I really hope it does level governmental organisations to DCMS’s new guid- but I am truly delighted that up and the north east provides are only going to benefit if: ance instructing govern- Old Admiralty Building is open all the Treasury mid grades and those responsible for people ment buildings to fly the for business, and wish all at fast trackers in Darlington, but policies are given the neces- Union flag every day. Department for International somehow I doubt it. The reality sary training; departments “Personally, I welcome this Trade every success from their is it will be small numbers of prioritise investment in the move,” Alan Ramsay said. “I new home,” wrote Roddy Hou- lower-level posts and a lot of latest data management tools; sincerely hope that the de- ston of the Government Prop- Treasury staff doing weekly and those wishing to start volved administrations will be erty Agency. “A massive thank commutes from London. Not the process now, by begin- forced to comply. However, I you and well done to all my so much levelling up as pork- ning to untap the potential of somehow suspect that it will colleagues at GPA (both past barrel politics but the illusion people data already held, are only be “guidance” and that & present) for delivering this.” of jobs and levelling up.” given appropriate support.” the Union flag will never see Ian Ascough chimed in: But Richard Wild cautioned: the light of day, especially in “Can’t wait to get inside and “If we want people to take more the Scottish Parliament.” to see my colleagues in 3D!” TEMP JOB risk we must accept failure.” Others felt the flag- DWP’s announcement of flying drive was simply a more than 80 new tempo- distraction. “Priorities eh...” TALENT SHOW rary jobcentres, to help staff ON SECOND THOUGHT Rory Tiernan wrote. Some readers were unim- accommodate the increased Readers had questions about Alfie Noakes commented: pressed with the news that workload brought about by Cabinet Office minister “Fantastic news. It’s nice to some departments’ plans the coronavirus pandemic, Michael Gove’s proposals to know that while 120,000 people to beef up their civil service prompted confusion. boost civil service coopera- died from covid, trade to the presence outside of London – “They shut our local one tion across the UK, which in- EU has all but collapsed, the with expansions planned in down not long ago. I wish clude plans for secondments government focused atten- Birmingham, Leeds and Scot- they’d make their minds to allow officials to work in tion on ensuring government land – which fell short of the up,” Peter Galley wrote. other administrations. offices fly the union flag prime minister’s promise to “A perfectly sensible idea, all year round. Hoorah!” move “departments of state, but if it’s really going to work, Geoff Eales suggested ministers, private offices and it has to be seen as career- an alternative approach: “It all, to great northern cities IN THE NEXT ISSUE enhancing when the civil would be good to get out the and regions that represent The second part of our defence servants return to their home EU flags again and run them the future of this country”. special has interviews with administration,” Eliot Wilson up as a mark of respect for our Geoff Eales wrote: “Some- the civil servants and military said. “The House of Com- friends and neighbours. Or thing of an empty gesture as officers who are leading the mons Service has been quite are they planning to run up the new jobs for pork barrel digital transformation of the good at this for some time, the flag of St George for ‘Little constituencies will be exceed- Ministry of Defence. with standing secondments England’? Good to get our ingly limited. Existing experi-

civilserviceworld.com | April 2021 | 5

04-5 CSW305 leader and letters.indd 5 14/04/2021 10:36:40 ❯ RED BOX NEWS Edited by ❯ RED BOX Sarah Astion

New system to monitor Whitehall performance revealed Outcome delivery plans will require departments to “more thoroughly consider a ordability, capability and risk”, say Cabinet O ce and Treasury chiefs. Richard Johnstone reports

etails have been revealed The letter revealed that these priorities had information for work on any “strategic of the new approach to been proposed by departments to measure ‘enabling’ activities that are crucial to the measuring performance “progress in their delivery” and were intend- successful delivery of those outcomes”. across government that ed to make “progress towards embedding The ODPs will also be used to im- will provide scrutiny of the planning and performance more e ec- prove policy evaluation, after what Dpriority outcomes set for each depart- tively in the [Spending Review] process”. Chisholm and Little said were the “de- ment in last year’s Spending Review. Following the publication of the one- tailed overviews of evidence bases and In a letter to the Public Accounts Com- year SR last November, the Cabinet O ce evaluation plans that departments pro- mittee chair Meg Hillier, civil service chief and the Treasury have been working closely vided to inform decisions at SR20”. operating o cer and Cabinet O ce perma- with departments and the government func- Summary versions of ODPs for the nent secretary Alex Chisholm and Treasury tions to develop what Chisholm and Little 2021-22 fi nancial year will be published director general of public spending Cat Lit- called a “revised planning and performance later this year following approval by the tle said new outcome delivery plans (ODPs) framework”, through the new ODPs. Cabinet O ce, Treasury and No.10, the would aim “to improve and builds on According to the chiefs, these plans letter said. Departments will be required previous Single Departmental Plans” and require departments to set out both “strat- to “report regularly” to the Cabinet O ce would monitor the priority outcomes set for egy and planning information for delivery and Treasury on progress to provide “an departments in the 2020 Spending Review. of the provisional priority outcomes”, and ongoing picture of departmental activ-

6 | April 2021 | civilserviceworld.com

06-07 CSW305 News pages.indd 6 13/04/2021 12:10:40 ❮ NEWS RED BOXEdited by ❯ RED BOX Winnie Agbonlahor

ity against the ODP, enabling greater The new ODPs and their corresponding orities require serious collaboration shared understanding of performance and performance information will be used between departments is also an improve- early action where delivery is o track”. to inform future spending reviews.” ment on the tendency of the SDPs not The letter included a diagram to In an analysis of the plans for CSW, for- to look outside their departments. There set out how the new planning and mer Treasury o cial Martin Wheatley said is a strong emphasis on evidence and performance framework works. that the ODPs represented the third recent evaluation. Above all, the Treasury ap- It also revealed plans for a new attempt by government to improve over- pears to be taking them seriously.” evaluation taskforce in government to sight and management of its performance. However, he highlighted three “improve knowledge of what truly deliv- aspects of departmental planning ers outcomes for citizens” in 2021-22, “Planning across which require improvement if the laying the groundwork for what are new approach is to be successful. expected to be longer-term settle- government can only be These demonstrate improved analysis ments in a 2021 Spending Review. e ective if ministers are and understanding by departments of The ODPs are also intended to lead to clear about a short list inputs, outcomes and outcomes; a proper improvements in a number of other areas. linking of the new departmental plans to They will support joint working across the of their real ‘must-dos’” “money and activity”; and greater transpar- priority outcomes that were shared across Martin Wheatley ency, including full publication of the plans. departments, and also support the shared They also need proper political sup- funding agreed to match specifi c policy The two previous attempts – departmen- port, Wheatley added. “Planning across outcomes in the Shared Outcomes Fund, tal business plans and single departmental government can only be e ective if minis- for which a second round of funding was plans – were not taken seriously by the ters – and above all the prime minister with announced at last year’s Spending Review. Cabinet O ce and the Treasury, Wheatley, the support of the chancellor – are clear Departments will be required to “more who is now the research director at the about a short list of their real ‘must-dos’. thoroughly consider a ordability, capa- Commission for Smarter Government, said. “Likely candidates for that list are not bility and risk through the new ODPs, However, he said that the new ap- hard to see, notably recovery from the pan- to ensure more realistic and deliverable proach appears to learn lessons from the demic, ‘levelling up’, net zero, and Global plans”, according to Chisholm and Lit- previous exercises. “The focus on just Britain. But what would be really transfor- tle. This means departmental and agency three or four outcomes in each depart- mational would be if this year’s Spending accounting o cers – normally permanent ment is a big step forward from what Review could be anchored in an explicit, secretaries or chief executives – and func- were in some cases several dozen ‘pri- and clearly defi ned statement of the tional leads such as fi nance directors “will orities’ and other goals in the SDPs. government’s most important intentions play a vital supporting role in scrutinising “Recognising that fi fteen of the pri- for the remainder of this parliament.” plans and ensuring their deliverability”, with the Public Value Framework created by former No.10 Delivery Unit chef Sir Michael Barber being used across govern- ment as “an important assessment tool to help departments identify how they will improve delivery of priority outcomes”. There will also be a focus on improved use of data and reporting, with the Treas- ury using the new plans and the Spending Review settlement to set new data stand- ards and data-sharing requirements. The letter also noted that the prime minister Boris Johnson and cabinet secretary Simon Case had asked Barber to conduct a rapid review of govern- ment delivery to ensure that it remains focused, e ective and e cient, and to suggest how it could be strengthened. However, it did not say if this review, which was commissioned in January, has concluded or made recommendations. Chisholm and Little said the pack- age of changes to Whitehall oversight “will improve our understanding of what interventions deliver the most meaning- ful outcomes and support greater ac- countability around how public money is spent to deliver real-world outcomes.

civilserviceworld.com | April 2021 | 7

06-07 CSW305 News pages.indd 7 13/04/2021 12:10:42 ❯ OPINION ALEX THOMAS IMPROVING GOVERNMENT’S RESILIENCE BEFORE ANY INQUIRY INTO participation made for better decisions, whether in securing rapid buy-in to economic support packages or the integra- COVID-19 STARTS ITS WORK tion of the NHS and army into the design of vaccination THERE ARE LESSONS TO LEARN programme logistics. The summer 2020 school reopening, FOR THE GOVERNMENT Eat Out To Help Out and the limited use of the Nightingale hospitals were less successful because a range of exper- o govern is to choose” is a common cliché. In fact tise was not incorporated into the policymaking process. “ sometimes, as we saw during Theresa May’s adminis- Relationships between central and local government need tration, to govern means to delay making choices for to be improved, with “bitterness” and “suspicion” fuelling as long as possible. And then prime ministers are hit an instinct to centralise and hampering the Covid-19 tracing with events that they would not have chosen and could system, the NHS Volunteer Responders scheme and some of Tnot possibly have foreseen, changing their plans in a moment. the economic support packages. Participation in decisions Our recent Institute for Government report Responding and collaboration in their delivery need to be more firmly en- to shocks: 10 lessons for government looks at what UK govern- trenched in the government’s response to shocks and crises. ments should learn from recent shocks, particularly focusing Almost all of our interviewees, though, felt that the govern- on the response to Covid-19 and – in different ways – the UK’s ment, civil service and wider public sector adapted well to new exit from the European Union. Talking to public servants in- ways of working. Some civil servants were amazed and relieved volved in these events is no substitute for the public inquiry at how resilient their teams, and their IT capability, proved to the government has committed to but not yet established, but be in an exceptional time. Civil service reformers should take it does allow lessons to be identified, heart at the flexibil- and hopefully learnt, more rapidly. ity demonstrated and We focused on three areas: antici- make the most of this pating and preparing for shocks; the moment for change. mechanics of government; and the We found that checks and balances that constrain ac- the strain of both the tion and allow for scrutiny of decisions. pandemic and Brexit The government has quite a good has, at times, exposed understanding of the top threats the the limits of account- UK faces. While no list or ranking of ability in government. risks can foresee every eventuality, the The gaps can be seen National Risk Register identifies and when the prime min- analyses the “known ister appoints “tsars” knowns”. But we found to lead parts of the that as a tool for making “The strain of both pandemic response, decisions the register the pandemic and or in the ambigu- does not reach deeply Brexit has, at times, ous special adviser enough into departmen- position of Lord Da- tal activities. Pandem- exposed the limits vid Frost as chief Brexit negotiator before his installation as a ics, whether influenza of accountability minister. And it has often not been clear who rightly gets the or other diseases, have in government” blame when things go wrong like at DfE in August last year. been recorded as a sig- That particularly matters when a government is will- nificant risk for a long time. But plans in the departments ing to override norms and break conventions. The weak- that needed to respond to secondary effects were under- ness of the UK’s parliamentary and propriety oversight developed, most notably in the Department for Education. mechanisms has been repeatedly exposed, including dur- The government also needs to be better equipped to make ing the government’s willingness to break international rapid and difficult policy decisions in response to shocks. law and in suspending the normal procurement rules When a major crisis like the pandemic hits, ministers and civil with a “high-priority lane” for contacts of ministers. servants need to make it a top priority to boost the advisory Those working in and close to government in recent years and co-ordination structures in the centre of government. have seen the state tested as rarely before as it responded to We also found that generally the operational execution the systemic shocks of Covid-19 and the UK’s departure from of decisions worked more effectively than the policymaking the EU. While we wait for a full inquiry into the pandemic behind the decisions themselves. And when thinking about and as the country’s new trading relationship with its nearest how best to make major government interventions work well neighbours evolves, now is the right time to start to learn les- on the ground, reconditioning existing delivery mechanisms sons from this extraordinary period of government activity. – like Universal Credit – works better than creating complex new structures like a centralised test and trace system. Alex Thomas is an Institute for Government programme Participation in decision-making was also a theme. Broader director leading work on policymaking and the civil service

8 | April 2021 | civilserviceworld.com

08 CSW305 IfG opinion.indd 8 13/04/2021 12:11:45 ❯ OPINION COLUMNIST ❮ OPINION DAVE PENMANIN THE OFFICE, BUT OUT OF TOUCH THE PRIME MINISTER AND decade. As ever with the prime minister, you need to get beyond the smoke screen of the deliberately provocative terminology, CHANCELLOR HAVE BOTH BEGUN which he delivers in a manner to suggest it was merely an o the ENCOURAGING PEOPLE BACK TO cu remark. A few weeks earlier he’d said: “Believe me, the British THE WORKPLACE AFTER COVID. people will be consumed once again with their desire for the gen- uine face-to-face meeting BUT GOVERNMENT WOULD BE that makes all the di erence MUCH BETTER SERVED LEARNING to the deal or whatever it is.” THE FLEXIBLE WORKING Is this just a remote, almost luddite view of the LESSONS OF THE PANDEMIC working world which they t’s all too easy to have a pop at politicians for not un- want to apply regardless of derstanding the realities of modern employment. Many evidence or another cack- have life experiences that are very di erent to your handed attempt at address- average working Joe or Josephine. It’s why they ing concerns about city should tread carefully when opining about some centre economies? Iissues, particularly if they’re attempting to suggest some form of personal knowledge of the subject. Avoid polarised debate So, what to make of the apparently spontaneous The danger here is we see this as a polarised debate, be- comments from the prime minister and chancellor tween slackers who want to spend their entire week in their around returning to workplaces over the last few PJs and go-getters looking to seal the deal with sponta- weeks? They both have form on this front, neous moments of ingenuity that you can only get given last summer’s attempts to shame civil when you’re close enough to a client or colleague servants back in to workplaces as part of to smell their halitosis. Sunak’s comment that sta their ill-advised and ultimately ill-fated will “vote with their feet” if they’re forced out of drive to get people back to city centres. the o ce is an example of this. Most employees Is this where we’re heading again? want a balance and most balanced arrange- Rishi Sunak’s attempt at describing ments will suit employers and employees alike. spontaneous workplace bonhomie with The lockdown has shown millions of “people ri ng o each other” was ach- workers, managers and employers that re- ingly crass. It reminded me of a dad mote working can help with work-life bal- nervously interrupting his teenager ance and be as, if not more, productive. screaming obscenities while playing Call Employers that can, but won’t, o er of Duty: Warzone, trying to explain how this fl exibility will be the ones seeing the he was the fi rst kid in computer club at feet walking out the door. The civil ser- school to have a Commodore Amiga. Cool. vice has an opportunity to be at the fore- front of this quiet industrial revolution and “The lockdown has shown have a competitive edge when its fi ghting millions of workers, with one hand tied behind its back on pay. As we emerge from the restrictions imposed by managers and employers the pandemic, the civil service, like countless other that remote working can employers, is going to have to navigate some very help with work-life balance” complex issues with its workforce. What does and does not need to be done in the workplace? How Ri ng Rishi might have been referring to his do you accommodate di erent preferences across own experience as a hedge fund manager of course, thousands of employees? How do you deal with the but I suspect it’s more a push back from what legitimate concerns of those who have to pack on those in government see as an imbalance in the to public transport for the fi rst time in over a year? debate on remote working. While he later con- This will take time to get right, so my ceded in the interview that there could be “some plea to ministers is this: save us from your extra fl exibility”, it all sounded very begrudging. faux spontaneous ri s and your misspo- Similarly, when the prime minister said “the ken insults. Trust in those whose expertise general view is people have had quite a few days o , and responsibility it is to deliver public ser- and it wouldn’t be a bad thing for people to see their vices and allow them to get on with it. way round to making a passing stab at getting back into the o ce”, it makes you wonder who this gen- Dave Penman is the general secretary of eral is and where he’s been working for the last the FDA union. He tweets @FDAgensec

civilserviceworld.com | April 2021 | 9

09 CSW305 Penman.indd 9 13/04/2021 15:16:17 ❯ OPINION ADAM WRIGHT PREPARING FOR THE COVID DECADE THE CHALLENGES OF THE UK’S been affected by this crisis, the long-term impacts will vary consid- erably by who you are, where you live, how visible you are to deci- RECOVERY FROM THE PANDEMIC sion makers, and how long you have had to face the acute effects of WILL TAKE YEARS TO SORT OUT. A the pandemic. The British Academy’s Shaping the Covid decade re- NEW REPORT FROM THE BRITISH port tries to address this by linking up a set of strategic policy goals with an underlying framework for more effective policymaking. ACADEMY SETS OUT SOME OF The first two policy goals deal directly with the mechanics of THE THINGS POLICYMAKERS NEED policymaking, focusing on improving multi-level governance and TO THINK ABOUT TO PREPARE the way administrations develop, share and communicate knowl- edge, data and information. The pandemic has highlighted the he UK is facing a Covid decade, with the social im- longstanding tensions in the relationships between localised and pacts from the pandemic being felt throughout the centralised levels of government administration. But the sense of 2020s. This decade will be a turbulent one for poli- shared purpose in the pandemic recovery provides a unique oppor- cymaking, not just because of the difficult choices tunity for these tensions to be confronted and hopefully resolved. needing to be made in the face of uncertainty, but To work properly, the flow of knowledge between different levels Talso because policy intervention will need to be extremely well- of government has to improve, with data and information from timed, well-targeted and supported at all levels in order to meet localities feeding up, and wider strategy and context flowing down. the challenges ahead. This is likely to push the current mechan- ics of policymaking in the UK well beyond its existing limits. “The pandemic has highlighted History has shown that times of upheaval can be opportuni- the longstanding tensions in ties to reshape society, but to seize these opportunities in policy the relationships between requires both vision, and for decisions to be made in a support- ive and connected policy environment. Policymaking is rarely localised and centralised levels straightforward and, in recent years, has been even more con- of government administration” strained than usual by the all-encompassing complexity of poli- tics and process surrounding Brexit, only to be hit with Covid-19 But, equally, we must improve the horizontal flows too: dif- just as things had seemingly turned a corner. Even if our poli- ferent bodies at the same level – such as different local councils, cymakers can muster the energy and drive needed to develop a government departments, health trusts and local enterprise part- powerful vision for economic and social recovery across the UK, nerships – must be able to learn from each other, share evidence enacting this will require the navigation of complex structures and resources and provide lateral accountability to help improve and processes as well as cultures, norms and relationships. policy responsiveness to diverse and changing local needs. Take education, for example, where the pandemic has caused This requires what the British Academy has called a policy massive upheaval both in loss of learning and the impact on the environment that is “CLEAR”: Communicative, ensuring effective social development and mental wellbeing of children and young flows of information; Learning, strengthening the nexuses between people. If we are going to tackle evidence, policy and practice; the consequences of something Engaging, building transparency as huge as the past year’s lost and trust through citizens’ active access to education and the involvement; Adaptive, respond- exacerbation of longstanding ing to change and uncertainty in socioeconomic inequalities in a coordinated way; and Relation- educational attainment we must al, fully embracing a joined-up adopt an approach that is both approach and the interconnec- sensitive to differentiated effects tions between policy issues. on communities and places These are already principles while being more coordinated that many in the civil service are and supportive across different striving to put into practice, but levels of governance and be- the impact of the pandemic and tween different administrations. the size of the challenges we face Much of the issue lies not in in this Covid decade demand party politics, but in the com- that policymakers redouble their plexity of accounting for chal- efforts to improve the way we lenging, cross-cutting factors like do policy, as this will undoubt- place, scale and time in develop- edly improve policy itself. ing and delivering policy. These factors can help policymakers Dr Adam Wright is head to understand and respond to of public policy at the the fact that, while everyone has British Academy

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10 CSW305 Opinion British Academy.indd 10 13/04/2021 12:12:34 ❯ OPINION COLUMNIST ❮ OPINION IAN CHESHIRE LET’S ABOLISH THE SPENDING REVIEW Blair-era experience, Sir Michael Barber has helped the Treasury FURTHER REFORM OF THE WAY develop its Public Value Framework. Despite the strains of the THE GOVERNMENT MANAGES last couple of years on the government machine, the Treasury has RESOURCES TO ACHIEVE ITS stuck at it, and last autumn’s Spending Review signalled a strong- er focus on value, data, evidence, and good systems and people. GOALS IS VITAL, SAYS THE The commission’s new report offers some encouragement FORMER GOVERNMENT LEAD and advice to build on the progress so far, drawing on corporate NON-EXECUTIVE DIRECTOR and international comparisons. We suggest significant reforms. Chief among them is a call to abolish the spending hen the Commission for Smart Government review. We don’t mean by that, of course, that the gov- divvied up its work and gave me the topic ernment doesn’t need to come up with a set of medium- of finance, I thought I had drawn the short term financial plans. But it is important to see them as straw. What could we say of any interest a means to an end, and not an end in themselves. about spreadsheets and financial reports? Instead, we need a new approach to planning mon- WIn fact, as the work has gone on, it has become clear to all of ey and activity. It consists of four key elements. us on the commission that finance is actually central to our work. First, a new plan for government, working out across Readers of Civil Service World will, of course, know that it is no ac- how money and activity can make things happen in line cident that the Treasury wields so much power in government. It with the government’s intentions, not department by depart- controls the purse strings, and has often pioneered financial man- ment, but across the whole. That needs to start by setting a agement reforms, at least back to the 17th century, when George limited number of top-level goals, with some definition of Downing came up with the idea of managing all government where it wants to get by the end of the parliament, on such spending in one place (and on the side engaged in some specula- challenges as levelling up, net zero and Global Britain. tive property development off Whitehall). In the more recent past, Second, learning from the George W Bush administration the UK has been the origin in the US, there needs to of government financial be rigour and transpar- management innovations, ency about the financial notably planning spending management capability of at a high level over a number departments and public bodies. There should be “Financial plans are a common rating system, with the results published, important as a means to drive improvement in to an end, and not an capability and performance. end in themselves” Third, government needs to be more open about what of years. The UK has a strong it is spending and what it record of keeping spend- is achieving. This is partly ing within planned totals. about publishing plans As I know from my busi- which are currently kept ness career, effective finan- secret. But the more im- cial control – not spending portant point is to make it money you haven’t got – is accessible to the non-expert. vital. However, it is only one And fourth, underpinning part of the picture. The other the first three, the govern- dimension is value: mak- ment needs excellent data ing sure planned spending and financial management is on the right things, and systems, and a workforce making sure plans get put with the right professional into action as intended. background and skills. Despite some phases of innovation, the financial manage- Our proposals are not just important. We believe they are vital ment initiative under Margaret Thatcher, and political focus for the success of the government, as it leads the recovery from on delivery under Tony Blair, UK government’s track record on the pandemic and puts in place its ambitions for the country. that has been rather patchier. The ratings agencies are begin- ning to mutter about whether the UK’s traditional reputation Sir Ian Cheshire is the chairman of Barclays UK for excellent financial governance is beginning to tarnish. plc, and a member of the Commission for Smart From 2017, the Treasury has shown signs that it recognises the Government. He served as the government’s lead need to pursue value alongside strong control. Drawing on his non-executive director from 2015 to 2020

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11 CSW305 cheshire.indd 11 13/04/2021 17:05:40 FEATURE ❯ CS AWARDS PROFILES

THE

CIVIL SERVICE AWARDS

There was no shortage of talented individuals and teams recognised in this year’s Civil Service Awards. CSW talked to CSAsome of the winners about their work and how it felt to win

LEADING THE WAY TO BETTER LIVES FOR VICTIMS OF THE TROUBLES Chris Atkinson won the Inspirational Leadership Award for his work coordinating the delivery new payments scheme to support people of long-stalled plans for a payments scheme to who are permanently disabled because help people left with permanent disabilities as a of injuries they sustained during the result of conflict in Northern Ireland. In the first Troubles will shortly open for applica- of a series of articles with award winners, he tells tions after years of political discussion. AIn February, a senior policy officer in the CSW about the background to the project Northern Ireland Office who played a key

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role in progressing the scheme won the “It was really important for us to build Inspirational Leadership Award in the an- credibility and trust with people, as there nual Civil Service Awards for his efforts. are sensitive issues involved and it was Chris Atkinson began working on the so important to us that this scheme be Troubles Permanent Disablement Pay- people centred in its approach,” he said. ment Scheme – or the Victims’ Payments “Ultimately, the scheme is about Scheme for short – in October 2018, with providing acknowledgement and a colleagues in the NIO’s Legacy Group. measure of financial support to those The scheme is designed to help peo- who are eligible. We were prepared to ple left, through no fault of their own, drive half way across the country if that with disablement caused by life-changing was what it took to have those conversa- injuries from incidents such as bombings tions, or made ourselves available out of or shootings during the Troubles. Who hours, as we wanted to get this right.” should be eligible for the scheme had Atkinson had a core team of around been long debated, and work to progress five people with a further 10 or so col- it in Northern Ireland had stalled. But leagues from the Legacy Group helping an amendment to the Northern Ireland out at times. They were also supported (Executive Formation etc) Act 2019 set by colleagues with significant experience a legal deadline for the scheme to be set and expertise in running consultations. up, with parliament requiring the NIO to He added that the team “invested act because of how long debates about a lot of time” working with a group of it had been ongoing, and because there NICS staff preparing to implement the had also not been an executive in place at proposals, both before and after the Stormont for more than a year and a half regulations were made, “to help ensure following the collapse of power-sharing. the implementation experts could pick Atkinson was tasked with leading the up the scheme straight away from us”. UK government’s work to meet the require- Atkinson is currently on secondment ment. He led a team that consulted on at the Independent Reporting Com- what the Victims’ Payment Scheme should mission, which was set up to report on look like with victims themselves, support efforts to tackle residual paramilitary groups, political parties, academics, and activity in Northern Ireland. It is an arm’s- statutory authorities. He also worked with “I always wanted length body sponsored by the NIO. the Northern Ireland Civil Service, which to approach this How did it feel to win the award? will support the independent board admin- “It was amazing. I was just completely istering the scheme, and other UK govern- in a collaborative taken aback. It was humbling to even be ment departments with an interest in it. way, so it was really shortlisted, because the two people who “I always wanted to approach this in a important that we I was shortlisted with had done incred- collaborative way, so it was really impor- ible things. Kelsey Williams had done an tant that we worked hand in glove with worked hand in glove amazing piece of work around Black Lives the right people,” Atkinson said. “The with the right people” Matter in the Department for Education scheme needed careful design work and and Chris Rampling, HM Ambassador to be mindful of the very particular needs to Lebanon, clearly just had so much of victims and survivors. I was really lucky respect and love from all of his team. that someone joined the team from another “It’s made me realise how grateful I am government department who had experi- to have had this experience. I’ve met and ence of dealing with complex schemes, got to work with some incredible people, another experienced in engagement, as particularly people who were injured in well as others with relevant technical the Troubles. I genuinely found them expertise. Wider teams in the NIO were inspiring to work with and to meet.” brilliant at sharing their expertise.” What lessons for other parts of the Atkinson added: “From the very civil service are there from your get-go we sought to map out what the experience with the scheme? victims’ journey and experience should “There are a couple. One was the impor- be right the way through the scheme. tance of identifying early on who would How do you support them from the very have an interest and building a relation- early stages – from ‘do I want to make ship with them. Me and my deputy director an application?’ to being told whether just went out and had coffee with a couple or not they’re going to get a payment.” of people who had been lobbying and Atkinson said there was a lot of exper- campaigning around this for a long time. tise and experience in the victims sector Sometimes there’s a nervousness within and his team went out and made them- the civil service that we can’t go out and selves available for as long as people want- engage until we’ve got something to say. ed to talk during the consultation process. But people really value being listened to,

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so for me, prioritising that really helped. who was extremely useful, as were col- “My old deputy director, Ruth, who “Also identifying across Whitehall leagues from DWP who had experience leads the Legacy Group very kindly put who else might be interested, and who with industrial injuries, and others.” me forward, cheered on by my director, else might be able to help you. I was How did you celebrate the awards win? Chris, and the NIO’s perm sec – Made- lucky enough to meet someone who had “I was able to celebrate with my family.” leine Alessandri – who’s a very big ad- been involved in the Windrush scheme Who nominated you for the award? vocate of the Civil Service Awards.

SUPPORTING COMMUNITIES THROUGH A YEAR LIKE NO OTHER MHCLG senior policy adviser Abigail Agyei was recognised in the awards for her work bigail Agyei spent 2020 working on some of with marginalised communities during the the most high-profile issues facing gov- coronavirus pandemic, as well as her work ernment. As a senior policy adviser in the with the department’s BAME network leading Ministry for Housing, Communities and Lo- conversations on race in the civil service to cal Government’s People, Places and Com- Amunities Division, she began the year in a create an inclusive, safe and accountable culture. team working on race and minority ethnic She spoke to CSW about her work, winning the equality policy and work commemorating the Windrush generation, and then moved award, and trying to celebrate during lockdown towards helping communities cope with the impact of the coronavirus pandemic, which has greatly affected black and minority ethnic communities across the country. For these contributions, as well as her work with the department’s BAME net- work, Agyei won the Rising Star Award at the 2020 Civil Service Awards, recognis- ing her work in what she tells CSW has been a “busy and challenging” year. “It has also felt incredibly reward- ing,” she says. “It has been a mix of sup- porting communities as effectively as possible, and also trying to support my workforce, with my BAME network hat on. “Before Covid, I was working in the race equality team engaging on our internation-

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12-20 CSW305 CS Awards.indd 14 13/04/2021 14:05:05 al commitments on race as well as engaging with Windrush communities, particularly through the Windrush Day grant scheme that our department holds. And then when Covid happened, there was a real focus on working to help the affected communities, so I have supported the team on that. “I have also been part of the BAME network for three years as head on events and communications. Everything that happened this year following Black Lives Matter and George Floyd’s death meant I have worked on this additionally in the evenings and weekends to sup- port our ethnic-minority workforce.” She describes the year as “tiring and challenging, but incredibly rewarding in many parts as well”, as it has been spent working on the kinds of issues that motivate her as a civil servant. ”The reason I was interested in becom- ing a civil servant, and being in public service, was to support minority and marginalised communities in general. The civil service is the way I’ve been able to do this because of its reach in supporting the public and directly working on poli- cies to support these communities. That’s definitely the reason I chose to be a civil servant and seven years on I’m still here. I think that’s been reflected throughout my career, of wanting to support and amplify the voices of marginalised communities.” She says MHCLG is “doing great work to make sure that we’re reaching those hard-to-reach communities”. Reflecting on her own area, she says: “We are seeing improvements with the com- munity champions work we do, which works to engage with communities who have been disproportionately impacted by the pandemic. We engage with local authorities and voluntary and community sector regu- larly and are helping to expand their work in supporting these communities, and offer- ing a range of interventions that are helping to build trust and empower communities. “In particular, a lot of work is being done to engage with communities on the [Covid] vaccine, and I think we’re doing a really “The reason I good job of making sure we’re listening was interested in to communities’ concerns and answering these concerns, and we are seeing uptake becoming a civil increase. I think it’s important that we’re servant, and being in seeing a lot more medics and doctors public service, was from ethnic-minority communities talk- ing about the importance of vaccines and to support minority how effective they are – people are seeing and marginalised these community champions, people who communities” look like them, talking about the vaccine.” Agyei is also proud of her work in the last year supporting conversations in the department around race in response to

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12-20 CSW305 CS Awards.indd 15 13/04/2021 14:05:06 FEATURE ❯ CS AWARDS PROFILES the Black Lives Matter movement. “I am definitely proud of how I’ve been able both women doing great work in the civil three of the Rising Star Award. It was lovely, to push and support the conversations service. So I thought it really could go to as cheesy as it sounds, just to hear I’d been about race, and to hold the department any of us. So it was really nice to hear my nominated in categories for anything in and civil service to account in regards to name. Surreal, but it was a nice feeling. regards to my work, and then to be short- race, because I’ve been very vocal about “I didn’t think we were going to listed was really nice and overwhelming.” how we can only really effectively support have a chance to give speeches, so I What are your career ambitions? communities once the civil service is more didn’t think that far ahead, but when I “There’s not been a blueprint through reflective of the communities we serve. saw people given speeches, I thought my career. A lot of the roles I’ve ap- “The conversations we’ve been hav- ‘oh gosh, if I win this, I’m going have to plied for through my career have just ing with the BAME network were hap- say something’. I hadn’t given it much had the common theme of wanting to pening long before George Floyd and thought, so I didn’t overthink it.” support communities that don’t feel the pandemic, but obviously it’s been How did you celebrate the award win? they often get heard by government. heightened recently, and I’m proud of “I was on my own when I found out “I’m keen to continue to progress. being able to have those conversations. I won. But I had loads of colleagues, Especially as a black woman in the civil I’m proud of the blog I wrote this year friends and family cheering me on service, I’m always keen to see more black about my experiences as a black woman and messaging me and calling.” women in the senior civil service. I believe dealing with the pandemic and George Who nominated you for the award? the figure at the moment is only around Floyd’s death, the reach it has had, and “I first found out on our intranet, where we 1%. I don’t know if that’s something that I just trying to amplify the voices of how I were informed of people who had nomina- thought about for myself right now, but I’m think many black people were feeling. “ tions in general and I got sent an email definitely always keen to see more of us and How did it feel to win the Ris- from the Civil Service Awards. So that’s to support making this happen. So maybe ing Star Award? when I heard that I’d been put forward in it’s something I need to think a bit more “When my name was said, it really felt three categories. Some members of the about. But I’m definitely keen to continue like a blur, but it was a really nice feel- BAME network had put forward nomi- to progress as much as I can in my career ing. And especially reading about the nations for me, and then I found out in in the civil service to supporting vulner- work of the other two nominees, they are January that I’d been shortlisted to the final able and marginalised communities.”

BREAKING NEW GROUND WITH SUPPORT NETWORKS The Foreign, Commonwealth and Development Office’sGillian Whitworth won the 2020 Health & Wellbeing Award in recognition of her extraordinary commitment, courage and compassion in raising he past year has been a challenging time for greater awareness of eating disorders. She tells most, but for those battling eating disor- ders it has been particularly tough. Gillian CSW about the background to her nomination Whitworth has been a driving force in the 16 | April 2021 | Tcivilserviceworld.com

12-20 CSW305 CS Awards.indd 16 13/04/2021 14:05:07 launch of the Civil Service Eating Disorders interactive session on Teams with a range Network and in February won a Civil Ser- of experts, where people posed ques- vice Award for her work to raise awareness tions to speakers using the Slido app. on an issue that is still a source of stigma. “That access to people that understand Whitworth was one of three found- and have expertise has been invaluable for ers of an eating-disorder support group people, especially where they can’t access at the Department for Business, Energy that help in everyday life,” Whitworth said. and Industrial Strategy in 2018 – the first “Bringing that expertise to civil of its kind in the civil service. After join- servants and making sure people can ing the Fast Stream and moving to the understand how to support them- Foreign, Commonwealth and Develop- selves or how to support others is ment Office, she continued awareness- a crucial aim of our network.” raising work but also kept signposting Whitworth said the switch to virtual people to the monthly support groups support group meetings necessitated by run by her colleagues in BEIS. the coronavirus pandemic was a great Whitworth’s recent Civil Service Award opportunity to reach more people – not win, in the Health & Wellbeing category, only across the UK but also in British recognised her “extraordinary commitment, embassies and high commissions, con- courage and compassion” in highlighting necting people in different environ- ways that eating disorders can present in ments but with similar experiences. the workplace and ways colleagues can help. But she said that while it had been “To start with I was nervous about “a real joy” to see a more people com- putting myself centre stage with those ing together to support one another, experiences – there is still quite a lot the pandemic had been a “negative and of stigma around eating disorders and painful” experience for people suffer- mental health within our society,” Whit- ing with eating disorders in particular. worth told CSW. “But the response has “Certain things during this pandemic been overwhelmingly positive.” are quite triggering for people affected Whitworth said her experience by eating disorders,” she said. “In the from the past three years showed that “The network have first lockdown many people talked civil servants seeking support and developed resources about stockpiling food, which can be advice often have different needs. troubling for someone who is struggling “Broadly, the CSEDN interacts with particularly aimed at with bingeing. Or lockdowns and restric- three groups of people,” she said. “The managers to support tions can disrupt someone’s routine – that people who’ve had personal experiences them in having those can really heighten someone’s anxiety.” in the past or who are going through Whitworth said the rates for peo- something currently. Then there are those conversations in ple who had been seeking help either who’ve supported a family member, or a sensitive way” from NHS services or national eating- someone really close to them – so they disorder charity Beat, had increased have that second-hand experience. significantly over the past 12 months. “The third group are the people “Being able to reach more people who don’t necessarily have that per- has definitely helped. But people are sonal contact but who want to create a suffering,” she said. “It’s been a dif- more kind and supportive workplace.” ficult, challenging time for a lot of A shared experience of many of the people that we’re speaking to.” Civil Service Eating Disorders Network Whitworth said that anyone who would co-founders was supportive line man- like to get involved with the CSEDN is agers. Making sure line managers are welcome to contact [email protected]. well-informed and able to signpost staff to How did it feel to win the Health help is “critical”, according to Whitworth. & Wellbeing Award? “We know that when people talk about “I was slightly overwhelmed, but in a problems that they’re having around eat- good way. It’s been a journey over the ing or seeking reasonable adjustments, past few years and it’s quite an emotional their line manager is a key relationship for me – it felt great to see our hard work – it can make a difference,” she said. recognised. All three finalists in my “The CSEDN have developed re- category were mental-health initiatives: sources particularly aimed at manag- it shows that the civil service is clearly ers to support them in having those becoming a more supportive environ- conversations in a sensitive way.” ment to talk about mental health.” The CSEDN launched during Eating How did you celebrate the awards win? Disorders Awareness Week in March and “Sharing the good news with my fam- had more than 300 people take part in ily! I had a joint celebration with my webinars and other events. One was an partner as he passed medical school

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the same day – we danced around to leagues’ difficult experiences. We need ognise themselves in what you’ve said.” a celebratory playlist on Spotify.” to get comfortable – as people and as Who nominated you for the award? What lessons for other parts of the colleagues – supporting one another “One of my friends in the FCDO. Last civil service are there from your and sharing openly how we are feeling year, I did a presentation during Eat- experience with the network? and when we are struggling. And don’t ing Disorder Awareness Week during “Normalise talking about really diffi- be afraid to stand out and tell your own his first week on our team. He said he’d cult topics and creating safe spaces to story, even if it’s been difficult and you’ve found that really powerful. So it wasn’t ask questions and learn about our col- overcome challenges. Someone will rec- a bombshell: we know each other!”

REACHING OUT TO PEOPLE MOST IN NEED DWP officialSarah Morton has been recognised for her voluntary work with organisations that support homeless people in Liverpool. She tells CSW how staff from across the department’s Belle

Vale service centre support the HOPE Project epartment for Work and Pensions staff member Sarah Morton this year joined the small group of individuals who’ve won a Civil Service Award twice. The Personal Independence Payments case manager at DWP’s Belle Vale service Dcentre in Liverpool picked up the Citizen- ship Award in recognition of her tire- less volunteering work with some of the most vulnerable people in the city. Morton helps with a range of grass- roots organisations that support homeless people in Liverpool. She also volunteers with food banks, works to end period poverty and gives her time to aid victims of domestic violence. She won the Vol- unteering Award in 2017 for her work. As well as mobilising colleagues at Belle Vale to support the HOPE Project, the prin- cipal organisation she works with to help rough sleepers, Morton is also passionate about ensuring DWP staff have a better un- derstanding of service users as individuals. “When you’re working at a processing

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12-20 CSW305 CS Awards.indd 18 13/04/2021 14:05:09 site and you’re not actually seeing people Despite being able to continue provid- like you do in a jobcentre, it helps people ing essentials to people living on the streets realise that there’s a vulnerable person be- during the pandemic, Morton was very hind every case that we deal with,” she says. conscious that the humanising support “It helps to reinforce that we need to do the HOPE Project offers was diminished. our very best to make sure that everybody “People who rough sleep say the worst gets the level of service that they deserve thing about it is not sleeping on the and the most help that we can give them.” floor, it’s when people look through you Morton tells CSW she shares the stories or don’t even look at you, like you don’t of people she meets doing outreach work exist,” she said. “It’s very dehumanising. with colleagues to give them a better under- “One of the most challenging parts standing of the issues they face. The result of the first lockdown was not being able is that her “unbelievably generous” Belle to stop and talk. Just to have conversa- Vale colleagues now provide the majority of tions was a big part of what we do. But the support that the HOPE Project receives. we weren’t able to do that with Covid. “Being able to tell people’s stories is We just had to leave packed lunches about addressing the myths about home- and hot drinks and little care packs in lessness,” she says. “Some people have very a place for them to pick up while keep- strange ideas about deserving and unde- ing our distance all the time, and let serving people. Some people have the idea them know why we couldn’t chat.” that if you end up homeless you’ve done “Some people How did it feel to win the award? something to deserve that. But that’s not the have the idea “I was really surprised, to be honest – par- case: everybody deserves to have a home. ticularly as I won an award once before for “When we’re dealing with people that if you end up outreach work. The award is really for our with disabilities or in very bad situations, homeless you’ve whole site at Belle Vale, because without something like that can happen to them done something to them the HOPE Project wouldn’t have if they don’t get the help that they need.” anything to take out. They really are very Morton says the HOPE Project has deserve that. But generous, kind-hearted people. And a lot brought her into contact with elderly that’s not the case: of people don’t think of DWP staff as being women who have been victims of do- everybody deserves like that. The site management where I mestic violence and ended up on the work were absolutely made up that I won. “ street because they were thrown out by to have a home” What lessons for other parts of the civil their partners. But the biggest demo- service are there from your experience? graphic sleeping rough is single men. “I would encourage anyone to get involved The HOPE Project offers food, clean with local community stuff. It’s really, re- clothing, sleeping bags and essential ally rewarding and everybody thinks you’re items like sanitising wipes to people really altruistic but I get a lot more out of living on the streets in Liverpool. Mor- it than I put in. If you’ve had a bad week at ton became involved after the death of work and you’re feeling sorry for yourself, her father, who was a keen walker, when when you go out it helps to clear your head she was looking for an organisation that and remember there’s still a lot of people could make use of his outdoor clothing. who need help and who are in a lot worse She quickly took over running the position than yourself. It can help you HOPE Project’s Friday night outreach realise what you’ve got to be grateful for.” team. Her mother and her mother’s How did you celebrate the awards win? friends began cooking the hot soup and “When I won the Volunteering Award scouse distributed by teams on Fridays. in 2017, it was pre-Covid and I was able Morton says she was nominated for to take my mum with me to Lancaster her latest award in recognition of her House in London, which was lovely and work in the early days of the pandemic, really fancy. This time it was a virtual before the government’s Everyone In ceremony, but the awards people sent temporary accommodation drive for everyone who was shortlisted a really nice rough sleepers was up and running. hamper and we got a bottle of prosecco Because the HOPE Project is not a and some nice Fortnum and Mason good- registered charity, it does not accept cash ies. So it was just that. My mum’s a big donations. An Amazon Wish List fixed the part of what we do with the Hope Project, issue of colleagues not being able to physi- so we raised a little glass that night. “ cally donate things like insulated sleeping Who nominated you for the award? mats, gloves and rain ponchos to her at the “It was one of my colleagues, Rachel Dever. office when everyone was working remotely. She works for HM Passport Office now “We were able to take them out and because she got promoted just before the distribute them safely,” Morton says. “Obvi- ceremony. She nominates me for every- ously at a distance, with a risk assessment.” thing, she’s like my biggest cheerleader.”

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12-20 CSW305 CS Awards.indd 19 13/04/2021 14:05:09 FEATURE ❯ CS AWARDS PROFILES

culmination of two years of planning, al- though the increase in benefit claims meant DELIVERING the programme was reviewed to boost capa- bility in order to support around one million additional jobseeker’s allowance claims and BENEFITS support thousands of new operational staff. Working remotely, and throughout nights and weekends, the service was TECHNOLOGY FIT fully commissioned for operational activity on Easter Monday 2020, 24 hours ahead of schedule. The team was FOR THE 21ST awarded the Project Delivery Excel- lence Award at the Civil Service Award CENTURY 2020 for achieving this migration. The project has seen: DWP staff won the Project Delivery Excellence Award • System capacity increased to allow for a project to upgrade systems delivering jobseekers’ 3,000 additional staff to respond to allowance and many other benefits during the first wave of jobseeker’s allowance claim surge • Record timing for data migration of 6.2 the Covid pandemic. Mark Bell tells CSW how it was done billion rows of customer data, which was delivered in under 24 hours organisation. The • Overnight IT batch pro- project helped DWP cessing time reduced from Digital staff to build five hours to just over one capability, learn new hour, offering longer op- skills and own their erational working days. careers as the pro- In total, 11 benefit applica- gramme progressed. tions have now been moved Replacing the larg- The VME replacement team at to new technology. Other est benefit system Christmas 2019 applications migrated during Over Easter 2020, the pandemic were the dis- the VME-R project ability living allowance system replaced jobseeker’s in August 2020. The income allowance, the support and pensions strategy department’s largest computer system, which sup- benefit system, re- port the state pension service, motely and at pace. were the two last applications Replacing the old to be replaced in January 2021, he Virtual Machine Environment Replace- service was particu- completing the programme. ment (VME-R) project replaced ageing larly critical at this Mark Bell, head of the VME-R The systems being re- legacy infrastructure with more modern time as demand programme at DWP placed had an online service technology needed to enable future welfare on the JSA system from 7am to 7pm and an policy changes to be implemented. This rocketed to unprecedented levels due to the overnight batch processing service ap- complex and intensive programme has economic impact of the Covid-19 pandemic. proximately from 8pm to 4am. Processing seen the Department for Work and Pen- The JSA payment system was intro- times are now 50-60% quicker, and DWP Tsions rebuild technology, some of which duced in the 1990s, and based on an IT Digital is now able to implement up- was more than 40 years old, which sup- code set designed in the 1960s, although grades mid-week for the first time. ports its core benefit payment systems. as new technical and policy Altogether, 11 critical benefit systems requirements changed code were replaced with zero disruption to was added over the years. DWP’s benefit operations or delays to citi- The replacement was the THE FULL LIST OF MIGRATED SYSTEMS zen payments. The largest four of these sys- 1 Winter Fuel Payment System (2016) tems was replaced in the middle of the glob- 2 Housing Benefit Computer System (2018) al pandemic, as DWP Digital rose to the “Processing 3 FAMIS Pay & Personnel (2019) challenge amid remote working and lock- times are 4 War & Pensions Computer System (2019) downs. The applications pay out more than 5 Social Fund Computer System (2019) £150bn a year to millions of UK citizens. now 50-60% 6 Industrial Injuries Computer System (2019) The project was a DWP in-house exer- quicker and we 7 Jobseeker’s Allowance Payment System (2020) cise between the DWP Digital and Service can implement 8 Disability Living Allowance Computer System (2020) Planning and Delivery – Change Delivery 9 Attendance Allowance Computer System (2020) teams, and created opportunity for DWP upgrades mid- 10 Income Support Computer System (2021) to further move away from outsourced IT week for the 11 Pension Service Computer System (2021) services towards a fully in-sourced digital first time” 20 | April 2021 | civilserviceworld.com

12-20 CSW305 CS Awards.indd 20 13/04/2021 14:05:10 CHANGING THE UNCHANGEABLE Three steps to overcome scale, complexity, and bureaucracy

The operating model – including START DELIVERING YOUR OWN governance, decision making, CHANGE PROGRAMME processes, and incentives – must There is a plethora of tools to be adjusted to support the rapid support each of these stages, delivery of transformation goals. from immersive events and This can be particularly challenging co-creation workshops to in government departments, deploying agile methodologies. When nine out of ten of FRAME THE FUTURE. Change starts at where the bureaucracy Often the same tools are used organisational transformations the top, and leaders usually show and complexity can feel in a successful programme as a fail to deliver, it takes strong commitment to change. insurmountable, but our clients failing one. The difference is the three things to be among However, this commitment is often have often been surprised by how context, the purpose, and the the small number that not aligned between individual much is in their power to change. order in which they are deployed. succeed: framing the future, leaders. When anyone is unwilling SUSTAIN MOMENTUM. Leaders must That’s why our three steps – building the movement, and 1to let go of their personal vision take time to understand how the framing the future, building the sustaining the momentum. to converge on a shared one, the change is being delivered. This movement, and sustaining the Through our work with transformation as a whole is in will allow them to identify and momentum – should be at the HMG, including independent jeopardy. Instead, a common vision address any blockers to success, core of your transformation. reviews of major departmental of the future must be agreed, and such as staff engagement. transformation programmes, supported by the leadership’s 3To keep momentum, the and drawing on experiences conviction to see it through. organisation needs some with other governments and the BUILD THE MOVEMENT. This is the changes to be visible early in private sector, we’ve identified ability to convert conviction the process. A common pitfall what causes transformation to into real change. It requires is spending about 18 months fail and what can make it work. ongoing, effective leadership in a design phase without Failure comes from a lack of throughout. Leaders need to take delivering anything different on alignment and convergence. the whole organisation on the the ground. Teams are doomed This leaves the organisation 2journey, building commitment, to fail if they focus on planning, without the conviction to see the convergence, and conviction at organisation, and processes transformation through. Rigorous every level. To achieve this, they instead of delivery. Instead, each programme management in itself must articulate the transformation step of the change programme cannot deliver transformational in a way that explains it to team should be set up to start small, change, but our three steps members in the context of deliver something – good or bad will equip any transformation their personal roles. This allows – quickly, then stop what doesn’t with the ability to manage the everyone to take ownership of work and scale up what does. trade-offs or difficult decisions delivering and driving the change Without leadership, new ways of that will inevitably arise. while staying true to the core working, and early experiences objectives. It also accelerates the of success, the organisation’s AUTHORS “I don’t want to speed at which change can happen. commitment, convergence, and Jessica Smith, build another conviction for change will be Engagement Manager transformation “I can see the teams diluted, putting delivery at risk. Andrew Bailey, Principal empire, I want to are excited – they can Lisa Quest, Partner actually change pick up the ball and “Whatever you do, Dean Addis, Director things.” run with it now.” do something.” Crispin Ellison, Partner – Senior civil servant – Senior civil servant – Senior civil servant

https://www.oliverwyman.com/our-expertise/industries/public-sector.html

Oliver Wyman - 2021.indd 3 13/04/2021 12:07:05 COVER FEATURE ❯ INTEGRATED REVIEW

Joining up thinking What the Integrated Review means for Whit�hall

The government’s fl agship foreign policy review has set out a direction of travel to 2030 for all of government. Richard Johnstone asked a series of experts to consider what the review will mean for offi cials

he policy implications lenges and opportunities the UK of the government’s faces in a more competitive world, Global Britain vision where new powers are using all the have fi nally been set out tools at their disposal to redefi ne after ministers pub- the international order and – in lished the long-awaited some cases – undermine the open Integrated Review of security, defence, and liberal international system that al order in which democracies fl ourish.” development and foreign policy. emerged in the wake of the cold war.” The review document says that the TThe exercise – the largest review of the The UK is “uniquely international” in new strategy will require “more inte- UK’s foreign, defence, security and devel- its outlook and interests, Johnson said, grated, adaptive and innovative structures opment policy since the end of the cold but cautioned that the nation cannot allow and capabilities” across Whitehall, and war – set out the UK’s post-Brexit strategic the past to shape its vision of the future. that the plan “is intended as a guide for direction, headlined by a pledge to invest “The Integrated Review will make action for those responsible for aspects in cutting-edge technology and a tilt to it clear that the UK cannot rely solely of national security and international the Indo-Pacifi c region in terms of defence on an increasingly outdated interna- policy across government, including priorities. The prime minister, Boris John- tional system to protect our interests in departments that would not previ- son, said when it concluded that the UK and promote our values,” he said. ously have been considered part of the cannot rely solely on an “increasingly out- “Instead, it will establish a new govern- national security community”. dated international system” to protect its ment foreign policy of increased interna- It sets out a 16-part vision for the interests and required a new foreign policy tional activism and a UK that works, along- UK in 2030, under four headings – a of “increased international activism”. side our allies and using all the tools at our stronger, more secure, prosperous and “The review addresses the chal- disposal, to shape a more open internation- resilient union; a problem-solving and

22 | April 2021 | civilserviceworld.com

22-25 CSW305 integrated review.indd 22 14/04/2021 10:32:58 burden-sharing nation with a global perspective; creating new founda- tions for our prosperity; and adapt- ing to a more competitive world. This leads to a four-part strate- gic framework for international pol- icy across government: sustaining strategic advantage through science and technology; shaping the open international order of the future; strengthening security and defence at home and overseas; and building resilience at home and overseas. Meeting the aims of this strate- gic framework will require “some significant changes and shifts in policy”, according to the docu- ment, with 12 named. These range from “mov[ing] from defending the status quo within the post-cold war international system to dy- namically shaping the post-Covid order” and learning from corona- virus to “improve our ability to anticipate and respond to crises” to pursuing deeper engagement in the Indo-Pacific in support of shared To implement the plan, a perfor- future policy decisions, are implemented prosperity and regional stability, with mance and planning framework will now swiftly and effectively, and to establish stronger diplomatic and trading ties, and be developed to set a series of priority systems that better support the National doing more to “adapt to China’s growing outcomes, including the four elements of Security Council”. Lovegrove will take up impact on many aspects of our lives as it the Integrated Review’s strategic frame- the post of NSA, moving from his cur- becomes more powerful in the world”. work. From this, government departments rent role as Ministry of Defence perma- In total, the document lists 10 de- will develop outcome delivery plans, nent secretary, at the end of March. partments as having Integrated Review leading to both improved monitoring of The document also reveals that projects funded in last year’s Spending implementation (defined as progress on there will be further strategies, includ- Review: the Department for Business, En- projects, programmes and outputs) and ing on resilience, cyber and inter- ergy and Industrial Strategy; the Ministry impact (reaching specific outcomes and national development, published by of Defence; the Department for Digital, benefits). This approach builds upon the government in the months ahead, with these plans influencing decisions in future spending reviews. Other commitments in the “A new government plan include the creation two new foreign policy of increased cross-government hubs: a £9.3m “situation centre”, to be based in international activism the Cabinet Office, and a Counter- will work alongside our Terrorism Operations Centre. allies to shape a more Downing Street said the White House-inspired situation centre, or open international order SitCen for short, will “build on the in which democracies lessons of the Covid pandemic to flourish” Boris Johnson improve our use of data to antici- pate and respond to future crises”. The Operations Centre, mean- while, is aimed at improving the Culture, Media and Sport; the Foreign, development of the planning and per- nation’s ability to thwart terrorism at the Commonwealth and Development Of- formance framework for departments same time as dealing with the actions of fice; the Department for International announced in last year’s Spending Review. “hostile states”. Johnson said the facil- Trade; the Department for Education; The Integrated Review also revealed ity will bring together counter-terrorism the Home Office; the Cabinet Office; the that the government’s new national police, intelligence agencies and the Department of Health and Social Care; security adviser, Sir Stephen Lovegrove, criminal justice system to coordinate the and the Ministry of Housing, Communi- is to review the UK’s “national secu- government’s expertise and resources ties and Local Government, as well as the rity systems and processes to ensure its in a “state-of-the-art facility” to improve UK security and intelligence agencies. objectives and priority actions, as well as response times to terrorist incidents.

civilserviceworld.com | April 2021 | 23

22-25 CSW305 integrated review.indd 23 14/04/2021 10:33:04 COVER FEATURE ❯ INTEGRATED REVIEW ‘How to make ‘Sound priorities the integration at risk of being happen’ undermined’ The breadth of the government’s The government has arrived at many of the Integrated Review means ministers right conclusions, but UK security could need to think about how it will be undermined by a focus on competition, be implemented, says Dr Simon says Ian Mitchell, co-director for the Harwood, director of defence and Center for Global Development in Europe security at Cranfield University he Integrated Review aims he Integrated Review of security, de- “to make the United Kingdom fence, development and foreign policy stronger, safer and more prosper- marks a critical shift in the way depart- Tous while standing up for our values”. Tments will collaborate over national security. But we need to look at the four objectives Unlike past statements, this version goes beyond to see how well it meets this vision. plans for defence equipment and troop numbers, Sustaining strategic advantage covering everything from bombs to biodiversity. through science and technology In other words, it realises that securing defences The UK has long lagged its rich country with military capability and diplomacy is of lit- peers on R&D efforts, to the detriment of tle value if a society can be brought to its knees its own economic growth. The govern- by climate change, cybercrime or a pandemic. ment, to its credit, has been stepping up its spend, but where the Now, explicitly, the National Risk Register will review falls short is seeing science and technology as mainly a means take into account the interdependence of risks. to gain economic, political and security advantages over others. It The review has made R&D central to its future recognises the need for collaboration, but focusing on “power for vision of national security, announcing at least strategic advantage” overlooks the opportunity of a coordination role. £6.6bn of investment up to 2025 for defence, plus Shaping the open international order of the future a further £695m for security and intelligence. The The review promises the UK will play “a more active part in breadth and depth of UK higher education and its sustaining an international order in which open societies and interdisciplinary expertise will increasingly be an economies continue to flourish and the benefits of prosper- important source of “whole society” insights and ity are shared through free trade and global growth”. knowledge. It will also be needed when it comes This could be the most important objective – outside the EU, the to the evolution of policy in line with the new do- UK now has an even stronger stake in the success of the function- mains of warfare in space and cyberspace. ing of the international system. Ensuring well-resourced and effec- This means a level of opening up of work and tive teams at the World Trade Organisation, IMF, UN, G7 and G20 discussions over national – and the technical policy capacity to support them – would make security. Traditionally, a big difference to the UK’s ability to achieve positive changes. government has found Strengthening security and defence at home and overseas it hard to engage with Here, the government is marrying a major expansion of its re- academia in these fields sources on defence with a “tilt to the Asia-Pacific”, mainly in and vice-versa. Tradition- response to China’s more assertive international position. But ally, higher education the review is light on the UK’s contribution, and former na- and industry have been tional security advisor Lord Peter Ricketts notes the risks are given a problem and not prioritised, and resources are not aligned with them. asked to go away and Building resilience at home and overseas solve it, but this isn’t This objective aims to improve “our ability to anticipate, prevent, partnership. The best results will always come from prepare for and respond to risks ranging from extreme weather spending more time making sure the questions be- to cyber-attacks… climate change and biodiversity loss”. ing asked are the right ones. Major projects of all The inclusion of climate as the “foremost international priority” kinds fail because of a lack of early conversations is a clear positive, and the UK deserves credit for prioritising it. about outcomes, a lack of flexibility, a fixation with From the start, the Integrated Review has taken too narrow a view narrow objectives (maybe just thinking in terms of of security. Global health was not in its terms of reference even as the time and budget) over the bigger, underlying needs pandemic got under way. It barely mentions UN peacekeeping and of a society. Such a broad-minded approach is sig- has very little on transparency, tax and tackling illicit finance, where nalled by the Integrated Review. There now needs to the UK should have an outsized role given its own role as a major be a culture of understanding and partnership that finance centre. The Sustainable Development Goals – the blueprint will make the new vision live up to its potential. for addressing global challenges – are mentioned just three times.

24 | April 2021 | civilserviceworld.com

22-25 CSW305 integrated review.indd 24 14/04/2021 10:33:14 A� er the IR : Tests for Joining up the new c�ber strategy thinking The Integrated Review revealed there will be a new cyber security strategy this year. Ciaran Martin, professor of practice in the management of public organisations at the Blavatnik School of Government and former chief executive of the National Cyber Security Centre, sets out what to look for

he signature achievement of the gov- ernment’s Integrated Review of secu- rity, defence, foreign and development Tpolicy was a coherent plan to base future se- curity and prosperity on scientifi c and tech- nological excellence. The plan has everything needed to give it strategic credibility: funding, policy, legislative and governance changes. But one underdeveloped part of this sec- tion of the document is cyberspace. Despite a narrative emphasis on Britain as a “cyber power”, there were no new policies or pounds. The only new “announcement” was that there would be a national cyber strategy later this year. Intriguingly, this is to be a “whole of cyber” strategy, replacing the two previous national cybersecurity strategies of 2011 and 2016. Here are some security checks by which we will be able to assess, when it comes out, whether the framework still works for Britain’s cybersecurity. The fi rst test is posture. A newcomer to Britain reading only the Integrated Review would be forgiven for concluding that the “A sa�er internet is UK government thought of the internet as war zone, rather than a in Britain’s overall tion of money, but the sort of revolutionary civilian technology interests, even i� it cuts envisaged for some public driving prosperity and progress. sometimes makes services in the current fi scal Posture can be assessed in one envelope would be disastrous. question: is the UK government e��loiting � hers’ And organisational mandates in favour of a safer internet, or v�lnera�ilities harder ” are crucial: cybersecurity may does it prioritise exploiting its Ciaran Ma� in be a team sport, as is often said, insecurities to project British pow- but it needs a team captain. The er? A safer internet is in Britain’s mandate for the National Cyber overall interests, even if it some- Security Centre, which I had the times makes exploiting others’ vulnerabilities harder. privilege of setting up, comes from the now-expired Na- The second test is focus. As President Obama’s tional Cyber Security Strategy and a new one is needed. former cyber security adviser Michael Daniel put it A fi fth test is transparency. The UK has benefi tted enor- last week, the average American business is far more mously from the NCSC’s innovations in sharing and publishing likely to encounter a ransomware or other criminal information about threats, and in a more outward-facing ap- attack than Russian intelligence. The same is true in proach to business and the media. If a “whole of cyber” ap- the UK, and it’s true for individual citizens too. But proach includes more classifi ed equities, cyber security could the Integrated Review had little to say on the protec- be dragged back “behind the wire”. This would be disastrous. tion of the citizen online, focusing instead on the The fi nal test is governance. The risk is that a “securitised” great power competition aspects of cyberspace. A vision of cyberspace is agreed behind closed doors in military cyber strategy needs to reverse this imbalance. and intelligence circles and then presented to the National Se- The third and fourth tests are the bureaucratic curity Council. Who is there to argue that a militarised internet staples of money and mandate. UK cybersecurity has only favours authoritarians, and that the safer we make our own been well funded: it may not need a huge further injec- digital homeland, the more prosperous – and secure – we are?

civilserviceworld.com | April 2021 | 25

22-25 CSW305 integrated review.indd 25 14/04/2021 10:33:41 HOW AMERICA GOT ITS CIVIL SERVICE OF APPOINTEES

The United States changes its top civil service leaders with every new president. Lorenzo Castellani offers a fascinating insight on how this system came to be, drawing on research from his new book

n the United Kingdom, before And it was certainly not yet a uni- ting the basis for the permanent civil service. 1780, that amorphous collection fied organisation. This was not a body of Such a system has remained in place of functionaries that some writ- full-time salaried officers, systematically for all the years that followed, albeit with ers have incautiously termed a recruited, with clear lines of authority and periodic waves of reform. But some ap- civil service was in fact no such uniform rules that disciplined their careers pointments as part of the UK government’s thing. Indeed, according to the histo- and pay. Indeed, the 19th-century debates response to the coronavirus have demon- Irian Henry Parris, that apparatus was not about civil service reform reflected the need strated that this is not the only approach. A permanent, not civil and not a service. for institutional adjustment in a society number of appointments have been made Permanency has become a way to that had been undergoing an extensive to lead specific elements of the response distinguish longer-serving officials from industrial revolution. Rules and superan- – Kate Bingham for the vaccine taskforce, shorter-tenured ministers. But in the 18th nuation were not consolidated until the Baroness Dido Harding for the test and century, ministers often remained in of- 1830s, and systematic recruitment did trace system, and Dame Louise Casey as the fice as long as they felt they retained the not become the norm until after 1870. head of the taskforce to house rough sleep- king’s confidence, even when the prime However, in the latter part of the 18th ers during the pandemic’s first wave – that minister had resigned. But ministers were century, it became usual for an outgoing has more in line with a system where politi- not, in any case, permanent functionaries, ministerial team to resign and go into cians appoint outsiders rather than career and did not personally administer their opposition. This established a pattern of civil servants to many administrative roles. departmental affairs until the last quarter “government” and “opposition”, which made In the UK, this has led to concerns that of the 19th century, while their subordinate it necessary to distinguish permanent from these appointments risk falling into gaps officials performed tasks which nowadays temporary servants of the crown, and it in accountability, but many other countries would be considered political and there- quickly became established that the great have systems with much greater politi- fore taboo for neutral civil servants. majority of posts must be permanent, set- cal appointments in the bureaucracy.

26 | April 2021 | civilserviceworld.com

26-27 CSW305 US civil service.indd 26 13/04/2021 15:16:40 FEATURE ❮ US GOVERNMENT

One example is the United States, and legitimated. The emphasis on repre- tisan considerations. Civil service reform where, instead of a permanent senior civil sentativeness was manifested in the form of had been a mass movement leading up service that remains in place as admin- an increasing number of official positions to its enactment at the federal level in istrations change, there is a principle of filled by balloting. Moreover, the develop- the 1883 Pendleton Act and widespread spoils system. This means in Washing- ment of the political parties in the Jackso- enactment in states and localities. ton DC, many top jobs change hands nian era strengthened the idea of patronage Yet at the same time, there occurred the when there is a change of president. for administrative posts. According to a rise of the management class as a conse- Part of the explanation in the difference 19th-century American’s mentality, in a real quence of capitalistic development. Large between the UK and the US lay in the view democracy loyal activists had to be reward- corporations were no longer run by owners of government posts by the 19th-century ed with a temporary appointment in the and boards of directors. Instead, the Ameri- British as inalienable items of freehold administration ranks. This characteristic of can solution was for a professionally trained property. Crown sinecures were, neverthe- organising the upper levels of administra- class of managers who would make all im- less, gradually abolished following a series tive power, named the spoils system, albeit portant decisions regarding the operations of parliamentary inquiries inspired by restricted and reformed, is still part of the of the corporation. The rise of management mounting concern in the first half of the American administrative tradition today. as an idea was a kind of endorsement of the 19th century about wasteful public expendi- The counter-balance to patronage new American political economy. Every- ture. And the killing of patronage occurred was the introduction of the merit system body had to pull in the direction indicated with the Northcote-Trevelyan inquiry of in the late 19th century. Merit was the by the manager. Given the dominance 1853, which prescribed the creation of a longtime battle cry of the Progressive-era and idolatry of business in the American professional civil service with a systematic reformers and the middle class, seeking political economy, the common perspective recruitment based on competitive exams. a political system without corruption and has been that government needed more While in the United States, as I argue in spoils. Civil servants should be free from businesslike practices. Transposing busi- my book The History of the United States any political taint and overlooked by a ness administration to public administration Civil Service from the postwar years to the Civil Service Commission. They should was presumed to be valid and preferred. twenty-first century, a traditional, European- be expert professionals who were hired, Government needed to be made as efficient like bureaucracy has never established. The compensated and promoted without par- as business. In this context, it was essential American administrative system to give the president the managerial developed and maintained its powers to run the executive branch proper peculiarities. According to “It was essential to like a corporate CEO, including Herbert Kaufman, “an examination give the president the the powers of budgeting, person- of the administrative institutions of nel and planning, and to transform this country suggests that they have managerial powers the public functionaries into public been organised and operated in to run the executive managers. The civil service had to pursuit successively of three values, branch like a corporate be reformed following managerial here designated representativeness, principles and practices and this is neutral competence, and executive CEO, including powers what occurred by late 1970s, when leadership”. Representativeness held over personnel” the neo-managerial era begun. the most promise in the post-coloni- This was formalised by the pas- al period, and it was hailed as a way sage and the subsequent implemen- to keep executive power in check. tation of the 1978 Civil Service Re- The earliest stress was placed on form Act, which abolished the Civil representativeness in government, Service Commission and created the quest for which clearly had its the Office for Personnel Manage- roots in the colonial period, when ment. From this moment onward, the colonial assemblies were struggling civil service was required to follow with royal governors for control of business-like principles both in per- political life in the New World and sonnel management and in organisa- “no taxation without representation” tional practices, meaning the US civil was a slogan that expressed one of service today is a layering of political the principal interests and anxieties patronage (appointees), merit princi- of the colonists. The legislatures ple (recruiting on the base of neutral thus became the champions of the competence), and management (the indigenous population against what search for efficient organisation to was regarded in many quarters as accomplish political aims). In light of executive oppression. It was mani- the coronavirus response, it is an ap- fested in the widespread perception proach that may have more lessons of the legislature as the champion for the UK than many officials would of the citizens and limited powers have thought just one year ago. of executives (such as the governors or local representatives or mayors). Lorenzo Castellani is an adjunct Up to the end of the Civil War, it professor in the department of was through the legislatures that political science at the Luiss government policy was formulated Guido Carli University in Rome

civilserviceworld.com | April 2021 | 27

26-27 CSW305 US civil service.indd 27 13/04/2021 15:16:42 Edited by ❯ DIGITAL & DATA Sam Trendall

Produced in association with CSW’s sister title PublicTechnology

LIVEON STAGE

n 24 March 2020, one day after most senior digital leaders spoke openly the UK went into its first national of their concern that, once the pandemic lockdown, PublicTechnology is over, some of the ground gained might was scheduled to welcome sev- be lost, and effective new ways of working eral hundred people to its largest- might be ditched for bureaucratic busi- Oever annual conference in London. ness as usual. But, then again, technol- Attendees at last month’s Having been subject to what was, at ogy and data professionals have played that stage, a postponement, the publica- a key role in ensuring that, outside of PublicTechnology Live tion and most of its audience probably Covid response, business has continued heard from government’s did not expect that, 364 days later, when as usual. Attendees frequently heard about digital leaders about we finally convened for a public sector- innovative uses of tech that have allowed wide event, we would still only be able crucial citizen services to continue unin- pandemic response, the to do so via the medium of our respec- terrupted, as well as some existing trans- future of online services tive laptop and smartphone screens. formation initiatives that have pressed – and nostril-based But the fact that PublicTechnology on despite the backdrop of coronavirus. Live, which welcomed nearly 800 reg- All of the presentations and panel forms of communication. istrants and more than 50 speakers last discussions – including ministers, senior Sam Trendall runs month, was hosted this way highlights officials, local government leaders, NHS through the highlights that the last year has given us a lot to representatives and industry chiefs – are talk about in public sector technology. available on to view demand: visit http:// Many discussions during the two days publictechnology.net/whitepaper/ of the event touched on how the challenges publictechnology-live to register. of responding to coronavirus have been a But for those interested in a whistlestop prompt for collaboration, innovation, and tour, here are five things we learned. transformation. Several of government’s during PublicTechnology Live.

28 | April 2021 | | civilserviceworld.com

28-30 CSW305 PT.indd 28 13/04/2021 17:05:18 ❮ PUBLICTECHNOLOGY LIVE DIGITAL & DATAEdited by ❯ DIGITAL & DATA ❯ DIGITAL & DATA Sam Tredall

Produced in association with CSW’s sister title Public Technology

GOVERNMENT’S CORONAVIRUS HOMEPAGE WAS BUILT IN FIVE DAYS This was one of the examples cited in which the minister claimed digi- tal, data and technology professionals hortly before the UK went into its first had consistently risen to the “Hercu- national lockdown in March 2020, the lean” challenges of the past year. Sgovernment brought together all rel- evant guidance and data on the burgeon- “There is a lot to be ing pandemic at GOV.UK/coronavirus. The proud of” Julia Lopez site remains the homepage for all things related to the pandemic, and now links to “By continuing to place user needs the latest advice and sources of support in at the core of delivery and through a range of areas, including travel, employ- hard work, collaboration and innova- ment, childcare and vaccination, as well tion, we have been able to deliver the as providing daily statistical updates. ment Digital Service – revealed that rapid transformation needed to support In her opening address to the event, the coronavirus landing page was built citizens and businesses during what has Cabinet Office minister Julia Lopez in just five days. It was visited 18 mil- been an unprecedented moment,” she – whose brief includes the Govern- lion times in the first week alone. said. “There is a lot to be proud of.”

ISSUES PERSIST WITH SOVEREIGNTY AND SILOS is there to do it, but there is still work to be done on the mechanics: how do you make sure that communities across articipants in PublicTechnology Live’s how that improvement can be made.” government are able to come together opening panel discussion were posed Although working across departmental and have those conversations to work Pan age-old question by an audience boundaries remains a challenge, Roberts through where there’s still any blockers member: how can large departments said the work of the last year has shown or barriers – perceived or otherwise?” best work collaboratively and avoid that is one that can be overcome. She She added: “There are some really siloed working and empire-building? pointed to the work to create the service built-in, gnarly problems to be worked The question – and the percep- to provide support for citizens that are through… definitions of things across tion it speaks to – is one that has shielding, for which DWP collaborated different bits of government make it dogged government transforma- with numerous other departments, as hard to share the same bit of data if one tion efforts for a decade or more. well as industry and the third sector. person or group is calling it or using “I think the fact the question always “What we have experienced has it for something slightly different to comes up means that… there is more than a shown that, with that singular purpose another person or group, so that level grain of truth to it,” said Helen Roberts, di- and prioritisation, teams want to come of alignment will be really difficult to rector of digital delivery at the Department together to make things happen,” she crack. But, once it is, it will really open for Work and Pensions. “People closest said. “I think you can see other pockets the door to doing some of those things to the system still ask the question about of that happening… I think the intent in an even more streamlined way.”

GOV.UK WILL BECOME MORE PROACTIVE AND PERSONALISED The minister claimed that this work represents part of the “next phase in government reform and digital trans- lsewhere in her opening address, Cabi- pertinent information and services, rather formation”. This will also encompass net Office minister Lopez updated at- than simply reacting to their requests. tackling the issues caused by ageing Etendees on the work of GDS to develop “Over time, GOV.UK accounts will allow tech infrastructure, and improving the GOV.UK Accounts, which aim to offer us to proactively provide information and use of data across public services. citizens a single log-in for all government’s services to users based on their user needs “As we build back together as one online services. The system will replace a and what they have told us about them- nation, world-class digital services have patchwork of what the digital agency claims selves,” she said. “This will reduce friction to be central to our response,” she said. is over 100 separate means of logging in to for users, so they do not have to give differ- “Citizens and business must be able access various services across departments. ent parts of government the same infor- to seamlessly and securely interact Lopez said that ambition is to have mation multiple times, and link together with government in a much more per- online platforms that serve citizens with services to make user journeys simpler.” sonalised, trusted and timely way.”

publictechnology.net | | April 2021 | 29

28-30 CSW305 PT.indd 29 13/04/2021 17:05:18 ❯ DIGITAL & DATA PUBLICTECHNOLOGY LIVE Edited by ❯ DIGITAL & DATA Sam Trendall

Produced in association with CSW’s sister title PublicTechnology

DEFRA HAS REVAMPED RECRUITMENT TO FOCUS ON SPECIALISM were turning their hand to everything: ‘I do a little bit or project management, a little bit of business analysis – might ike a lot of government entities, the even do a bit of coding as well’.” Department for Environment, Food She added: “The civil service recruit- Land Rural Affairs is no stranger to ment process is all about behaviours and bringing in outside tech experts. success criteria and a lot of these things Or, as joint chief digital officer Har- don’t really compute to the skills we are try- riet Green put it, “that whole experience ing to recruit. So, we have changed our in- of going out to consultants and asking terviews and made them much more about them what you need to do in the world of the work that people will actually be doing, technology – and then not being able to and we have brought in team members who fulfil what they tell you to do, and go- are already working in these areas… so it is ing out to them again for fulfilment.” “We have made our more of a discussion about: ‘here are some But in recent years, the department interviews much more of the problems we have got – how might has looked to reduce its reliance on exter- you approach working with us on this?’ nal help and increase its base of in-house about the work that Apart from helping us to understand wheth- digital, data and technology (DDaT) people will be doing” er or not that person really has the skills, it credentials. A key component of this has Harriet Green gives them already a sense of what it would been changing the way it recruits peo- be like to work with us, and an interest in ple, to focus much more on specialists “There has been a process at Defra of the issues they would be dealing with.” – rather than the generalists that, accord- gradual professionalisation of the DDaT The result is a department that, ing to Green, the civil service recruit- skills,” she said “When I arrived three years according to the digital chief, is ment process is designed to identify. ago there were still plenty of people who “more in charge of our destiny”.

WE MAY NEED TO REGULATE THE ‘INTERNET OF SMELLS’ covers developments in fibre cabling. Object-based media is an emerg- ing broadcast form which can be al- fcom has expressed its intent to Earlier this year the regulator pub- tered and personalised for individual closely follow developments not just lished its Technology Futures report, users. The satellite sector, meanwhile, Oin the products and services that which mapped the emerging technologies could be shaped by machines that it currently regulates, but in those that that might come to play a more signifi- could be manufactured in space. might one day come under its remit. cant role in the future of communications The immersive communications sec- and broadcasting. tion contains many of the report’s most Follow your nose These were eye-catching areas, including brain-ma- Research into olfactory communication means split into five broad chine interface technology, haptic-com- regulation may be needed categories: im- munications – which are based on touch mersive commu- – and even olfactory communications. nications; mobile According to director of emerg- and wireless; fixed ing and online technology Simon and optical tech- Saunders, Ofcom is already conceiv- nologies; broadcast ing of a world in which it regulates and streaming; the market for connected devices that and satellite. allow us to communicate nasally. The mobile and “There is significant research wireless section of into olfactory communications – or the report consid- what we could call ‘the internet ers developments of smells’. You decide for yourself such as networks whether or not that sounds like a free of the current good thing,” he told attendees. cellular system of boundaries, Watch sessions on demand: http:// while the fixed and publictechnology.net/whitepaper/ optical segment publictechnology-live

30 | April 2021 | | civilserviceworld.com

28-30 CSW305 PT.indd 30 13/04/2021 17:05:22 divorce of the century

Issue 254 | March 2016 | www.civilserviceworld.com Issue 258 | July 2016 | www.civilserviceworld.com Columnists Peter riddell, Jane Dudman and Dave OLD AGE Penman give their take TENSIONS JANE DUDMAN ON LESSONS FROM MYCSP economist’s LOOSENING outlook An interview with THE GRIP Vicky Pryce WHAT DOES THE PATCHWORK OF DEVOLUTION DEALS MEAN FOR WHITEHALL?

PAPA JOHN CIVIL SERVICE where next? CEO JOHN MANZONI ON LEADERSHIP AND In-depth Brexit report featuring TRANSFORMING Melanie Dawes, Bob Kerslake, GOVERNMENT NATURAL LEADER Simon Fraser, Peter Hennessy and more Clause FRESH CLARE MORIARTY and effeCt FEEDING AN EXCLUSIVE INTERVIEW we don’t need to invoke WITH THE PERMANENT Article 50 straight away – if GROUNDS SECRETARY OF THE at all, says Bernard Jenkin WHY GDS NEEDS DEPARTMENT FOR TO REDISCOVER ITS ENVIRONMENT, FOOD AND NEVER KILLER INSTINCT RURAL AFFAIRS

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Issue 263 | January 2017 | www.civilserviceworld.com Issue 274 | January 2018 | www.civilserviceworld.com MISS AN DEFENCE OF THE REALM AN EXCLUSIVE INTERVIEW ALL CHANGE WITH THE MOD Where do top officials PERMANENT go when they leave AN EXCLUSIVE SECRETARY government? INTERVIEW WITH ISSUE STEPHEN LOVEGROVE GENTLY DOES IT SURGE AND British Council chief RESCUE Ciarán Devane on soft We meet the team MEG crossing boundaries power and hard data to serve in a crisis BREXIT STAGE LEFT Sue Cameron on the REASONS TO Ivan Rogers row BE CHEERFUL HILLIER Andrew Greenway CHAIR OF THE ALL WELL? PUBLIC ACCOUNTS O cials are taking fewer is thankful that sick days – but managers COMMITTEE shouldn’t be complacent 2017 is over

01 cover - Jan 2017.indd 1 09/01/2017 15:18:42 1 CSW cover 274.indd 1 08/01/2018 16:28:43

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