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Preparing for the Future GD 2021/0035 PUBLIC SERVICE REFORM: 1ST PROGRESS REPORT Preparing for the Future COUNCIL OF MINISTERS SUB-COMMITTEE January 2020 Public Service Reform – January 2020 1 GD 2021/0035 This report was produced by the COMIN Sub-Committee in 2019/20 including a ‘minority overview’ from Hon. Geoffrey Boot MHK, but its consideration and approval were interrupted like so many other things were in 2020. Public Service Reform – January 2020 2 GD 2021/0035 FOREWORD The need for governments and the wider public service to change and to reform their scope, structures and mechanics to adapt to changing circumstances is not new, and rather, it has been part of the world-wide discourse about public service for decades. The Isle of Man situation is no different. The Island’s Government and public service has been reformed and is changing. In recent decades this reform began by loosening the control of the Lieutenant Governor, and then included the creation and refining of the departmental system, and the strengthening of our Government’s core functions and consideration of the establishment of a Single Legal Entity. In this administration public service reform has included the introduction of a Programme for Government, and enhanced use of Council of Ministers sub-committees, cross-government and transformation projects to deliver the Government’s objectives more smartly through honing the application of financial, human, physical and digital resources. More recently, I have announced that the Cabinet Office will be furthering efforts to place the customer at the heart of Government and One Public Service1 by developing a Smart Services Framework2 and a Government Services Strategy3 to enable improvements like “tell us once”, “one stop” information and signposting, “digital inclusion” and financial means assessment. These efforts in the last three years, as well as those in recent decades and those outlined and recommended in this report, have been founded in the need for our public service - how it is designed and works - to be less fragmented and better positioned to deliver effectively and efficiently. But the evidence is that these reforms and change itself can no longer be achieved, or even planned, piecemeal. Thus this progress report with further recommendations. In essence, to place the people of the Isle of Man at the heart of everything the public service does, providing people with the public services they deserve, we need to become smarter, more cohesive and more joined-up: we need to become One Public Service, with smarter Government. This document considers how we can achieve this goal. One particular quote in the coming pages - written in the context of a review considering the possible corporatisation of the Island’s bus service - provided real colour to the report for me. This quote is: “Taking the next step to becoming an arm’s length company is only worthwhile if Bus Vannin was then left to be master of its own operations.” 1 https://www.gov.im/media/1367658/year-3-amendments.pdf 2 https://www.tynwald.org.im/business/hansard/20002020/t190618.pdf#page=61 3 https://www.tynwald.org.im/business/OPHansardIndex1821/4320.pdf#page=1 Public Service Reform – January 2020 3 GD 2021/0035 I conclude that the proposals set out in the pages that follow will succeed only if we can act as a national government, going beyond micro-politics and embracing a new approach to government, with politicians making policy and managers managing. As politicians representing the wider Manx public we have the chance to choose this new approach which can deliver One Public Service for our community and our Island. I commend this report to the Council of Ministers, Tynwald Members and to the people of the Isle of Man. In doing so I acknowledge that the concepts and proposals contained herein do represent change and reform, but that’s what is needed. An evolved role for politicians is suggested, and the proposal may need to be considered in the wider context of Tynwald reform, but – if the transformation is handled with care – this new relationship between people and their elected representatives can enrich our public service, our democracy and our community. In closing I would like to thank the committee secretariat and committee colleagues for their diligence and sensitivity to the challenge of completing this investigation and proposal. This committee proposal is timely and can be instrumental in transforming the Island’s public service. Chris Thomas MHK, Minister for Policy and Reform January 2020 Signed by Chris Thomas, MHK (Chair) Clare Barber, MHK Hon. Geoffrey Boot, MHK Daphne Caine, MHK Chris Robertshaw, MHK Single Legal Entity Sub Committee, Council of Ministers Signed February 2021 Public Service Reform – January 2020 4 GD 2021/0035 CONTENTS FOREWORD ............................................................................................................................................. 3 1. INTRODUCTION ............................................................................................................................... 8 2. EVOLUTION OF GOVERNMENT ON THE ISLE OF MAN .................................................................. 10 3. RECENT PUBLIC SERVICE REFORMS .............................................................................................. 13 Review of Government Regulatory Framework ............................................................................... 13 Executive Agencies, Department for Enterprise ............................................................................... 14 Independent Review of the Isle of Man Health and Social Care System .......................................... 16 Isle of Man Airport Review ............................................................................................................... 16 Review of Quarry Operations, Externalisation of the Bus Service & Review of Heritage Railways.. 18 Centralisation of Government Finance Teams ................................................................................. 18 Centralisation of Policy Resource ..................................................................................................... 19 Centralisation of Secondary Legislation Drafting .............................................................................. 20 Review of the Department of Home Affairs ..................................................................................... 20 Devolved Financial Management (DFM) in education ..................................................................... 21 4. THE REFORM LANDSCAPE ............................................................................................................. 22 Introduction ...................................................................................................................................... 22 Arm’s Length Bodies ......................................................................................................................... 22 Classification ..................................................................................................................................... 23 Discussion.......................................................................................................................................... 24 Conclusion ......................................................................................................................................... 27 Public Service Reform – January 2020 5 GD 2021/0035 5. THE CASE FOR REFORM ................................................................................................................ 27 Proposal ............................................................................................................................................ 30 6. LEGISLATIVE REQUIREMENTS ....................................................................................................... 30 Statutory Boards ............................................................................................................................... 30 Government Owned Companies....................................................................................................... 32 Other Legislative Reform .................................................................................................................. 33 Target Operating Model ................................................................................................................... 33 One Public Service ......................................................................................................................... 33 Statutory Boards ........................................................................................................................... 34 Government Owned Companies ................................................................................................... 34 Proposals ........................................................................................................................................... 34 7. CONSIDERATIONS ......................................................................................................................... 35 Services to the Public ........................................................................................................................ 35 The Role of Politicians ....................................................................................................................... 36 Separating Policy from Operations ..............................................................................................
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