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Civil Service Commission Annual Report and Accounts 2020/21

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Civil Service Commission Annual Report and Accounts 2020/21 163 competitions chaired Interactive document by Commissioners. Click to navigate Where declared, disabled candidates made up of total applicants in competitions 5% chaired by Commissioners. Regulating recruitment to the Civil Service, Annual Report providing assurance that appointments are on merit on the and Accounts basis of fair and open competition Helping to promote the Civil Service Code and its values of honesty, integrity, objectivity and 2020/21 impartiality Where declared, ethnic minority candidates 25 made up 60,487 Accredited Life Chances people were recruited to schemes. the Civil Service through 23% fair and open of total applicants in competition. competitions chaired by Commissioners. HC 465 Civil Service Commission Annual Report and Accounts 2020/21 Accounts presented to Parliament, the Scottish Parliament and the National Assembly for Wales pursuant to paragraph 16 of Schedule 1 to the Constitutional Reform and Governance Act 2010 Report presented to Parliament, the Scottish Parliament and the National Assembly for Wales pursuant to paragraph 17 of Schedule 1 to the Constitutional Reform and Governance Act 2010 Ordered by the House of Commons to be printed 21 July 2021 HC 465 Annual Report 2020/21 © Crown copyright 2021 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/ version/3 Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at: www.gov.uk/official-documents Any enquiries regarding this publication should be sent to us at: Civil Service Commission, Room G/08, 1 Horse Guards Road, London SW1A 2HQ [email protected], 020 7271 0830 ISBN 978-1-5286-2461-9 CCS0321146200 07/21 Printed on paper containing 75% recycled fibre content minimum Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office 3 Annual Report 2020/21 Contents Performance Report 5 First Civil Service Commissioner’s foreword 5 Chief Executive’s introduction 7 Key facts 11 Highlights of 2020/21 14 What we do 15 Management information 35 Who we are 44 Corporate management 53 Accountability report 56 Corporate governance report 56 Remuneration and staff report 64 Parliamentary accountability and audit report 77 The Certificate and Report of the Comptroller and Auditor General to the Houses of Parliament 79 4 Annual Report 2020/21 Performance Report First Civil Service Commissioner’s foreword I am proud to present the 154th annual • Major issues of the day – The report in the history of the Civil Service Commission was quick to recognise Commission; the last in my tenure as First government’s need to recruit and Commissioner. redeploy senior and specialist people in bulk on a short-term basis to deliver Since the current Commission came Brexit, and so we created a protocol to together in 2016/17, the UK has faced enable them to do it. When COVID-19 struck, requiring a response on a much unprecedented challenges – whether bigger scale, the Commission enabled from Brexit and COVID-19, socio-economic the rapid mobilisation of people to tensions, security concerns or the roles across the Civil Service without increasing pace of science and technology losing the integrity of appointments. – and it has been ever more dependent on its Civil Service to respond. • Diversity - The top of the Civil Service has seen a welcome improving trend I believe the Civil Service has risen to that in gender diversity, with a record 19 set of challenges and the Commission has (out of 40) Permanent Secretaries played an important part in that response, being women in early 2021; it was 10 acting as a flexible and pragmatic in 2016. There is more to do to appoint regulator, supporting the priorities of the black and ethnic minority and disabled government of the day, and working with candidates at the top levels. We have Parliament to deliver the spirit of the helped to shine a bright light on this; progress is being made, particularly at Constitutional Reform and Governance Act. the early and mid-senior Civil Service level, and I hope my successor will see How have we done that? First, by this talent rise to the top. relentlessly doing the day job well, setting Recruitment Principles, leading • 21st century skills – There has been and auditing recruitments, promoting the significant progress in recruiting and Civil Service Code, seriously investigating growing the digital, cyber security, appeals and complaints, being flexible commercial, agile, investor, social when we can and standing up to abuses entrepreneur and other 21st century when we must. skills so in demand everywhere. The moves to relocate parts of the Secondly, as its ‘regulator’, we will Civil Service away from London will continue to challenge the Civil Service undoubtedly help this drive further, strategically, to retain relevance and to be opening access to pools of specialist representative of the society it serves. The talent in the regions without the historic competition with high London Commission identified four such priorities salaries. back in 2016 which have stood us well: 5 Annual Report 2020/21 • Life chances – This is the Commission’s I would hope this continues to be needed achievement in this period of infrequently, but will, I hope, serve future which I am personally most proud. Prime Ministers well when the need arises. Drawing upon a suggestion of the Civil Service in the North West and Finally, I would like to pay tribute to learning from the experience of my colleagues – the combination of 11 apprenticeships a decade earlier, we diverse and talented Commissioners, and developed accreditation schemes to our dedicated secretariat who make up the enable people from disadvantaged Commission who, in my judgement, are a backgrounds the opportunity to become civil servants, providing great example of a high-performing team them with life chances, improving in action, which has continued despite the diversity and lived experience the new demands of remote working, of the Civil Service, and supporting recruitment delays and surges in workload government priorities such as reducing since the pandemic struck. reoffending or supporting veterans. From a standing start, and overcoming It has been an honour to lead the all the obstacles that inevitably Commission through this period. As the UK cropped up, the Civil Service now has begins its recovery from this unique period a sustainable model for recruiting in history, I believe its role providing individuals who previously were not public assurance on the integrity of Civil accessible to them – ex-offenders, Service appointments, as well as offering military veterans, care leavers, challenge and support to the Civil Service, people with Down’s syndrome, is as important today as it has ever been. and many others. These priorities echo those outlined in the new Declaration on Government Reform and the Commission looks forward to supporting this work to help ensure we have a representative and effective Civil Service. This year, in my role as First Commissioner, Ian Watmore working with the last two Cabinet First Civil Service Commissioner Secretaries and Prime Ministers, I helped to develop a ‘de facto’ process for the appointment of the Cabinet Secretary to supplement the high-level guidance in the Cabinet Manual. 6 Annual Report 2020/21 Chief Executive’s introduction Like others writing similar introductions, First, the recruitment to senior posts at I am surprised to be highlighting the Director and Director General levels that COVID-19 pandemic for a second time in required a Commissioner to chair the an annual report. However, I am pleased process. Despite initial pauses in on-going to report that the difficulties we have recruitment campaigns or the launching all faced have not seen a detrimental of new campaigns, activity built quickly effect on the delivery of the Commission’s and by the end of March 2021 the annual functions, albeit that we have delivered total of requests for Commissioner- them in new and different ways. There chaired competitions peaked at the have been challenges at times, balancing highest level during my tenure as Chief the independence of the Commission as Executive. More details can be found at a regulator upholding legislation and page 31 of this report. This time last year, supporting the necessary and urgent recruitment processes were moving to appointments to enable the Civil Service virtual meetings and interviews in line to respond to the pandemic but, working with the government’s ‘work from home with our regulated bodies, we have where possible’ guidance. Throughout the been able to maintain assurance of the reporting period, as broader experience appropriateness of appointments. developed, early wrinkles have been ironed out and processes are proving The initial lull in the level of activity effective and efficient, even at the most on recruitment campaigns that senior level of Permanent Secretary. Commissioners personally chair was short-lived. The government and Civil The second category is that of Exceptions Service worked quickly to establish a to the Recruitment Principles to response to the emerging effects of the allow individuals to be appointed as pandemic and consequently a number temporary civil servants, without the of senior appointments followed. These need for appointment on merit following appointments fell into the following two fair and open competition. It quickly categories that required the Commission’s became apparent that, in particular, the involvement as the regulator, although Department for Health and Social Care both were equally important. (DHSC) including Test and Trace and Public Health England (PHE) would need to staff up quickly with a range of skills and experience that didn’t necessarily exist in the Civil Service in sufficient quantities.
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