Cabinet Secretary and Head of the Home Civil Service, Cabinet Office
In a year of political and economic change, what was your highlight of 2010?
This year has been fascinating – and probably the most momentous year for the civil service since World War II. Clearly, the smooth formation of the coalition government in the days after the election was, for those of us involved and for the country as a whole, a particularly interesting time. But the real highlight for me has been the way in which the whole civil service has responded to the need to implement the new Programme for Government over the months since the election, showing great professionalism and objectivity – helping to deliver the government’s top priority of reducing the deficit alongside some very demanding new policy agendas, such as the constitutional reform programme.
I’m also delighted that 2010 finally saw the core values of the civil service – honesty, objectivity, impartiality and integrity – embedded in legislation with cross-party support. It’s taken 150 years to get here, but this should ensure that the values that make the British civil service the envy of so many other countries continue to endure for many decades to come.
What is the biggest opportunity that coalition policies have created for the civil service?
The biggest opportunity is the renewed chance to unlock the creativity of the civil service. We won’t be able to achieve the deficit reduction needed if we continue to do things in the same way we’ve always done, or just by working people harder. We need to show real innovation, in the way we deliver services ourselves and in the policies which we develop. I think 2010 has seen the civil service grasp this opportunity. There have been thousands of suggestions from civil servants about how we can deliver things more efficiently, ‘better for less’, and all departments are helping to drive the government’s policy ambition to shift power towards neighbourhoods and communities.
What is the most challenging management task facing the civil service now?
The biggest challenge is keeping the civil service motivated through what will inevitably be a very challenging period for all of us. We have already seen pay freezes implemented and legislation being taken through Parliament to reform the Civil Service Compensation Scheme, along with a review of public sector pensions. There will, of course, also need to be many workforce reductions over the coming months, though the tough measures that have been put in place on salaries and compensation should help to minimise those reductions.
All of this is unsettling and disruptive – not just for those who leave the service, but for the majority who remain. Making sure the civil service emerges as a stronger organisation, and that we support everyone through the changes ahead, is a huge challenge for all civil service leaders and managers.
And what’s the key to succeeding in that task?
I think the two most important elements for managing this change successfully are pace and honesty. As I have travelled around the country over recent months I have met with hundreds of civil servants who understand the challenges we face, and recognise the need to make difficult decisions.
Their biggest plea is that we make the changes quickly and keep them fully informed and involved as we do so. That’s what we must do. Nobody likes uncertainty, and it is better for everyone – those who are staying in the civil service and those who will be moving on – that they are clear about their futures as soon as possible. So we need to make sure we push forward the necessary reforms and changes quickly.
We must also make sure that, at every stage, we are completely honest with all staff. As leaders, we will be judged – rightly – by the way in which we treat both those who are staying and those who are leaving: and that must, at all times, be with the utmost integrity.
What was the best Christmas present that you’ve ever given or received? And the worst?
One of the best presents I woke up to on Christmas morning was a bright red scooter. I had discovered the scooter under my mum’s bed, two weeks before Christmas; but my mum had told me she was keeping it for the next-door neighbour’s son. He was my best friend and I admit that for two weeks I was very jealous, as it was what I really wanted. So Christmas morning was a great surprise: my best friend got one as well so we scooted off together, both extremely happy.
The worst is easy. One year Father Christmas brought me and my two older brothers the same present: boxing gloves. Suffice to say, the next few days certainly toughened me up.
On the giving side, I am not always successful when buying clothes for my wife. It’s always disheartening to hear the question: “Did they have it in any other colours?”