Civil Service Reform Martin Donnelly Permanent Secretary 1

Civil Service Reform Martin Donnelly Permanent Secretary 1

The case for change: the UK is facing significant economic challenges We have to, we need to, and we want to change… 2

The UK Government is focusing on two priorities… Efficiency Savings 1 Reduce the Deficit Preventing waste and focusing resources on genuinely beneficial activities. Public Sector Reform A longer term view of transforming public services while reducing future expenditure. 2 Promote Growth Using pan-Government resources to implement existing UK economic policy while looking for new ways to support business and stimulate opportunities for growth. 3

The transformed Civil Service will be more unified, more open, more accountable and more skilled… Services delivered online, designed for the customer Shared services and pooled buying power Fresh policy ideas from new places Accountability for decisions and major projects Better leadership and management of change Better skills for all civil servants 4

Civil Service Reform is already making a difference. . . Reform Plan Transformation across the Civil Service Digital strategies in every department 1750 Government websites in 2009. Reduced to 444 in 2010 www. gov. uk is just one example of a new integrated website, saving £ 42 m Digital services designed around the customer Share more services Shared service centres for HR, IT, Legal and audit services Reducing bureaucracy 6000 pages of procurement guidance replaced with 50 Contracts finder launched, with over 15, 000 contracts published so far Open up policy making Launch of “What Works” Centres: research and think tanks supported by central Government but working independently Set up Major Projects Leadership Academy 30 graduates already equipped to deal with £ 370 bn of major projects, 90 more in training First ever Civil Service-wide Capabilities Plan and Competency Framework 5 days training in commercial, digital, project and leadership skills every year for every civil servant 5

Civil Service Reform ‘in action’: the Department for Business, Innovation and Skills 6

The case for reform in BIS 7

Designing change in BIS 8

Better decision making 9

Adopting new values 10

New Ways of Working 11

Building capability in the organisation 12

The BIS Story: motivating our people and managing our reputation BIS is not as easy to sum up as other Departments yet our achievements, role and impact are equally important Learning how to manage our reputation better BIS’s capacity to deliver results and affect positive change depends to a large degree on being able to influence and inspire a wide range of stakeholders Providing clarity around our role in the world and why we matter • • • Developing a new kind of language Clear & inspiring narrative! Our role, our plan, our purpose! Focused not dumbed down! Energising our people and partners! Knitting together our plans • Demonstrate what we stand for • Capture our range of strengths • Allow for the urgent & visionary • Thought leading in our space • Provide perspective and a way in for anyone • Give us confidence & pride! The BIS Story Motivating and engaging our staff, influencing our stakeholders and manage our reputation 13

The BIS Story: motivating our people and managing our reputation Business as force for good Clear & inspiring It creates wealth and employment, increases living standards, fuels creativity and builds the confidence for growth Rationale Our purpose is to connect people to opportunity and prosperity Clear purpose We also believe Government has a vital part to play in helping businesses succeed Confident and focussed Our role is to make connections that deliver sustainable prosperity Making connections 14

The BIS Story: motivating our people and managing our reputation Government Connecting Business! Public Connecting Private! Education Connecting Industry Research Connecting Commerce Central Government Connecting Local Government Britain Connecting The World 15

Thank you. Questions? 16