In our report, The Special Ones, we draw on the experiences of those who have run and worked in special units to distil seven pieces of advice on how to make a special unit work.
This briefing note explains the pressures facing public services, and the process by which public spending decisions are taken – and explains five changes needed for the next spending review to be effective.
This report looks at how successive prime ministers have all had to grapple with the central machine to get a system that works best for them. It draws on insights from those who have worked inside the centre of government and makes recommendations that will help prime ministers and the Civil Service function more effectively at the centre.
Why do some civil service reforms take off, while others limp on or tail off? What factors contribute to success – leadership, governance or collaboration? In this report, we aim to expose the alchemy of successful civil service reform. We analyse four past reforms considered as successful in the last 25 years to understand their success.
The Civil Service has a crucial role in determining whether or not the next government will be set on the path to success or failure. Since 2010, it has delivered unprecedented reforms to public services and deep spending cuts to departmental budgets.
This report considers the challenges leaders have faced while implementing change in Whitehall and outlines the approaches to overcoming them. It is based on in-depth evaluations of a core group of departments and a series of interviews across Whitehall.
This report is the final output of the Institute for Government’s 15-month programme of work on accountability arrangements in central government.
In 2012, our report Transforming Whitehall outlined nine key features of leading successful change in Whitehall departments. In this report we use these features as a framework to evaluate the progress of transformation at the Department for Education (DfE).
This paper reflects on the first year of the Connecting Policy with Practice programme, a partnership between the Institute for Government and the Big Lottery Fund.
Stronger leadership of functions could play a part in making Whitehall more effective in a number of ways. However the problems that stronger functional leadership could help to address vary greatly. Any new leadership model has to be based on a clear account of the weaknesses that the changes are designed to tackle. Looking at the Institute’s recent work, this note highlights four recurring rationales that could provide the basis for change. The analysis in this paper shows that each of these rationales point to different models for central leadership.