As the UK government moves forward with its plans to reform civil service accountability, this paper discusses how the Australian and New Zealand governments have approached this issue over the past two decades to inform the debate about reform in the UK.
This submission to the Public Administration Select Committee draws on the Institute for Government's work on civil service reform, transformation in departments and related issues.
Two years on from the 2010 Spending Review, this report is the first to look at how departments across Whitehall have coped with cuts and downsizing. Building on the Institute’s existing work on transformation and change, the report sets out the emerging lessons on leading change successfully and the challenges that lie ahead with further rounds of cuts.
The Centre for Management and Policy Studies was a Cabinet Office body which attempted to be both a hub for thinking in Whitehall and a body overseeing and providing direction to civil service learning and development. This case study examines why it was set up and why it did not achieve what was hoped.
This report examines the first year of the Government’s ICT strategy.
The Civil Service Reform Plan has now been published. We have set out seven key tests to evaluate whether the plan is a significant step towards a programme that will transform the Civil Service, or just another white paper style bubble that quickly bursts.
With publication of a civil service reform plan imminent, we examine what the plan needs to do to be successful.
The Institute for Government, in partnership with CIMA and Deloitte, looked at a number of areas within Whitehall where the use of management information is being improved. The research in this publication aims to provide a clearer understanding of the factors underpinning improvement, and to make suggestions about improvements across government.
Changes to civil service practices, culture and skills in the 1980s form an important stage in the development of the Civil Service. The Efficiency Unit was established in 1979 election by Prime Minister Margaret Thatcher to look for ways of saving money in departments, but developed a pattern of work that would also seek to tackle skills and culture, with some hope of thereby reforming the system itself.
This open letter sets out the Institute for Government's view of the challenges on civil service reform facing Sir Jeremy Heywood, the Cabinet Secretary, and Sir Bob Kerslake, the Head of the Civil Service, as they begin their dual leadership.