Government Science and Engineering NetworkGovernment Science and Engineering Networkand Horizon Scanning Centreand Horizon Scanning Centre

Scenarios for the future civil serviceScenarios for the future civil serviceand implications for scientists and engineersand implications for scientists and engineers

2 November 20122 November 2012

Jane DowsettJane Dowsett Innovation SpaceInnovation Space

Beth HogbenBeth Hogben GO-ScienceGO-Science

Martin DuckworthMartin Duckworth HSC SupportHSC Support

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AgendaAgenda

1300 START

• Welcome, introductions and objectives 

• Five people in the GSE network

• Four Scenarios

• Group work to consider what each scenario means for scientist and engineers– What should individuals do for themselves?

BREAK

• Implications. What do the scenarios mean for the civil service?

• Discussion of actions– What should the profession do? – What should civil service organisations do?

1600 END

Civil Service Reform has implications for all professions

Francis Maude: “flatter, faster, more digital, more unified, with better capabilities and performance management, focused on outcomes not process, with modern terms and conditions, and which is more enjoyable to work for.”

Key actions announced June 2012:

• More rigorous performance management

• Strengthening capability

• Unified Civil Service

• New ways of delivering services

• Creating a modern employment offer for staff

• Open policy making

Our people offer valuable skills and expertise to today’s civil service

Leadership/Accountability

Professional integrity (speak truth to power)

Motivated by public service and intellectual challenge

Assurance of science and engineering activity

Pipeline of people with critical thinking and analytical perspective into Civil Service leadership positions

Openness

Networks with wider science and engineering community for learning, collaboration and advice

Communication of government science and engineering activity for transparency and growth

World renown, credible and respected - gateway for dialogue with industry, academia and international expertise

Skills

Deep knowledge in a wide range of areas (some known gaps)

Translation of policy issues into research questions and translation of results into advice on implications

Knowledge of the political, legislative and operational context for advice

Support for career development

Unified

HoSEP network across all major science and engineering civil service organisations

GSE – excellent foundation for sharing knowledge and know-how

Roles in all spheres of CS activity (operations, policy, PPM)

Professional identity emphasising collaboration, openness and transparency

Focal question for the projectFocal question for the project

How will the working environment, employment models and career prospects of civil service professional experts within government evolve over the next ten years to 2022?

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Themes for discussionThemes for discussion

• What kind of knowledge, skills and expertise (in the broadest sense) will be important in the civil service of the future?

• What models of access and supply of expertise will we have?

• What does it mean for career opportunities?

• What systems and processes (HR and IT) will be needed in order to develop and deploy expertise effectively?

• What does it mean for leadership in the profession? In the civil service as a whole?

CHARACTERSCHARACTERS

Five hypothetical Five hypothetical GSE membersGSE members

• Alice: young science PhD with industrial experience

• Brian: engineer using expertise in contracts and project management

• Clive: Chartered engineer in operational delivery

• David: science graduate, now civil service “generalist” in a policy role

• Emily: technical team leader with a science background

AliceAlice

Toxicologist in Health and Safety Executive

• 20’s

• PhD and industrial experience, in an area core to the work of the department

• Recruited from industry for her specific science knowledge and skills, which she uses in her day-to-day job

• Topic specialist practitioner in operational delivery

BrianBrian

Contracts manager in DfT

• 50’s

• Engineer by training

• His engineering discipline is a core function of his department, directly related to the work and output of the department

• Recruited from industry many years ago

• Brian now uses his engineering background in contracts negotiation and project management

• Programme / project manager, who sees his role as a facilitator

CliveClive

Electronic Engineer in MoD

• 40’s

• Chartered engineer, using his skills in his job

• He uses his engineering discipline to support the delivery of departmental functions (e.g. designing, developing and supporting systems and services)

• Joined civil service as an engineering apprentice and achieved professional qualifications and chartered engineer status through training on the job

• Topic specialist. Practitioner in operational delivery

DavidDavid

Expert in Health Policy (gained in DH and DfID)

• Late 50’s

• Scientist by training, he joined from academia

• PhD topic is no longer relevant to his work in the department, but he uses his scientific understanding and background to help in his current job of policy development

• After a variety of roles across Whitehall, David is now a civil service “generalist” and is a member of the policy profession with frequent contact with ministers.

• He sees himself as an advocate for better use of evidence in decision making.

EmilyEmily

Defra -

Evidence programme leader on biodiversity

• 40’s

• Science graduate entrant to civil service

• Her science discipline is a useful background to her work but she works with experts from a range of disciplines to support the core functions of the department.

• Current role is a technical team leader of a science-based team in a policy sphere.

• She takes steps to keep up with scientific developments in her area and has current skills in great demand.

SCENARIOSSCENARIOS

Summary of scenariosSummary of scenarios

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No Working Title Summary Use of expert skills

X Lean Government

Continuous improvement and automation deliver year-on-year increases in workforce productivity

Efficiency through technology and cross-departmental working

Y Slim down and divest

Slimmed down government through divesting functions and comprehensive outsourcing

Many skills and services have been outsourced to specialist providers

Z Investment for growth

The focus of government changes to public investment.

Resourced released by Reform Plan redeployed to supporting investment programme

Civil Service Reform PlanCivil Service Reform Plan

Expected 23% cut in size of civil service

between 2010 and 2015

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X. Lean GovernmentX. Lean Government

• Continuous improvement philosophy delivers year-on-year increases in workforce productivity. Outputs maintained with fewer people.

• Widespread automation of service delivery.

• Technology used effectively internally to transform working practices and the process of government.

• Interaction with 99% of the population now served by a single integrated smart-phone App.

• Expert skills applied more efficiently and more flexibly across departments.

• Less subcontracting, with more work done in-house.17

X. Lean GovernmentX. Lean Government

Further 23% cut between 2015 and 2022

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Y. “Slim down and Divest”Y. “Slim down and Divest”

• Civil service reforms achieve 2012 target reductions (23% by 2015) with difficulty. Comparisons with private industry productivity prove unwarranted.

• Ongoing political requirement to reduce headcount.

• Extensive privatisation and outsourcing of central government functions.

• Divesting of authority to local government or to EU agencies

• Technology used to automate but not reinvent 2012 procedures and processes.

• Specialist expertise contracted out. Work requiring graduate level skills is often outsourced within contractors to offshore low-cost subsidiaries.

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Y. “Slim down and Divest”Y. “Slim down and Divest”

Further 23% cut in headcount by 2022,

but total cost static after 2015

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headcount

costs

Z. “Investment for growth”Z. “Investment for growth”

• With low interest rates and the continued drive for economic growth, the priority shifts to the UK’s long-term competitiveness.

• Government focus changes towards public investment. – Infrastructure, education and the UK’s science base.

• Civil service capacity released by further reforms after 2012 has been redirected to support this programme.

• Technology used internally to automate 2012 procedures, but not transform the process of government. Interaction with the public now fully automated but on a department-by-department basis, with locally tailored systems.

• Increased demand for commercial and technical skills to manage, and sometimes to deliver, public investment programmes.

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Z. “Investment for growth”Z. “Investment for growth”

Increasing efficiency means fewer people needed per unit

of output, like Scenario X

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Z. “Investment for growth”Z. “Investment for growth”

But increased outputs reflecting increased national investment

232010 Year 2015 2020

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Z. “Investment for growth”Z. “Investment for growth”

But increased outputs reflecting increased national investment

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Growth in number of scientists and engineers after 2015 to service increased outputs

Scenario GroupsScenario Groups

• We need to divide into three groups of roughly equal size

• If you have a strong preference for one scenario, then please move towards the area designated for that scenario

• If you have that no strong preference for any scenario, then please move towards the centre of the room

• We will choose a dividing point to create three equal-sized groups

• Please listen to the instructions

EXERCISE 1EXERCISE 1

What does this scenario mean for the 5 characters A – E?

IMPLICATIONS IN THE FUTURE

• What are the implications of your future scenario for each character?

IMPLICATIONS TODAY

• If the character knew what was going to happen, what are the implications for them today?

– What does this mean for their situation today?

– What skills and career choices should they consider?

• What should this character do now?

Please use the Think Tank software to input your ideas

Plenary DiscussionPlenary Discussion

CHARACTERS

• What are the implications of the scenarios for each character?

• What does this mean for their situation today?

• What skills and career choices should they consider?

• What should this character do now? – What should individuals do for themselves? – Possible proactive actions?

Plenary DiscussionPlenary Discussion

• Alice: young science PhD with industrial experience

• Brian: engineer using expertise in contracts and project management

• Clive: Chartered engineer in operational delivery

• David: science graduate, now civil service “generalist” in a policy role

• Emily: technical team leader with a science background

TEA BREAKTEA BREAK

AgendaAgenda

1300 START

• Welcome, introductions and objectives 

• Five people in the GSE network

• Four Scenarios

• Group work to consider what each scenario means for scientist and engineers– What should individuals do for themselves?

BREAK

• Implications. What do the scenarios mean for the civil service?

• Discussion of actions– What should the profession do? – What should civil service organisations do?

1600 END

EXERCISE 2EXERCISE 2

What does this scenario mean for the civil service?

What does this scenario mean for scientists and engineers?

Discussion themes:

1. What kind of knowledge, skills and expertise (in the broadest sense) will be important in the civil service of the future?

2. What models of access and supply of expertise will we have?

3. What does it mean for career opportunities?

4. What systems and processes (HR and IT) will be needed in order to develop and deploy expertise effectively?

5. What does it mean for leadership in the profession? In the civil service as a whole?

Please use the wallcharts to capture your thoughts and feed them back to the other two groups.

Civil Service professional networksCivil Service professional networks

Plenary Discussion

Given the different possible futures shown in the scenarios, what does this mean for the network today?

• What should the professional network do?

• What advice should the professional network offer its members?

• What should civil service organisations do?

Next steps

• Feedback on scenarios and share with other professions

• Analysis of implications will inform recommendations to head of profession and senior network

• Publication of report – December 2012

• Follow up to ensure implementation

THANK YOUTHANK YOU