David Lamberti, Cabinet Office


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David Lamberti, Cabinet Office

  1. 1. Implementation & Performance Management in the UK Government Presentation to Italian Government 6 February 2014 David Lamberti Director of Government Implementation
  2. 2. 1. 2. 3. 4. 5. 6. Structure of UK Government Policy Co-ordination Implementation Efficiency Digital Channels Reform of the Civil Service
  3. 3. Structure of UK Government The UK operates a Cabinet government, with 24 ministerial departments Prime Minister Cabinet Secretary of State Ministerial Departments Cabinet Office Other Govt Depts HM Treasury Other public bodies and agencies The Prime Minister as the head of the UK Government is ultimately responsible for all policy decisions There are 24 ministerial departments as well as over 300 other public bodies and Agencies. The Cabinet Office supports the Prime Minister and Deputy Prime Minister and ensures the smooth running of Government The Treasury sets taxes, spending and economic policy These departments are called the Centre
  4. 4. 1. 2. 3. 4. 5. 6. Structure of UK Government Policy Co-ordination Implementation Efficiency Digital Channels Reform of the Civil Service
  5. 5. Policy Co-ordination To ensure that Cabinet discusses the right things at the right time, the Cabinet Secretariat co-ordinates formal policy decision-making The Economic and Domestic Affairs Secretariat is the unit which provides support to the Prime Minister and Cabinet on the government's economic and domestic policies by providing policy advice and briefing, working across government to develop, support and secure collective agreement to domestic policies Its key role is: • Supporting the weekly meetings of Cabinet • Supporting the work of Cabinet Committees and sub-Committees, and the collective agreement process across government departments • Providing policy advice, analysis and briefing to the Prime Minister and Committee chairs • Supporting the Joint Ministerial Committee with devolved Ministers and coordinating the Government's relations with the devolved administrations (Scotland, Wales and Northern Ireland) • Overseeing the arrangements to enhance public confidence in statistics • Advising the Cabinet Secretary and PM on Machinery of Government
  6. 6. 1. 2. 3. 4. 5. 6. Structure of UK Government Policy Co-ordination Implementation Efficiency Digital Channels Reform of the Civil Service
  7. 7. Implementation Governments want to see their policies implemented. There are various mechanisms to make this happen • It is a top priority of all Governments to ensure that the things they have said they will do are implemented in a timely and effective way • The Implementation Unit within Cabinet Office is responsible for implementing the PM and DPM‟s top policy priorities, and monitoring and improving policy implementation across the whole of Government • The Major Projects Authority was launched in 2011 to improve the governance and performance of the Government‟s largest projects
  8. 8. Implementation Unit The unit is jointly accountable to the Minister for Government Policy, the Chief Secretary to the Treasury and, through them, to the PM, DPM and Chancellor of the Exchequer • The Implementation Unit’s goals are to: - Provide accurate, timely assessment of the PM / DPM‟s implementation priorities - Undertake „deep dive‟ reviews into key policy implementation problems (with a strong emphasis on front line intelligence) - Develop greater implementation capability across Whitehall • The Unit is also responsible for the Government‟s policy performance framework and accountability for how the Government is performing against its stated policy goals. This includes ownership of the Departmental Business Plans, which set out the major policy and implementation priorities each department has committed to undertake • The Unit works closely with the No10 Policy Unit, the Deputy Prime Minister‟s Office, the wider Cabinet Office, HM Treasury and other Departments • Our forward work programme is developed in collaboration with Departments and central stakeholders, and is signed off by the PM and DPM
  9. 9. Major Projects Authority The centre of government also conducts assurance of major projects The Major Projects Authority is a partnership between the Cabinet Office, the Treasury and Departments Its role includes: • • • Approving integrated assurance and approval plans for each major project or programme Carrying out project assurance reviews and ensuring that action is taken to address any issues raised Working with departments to build capability in projects and programme management Publication of project information and annual reviews provides transparency to the public. There are currently 191 projects in the MPA portfolio, ranging from more traditional infrastructure such as high-speed rail, schools and hospitals through to new benefit payment systems
  10. 10. 1. 2. 3. 4. 5. 6. Structure of UK Government Policy Co-ordination Implementation Efficiency Digital Channels Reform of the Civil Service
  11. 11. Efficiency & Reform Group Efficiency • Between early 2008 and early 2010 UK Gross Domestic Product shrank by 5%. In 2009/10 Government spending was nearly 50%1 of GDP. In May 2010 Britain was forecast to have the highest deficit amongst the G20 • In response, the Coalition Government set out plans to reduce the structural deficit, with the main responsibility for deficit reduction borne by reduced spending rather than increased taxes • The Efficiency and Reform Group (ERG) was established to implement this process of reform. Cabinet Office and Treasury work together as a corporate centre, supporting central government departments to eliminate waste and inefficient spending whilst investing in and improving front-line services. Cabinet Office exercise spend controls on behalf of HM Treasury
  12. 12. Efficiency & Reform Group - Savings
  13. 13. 1. 2. 3. 4. 5. 6. Structure of UK Government Policy Co-ordination Implementation Efficiency Digital Channels Reform of the Civil Service
  14. 14. Digital Transformation The way people connect with government is changing • Twenty years ago, technology was very different. Today, digital services can harness the power and convenience of the internet to make these interactions quicker, simpler and more secure • To help deliver the digital transformation of public information and services we have created the Government Digital Service (GDS) • GDS is providing simpler, clearer and faster government information and services built around user needs, not the needs of government • We want to make it easier for people to do things like pay their car tax, book driving tests, complete tax returns, or apply for their state pension online • GDS through its various programmes will deliver more than £1.1bn in savings • The average cost of a digital transaction is: 20 x lower than phone; 30 x lower than postal and 50 x lower than face-to-face
  15. 15. Digital Transformation The GOV.UK website is the best place to find government information and services • We want to make services so easy and convenient that all those who can use them prefer to do so, and without any assistance • Our “digital by default” approach commits to the redesigning and rebuilding of 25 exemplar services by March 2015 • GOV.UK is the new UK Government • The first digital by default exemplar (Student Loan Company online) saw website which has been created, a 142% increase in user satisfaction. replacing 1700 government websites • As of December 2013, there has been • Apprenticeship vacancies online application service (1.38 million over half a billion visits to the site transactions a year) • 30% of people accessed the site via a • Average of 900 applications per week phone or tablet and 137,000 visits in made online for Lasting Power of 2013 were made through a PS3 Attorney
  16. 16. 1. 2. 3. 4. 5. 6. Structure of UK Government Policy Co-ordination Implementation Efficiency Digital Channels Reform of the Civil Service
  17. 17. Reform of the Civil Service Rising public expectations coupled with less public spending means the Civil Service needs to change to meet the long term challenges that all economies are facing. The Civil Service Reform Plan was published in June 2012 with a Progress Report published a year later in July 2013 • The Plan focuses on: • Clarifying the future size and shape of the Civil Service • Improving policy making capability • Implementing policy and sharpening accountability • Building capability by strengthening skills, deploying talent and improving organisational performance across the Civil Service • Creating a modern employment offer for staff that encourages and rewards a productive, professional and engaged workforce
  18. 18. Any questions? david.lamberti@cabinet-office.gsi.gov.uk