Modern Civil Service Stories

The Civil Service is driving change through the 5 change priorities. If you or your team has worked on or delivered a project that fits one or more of the change priorities, we want to hear from you. We share blogs, stories and newsletters regularly that showcase the best of what civil servants do from every department and grade. You can submit ideas to us and check out some of the stories here:

Megan from Government Communications Service

I led on developing the GCS (Government Communications Service) Location Strategy, which aims to build stronger communities across the UK and increase the percentage of GCS roles outside of London.

With no budget and a team of two, GCS members were integral to delivering the strategy. While we designed the framework, for establishing local networks they have been driven forward by local members, enabling us to test what works well and evaluate progress on a national scale. 

Since developing the strategy:

communications teams have developed closer connections to local communities and improved local communications delivery, including handling of ministerial visits

three pilots have grown into nine active communities in just over 12 months (500+ members)

over 70% of communications roles are advertised have been in locations across the UK.

Place

Gregor from the Home Office

In 2021, I established the Scotland Junior Leaders Network, which aims to support AA-HEO staff from disadvantaged groups through both face to face and virtual targeted learning events.

Volunteers from 10 government departments have dedicated their time, going above and beyond busy day jobs to organise, promote and facilitate learning events, letting attendees build capability and promotion opportunities. The network also aims to launch a Leaders of the Future talent development programme and a local mentoring scheme. 

Over 500 colleagues have benefitted from the network so far and we continue to demonstrate that varied career journeys, regardless of backgrounds, are possible within the Civil Service.

Place

James from the Food Standards Agency

I created a Randomised Networking scheme in the Food Standards Agency (FSA), designed to break down silos and encourage people to meet others.

Each month, the scheme emails random pairs from across the FSA, allowing them to arrange a meeting to get to know each other. When I first designed the scheme, I used an Excel workbook to automate much of the matching and emailing process. As the scheme grew, I began to use SharePoint, Dataverse, Power Automate and Power Apps to build a fully automated digital service solution which enables members to manage their own account, pause their membership, keep track of previous matches and give feedback.

Randomised Networking now has over 500 active members. All SCS1, SCS2 directors, and Chair of the Board are subscribed. In 2023 it was one of the components that would support the FSA People Plan and the scheme is part of the department’s induction process.

Innovation

Gerald from the Department for Work and Pensions

As leader for the closure of a European funded programme ’Safe to Stay,’ I was responsible for the re-deployment of 150 members of staff in DWP from November 2022 to June 2024. This initiative ensured staff remained in the programme to conclude its delivery phase while having the security of positive future assignments.

I arranged awareness sessions from a range of professions across the Civil Service. I then organised job application support, including personal statement writing and interview technique teach-ins.

The programme finished on time and within cost. Colleagues have been re-deployed to a range of job roles across several government departments. I also created a series of Peer Development Networks, which provides a community where civil servants can share development experiences.

Capability

Alison from the Department for Business and Trade

Following a Machinery of Government change, the Organisational Capability Group in the Department for Business and Trade needed to redesign their learning and development approach for over 7,000 staff globally. 

We designed a brand-new Development Gateway site, providing a one stop shop curriculum overview for colleagues. We procured a Learning Hub to host all learning internally and to support individuals in designing their own learning journey. We introduced an updated operating model with representatives from every directorate in the organisation. Our regular communication campaigns encouraged interest in continuous learning. 

Since launch over 2000 people have accessed the Development Gateway. Our Learning Hub has improved access to learning, with 100% of staff registered on the platform. It has hosted over 440 learning events, with 3000 confirmed participants and contains over 60 e-learning modules that have over 9300 completions to date.

Digital and Data