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

Nicole from Department for Work and Pensions

I transformed the front of house area at my Jobcentre, making our services accessible to all customers. Actions included: 

  • replacing cluttered information boards with a large TV, showing slides with simple guidance – the original boards included small, unclear text and were difficult to reach by wheelchair users
  • creating a concise leaflet with QR code links to support contacts, food banks, Citizens Advice and alcohol aid groups
  • upskilling staff and customers with basic IT knowledge
  • creating powerpoints with current job openings, and ensuring these were used in the Jobcentre and at upcoming job fairs 

The new front of house format was positively received amongst senior members of staff and customers. We are now looking to roll out these changes across Jobcentres across the UK.

Delivery

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