Rebecca Sudworth, Deputy Civil Service Carers’ Lead, talks about the experiences of Civil Service young carers.
13 March 2024 is Young Carers Action Day and this year's theme is fair futures for young carers.
I am sure many of us have an image of what a carer looks like. Does it look like someone in their twenties balancing work and caring for a parent or disabled sibling? Yet that is the reality for some young people in the Civil Service. Nearly 4000 civil servants under the age of 30 are carers.
We encourage all our carers to complete a carer’s passport with the help of their line manager. They may find this on their departmental intranet but we have also put it here on GOV.UK. There is also a conversation map to guide them through the process.
Young people may be carers long before they start work. They may experience barriers to accessing and fully participating in education and training because of their caring roles and this can translate into barriers to employment. We are keen to break down these barriers which is why we have included young carers in our Going Forward into Employment (GFiE) programme.
The carers’GFiE scheme is run in partnership with the Carers Trust. It is available across the civil service, year-round and nationwide. It opens up opportunities in the civil service directly to carers, offering 12-24 month fixed term appointments with the potential for permanency in some cases. Alongside the job, the scheme offers support to candidates and their line managers.
One young GFiE participant has shared her story with us:
I'm a carer for both my parents. I first heard about GFiE through the carer centre in Tower Hamlets.
The GFiE scheme has offered me a chance. For me, this "chance" is what I really needed. Being a carer is busy most days and can be extremely tiring. Looking for jobs on my own was proving very difficult while juggling my day-to-day caring responsibilities at home.
GFiE offered me the chance to work in a great department and this has helped boost my confidence. I have been able to travel outside my home town and meet great people, all because of the chance I was given. It's helped me realise my potential.
My job role has many tasks and each day is different. I am able to work both at home and in the office while keeping my hours flexible if need be. Even though I am fully trained, I'm still learning new things every day and I love this.
Our team is very large and is scattered throughout the UK. Some of my colleagues are from Scotland, while others are from Wales. We all work together.
My advice to anyone thinking of applying for a GFiE vacancy is, ‘Go for it! You have nothing to lose.’
]]>Many of the legal decisions made in England and Wales are made by magistrates. They are ordinary
people who work in all sorts of fields and have no previous connection to the law profession.
Magistrates play a vital role in the justice system, volunteering their time to hear cases in the criminal and family court, to help to reduce the caseload in court and give access to justice to those who really need it.
You do not need any special qualifications or experience to be a magistrate. You are provided with the necessary training and will be given the support of a legal adviser.
People between 18 and 74 can apply, provided you can commit to at least 13 days a year, for at least five years. You can find out more about eligibility on the magistrate recruitment website. Christine Wright, who works in the transformation team at the Legal Aid Agency (LAA), tells us why she applied and how the Ministry of Justice (MoJ) supported her in the process.
Can you describe your role as a magistrate?
As a magistrate in the adult criminal court, I sit on a ‘bench’ of usually three magistrates. We hear
cases on things like minor assaults, motoring offences, theft and stalking. We pass the most serious
crimes, such as murder, rape and robbery, to the Crown Court.
After hearing all the evidence, we consider all the facts and decide if the person has committed an offence.
When considering a sentence we use sentencing guidelines, and consider culpability, harm, and any aggravating or mitigating factors, to make rational judgements on the punishment (e.g a short term prison sentence). We always bear in mind if any rehabilitation measures (e.g unpaid work) could help to reduce re-offending behaviour. We are supported by a legal adviser who ensures our proposed sentence is aligned with the law.
How did you find the process of applying to be a magistrate?
It was very straightforward. I read an article about being a magistrate on the MoJ intranet and decided to read up about it and apply when there were vacancies available in my local area. My
Deputy Directors were supportive of my application and I’ve been able to fit my 13 sitting days around work.
What are the biggest misconceptions?
That being a magistrate is an exclusive club and you have to be posh, old, male, and a lawyer to join. My cohort are a mix of people from all over Nottinghamshire – different genders, ethnicities, backgrounds, and careers. Out of 14 we have one student, some who work full time in sectors as broad as credit finance, retail and some stay-at-home carers – it really is for everyone.
How has being a magistrate helped you at work and beyond?
Not only does sitting as a magistrate help me at work, it also helps me give back to my community. It
has given me a real insight into the wider criminal justice system and the way all partners and agencies work together to deliver access to justice. For example, through Judicial College training, I’ve learned a lot about issues such as mental health and domestic abuse and this reminded me the importance of the LAA making it easier for vulnerable people to get legal support.
How to apply: www.icanbeamagistrate.co.uk.
]]>Civil Service Sports Council Active Wellbeing represents the organisation’s biggest push to get the Civil Service moving. Over 10,000 colleagues took part in 2023’s challenge, and 2024 is set to be its biggest and most inclusive yet. CSSC’s CEO Matt Bazeley, OBE, reflects on what sport means to him, and how he manages to balance the demands of a challenging job with staying active.
How did it all start?
I’m fortunate that I can remember being both interested and involved in sport for as long as I can remember being on this planet. I grew up in a very rural little village in South Oxfordshire, where we essentially lived outside, and this certainly helped.
I fell into what were then considered “boys” sports of football, rugby and cricket, following those through senior school, university and into my time in the army. I was lucky enough to enjoy playing all of those sports until well into my 40s. I still play bad cricket and bad golf in my 50s!
I have a passion for sport as a spectator, as a participant, as a volunteer, and as an organiser. I'll turn up to watch a game of tiddlywinks if there's something competitive going on.
Looking after myself
To be effective in my role I know in myself that I must do some sport or exercise to maintain my sense of personal wellbeing and if I go more than three 4-5 days without having done any exercise, I feel mentally and physically sluggish. There's a local gym in my village that I go to and in the winter and in the summer I'll try and run. If it’s a beautiful summer's morning in North Oxfordshire, that's not the worst way to start the day.
It allows me to refocus my brain. I am busy and I find myself juggling a lot of things. It's remarkable how you can dislocate from work just by going to the gym, taking the dogs for a walk, and in that time your brain works through things. You can put things in an order and it's constructive time. It might be away from work, but it has genuine work benefits.
I think it’s a bit like putting your car into the garage to get serviced. Fundamentally, nothing's changed. The car is still the car, but you've had that opportunity to freshen things up a little bit. The oil and filters are a bit better and you've just got things running a little smoother in your head. It is amazing how often you reconcile a way ahead on a particularly crunchy problem by stepping away from actually confronting it.
The benefits of taking part
Active Wellbeing exists to give the opportunity for as many civil servant employees to enjoy the benefits of some increase in their physical activity over the course of the challenge. We thoroughly celebrated the fact that last year we got a record number of civil servants participating, in excess of 10,000. If we were to get up towards 15,000, that would be a remarkable achievement. That said, any growth in the number of civil servants who are able to access and enjoy the benefits of the campaign would be a huge success for our perspective.
We’re not trying to turn anyone into an athlete overnight, quite the opposite. It doesn't matter what you do, just do something, and if that means you step away from your desk at lunchtime for half an hour, take the stairs instead of the lift, walk or roll one more tube, metro or bus stop further than usual that’s great – it all counts.
I firmly believe that physical activity gives you that opportunity to step away from work, get away from your responsibilities, focus on yourself, your own health and wellbeing. The time you are able to give to that activity will pay enormous dividends when you re-engage with work and with your family, you will simply be in a better place.
How you can be involved
The theme of this year’s campaign is breaking down barriers to getting active, and we’ve got some hugely inspirational individuals involved. One of whom is Matthew Trigg, who overcame a life-changing injury to compete in the Invictus Games. Keep an eye on our social media profiles to hear from Matt and others from January.
]]>On 31 January 1939, Friedrich (Fred) Weiss landed at Harwich in Essex to start his new life in the UK. Already 17, he was too old to be an official Kindertransport refugee, but travelled here with many of them from his home in Austria, fleeing Nazi persecution. Originally granted temporary leave to enter, he latterly became a British citizen, setting up a successful furniture business in Glasgow, marrying and raising his family there.
In 2019, one day short of 80 years after his arrival, 10 Downing Street held a Holocaust Memorial Day commemoration, hosted by his grandson – me. Colleagues at the very centre of Government heard the testimony of a Holocaust survivor, Steven Frank, alongside one from Eric Eugene Murangwa, a survivor of the Rwandan genocide (and, incidentally, a former international footballer).
The UK’s annual Holocaust Memorial Day was established by the Government in 2001 and takes place on 27 January - this year, marking the 79th anniversary of the liberation of the Auschwitz-Birkenau death camp. It remembers the millions of people killed in the Holocaust, Nazi Persecution and in subsequent genocides in Cambodia, Rwanda, Bosnia, and Darfur. In 2024, this coincides with the thirtieth anniversary of the Rwandan Genocide.
Remembering is more important than ever. People often invoke the platitude ‘never again’, but the point is that it has happened again in those more contemporary genocides. Hate continues to destroy and divide communities – right now, we are seeing massively increased levels of antisemitism and anti-Muslim hatred on the streets of the UK. It damages the most vulnerable, and it undermines the fabric of society.
And, yet, little more than ten years ago, the day was hardly marked at all in most Government departments. Spurred by this realisation, I worked with a group of inspirational colleagues across the Civil Service to build an HMD Champions network. And, in 2024, we now have almost thirty events taking place across every major Government department, as well as many of our agencies and arms’ length bodies.
Over the years, tens of thousands of civil servants – and countless Ministers – have joined our events, in person and virtually, to hear from a broad range of speakers. Most importantly, this includes survivors of the Holocaust. With each passing year, the opportunities to hear a survivor grow ever fewer. Those of us who have had that privilege bear an almost sacred responsibility to take up that mantle.
Because acts like these can’t simply be perpetrated by individuals - they rely on an organised, state-sponsored regime. So it is crucial for those of us in government to hear these testimonies, and to learn the lessons. Those lessons are uniquely powerful, can shape our world view, and continue to be key to so many of the things for which we are responsible.
Whether that is colleagues in FCDO and MOD seeking to bring and maintain peace around the world, the Home Office granting leave to those fleeing persecution, DLUHC building bridges between communities, or DfE ensuring that the next generation understand the mistakes of the past – wherever you are in Government, the impact of hearing a survivor’s story will add value to what you do.
This year’s HMD theme is the Fragility of Freedom and there is a varied programme of events already underway across departments. There are more details here, where you can also sign up for the whole-of-Government event being broadcast at 1pm on Friday 26 January to hear the testimony of Holocaust survivor Janine Webber BEM.
As we mark Holocaust Memorial Day 2024, I leave all Civil Service colleagues with a call to action:
Today is Carers’ Rights Day which provides a welcome opportunity to recognise the contribution of our carers.
Around a fifth of civil servants are carers. Caring comes in many forms, for example taking care of elderly relatives, or neighbours who need support, or children with disabilities. Caring is not easy but it is often incredibly rewarding and it hones a myriad of skills which are invaluable in the workplace such as patience, empathy and understanding.
Such skills are vital to good management and forging strong relationships with colleagues and customers. The benefits of a diverse workforce are well documented in the wider economy, in the civil service diversity in experience and skills can inform policy development and ensure better public services.
We value the work of our carers and strive to support them as much as possible. The civil service does this through the carer’s passport and our line manager toolkit as well as other measures such as special leave.
The support provided by departments is recognised through the ‘Carer Confident’ accreditation. It is great to see an increased number of civil servant organisations gaining this accreditation. The Intellectual Property Office gained Level 3 accreditation in June, the highest level of Carer Confident recognition. Further, HM Treasury has achieved Level 2 status alongside the Department for Transport, the Crown Prosecution Service and the Cabinet Office. Congratulations to all departments which have achieved this recognition, it is important for more organisations to seek accreditation to ensure the workplace is as inclusive as possible.
Anyone can take on careering responsibilities at any point in their working lives. Thank you to Steve Perry who works in the Cabinet Office for sharing his caring journey.
In 2019, Steve Perry became a carer for his mother
I unexpectedly became a carer for my mother as she was no longer able to live independently, I quickly became immersed in the world of state benefits and also having to deal with the NHS, social services and my solicitor. Having never been in this position, I didn't know where to go for support and had little time to research what help was available. To compound things, my pride and misplaced desire for 'home life' privacy delayed me from making my colleagues aware of my caring responsibilities.
As soon as my line manager knew, she signposted me to the help I needed and began a comprehensive programme of support. My experience of reaching out and receiving support was a relief. It was straightforward, positive and beneficial to my wellbeing and productivity.
My department, the Cabinet Office, recognises the importance of providing a supportive workplace for employees who are carers. This enables us to undertake our caring responsibilities while at the same time feeling included, engaged and productive in the work we do.
Please check out the support available in your organisation. The Carer's Passport was fundamental in discussing my caring needs with my line manager. Together we identified and recorded agreed solutions. This enabled me to match and flex my caring needs as my responsibilities changed and meet my work objectives too.
Also check if your organisation has a Carers’ Network where you will be able to meet other carers and share issues and information.
]]>When I joined the Civil Service and Homelessness and Rough Sleeping Directorate in late 2021, I had never worked in data before and wouldn’t label myself as a ‘data person’.
I was excited to work on a project with analytical colleagues to change the way local authorities collected and used data on rough sleeping. Our task was to develop a set of metrics that moved beyond headline numbers of people on the streets, and instead showed how people were moving through the whole system. For instance, if we know how many people return to the streets, we can try and understand why.
To make data on the complexity of rough sleeping comparable across the country, we arranged a series of workshops with experts at Centre for Homelessness Impact (CHI) and over 40 ‘early adopter’ areas to create clear metrics.
Over many months of testing, we were able to test definitions to ensure the indicators would paint an accurate picture of the state of rough sleeping in England, supporting local areas to tailor their approach to rough sleeping.
Working on this project has demonstrated how data is relevant to roles across policy, analysis, project management (and more!) but importantly, across national and local government.
It has also demonstrated the value of collaborative working, with analysts’ knowledge in designing data collections and ensuring data quality, policy’s expertise in policy engagement and testing by the third sector and local partners on the ground by local partners enabling the success of the framework.
It has been my role to lead the project from a policy perspective; ensuring the project delivers to a tight timescale, engaging seniors and Ministers on the project and working with our key external stakeholders to sustain their engagement in the framework.
It is important to remember that the data we are collecting represent the lives of the most vulnerable groups in our society. We also know every journey into rough sleeping is unique both to the individual and the local area. I am really proud to have delivered a framework which will enable local and national government to develop a common framework for what it means to end rough sleeping, whilst also enabling local areas to tailor their plans for ensuring that rough sleeping is rare, brief and non-recurrent.
Although I started off with the assumption that I wasn’t necessarily a data person, since working on this data-led project – I can say that my perception that data was only for data specialists has changed, and that I would call myself a ‘data person’ now!
]]>The fast pace of technological change is creating new opportunities for how we can deliver exceptional public service.
But I’ve always thought that telling people: “Be more innovative!” is a fairly unhelpful instruction.
Over the last six months, I’ve been speaking to academics, researchers and private sector companies, and asking them one question: “What is it that innovative organisations do that other organisations don’t?”.
The answer? They have the culture, funding, insight, networks and skills for innovation.
Here are seven ideas for how to make the civil service more innovative:
When people don’t innovate it is because they feel that they won’t be supported. It doesn’t feel safe to try new things.
Ministers tell me they want to see more creativity and innovation. They don’t want people to take crazy reputational risks, but they do want people to try something new. Civil servants need to know they will be supported to try something different and we will have their backs if it doesn’t work.
In the Government Communications Service (GCS) we are being clear that no one will be penalised for trying something new. We are supporting this with Project Spark - our Dragon’s Den style competition to encourage people to submit ideas that we will help them to develop.
Budgets are tight. And that could mean finding the money for innovation is a problem.
But that’s thinking about it the wrong way. We already spend £350 million on marketing and communications across government. The biggest private sector advertisers spend around 10% of their budgets on innovation. So that’s what we have done in GCS.
We have changed spending controls to encourage departments to spend up to 10% of their campaign budget on new techniques from which we can test and learn. If the full 10% was used that would give us a £35m annual innovation budget.
More than 30 innovation projects are being piloted as part of this year’s campaigns. Some are new to a department, some are new to government and some have never been tried anywhere before.
As well as finding ideas from within the civil service, we need to identify the best external ideas. Our Horizon Review, written with the Centre for Data Ethics and Innovation, identified emerging technologies likely to shape communications over the next ten years.
And our new Innovation Hub brings together leaders from GCS with technology companies like Google and Snapchat to scan the horizon and develop a pipeline of the most promising new technology. We meet every six weeks and invite tech start-ups to pitch a 15-minute idea for how to improve Government comms.
It’s easy to get carried away by a persuasive pitch, so we need the right testing and evaluation to assess which pilots are working. We’ve published new test and learn guidelines on how to use A/B and multivariate testing. And our new Evaluation Council will expose our pilots to scrutiny and give an independent view on the performance of projects.
When innovation does happen in Government we don’t always scale it quickly enough. If the Royal Navy’s new AI-driven virtual recruitment assistant works then we should scale it to other campaigns and do a better job of hiring teachers, nurses, and prison officers. And if it doesn’t work, then other departments need to know why.
GCS Connect is our new online portal and will be our network for innovation - allowing people to share ideas and to ask for help. More than 5,000 GCS members have signed up since November.
Great people will remain at the heart of our work and I want all GCS members to be confident in using the latest practices and techniques.
That’s why we’ve launched GCS Advance - a step change in the quality of learning and development for Government communicators. It focuses on digital and data skills, with modules on AI at every level.
The pilot starts this month, with 700 people already signed up, and the full programme launches in April. Our ambition is for 2,500 GCS members to be part of a GCS Advance programme by March 2025.
New technology doesn’t come without its challenges. There are issues around accuracy, bias, transparency, privacy and security. Having clear ethical principles and being transparent about the use of new technology will maintain public trust.
That’s why we’re developing an ethical decision-making framework - an easy-to-use tool that can help GCS members decide whether or not to adopt new technology. It will give people the confidence to innovate and understand the checks and balances needed to avoid unintended consequences.
September takes on a lot of meaning for many. Autumn is ushered in with its vibrant colourful fall of leaves, bringing cosy nights in as we enjoy a nice cup of tea. Its long dark nights can signal the countdown for Christmas for many of us.
In a similar vein, the Civil Service Race Forum’s (CSRF) ESEA Working Group is eagerly counting down the days until September. The reason being as it’s a month-long commemoration of East and South East Asian heritage.
ESEA Heritage Month
Did you know there are many countries that make up the ESEA region? These include Brunei, Burma (Myanmar), Cambodia, China, Hong Kong, Indonesia, Japan, Laos, Macau, Malaysia, Mongolia, North Korea, Singapore, South Korea, Taiwan, Thailand, the Philippines, Timor-Leste, and Vietnam. That’s a rich mix of cultures, identities, heritages, roots, languages, and more with some currently existing within the Civil Service.
Compared to other months commemorating other cultures, ESEA Heritage Month is in its infancy with 2023 being its third year in the UK. This is the second year it’s being celebrated in the Civil Service. While it’s not officially recognised, it’s fast growing and being recognised across Civil Service diversity & inclusion groups, local communities, and wider society.
Commemorate and celebrate
A group of ESEA individuals formed ESEA Heritage Month, commemorating those who have contributed positively to British society and celebrating the richness of ESEA culture.
ESEA heritage and history aren’t mainstream topics. Having done some research, many ESEA civil servants weren’t aware of poignant events affecting ESEA people, and nor were they aware of Frank Soo, the first ever British footballer to have ESEA heritage.
Shining a spotlight
Thankfully, we have a cross-government Working Group shining more of a spotlight on ESEA stories previously hidden in society. Its membership encompasses Civil Servants from multiple departments, other government departments, and arms-length bodies. Membership has grown to over 300 in the past two years alone.
This group was founded in 2021 and is a space where ESEA civil servants and allies can discuss, celebrate, and promote cultures. Within the UK and globally, there is wider awareness and celebration of ESEA cultures. This is seen in the US with the Asian American and Pacific Islander Heritage Month taking place every May.
The founders and current committee members recognise the importance of building solidarity and acknowledge the significant impact the ESEA community has in the Civil Service and wider afield.
Celebration time!
On 5 September, come and join our flagship hybrid launch event in London where we’ll be celebrating the Working Group’s achievements and hearing from members about what this special month means to them.
In collaboration with over five government departments, we’ll be holding other events including:
We hope you all can attend and celebrate the rich and colourful histories of the diaspora which this expansive part of the continent has brought to the world today.
If you’re interested in joining the ESEA Working Group, please complete our registration form.
]]>I’m Lance Corporal Julian Hendy-Ibbs, I serve with Signals Platoon, HQ Company, 4PARA based in Pudsey. Previously I was an Air Training Corps cadet and instructor.
I joined both the Civil Service and 4PARA in 2017, passing Pegasus Company in 2019 aged 36. But I passionately felt a calling to serve as a military chaplain and believe I should serve in the frontline Reserves while I train to be an Anglican priest.
Along the way, I’ve experienced many highs and lows. My low point was when a medical issue prevented me from attempting Pegasus Company, (aka P Company) the organisation that run the test week and build up exercises for those in selection to join the UK Airborne Forces. Continuing was difficult but I had the determination to achieve my aim and join the regiment and with a supportive chain of command, we were able to resolve the issue and I passed on my first attempt. Besides, any low points were vastly outweighed by the deep satisfaction on earning the famous maroon beret and parachute wings.
It’s all a world away from the day job. I work in the Defence People Team’s secretariat. I currently co-chair the Civil Service Sexual & Domestic Abuse Network and I’m Vice Chair of the Defence Disability Network. The Civil Service gives me at least 15 days special paid leave for training, sometimes at short notice, to fulfil my reservist duties.
The Reservists Networks, led by Warrant Officer Class 1 Simon Jeffery, provides invaluable support to both the reservist and employer. If you are reading this and want to visit any Reserves unit CONTACT: simon.jeffery492@mod.gov.uk.
Since joining 4PARA, I’ve been very fortunate receiving a wide range of opportunities. I’ve completed courses as a team medic, basic radio user as well as a promotion course. The Reserves offers a range of qualifications, some are specific to service others have benefits externally, such as learning to drive. There are also opportunities for adventurous training including courses in skiing, kayak coaching courses and skydiving in the UK and California.
The reserves gave me the opportunities to travel overseas I attended annual camp in Cyprus last year and jumped into Arnhem in September, working alongside various allied nations. More recently I deployed to Cyprus supporting the evacuation of British personnel in Sudan, which was done at short notice and support was provided to my family and employer by 4PARA.
I’ve spotted that since becoming a Reservist, my organisation, communication, leadership skills and confidence - essential skills in both my careers - have improved. My MOD career has given me a greater understanding about the development of reserve forces policy and our place in the wider armed forces.
If you’re a civil servant considering joining the Reserves, go for it! Getting up on a freezing January morning at 5am can be challenging, but the people I’m lucky enough to work with, the friendships formed and exhilaration of seeing the Milky Way as I descend out of an aircraft at midnight are second to none.
]]>Approximately 24,000 civil servants transfer between government departments every year. However, the current process is largely manual. User satisfaction is quite low and it often takes longer than it should for a civil servant to complete their transfer. Ineffective guidance contributes to low user satisfaction and it’s one of the reasons a transfer takes so long.
Work is underway to digitise the staff transfer process. This will make it easier for the Civil Service to have the right people in the right places at the right time to deliver for citizens. In the meantime, the Cabinet Office Staff Transfers team looked at how content design could improve the current experience for civil servants.
Nearly one in four people look at GOV.UK every week. Users rely on it to find detailed information and guidance on a range of government services.
When designed correctly, guidance should:
This doesn’t happen by magic. Good content relies on user research and analytics to find out exactly what users need to know, not what we might want to tell them.
Without expert content design, even if content is created with best intentions to meet user needs, there may be problems when trying to engage a range of diverse users.
Feedback from users told us that the previous guidance was not as helpful as expected. It was:
These problems meant users:
Research shows that even higher literacy people prefer plain English. It allows them to understand the information as quickly as possible.
In the context of guidance, simpler really is better. And making the staff transfer guidance easier to understand would result in fewer errors and a quicker process.
Working with users and HR experts, we reviewed and rewrote the guidance. We identified complex text and replaced it to:
This helped us remove almost 3,000 words while also making it clearer.
We also developed an improved step-by-step guide which helps users find the information they need faster.
We tested several versions of the new content with a range of users from across the Civil Service to assess:
This was to make sure the designs met the needs of the people who use it.
Through testing, we found that when we presented with a link to the form early in the guidance, some users did not read on. They missed valuable information, instead opting to just fill in the form. By moving the link to later in the guidance, we discouraged users from skipping information that will help them transfer.
We were also able to use the guidance to address common misunderstandings that came up in testing. For example, employees do not need to resign when transferring because they are not leaving the Civil Service.
Since launching the improved guidance, we have seen:
The new and improved guidance and staff transfer form are available on the GOV.UK staff transfer webpage.
These updates improve the existing transfer experience before the digital service launches in autumn 2023.
Look out for more blogs where we will share future updates.
]]>