...product of an ongoing dialogue between us and our managers about what we need to deliver, how our work contributes to wider priorities, and how our development needs can be...
...from our response to COVID-19; both the successes and the failures to ensure that we make sustainable improvements to how we serve our citizens. As civil servants this is not...
...I, for example, have been consistently mixed up by colleagues, many who worked closely with us, to which management responded: ‘they need to make themselves better known’. Not only did...
...to the office (NATO is not great to get to, by public transport) whilst the Ambassador at the time, Peter Ricketts – later National Security Advisor, used to invite me...
...to: talk to customer advisers to understand how the service ran consult with experts and a range of stakeholders use the information I had gathered to make decisions in the...
...internet every day, only 2% of the population have any kind of digital interaction with the NHS. This needs to change, not only for patient care, but also to improve...
In recent years we’ve been trying to raise the profile of professions and professionalism in the Civil Service. Some civil servants – lawyers or psychologists for example - belong to...
...shared inbox copy one another into emails and ask colleagues to copy both partners in to all communications create a system to flag emails for each other to read, so...
...are able to access ever-increasing amounts of information in more digestible formats, they are better informed in their decision-making. The progress we have made to date in making smarter use...
...use and switched systems off when in not in use. Greenhouse gas emissions saved by departments in 2014-15 (Greening Government Commitments Annual Report, April 2014 to March 2015 - published...
