Permanent secretary, Department for Education
In a year of political and economic change, what was your highlight of 2010?
I was proud to be British and proud to be a civil servant! Our ability to come through a post-election period of uncertainty in such a calm and measured way is what makes this such a great country. And the fact that it happened so smoothly was down, in no small measure, to all the civil servants who ‘oiled the wheels’ of the negotiations during those historic five days in May.
In terms of my job, I was very pleased with the way in which the Department for Education responded to the change of government. We helped the new administration get moving very rapidly in implementing its programme for education. And we’ve certainly been successful, if you look at the Academies and Free Schools initiatives, as well as the suite of reforms proposed in our schools white paper.
As for a personal highlight, I continued to keep fit and healthy, and can still get into clothes that I was wearing 20 years ago… despite the obvious fashion implications!
What is the biggest opportunity that coalition policies have created for the civil service?
We have a great chance to demonstrate the unique role of the civil service in providing advice that keeps pace with the coalition’s desire to reform public services. This, of course, is not a ‘given’, so we have to ensure that we are not left behind, leaving others to fill the policy vacuum.
What is the most challenging management task facing the civil service now?
At the same time as providing the best possible policy advice, we need to make our administration reductions efficiently and effectively. That means treating all of our people properly, including those who are leaving. At the same time, though, we have to show that a leaner civil service will continue to provide high-quality advice to ministers. We also have to demonstrate that we understand implementation and are prepared to leave behind some of our more bureaucratic and centralising tendencies. ‘Trusting the front line’ might be harder for us than we think.
And what’s the key to succeeding in that task?
Staff engagement. The days of ‘heroic’ leadership – if they ever existed – have long since gone. We will only succeed if everyone feels part of our mission. The most recent cross-service staff survey demonstrates that we have no room for complacency. It also means [there is a need for] high visibility within our organisations on the part of permanent secretaries and senior leaders.
What was the best Christmas present that you’ve ever given or received? And the worst?
As an eight year-old, I always remember receiving my first ever goalkeeper’s outfit (I still have the photograph!). Despite my best endeavours, it didn’t lead to the Scotland ‘cap’ that I always dreamt of. On giving gifts, I pride myself on the very different presents that I give my wife each year. As for the worst; well, if someone has taken the effort to give me a present, then whatever I might think about it, I certainly won’t complain.