In your experience, what are the biggest strengths and weaknesses of our civil service?
I feel that the thoroughness and thoughtfulness with which it goes about its business is a huge strength – but at the same time this often leads to long lead times for change.
What’s the biggest misconception about the civil service among accountancy professionals?
The biggest myth is that those who have worked in business or industry cannot possibly hope to have a career in the public sector, as they wouldn’t understand the environment. The challenges around financial management are the same whichever industry or sector you are in.
In your opinion, how could partnership working between government and the accountancy profession be improved?
There certainly needs to be a better understanding of each other – the accountancy profession could learn how decision-making works in the public sector, while government needs to fully understand what the accountancy profession can bring. Economic policy and financial management need to work hand-in-hand for sustainable growth.
What was the most inspiring government project that you’ve been involved in, and why?
In response to the Treasury’s Financial Management Review, we argued that the scale of our debt and deficit challenges demanded structural reforms across government. The appointment of Julian Kelly as director general of public spending and finance was a step in the right direction.