Shortlist

The Chris Martin Policy Award

The Nominees

EU exit agriculture legislation team

EU Exit Agriculture Legislation Team

Department for Environment, Food and Rural Affairs |

This nomination is for the policy and legal teams which have handled the huge challenge of delivering a working statute book for agriculture for day 1 of the UK’s exit from the EU. The teams are responsible for going through, with fine tooth combs, the thousands of pages of EU legislation that applies to agriculture, and finding “fixes” to make that legislation operable once we’ve left the EU. The size of the challenge has been enormous. From scoping the work out the outset – auditing decades’ worth of EU legislation and establishing what we needed to do with which parts of existing statute – to standing up teams, recruiting and training people entirely new to the Civil Service and delivering huge amounts of complex policy analysis and development to make the necessary changes to the Withdrawal Act. We are still only part way through the challenge. But this nomination is to recognise the great progress that has been made over such a short period by a relatively small team. The collaborative approach, the pace, professionalism and pride every day in delivering against an enormous and ever moving challenge really has demonstrated the very best the Civil Service has to offer.

Legacy Policy Team Northern Ireland Office (1)

Legacy Policy Team Northern Ireland Office

Northern Ireland Office |

Addressing the legacy of Northern Ireland’s past is one of the most important, complex, and politically sensitive, issues facing the UK Government. It is of direct importance in maintaining relationships between the UK, the Irish Government and the political parties in Northern Ireland. These are also critical to achieving EU Exit objectives and maintaining the Government’s Confidence & Supply arrangement with the DUP. Progress in this area is also critical to supporting victims and survivors of the Troubles and enabling communities to move forward.

Over 3500 people lost their lives during the Troubles, including 1000 members of the security forces. While the 2014 Stormont House Agreement reached a broad consensus on the creation of institutions to address the past, taking these recommendations forward has been beset by complexity and political difficulties, compounded by the ongoing political impasse in NI. There are diverse, opposing, and very deeply embedded views across all those impacted by the Troubles, and the issue, and how it should be addressed, is perceived very differently across NI, and in GB. Publication, in May 2018, of a formal consultation and draft bill was a huge achievement. 

Race Disparity Unit

Race Disparity Unit

Cabinet Office |

The Race Disparity Audit is one of the defining domestic policy achievements of this Government. Announced by the Prime Minister a month into her tenure, the project has involved looking critically and comprehensively at the outcomes of people of different ethnicities across all public services – something no other country has done before.

I am nominating the team behind it: the Race Disparity Unit (RDU) in the Cabinet Office. They have done something remarkable, the impact of which will last for many years and will be increasingly appreciated over time. This success was not inevitable, however, and it is due to the tenacity, brilliance and sheer hard work of the small unit that the Audit was so widely lauded when it was first published in October 2017. This same hard work, with No.10, the wider Cabinet Office and numerous Government departments, has also created a strong pipeline of policy announcements in response.

In doing so, they have also become a knowledge hub in Government for a wide range of issues relating to ethnicity, data, transparency and behaviour change. Their achievements are considerable and deserve to be recognised by the Civil Service Awards.

The Collaboration Award

Sponsored By

The Nominees

Communities for Work and Parents, Childcare & Employment Programme Team

Communities for Work and Parents, Childcare & Employment Programme Team

Welsh Government |
 

Delivering a key objective for the Welsh and UK Governments, as well as the European Commission, Welsh Government held strategic discussions with a range of stakeholders to develop and establish community based employability programmes working with the hardest to reach individuals in society. Stakeholders included:

  • Department for Work and Pensions (DWP)
  • Welsh Local Government Association (WLGA)
  • 22 Local Authorities
  • Third sector organisations
  • Welsh European Funding Office (WEFO)

Based on excellent evaluations of previous programmes (Want to Work, ESICC and LIFT), negotiations were successful in achieving a combination of resources, skills, knowledge and expertise to develop the Communities for Work (CfW) and the Parents, Childcare and Employment (PaCE) programmes.

The programmes’ joint Strategic Board was established with membership from Welsh Government, DWP, WLGA, third sector and the WEFO. It provides multi-agency, strategic and collaborative oversight to ensure both programmes are delivering to maximum effect to tackle poverty through sustainable employment.

This unique cross-Government approach is an excellent example of a collaborative strategic relationship between devolved, local and national Governments and has been instrumental in securing over £85m to deliver CfW and PaCE across Wales driving better outcomes for individuals and communities. 

Future Frigate Campaign Team, UK and Australia

Future Frigate Campaign Team, UK and Australia

Department for International Trade |

This nomination is for the cross-Whitehall team that campaigned successfully for BAE Systems to win the Australian Future Frigate Contract, worth £20billion. This team included many individuals from DSO (DIT), MOD, FCO and Cabinet Office, as well as key players within BAES in the UK and Australia. 
The Future Frigate team worked together in an innovative and collaborative way, breaking down barriers between departments and with industry. This contract, to design and build nine new frigates in Australia, is one of the biggest in the world and the second largest in Australia's history. Success, announced in June 2018, came against strong Spanish and Italian competition, and was a boost for 'Global Britain'. It secured BAES as Australia's ship-building partner for the next 40 years; and is a big step forward in the UK-Australia strategic relationship.
 

Scottish General Medical Services Contract Negotiation Team

Scottish General Medical Services Contract Negotiation Team

Scottish Government |

The first entirely Scottish GP contract came into effect on 1 April 2018. The £900 million contract covers 950 GP practices providing around 25 million healthcare interactions every year. This complex and critical contract was negotiated over three years by a small team of Scottish Government (SG) civil servants and seconded professional advisers, working with a small team of British Medical Association negotiators.

The contract was not only negotiated in a uniquely collaborative way but for the first time it empowers all of Scotland's 4500 GPs to work collaboratively across statutory and third sectors to improve the health of Scotland's population.

The SG team approached the negotiations in a distinctively non-adversarial and collaborative way that broke down long-standing barriers. No longer arguing over small details, looking to make short term gains, the teams successfully identified their joint interest in solving the fundamental, structural problems affecting healthcare in Scotland and committed to work together to deliver. Years of mistrust were overcome through open and transparent negotiation. The negotiations were a success, which has been widely acknowledged, with the lessons on negotiation and policy skills already being spread to good effect across the Scottish Government and wider public sector.

The Commercial Award

Sponsored By

The Nominees

Commercial Team, People and Locations Programme - The Commercial Award

Commercial Team, People and Locations Programme

Department for Work and Pensions |

The People and Locations Programme was a pioneering Programme that simultaneously exited a 20 year PFI contract; delivered over 650 new leases and six commercial contracts; delivering fundamental changes to the DWP Estate. The Programme will generate savings of £1.4bn to the exchequer, yet the service to society’s most vulnerable people was neither disrupted nor compromised. The commercial part of the Programme was led by Irene Masterton, who utilised her exceptional career experience in property portfolio management.

Irene developed and introduced a new, innovative yet commercially advantageous Estates Target Operating Model. Working closely with stakeholders to develop the strategy, she procured new suppliers and managed the new model transition. The challenge of moving from a single PFI supplier to an integrated management supplier chain with an overarching management contract was both complex and complicated. That it was delivered to time with no major operational issues at the contract cut-over is testament to the diligence of the team. The tough negotiations led by Irene with the outgoing supplier are typified in the department’s going to dispute resolution on the value of the furniture, fittings and equipment rather than settling on a supplier figure that is neither realistic nor value for money.

Crown Hosting

Crown Hosting

Crown Commercial Service |

A partnership between Crown Commercial Service, GDS, Cabinet Office and a high tech SME is changing the way the public sector securely stores its data - supporting the delivery of efficient, effective public services, from modestly-sized local government bodies to big departments.

Technology parks in Wiltshire and Hampshire house data storage facilities run by Crown Hosting Data Centres - initially established by the Cabinet Office and Government Digital Service (GDS) in March 2015 as a joint venture with Ark Data Centres, a technology SME based in Corsham, on the edge of the Cotswolds.

Public bodies procure storage space in the facilities through a Crown Commercial Service (CCS) procurement framework - utilising the combined purchasing power of large central government departments and the wider public sector to deliver a groundbreaking, best value and highly secure solution with huge potential for upscaling.

The facilities provide secure data storage to some of the largest government departments, as well as an increasing number of local councils, blue light agencies and NHS Trusts - delivering significant end-user benefits on cost and service quality while ensuring that public sector data is protected by the latest in energy efficient, sustainable and secure technology.

TB Reactor Removal Retender Working Group

Tuberculosis Reactor Removal Retender Working Group

Animal and Plant Health Agency |


The Tuberculosis (TB) Reactor Removal Retender Working Group was assembled with multi-disciplinary representatives from 9 different teams across APHA to review and retender the previous Framework which was universally agreed as being not fit-for-purpose and a significant delivery and resilience risk by APHA, Defra Policy, industry partners and our suppliers.

The previous Framework suffered from poor contract provisions, a small number of appointed suppliers, animal welfare concerns due to long distances travelled by animals, a lack of provision for all species, numerous operational concerns, and a supplier selection methodology that did not represent best value or meet policy objectives satisfactorily.

The working group convened in January 2017 and began an extensive review to overhaul the TB reactor removal system and operational delivery. This review process involved significant engagement activity with Defra and Welsh Government policy teams, the FSA, TB eradication groups across the country, veterinary industry groups and our supplier network, all of whom provided their unequivocal support to the working group's final proposals for the new tender.

A new Framework was successfully tendered and implemented from 4th December 2017 and is now being effectively managed by a network of supplier liaison officers within APHA, realising significant commercial and operational benefit.

The Communication Award

The Nominees

HMRC Communications

HMRC Communications

HM Revenue & Customs |

At HMRC, our communication campaigns help us to achieve our vital purpose – to collect the money that pays for the UK’s public services and help families and individuals with targeted financial support. By doing our work efficiently, we ensure the Treasury has the funds it requires to keep our country running smoothly. Our annual Self Assessment campaign exemplifies how we achieve this, by helping customers across the UK file their tax returns on time and pay any money due.

Using data-driven audience insights gathered over the years, we completely reinvented this year’s campaign, making it better than ever. Insight led us to refresh our creative; boldly going against industry practice of using 'positive insight', we used our 'Tax Ducks' to personify the negative 'niggle’ people feel when putting off doing their return. We delivered our adverts as part of a multi-channel communications campaign – which included media stories, social media, Youtube films and carefully timed, insight driven and targeted direct customer communications.

Our innovative approach led to a record-breaking 94% of our 11 million SA customers doing their tax returns by the deadline, delivering over £30 billion towards public services. It was also cost-effective, with a 46% reduction in media spend compared to the launch of our Inner Peace campaign, the advertising delivered the equivalent of 69% awareness for every £1 million spend on the ducks, compared to 29% for Inner Peace.

Invest in GREAT Britain and Northern Ireland Campaign Team

Invest in GREAT Britain and Northern Ireland Campaign Team

Department for International Trade |

Invest in GREAT Britain and Northern Ireland is a strategic marketing campaign developed to promote the UK globally as an attractive destination for foreign direct investment (FDI) and to generate investment project leads for Department for International Trade’s (DIT) global network.

The campaign is digital first and highly targeted, placing a wide variety of content promoting reasons to invest in the UK and highlighting sector strengths under the proposition “Welcome to a land alive with opportunity.”

The campaign strategy is based on insight and a fully tested proposition. It is focused on the distribution of high quality relevant content across digital and social channels, allowing us to infiltrate our primary target audience, track them effectively and drive users to invest.great.gov.uk to showcase the UK offer and drive conversion.

The campaign is expected to generate £107.5mn in Inward FDI (from 2017/18 campaign results). During its first year the Invest in GREAT Britain marketing campaign has landed 10 inward investment projects valued at £6.345M creating 100 new jobs across the UK touching virtually every key industrial sector and from all major geographic markets.

Prison Officer Recruitment Team - V3

Prison Officer Recruitment Team

Ministry of Justice |

In November 2016 the Ministry of Justice (MoJ) committed to recruiting 2,500 additional prison officers by December 2018 to ensure the safe running of our prisons. In April 2017, MoJ implemented a new recruitment campaign approach, based on data and insight.

Feedback from applicants showed they knew about the job’s challenging nature but not about the diversity of the prison service or the rewards of the role - pride, professionalism, variety, training, teamwork. These themes therefore underpinned new imagery/messaging across web, radio, search, social, and PR.

MoJ’s media planning took an agile, prison-by-prison approach. By implementing tagging across all media, the team could move activity between channels to attract the right numbers and diversity in the right areas.

MoJ also created an in-house journalist post to collect positive case studies for use in low/no-cost PR and in a dedicated GOV.UK blog, balancing negative media coverage and enabling two-way communication with potential applicants.

Results:

  • Target exceeded seven months early, with a 22% reduction in 2018/19 comms budget.
  • Delivered applicant diversity greater than local population.
  • Improved reputation of role – PR activity reached 1.9 million people in 6-month period; support for friend/family becoming an officer increased from 58% (July 2017) to 75% (April 2018).

The Customer Service Award

The Nominees

Consular Assistance Department

Consular Assistance Department

Foreign and Commonwealth Office |

Consular Assistance Department develops policy and provides advice to a global network of consular officers; and directly to the families of British nationals in trouble overseas. Our department also has a Response Centre which runs 24/7 to provide out of hours cover for Embassies across the globe. As a Department of nearly 100 individuals, we constantly flex resources to deliver for customers, while maintaining a strong focus on staff wellbeing and resilience. Over the last 12 months our Department has successfully supported many extremely complex cases including: kidnaps; the return of vulnerable children to the UK; and the release of high profile detainees in India and Ethiopia. We have also supported many of the 23,000 new consular cases annually – including rape and sexual assault, hospitalisations, and detentions. Our Department works innovatively, with several experts seconded to support teams; social workers; a human rights adviser; and a Met Police embed. We have a clear focus on staff wellbeing, providing access to a psychologist 2 days a month and a number of resilience initiatives. This effort results in a productive, resilient and agile Department, providing excellent front line support to British nationals overseas at their most vulnerable.

Dominic Beales

Dominic Beales

Department for International Trade |

Dom is an integral member of the DIT team in the British Embassy Dubai and leads on helping British companies win business on the construction and implementation of Expo 2020 in Dubai. I am nominating Dom for this award as he works tirelessly (often out-of-hours) on promoting UK quality and expertise in a number of different sectors; from construction, security, food and drink, retail, design and tech (not to mention many others). He is extremely professional, takes his role very seriously and has not only built up excellent contacts and rapport with the multitude of British companies either already based in the UAE or British companies wanting to enter the market, but also local UAE companies and the Expo 2020 Committee. In a region where relationships are everything and are the key to opening doors, Dom has it nailed. He is superb at forging relationships, linking the right people together and in turn promoting UK business and values. Dom has worked in the team for two years and in that time has helped secure just under £200m worth of business for British companies. In fact, after local UAE companies, the UK has won the most business at Expo to date.

Gerry Reardon

Gerry Reardon

Department for Work and Pensions |

Gerry Reardon is truly inspirational in his dedication to customer service and making sure things are put right for the customer with impartiality.
Gerry leads the team specialising in Universal Credit (UC) complaints/official correspondence. He has personally dealt with some very complex and harrowing cases including potential evictions just prior to the Christmas and some extremely vulnerable customers who have been left with little or no financial support. He provides a unique service to customers who have felt that their voice has not been heard by anyone else and those that have approached senior managers within DWP.
He takes the time to explore the issues and contacts the customer to seek confirmation of their complaint and provide reassurance. Invariably these cases need an urgent resolution, usually within 24 hours, so Gerry works at real pace to make things happen. He liaises with operational colleagues to gain a full insight into the history of a case and works collaboratively to put things right. He always goes the extra mile so if he uncovers further, or systemic, issues he proactively ensures these are fully addressed. His team follow his example and he is an exceptional role model and ambassador for DWP. 

The Dame Lesley Strathie Operational Excellence Award

Sponsored By

The Nominees

HMCTS Divorce Project - The Dame Lesley Strathie Operational Excellence Award

Divorce Project in HMCTS

Ministry of Justice |

The Divorce Project is within the HMCTS Reform Programme - The project is working to deliver a transformed end to end service for individuals and/or their legal representatives wishing to make an application to legally end their marriage or civil partnership and resolve associated financial issues. The Divorce Project commenced its first Public Beta release at the end of April 2018 which has exceeded expectations in terms of digital take up. The Divorce Project has worked with citizens in research, staff from the Divorce Units, legal advisors, the judiciary and other stakeholders e.g. Citizens Advice, Personal Support Units and policy colleagues to develop an online system that fundamentally meets all of the needs of the user. All of these have been involved in providing feedback and challenges to the project to bring it to where it is now and in shaping the service for the future.

Gov.UK team - operational excellence Award

GOV.UK Notify team

Government Digital Service |

GOV.UK Notify is a great example of a small diverse team of civil servants challenging established ways of doing things, to rapidly deliver a product benefitting millions of people, whilst saving taxpayers millions.

Notify is a simple, self-service platform for sending text messages, emails, and letters at a fraction of the traditional cost. It makes it easy for service teams to instantly communicate with their users, reducing anxiety and avoidable contact, which frees teams up to focus on their users.

Notify can be used standalone by teams with little or no digital capability, or can be rapidly integrated with existing back office systems using integration code supplied by Notify.

There are already more than 300 service teams sending messages using Notify from over 100 public sector organisations right across the UK.

In the next 5 years it’s projected that Notify will save the UK public sector over £120m.
Other governments around the world have even starting using the Notify open source code to deliver their own notifications platforms.

“Notify is genuinely transformative for our public sector. It takes something complex and does the hard work to make it simple and accessible for everyone.”

Liam Maxwell, National Technology Adviser, DCMS

Yorkshire Prisons Group CHIS Handling Team

Yorkshire Prisons Group CHIS handling team

Ministry of Justice |

In 2017 Covert human intelligence source handling team was established within the Yorkshire Prisons group at a time when the Service was facing significant criticism regarding its inability to manage CHIS effectively, or in most cases, at all. The situation had reached crisis point and needed swift remedial action. With support from the director of Yorkshire Prisons Group, custodial manager Mick Bowers and Paul Thompson and prison officers Matt Marchant, Simon Stocker, Darren Moore, Kate Miller, Fiona Dennett, Kerry Goodwin were appointed and given responsibility for setting up a Prison Group CHIS handling team, a ground breaking initiative as the unit is first ever operated externally from a prison in the history of the prison service.
The Team have established themselves and now support a huge geographical area encompassing all prisons within this geographical footprint (14). The model has been recognised nationally as best practice.
The team is funded by region and the establishments at no extra cost to the public and has achieved remarkable results by gathering intelligence which has directly reduced drug flow into prisons and therefore reduced the associated risks drugs in prison generate such as violence, bullying, self-harm, instability etc. 

The Digital Award

Sponsored By

The Nominees

HMPO Digital Customer Services Team

HMPO Digital Customer Services Team

Home Office |

HM Passport Office’s (HMPO) Digital Customer Services (DCS) project team headed by Neil Carne is leading the way for Government Digital services by delivering an online application service for all customers who want to apply for, renew or replace a passport. This means that the application, photo, payment and follow up notifications are all done by digital means, leading to shorter processing times, decreased costs (which are passed on to the customer) and allowing application progress tracking; enabling queries to be resolved quicker.

The service was launched in June 2016 and to maximise benefits to customers the service is being developed and rolled out incrementally to certain applicant types. Since then the service has expanded to enable several customer groups to renew their passport online, and earlier this month reached a significant milestone of having processed 2 million applications.

DCS allows for the provision of a 24/7 service, negates the need to write cheques and removes the requirement for customers to physically sign a declaration. In addition to this it provides the facility to either take and submit your own photograph on personal devices or upload a photo-booth photo to the application using a code.

HMPPS Digital

HMPPS Digital

Ministry of Justice |

We created HMPPS Digital to take control of, and modernise our technology, exiting expensive suppliers. We’re replacing seldom updated, fit for no one technology, with crisp modern, joined up services built around user needs. New services with the same speed, reliability, look and feel we experience applying for passports, or registering to vote.

Delivering probation services through outsourced supplier models, prisons at capacity, new psychoactive substances, more violence and fewer people to deliver with, are among the challenges we face in HMPPS.

Time for a radically different and innovative response! We’re transforming:

Brilliant Basics -modernising aging equipment making services robust, reliable and better for users

Cheaper – building digital capability, moving technology into the cloud. Rapid, controlled delivery, saving over £10m last year with more to come

Personal – bringing data and systems together with simple, modern, digital services designed for and by users

Impactful –giving people time back to do the jobs they were hired for. From court, in communities, prison to joined up services on release

Innovative -in-cell education and self service for offenders, handheld devices for prison officers, modern tools deployed in probation, used over 2.5m times in the first 2 months.

MOT Reminder Service (Team)

MOT Reminder Service

Driver and Vehicle Standards Agency 

The DVSA MOT digital project team are responsible for facilitating the national MOT scheme, supporting the agency’s vision of “safer vehicles and safer journeys for all”.
Underpinning DVLA’s online car tax service, DVSA provides key data (MOT results) to enable the collection of £6.5 billion in car tax. DVSA provide a digital service for entering MOT results; used by 23,000 garages, supporting 42 million MOT tests per year, generating over £1 billion for the economy. The service is designed to meet the needs of small and medium enterprises, and large business.
Data analysis identified non-compliance with the annual MOT policy, with up to 25% of motorists being late. The team introduced two free services supporting greater compliance with policy and strategic objectives:

 

  • Check MOT history
  • Allows the public to see the entire MOT history and safety recall information of a vehicle.
  • Circa 55 million public hits per year
  • Circa 400 million API hits per year across 200 organisations
  • MOT reminder
  • Email / text reminders before the MOT
  • 900,000 subscribers

The services are seen as an exemplar by GDS, utilising agile at-scale, and blended in-house and vendor delivery teams, across the UK and EU.

The Diversity and Inclusion Award

Sponsored By

The Nominees

Kate Abbott - Cabinet Secretary Award

Kate Abbott

Ministry of Housing, Communities and Local Government |

“Before Kate started this work, there was not generally a high level of awareness of mental health issues across the department. Now so many more people are aware of these conditions and thinking about how they can build an inclusive environment. Kate has been vital in breaking down the stigma of mental health in the department and making it a much more supportive environment.” – Sarah Callanan, MHCL staff member

“Kate has not only initiated it all, but at the same time is herself a mental health ambassador, personally replying to emails and helps others despite all the other things that she’s moving forward. She is a role model for many in the department.” – Anika Oellrich, MHCLG staff and Wellbeing Champion

“I found the Mental Health training course that Kate ran incredibly useful. Her enthusiasm has not only inspired me to become a Mental Health Ambassador but has given me additional confidence to be able to offer support outside of the workplace.”- Jane Owen, MHCLG staff and Mental Health Ambassador

“Kate is a real inspiration to work with. I both organising events, running events and in running the mental health ambassador network Kate constantly demonstrates an ability to quickly build rapport with people. She genuinely invites others’ views and takes suggestions of others forward in her work, naturally making people feel valued.” – Sarah Hunt, MHCLG staff and Mental Health Ambassador

“Kate has inspired so many people in the department – including myself – to take mental health at work seriously. There has been a real change in the mood within MHCLG in recent years, and I think Kate has had a huge part to play in that.” – Ruth Keeling, co-chair, MHCLG Wellbeing Network

Durham and Tees Valley Jobcentre Plus. Support for Schools Team - Disability Award

Durham and Tees Valley Jobcentre Plus. Support for Schools Team

Department for Work and Pensions |

When the team first started working with Special schools they were warmly welcomed, since the schools recognised that their preparing for adulthood work offered little preparation for employment. The Health and Work agenda and the new Careers Strategy has changed the thinking on this. The expectation is now that with support the vast majority of people are capable of some form of meaningful employment and should be assisted to do so. Working with Special Schools throughout the district the team have introduced over 20 employers to Special Schools which has led to more informed students, employer site visits, work placements and even job offers. They have introduced a similar number of providers who have offered a range of activities and opportunities ranging from enterprise and social action activities to team building. They have also used their creativity to design and deliver a wide range of bespoke employability sessions including specialist autism aware symbols to exemplify points.

They have also supported enterprise activities and prepared participants for work experience.The team have helped coordinate Work Skills Days where a number of local employers and providers ran sessions to give learners a taste of different work sectors. These were very well received by learners and parents and allowed the employers to see just how employable this group of learners are. All employers left with smiles on their faces and have maintained contact with the schools.

The team’s work with Special Schools has been recognised as having a big impact, to the point that they have been invited to be part of two local SEND Strategy Groups. They have used their Labour Market Expertise and experience of working in the schools to contribute to and undertake activities on local action plans. 

The Suffrage Centenary Volunteer Team - Gender Equality Award

Suffrage Centenary Volunteer Team

Various |

In a campaign which spans a year, but looking much further into the future regarding gender equality, the current reach is already exceeding our expectations:

  • Newsletter reach – 774
  • Conference attendance – 450 so far
  • Twitter @XgovCentenary – 241k impressions, 914 followers, 302 tweets,
  • Twitter @SuffrageFlag – 297k impressions, 738 followers, 140 tweets,
  • UK Suffrage flag locations – 37, number of people reached approx over 3k so far
  • Global Suffrage flag locations (by FCO and DFID) – 23, reaching people from business, government, academia (incl students), media and civil servants/diplomats. South Africa, Nigeria, Afghanistan, Turkey, Venezuela, Romania, Sri Lanka, Anguilla, Philippines, Pakistan, Poland, Brussels, Luxembourg, New York, Saudi Arabia, Hong Kong, Jordan, India.
  • Blogs published – 24
  • Trainers trained – 20 trainers who are asked to deliver 5 workshops across government.

As a result of these events organisations have committed to….’

Wilton Park “We are writing ‘Project 50:50’ our pledge to aim for gender parity at Wilton Park conferences. Once this has been ratified by our Board and Senior Management Team (all women), we will implement a number of strategies to ensure that we narrow the gender gap and that our discussions include perspectives from women and men.”

Environment Agency “Continue to organise joint events with our local cross-government women’s network partners. The flag relay events across the whole week have been a fantastic way to promote our local networks and create new connections and ideas for activities.”

Tideway London “Developing ideas to promote Tideway’s diversity objectives (including but not limited to gender) and learn from them for Defra”

Pensions Regulator “We are talking about how we can address the gender pay gap and looking out to our local community.”

The national black crown prosecution association - LGBTI Award

The National Black Crown Prosecution Association

Crown Prosecution Service |

The National Black Crown Prosecution Association (NBCPA) & the CPS LGBT Network, hosted a conference on ‘Race, Culture, Religion and their impact on access to justice for Black Asian and Ethnic Minority LGBTI people’ was the first of its kind. There were over 100 delegates at the event, half of whom were actually members of the BAME LGBTI community and CJS partners from across the UK. This was significant as even Stonewall said that they find it very hard to engage with the BAME LGBTI community. The event was supported by a holistic cross section of Black, Asian and other Minority Ethnic LGBTI people and groups, as well as Stonewall, GALUP, NAZ & Dave.

The event tackled very sensitive issues such as;

  • Racism within the wider LGBTI community
  • Homophobia and Transphobia generated from faith leaders within BAME communities
  • Support for BAME LGBTI victims of hate crime
Tendai Trafford - Race Award

Tendai Trafford

Health and Safety Executive |

Tendai identified the gap in inclusive recruitment, positively collaborated with others, influenced and inspired colleagues internalising true civil service values and competences and modelled these for others. He was empowered by HSE to bring his whole identity to the workplace which positively impacted on his own performance and self actualisation whilst enhancing the working environment for others from BME backgrounds.
As a result he has been more productive within his team. He has been involved in applying GCS best practice and leading on areas such as evaluation and creating a data dashboard to monitor progress within his area. He was also recruited onto the GCS Early Talent Scheme. It is hard to imagine Tendai making continual efforts to improve himself and influence the organisation for the better had his initial efforts remained unheeded.

The initiative impacted at several levels within HSE. On a strategic level it has helped more inclusive recruitment practices and foster closer collaborative working between Departments and equality networks. On an operational level, Tendai has helped to galvanise the networks and influence other talented BME colleagues to take greater initiative, move out of their comfort zone and embrace opportunities to fulfil their potential.

Specific outcomes from the initiative include:

Organisational change: HSE launched its first BME recruitment campaign in its history
Recruitment outcomes: As a result, recruitment from BME backgrounds substantially increased: 2 BME apprentices, 1 Band 3 within 12 months
Leadership and Management perceptions: SCS within HSE reported change in perceptions: they had not considered advertising roles such as inspector, solicitor or economist using BME images
Raising aspirations amongst BME workforce: 1 BME staff recruited onto early leadership Talent Scheme; and 1 BME staff promoted from B4 to B3

Charlotte Dring - social mobility award

Charlotte Dring

Ministry of Housing, Communities & Local Government |

The impact of Charlotte’s leadership was shown in the growth of the Cross Government Social Mobility Network from zero to 130 members and 10 new social mobility networks in Departments, in just over a year. Charlotte exudes passion for social mobility, and as a volunteer, has worked incredibly hard to build a sustainable network which she handed over to a new lead, and continues to mentor her successor.

Under Charlotte’s leadership, a northern hub of the Cross Government Social Mobility Network was created called Nexus, to join together social mobility networks in the north and recognise the importance of not being London centric. This is a triumph to Charlotte’s leadership and the volunteers she worked with.

Following Charlotte’s first blog on social mobility, there were 65 comments on the blog which is much more than other blogs.
Charlotte has really raised the profile of Social Mobility, initially via her blog, speaking at conferences and launch events of networks. There has since been a number of social mobility blogs written and the network is thriving in it’s second year.

Following SCS Basecamp where Charlotte was invited to speak, evaluation forms stated “…the most powerful element of any training event I have attended. So impactful. Wonderful speakers. Admire them so much and brings home all the theory of inclusivity so strongly”. Another stated “The excellent input from the pre dinner speakers on their personal struggles with inclusion and how we as SCS can make crucial differences to people in our teams in making them feel safe and included at work”. 

MoJ Digital & Technology Normalising Group - Employee Network Award

MoJ Digital & Technology Normalising Group

Ministry of Justice |

We’ve measured our success through People Survey scores and demographic data.

We’ve increased representation of women from 25% to 32% of the directorate and 50% of Senior Civil Servants, compared with 51% of the UK population. We recently hired a female Head of Development, our first female Senior Technical Architect and several female junior and mid-level developers.

Representation of Black, Asian and Minority Ethnic (BAME) people has increased from 8% to 19% of the directorate and from 0% to 10% of the Senior Management Team (the UK is 13%).

Our LGBTQ* and allies community has encouraged declaration of sexuality and we have gone from 3% to 6% of the directorate openly identifying as lesbian, gay, bisexual or other (the UK is 2%).

People identifying as having a disability have increased from 14% to 16% of the directorate (the UK is 19%). Declaration of religion has increased from 38% to 50% (the UK is 66%) and our age span has increased from three decades to four (the UK working population spans five decades).

Considering the MoJ Digital & Technology directorate is around 1000 people, we are very proud of these increases.

We also achieved an ‘Inclusion and Fair Treatment’ score of 85% in the 2017 Civil Service People Survey, higher than the average for the MoJ and making Digital & Technology a high performing unit across the Civil Service.

And we increased our Engagement score from 63% in 2016 to 68% in 2017 despite the directorate expanding to include agency teams, more than doubling in size and becoming more geographically dispersed in that time.

We know of at least two direct recruits through our activities at conferences, which we estimate to have saved us in excess of £40,000 per year compared with the cost of recruiting an interim contractor.

The Health and Well Being Award

The Nominees

A to Z to Better Wellbeing Team

A to Z to Better Wellbeing Team

Various | 

We are Team Chaffinch, 8 civil servants and aspiring junior leaders across government departments who met in June 2017 at CS Local ESEL Junior Leadership Academy as part of a year-long programme. Our aim is to support the vision to be ‘A Brilliant Civil Service’, making it a great place to work with a commitment to Health and Wellbeing. We know that wellbeing is valued by our senior leaders and colleagues alike and this is why we researched, designed and delivered a toolkit that brings together the latest information on wellbeing and can be accessed in one simple and easy click. Our aim was to make wellbeing fun, easy and accessible for all Civil Servants. This interactive toolkit includes:

  • 26 wellbeing topics from A-Z
  • Featured wellbeing activities from journaling to walking
  • Links to further learning including CS Learning courses
  • Top tips suggested by our team and fellow civil servants
  • and a fun wellbeing fact

This project was undertaken alongside our day jobs and involved working across departments. The toolkit can be used by individuals and teams to help improve wellbeing. Our research suggested that stress and Muscoskeletal problems were top reasons for absence so we included these in our toolkit.   

Cafcass' Holistic Health and Wellbeing Strategy - 'Optimising wellbeing'

Cafcass' Holistic Health & Wellbeing Strategy: 'Optimising Wellbeing'

The Children and Family Court Advisory and Support Service |

In 2010 the Public Accounts Committee declared Cafcass ‘not fit for purpose’, in part due to unacceptably high sickness levels. We needed to act quickly to instil a range of strategic and innovative support mechanisms, prioritising the workforce health and helping them achieve work-life balance and develop resilience in the face of emotionally demanding work.

Initial focus was on introducing state of the art technology and remote working to enable significant improvements in flexible working, which brought about a clear reduction in sick days. To complement this, over the last three years, we have implemented a holistic H&W programme; which was helpful with demand for our services increasing by 35% over the last five years. This is the focus of our submission.

Recruitment of three dedicated wellbeing specialists has provided expert support and spearheaded the implementation of a programme of H&W interventions across the organisation. Advice and support is tailored to meet our employees’ individual needs.

As recognised by our 2018 Ofsted inspection, this has created a positive organisational culture of physical and emotional wellbeing, ensuring employees feel valued and supported in and outside of work, despite the high-pressured environment. This positively influences rates of attendance, productivity and performance.

Companies House Health and Wellbeing Team

Companies House Health and Wellbeing Team

Companies House |

We have always been committed to the wellbeing of our people, however, in November 2017 we experienced a spike in employee absence rates. Analysis of the data revealed our main cause of absence was mental health equating to over 22% of the total days lost, resulting in an average of 155 lost days per month, a quantifiable monetary amount of £221,000 pa. Companies House has an ageing workforce and the HRBP team were feeding back that they were also experiencing a rise in casework associated with mental health issues such as stress and anxiety.

We benchmarked through staff consultation using the Mind Workplace Wellbeing Index and, in conjunction with MIND, developed an action plan highlighting our priorities to:

  • Raise awareness and breakdown the barriers around mental health, by improving staff knowledge and understanding.
  • Ensure that a variety of support, resources and information is available to all staff, so that they understand how to take care of their mental health and feel supported.
  • Provide specific training to managers to recognise and support staff with mental health issues.

The Health and Wellbeing team worked diligently to achieve these objectives and through their completion have gained external accreditation and positive feedback from staff.

The Innovation Award

The Nominees

CivTech® Programme

CivTech® Programme

Scottish Government |

CivTech® is the Scottish Government Digital Directorate's award-winning innovative challenge programme. Its mission is to drive daring and innovation in the public sector, by collaboratively solving challenges that make people’s lives better. The programme harnesses entrepreneurial tech innovation and citizen engagement to improve public services and create economic development opportunities.

CivTech® pioneers a smarter, faster approach to public procurement. Based on open challenges rather than traditional prescriptive tenders, this creates new pathways for small tech companies to compete for public sector contracts and solutions to be procured more quickly, at reduced cost.

Each cycle comprises between seven to ten public service challenges, such as how to create smarter booking systems for outpatient appointments, or using data to improve social housing standards, and runs an open competition to find the most innovative idea or solution. Companies chosen for the programme co-produce a minimum viable product, along with challenge sponsors and citizens, in four months co-located in the UK’s largest tech hub, Codebase.

Now in its third year, CivTech is regarded as an “exemplar” by the GovTech Catalyst and “hugely successful” by TechNation. It is cementing its value proposition to both public sector and entrepreneurial participants and extending its international reach.

 

Going Forward into Employment Project Team

Going Forward into Employment Project Team

Cabinet Office, Ministry of Justice and Civil Service Commission |

The Going Forward into Employment project is a collaborative project jointly led by the Cabinet Office and the Ministry of Justice, working with the Civil Service Commission, with the aim of encouraging the employment of ex-offenders into the civil service. The pilot project began in October 2017, focussed in the North West of England, working with three low-security prisons to match ex-offenders on their release with suitable vacancies in civil service offices in the area.

The key objectives are:

  • Demonstrating that offenders make good employees
  • Proving that ex offenders are capable in a diverse range of roles
  • Civil Service leading by example - role modelling the government agenda
  • Using support networks in communities to support ex offenders back into the workplace recognising the range of support they will need.

As of today, ten candidates are deployed, in six departments. A diverse range of roles have been identified, and controlled matching is used to ensure candidates are placed into roles closely aligned to their skill sets.
Feedback from individuals selected and also the employing departments has been excellent (and some testimony very moving), and the pilot is currently being evaluated with the aim of expanding further into other areas.

Linda Evans and Cath Marland

Linda Evans and Cath Marland: Community Care Hub

Department for Work and Pensions |

Our DWP work with Community Care Collaborative develops and delivers an innovative delivery model working with partners including , GP, District Nurse, Community Mental Health Team, Probation, Kaleidoscope, Local Authority Housing, Shelter, NACRO, AVOW, Substance Misuse Services, Harm Reduction Team and Targeted Outreach. The CCC is committed to working at community level focussing on prevention and early intervention and working with the most vulnerable groups in our society.
Wrexham has the second highest number of Rough Sleepers in Wales and had become the focus of much negative media attention. Most homeless people were living in crisis resulting in a high demand for primary and emergency care with people missing appointments with health services and DWP resulting in a loss of benefits. This had an impact on criminal and anti-social activity across the town centre and led to a considerable amount of unnecessary suffering.
In June 2017 Sargent Vic Powell, NWPA, facilitated a multi-agency approach bringing together a range of agencies that were already working with rough sleepers which led to the formation of the Crisis Café, a weekly drop in providing weekly access to support from partners including DWP. We were invited to support and enhance provision from day 1.

The Inspirational Leadership Award

The Nominees

Hilary Govier

Hilary Govier

Department for Work and Pensions |

Hilary Govier has inspired a whole district within the Department for Work and Pensions (DWP) with her humanity, capability and passionate leadership. The introduction of Universal Credit was central to HMG's commitment to Welfare Reform and Hilary's single-minded determination to succeed enabled Birmingham and Solihull district to successfully embed the new benefit. Her indefatigable enthusiasm motivated a team to deliver against extraordinary challenges and changes. Hilary cares deeply about people, within the Civil Service and her customers, and works ceaselessly to protect them both. Her staff know this and consequently perform their very best. Whilst completely capable of making difficult decisions, her input enables the Department to change people's lives for the better. Amongst Hilary's greatest gifts is her ability to make people feel valued and empowered. She recognises ability and rewards it with responsibility. Hilary's presence has led to the greatest change in the welfare system for 70 years successfully establishing in some of the most deprived wards in Europe. Her time in the district has seen it transform into a motivated, professional team that genuinely cares.

Joy Hutcheon

Joy Hutcheon

Department for International Development |

Joy Hutcheon has made a massive contribution to diversity and inclusion, in DFID and beyond, particularly under specific criteria (c) and (d). Joy’s always championed D&I, exploiting her positional power to push for maximum progress. In 2011 she sought out the role of DFID Gender Champion. Her inspirational leadership transformed what had been at worst an issue ignored by the aid sector, and at best a last-minute add-on to project design, into an enduring, central consideration in all HMG’s development work.
In 2016 she sought out the role of DFID Diversity and Inclusion Champion and has really shaken things up. DFID’s made efforts on D&I before, but Joy’s stark language - ‘I want to light a fire under DFID on this’ – convinced even the most war-weary, that she was serious. It’s her quiet-but-constant, inspirational approach (described below) that’s made the difference. The impact has been both broad (her leadership has created a viral movement that’s spread around DFID’s global network, galvanising leaders everywhere) and deep (changing mindsets and making behaviours ever more inclusive). And the impact’s been felt beyond DFID, shared with the private sector and used, by Joy, to advocate to future leaders across the civil service!

Marina Pettigrew

Marina Pettigrew

Foreign and Commonwealth Office |

The FCO’s Central Correspondence Unit (CCU) would like to nominate our Head of Unit, Marina Pettigrew, for this award in recognition of her development of the CCU from scratch into a successful, inclusive and diverse team where remote and flexible working is championed. At the start of the new initiative to centralise correspondence there were many in the FCO who were skeptical. Two years later thanks to Marina’s inspirational leadership CCU is thriving and its reputation, including among Ministerial offices, is very positive.

The Project Delivery Excellence Award

The Nominees

30 Hours Free Childcare Team

30 Hours Free Childcare

Department for Education |

The 2015 manifesto committed to giving 30 hours of free childcare a week to working parents of three and four year olds. The aim was to deliver the economic prize of greater parental employment, and reduce the cost of childcare.

Implementation was a huge challenge: we needed around 50,000 childcare providers to offer 30 hours, but surveys suggested that 40% might not do so because they considered our funding rate too low. Local authorities, who are our delivery partners, are responsible for managing their local childcare markets – we worked seamlessly with them to make sure we delivered 30 hours. Working with HMRC, we created a ground-breaking parent-facing digital application system which gives instantaneous eligibility decisions.

This is a rare example of two complex major government programmes - 30 hours and HMRC’s Tax-Free Childcare – managing critical operational dependencies and joined-up service delivery to provide positive user outcomes. Exceptionally strong programme management and joint working were key to our success.

Within just over two years, the offer launched nationally, on time and within budget. More than 340,000 children benefited from a place in the first year, taking pressure off family finances and supporting a quarter of mothers to increase their working hours.

Digital Scotland Superfast Broadband

Digital Scotland Superfast Broadband

Scottish Government |

Ambitious, ground-breaking and innovative. Just a few of the words that describe the £280M Digital Scotland Superfast Broadband Rest of Scotland (DSSB RoS) programme, a collaborative led by the Scottish Government on behalf of 27 local authorities and the UK and Scottish Governments.

The overarching aim - to address market failure in respect of fibre broadband access in these authorities. The result - over 97% of premises (when combined with commercial coverage) in the 27 Local Authorities now have access to fibre broadband.

Without the programme, this would have been only 71% and some areas as little as 25.1%.

As one of the largest infrastructure projects in Europe, the programme has delivered on time and on budget – a tremendous success. It is funded by UK and Scottish Governments, 27 Scottish local authorities, Openreach and the European Regional Development Fund.

Scotland has a proud history of innovation and determination and the DSSB programme has lived up to that reputation.

Since 2014, DSSB has:

  • Deployed fibre broadband to over 720,000 homes and business
  • Driven take up of fibre broadband to over 43%
  • Laid 7356km of cable
  • Installed 3694 cabinets

 

Monarch Repatriation Operation Team

Monarch Repatriation Operation Team

Department for Transport |

This nomination is for the project led by the DfT and Civil Aviation Authority, to revolutionise the way Government handles airline insolvencies. It resulted in the succesful delivery of the largest peace-time repatriation of UK citizens, following the sudden collapse of Monarch Airlines. A truly innovative project saw the CAA and DfT working with industry around the clock – and around the world – to bring people safely home on time. It avoided thousands of UK citizens being stranded overseas without accommodation or the means to get home.

The operation effectively created the UK’s fifth largest airline from scratch, hiring a fleet of over 60 planes to fly to over 30 destinations with the capacity to repatriate over 100,000 people. As a result of the well planned and executed programme, over 98% of passengers arrived back in the UK within hours of their original schedule. The operation received widespread praise from industry and passengers alike (including letters of thanks from the public). In addition a large number of those who lost their jobs at Monarch successfully found new employment with other airlines. The Prime Minister wrote to the Secretary of State to praise the work of all the people involved across Whitehall.

The Skills Award

Sponsored By

The Nominees

HMRC Digital Ambassadors

HMRC Digital Ambassadors

HM Revenue & Customs |

Our Digital Ambassadors (DAs) are HMRC's most successful empowerment programmes made up of volunteers from different grades and business areas across the UK who spend 10% of their FTE carrying out the role. They are committed and enthusiastic and offer hands on coaching to help colleagues improve their digital capability, encouraging new ways of working by exploiting tools and technology which add business value and improve our customer service.
Our network started small with only 8 people in November 2015 and our current community stands at 1594 and with a recruitment campaign underway we are set to increase numbers to over 2100 by September 18.
DA’s are making a huge difference in helping HMRC meet its Building our Future ambitions during our transition to Regional Centres and in helping our people improve their digital capability.

Other Government Departments are very interested in the successful approach we have taken and we appear to be leading the way in the quest for digital upskilling and promotion of a digital culture in the workplace.

Our DA's are a strong and passionate community with an appetite for digital learning and they deserve to be recognised for their dedication in supporting others on their digital journey.

 

International Trade Profession Team

International Trade Profession Team

Department for International Trade |

We are nominating the DIT’s International Trade Profession team for the Skills Award for its excellence in promoting new trade skills development across HMG. In 8 short months – from initial concept design, product development and launch of the new 28th Civil Service Profession the team has delivered:

  • A profession with 2500 members from almost 25 departments and ALBs, including HMA and HMTC teams;
  • 12 Heads of Profession in Departments who are championing embedding good practices on trade capability across HMG;
  • A range of Profession Products designed to invest in our people now and for the future, including a new Trade Curriculum, bringing together trade policy & negotiations and trade promotion L&D; Professional Standards; Career Profiles design to inspire and assist staff in mapping their trade development and trade careers; and a Networking Programme designed to embed future talent.

The challenge was vast: Brexit necessitated fast delivery; the customer base was wide, involving staff working on trade promotion and trade policy across 10+ Departments in Whitehall, the regions and overseas; and resources tight – so we had to model the Civil Service Code all the way! Feedback has been overwhelmingly positive from our users and from externals. 

STEM Futures Team

STEM Futures Team

Defence Science and Technology Laboratory |

STEM* Futures is a scheme designed by a collaboration of partners across Government, Industry and Academia to steward key capabilities. Together we’re building a talent programme to address skills and experience gaps in STEM disciplines across the Defence Enterprise. This is a cost neutral scheme: sharing expertise, time and resource. We are building deliberate dependencies between Partner organisations, so that each will specialise in developing different skills for our combined workforces.

Our people participate in secondments to other employers for up to 12 months; this works unilaterally across all the Partners who have signed up to the overarching contract. For maximum efficiency we are seeking to specialise our training by employer so that we don’t all have to sustain a broad capability. It is cost effective because it can take years for some specialists to become fully competent, and we already have (in each organisation) a good pool of senior mentors. We supplement on the job training with education such as trailblazer apprenticeships and working towards professional qualifications, for example Charterships. This scheme is designed to develop technical leadership; we are targeting niche and scarce skills areas so as not to replicate generic programmes in existence.

[*Science, Technology, Engineering, Maths]

The Use of Evidence Award

The Nominees

Cefas Shellfish Team

Cefas Shellfish Team

Department for Environment Food & Rural Affiars |

This nomination is in recognition of the pioneering work undertaken by the Cefas Shellfish Assessment Team on the assessment of scallop stocks. This process resulted in the publication of stock assessments in an astonishingly short period of time compared to most fishery assessments.

Until recently scallop fisheries received relatively little policy attention compared to some other shellfish species. An increase in the landings of king scallops now puts them as the most commercially valuable single species for England but has led to concern regarding the sustainability of the fisheries. The scientific evidence base required to inform management decisions was lacking and a rapid solution needed to be developed. Over the last 2 years the Cefas shellfish team has developed and implemented a novel data collection and assessment framework. The speed and breadth of work has only been achieved through close collaboration with the industry and included the industry directly funding some of the work. This partnership approach to stock assessment represents a new direction in UK fisheries work. The program is the start of a long-term monitoring scheme which will help Defra develop robust policies for management and ensure the future sustainability of these fisheries. 

Fergus McBean

Fergus McBean

Department for International Development |

In 2017 Yemen experienced the world’s worst cholera outbreak in a single year. As of the end of February 2018, over 1 million suspected cholera cases had been recorded since the end of April 2017.

A resurgence of the disease has been expected in 2018 during rainy season. Cholera is preventable and treatable if it is identified early. In response to this risk, Fergus McBean has led a ground breaking piece of work to use weather modelling to better inform cholera prevention in Yemen.

He facilitated the provision of critical early warnings in the form of weekly rainfall forecasting and a monthly cholera risk assessment. This is the first time in the world that these types of products have been used together in real time to tackle the spread of cholera providing more advanced notice of potential disease spikes. He secured predictive models combining NASA satellite data (measuring temperature, water storage, rainfall and topography) from the University of West Virginia and University of Maryland and weather forecasts from the UK Met Office to enable UN partners to respond faster and earlier to prevent outbreaks.

 

Marjorie Marshall and Iain MacAllister

Marjorie Marshall and Iain MacAllister

Scottish Government |

Marjorie and Iain's analytical work, together with their personal qualities of resilience, persistence and powerful presentation skills, were pivotal in providing the evidence for Minimum Unit Pricing for alcohol. This ground-breaking policy was implemented on 1st May 2018, following 10 years of extensive preparation including building one of the most comprehensive evidence bases for policy change in public health in Scotland. The policy was challenged in the Scottish, European and Supreme Courts, producing the most rigorous testing of the evidence that most government analysts will ever experience.

The evidence included extensive analysis of the damage that alcohol misuse causes to Scotland – on average it causes around 697 hospital admissions and 22 deaths per week, and is costing Scotland £3.6 billion each year – as well as detailed modelling commissioned from Sheffield University which demonstrated the clear link between consumption, harm and price which provides the underpinning rationale for the MUP policy.
Sir Peter Housden, former Permanent Secretary at Scottish Government, wrote in a recent article: 
‘A court ruling this month means a Scottish Government plan to introduce a minimum unit price for alcohol will finally go ahead. Its introduction is nothing short of a thing of beauty in policymaking.’

 

The Volunteering Award

Sponsored By

The Nominees

Catherine Ramsay

Catherine Ramsay

Home Office |

Catherine has offered an excellent level of support in her role as Autism Champion. Catherine was responsible for suggesting and establishing the Autism Buddy Support Group for staff. The group provides staff with the opportunity to be able to talk to each informally in a confidential and non-judgemental atmosphere and the group has the support of all Senior Managers across Liverpool estate. The group also has staff members from other government departments attending including DWP and HMRC and Catherine co hosts the group each month and has provided support and advice to people on the spectrum themselves, parents and managers alike. Catherine has offered advice on different methods of support that are available to carers in addition to increasing general awareness. Feedback from attendees has been positive and many parents have said that meeting Catherine, and seeing how Catherine has succeeded in gaining employment and living independently, has given them hope for their own children.

James Johnson

James Johnson

Department for Work and Pensions |

James founded a voluntary organisation to bring digital skills to small charities for free.These skills include service design, web design, graphic design, content design, user research, coding, digital marketing.They are all specialist skills that aren’t commonly found in charities. And smaller charities don’t have the budgets to bring digital experts in to help them – they have more important things to spend their money on.

That’s where James comes in.

He has persuaded 85 people from the design community, from 13 cities, to volunteer their professional skills to charity. These volunteers range from expert digital leaders to design students looking to learn from experience and build their portfolios.

James – in his spare time with a budget of zero – acts as a broker to connect these volunteers with charities across the country. Volunteers help charities solve problems, improve the services they provide and generally help them make a bigger impact on the people who rely on them. As well as connecting other volunteers with charities, James takes on more than his fair share of projects where he volunteers personally.

James’ work has already inspired people in the Australian and Ukrainian digital communities to start similar enterprises in their countries too!

Steven Jewitt-Fleet

Steven Jewitt-Fleet

Department for International Trade |

I am nominating Steven because of his extraordinary contribution as an LGBT role model for school children. He is Stonewall’s longest standing non-celeb school role model. Over the last five years, he has dedicated huge amounts of his own time to speak to over 8,000 children in 30 schools from Newcastle to Plymouth about what it means to be LGBT and how LGBT people can lead fulfilling lives. For many children, he will be the first LGBT person they have ever met and has dispelled many of the playground myths that can so often manifest themselves in the form of bullying and abuse. As an LGBT person myself, I cannot overstate how valuable it would have been to have a positive LGBT role model when I was a child. Unless you meet a role model, you have no idea that LGBT people can succeed in their careers, have life-long loving partnerships, and lead fulfilled lives. Not only has Steven changed the perceptions of thousands of school children, he has also been an exemplary ambassador for the Civil Service and its values. He deserves to be recognised.