Civil services

abstract

Butler's British Political Facts, 2018

Permanent secretariat attached to the Committee of Imperial Defence Royal Commission on the Civil Service ('MacDonnell Commission') formed, operating until 1915 1914-18 First World War sees major reorganisation of Whitehall, with new departments formed and a large influx of staff Secretariat attached to the War Cabinet, which develops into the Cabinet Office Prime Minister's Secretariat or 'Garden Suburb' formed to provide D. Lloyd George with additional support Machinery of Government Committee formed, producing 'Haldane Report' in 1918 Post of Head of the Civil Service created and attached to the office of Permanent Secretary to the Treasury Treasury given responsibility for management of the Civil Service, as recommended by 'Bradbury Report' Economic Advisory Council formed, bringing together a range of outside expertise to advise government on response to economic slump 1939-45 Second World War sees an influx of temporary civil servants, major structural reorganisations, and new departments formed Entity subsequently known as the Economic Section formed, to provide the War Cabinet with expert economic advice Prime Minister's Statistical Section formed, staffed by external experts, to provide the Prime Minister with an overview of the war effort At conclusion of war, many outsiders return to their previous walks of life Central Economic Planning Staff formed to advise on economic planning Economic Section transferred from the Cabinet Office to the Treasury Royal Commission on the Civil Service ('Priestley Commission') formed, recommending in 1955 pay comparability with outside for civil servants Committee of Inquiry on the Control of Public Expenditure ('Plowden Committee') formed, reporting in 1961 national Economic Development Council formed, bringing together representatives of government, unions and business Department of Economic Affairs formed as an intended counterweight to the Treasury in the realm of economic policy 1964-70 A small team of outside economic advisers established under T. Balogh to support the incoming Labour Prime Minister, Harold Wilson. Various other special advisers recruited from outside Whitehall to work in other parts of the government House of Commons Select Committee on Estimates publishes report on Civil Service 1966-68 Committee on the Civil Service ('Fulton Committee') Head of the Home Civil Service becomes a separate role, transferred to a newlyformed Civil Service Department Central Policy Review Staff, a mixed team of seconded civil servants and outsiders, formed to advise the Cabinet on long term issues Prime Minister's Policy Unit, a small team of outsiders, formed to provide extra policy advice to the Prime Minister Civil Service 'Wider Issues Review' produces Civil Servants and Change report Prime Minister's Efficiency Unit formed Civil Service Department abolished. Headship of the Civil Service temporarily shared between Treasury and Cabinet Office, then transferred fully along with most responsibility for management of the Civil Service to the Cabinet Office in 1983 'Armstrong Memorandum' explaining constitutional position of civil servants issued Prime Minister's Efficiency Unit produces a draft of its 'Improving Management in Government' The Prime Minister, J. Major, announces the 'Citizen's Charter' initiative for improving standards in public services Code of Practice on Access to Official Information comes into force Civil Service Code issued The incoming Prime Minister, Tony Blair, grants executive powers to up to three special advisers based at no.

1995

2002

Effect of digital media utilization and traditional media coverage, 2023

UNDP is the United Nations‟ global development organization, a network advocating for change and connecting countries to knowledge, experience and resources to help people build a better life. We are on the ground in 166 countries, working with them on their own solutions to global and national development challenges. As they develop local capacity, they draw on the people of UNDP and our wide range of partners. The series of Policy Discussion Papers on Public Administration Reform and Anti-Corruption is lead and edited by Jairo Acuña-Alfaro, Policy Advisor on Public Administration Reform and Anti-Corruption at UNDP Viet Nam. The series aims to analyze trends in Viet Nam regarding the implementation processes and options in specific public administration reform areas. In order to confront the social, economic, political and environmental challenges facing Viet Nam, policy makers need to be informed by evidence. These policy papers aim to contribute to current policy debate by providing discussion inputs on policy reforms – thereby helping to improve Viet Nam‟s development efforts. Three principles guide the production of the policy discussion papers: (i) evidence-based research, (ii) academic rigour and independence of analysis, and (iii) social legitimacy and a participatory process. This involves a substantive research approach with a rigorous and systematic identification of policy options on key public administration reform and anti-corruption issues.

2011

Those who accessed SDS packages during the test sites, were positive about their support and satisfied with the flexibility and choice that SDS had provided. ■ The test sites improved access to SDS especially for people with learning disabilities, but did little to promote SDS to other groups, for example, those with mental health problems, from Black or Minority Ethnic groups, older people, those who have addictions or homeless people. ■ In spite of considerable Scottish Government investment in SDS test sites, fewer than 150 new individual SDS arrangements were set up. This suggests that significant time and investment in infrastructure are needed to implement major policy initiatives. ■ None of the test sites had directly addressed issues around mixed funding packages, so the potential to integrate or join up funding streams e.g. with the NHS, could not be assessed. ■ The paradox at the heart of SDS was a (mis)perception by staff, service users, and carers of SDS as an alternative to, direct services and even, Direct Payments (DPs). New and parallel SDS systems to those delivering DPs were created by the test sites. ■ Active promotion of SDS, including DPs, increased the numbers of people opting for payments instead of direct services to pay for more flexible, individualised care and support. ■ All test sites invested in specialist SDS teams and project managers to support development of new systems and administrative processes, as well as generating a body of practice expertise. Consequently, some service users, carers and professionals perceived SDS as separate to both Social Work support and DPs. ■ None of the test sites was able to cut 'red tape' or reduce bureaucratic or administrative requirements. Instead, by designing new support systems for SDS, they experienced a (possibly temporary) increase in bureaucracy associated with assessment and resource allocation. ■ Only one of the test sites used test site monies to invest in strategic service development. ■ By the end of the test site period the 3 local authorities had resolved to move towards mainstreaming SDS with support from their senior management and Councillors.