Charting Government: Whitehall Monitor 2014 Annual Report

Charting Government:Whitehall Monitor 2014

Whitehall Monitor 2014 has three components

The resources available to Whitehall

What Whitehall does with those resources

The real world impact of Whitehall’s actions

Whitehall Monitor focuses on four narratives

Few ministers remain in the same posts as May 2010…

Government reshuffles 2010-14 – when ministers took up current post (as of 1 November 2014)

Tenure of permanent secretaries, May 2010 – September 2014 from when first appointed

… as do not-so-permanent secretaries

Total Managed Expenditure by department, plans for 2013-14

Departmental budgets vary in size

Departmental assets and liabilities 2009-10 and 2012-13

Some departments have large – and increasing –liabilities

Extent of devolved responsibility by department

‘Barnett Consequentials’ differ between departments

DfE DCLG DH Defra

DCMS DfT

Law HO

BIS MoJ

CO CxD

DWP DECC

FCO MoDDfID

TOTAL

0%

100%

Transparency of departmental spending plans

Transparency about spending changes is often lacking

Civil Service staff numbers

Staff numbers are down by over 70,000

Civil Service staff numbers

The Civil Service is at its smallest since World War Two

Civil Service staff numbers - % cut since Spending Review 2010

DCMS and DCLG have had the biggest cuts…

Civil Service staff numbers (managed department), 2014 Q2

…but are amongst the smallest departments

DWP

MoJ

HMRC

MoD

HO

FCO DfE BIS CO Defra DfID DH DfT DCLG DECC HMT DCMS0

20,000

40,000

60,000

80,000

Civil Service staff numbers (managed department), 2014 Q2

DWP, MoJ, HMRC and MoD are the biggest departments…

DWP

MoJ

HMRC

MoD

HO

FCO DfE BIS CO Defra DfID DH DfT DCLG DECC HMT DCMS0

20,000

40,000

60,000

80,000

Civil Service staff numbers - % cut since Spending Review 2010

…and so DWP, MoJ, HMRC and MoD have accounted for the bulk of cuts

Civil Service Engagement Index, 2009-2013

Civil Service morale has largely held up…

58% 56% 56% 58% 58%

0%

25%

50%

75%

100%

2009 2010 2011 2012 2013

Civil Service Engagement Index, 2009-2013 – falls, 2012 to 2013

…with some exceptions, such as DfE...

Civil Service Engagement Index, 2009-2013

…and on pay and benefits

Resource Management Models, 2014

Departments manage their resources in different ways…

Department of Health – change in model

…and some have changed what they do since 2010

Total number of non-departmental public bodies (NDPBs), 1979 to 2014

‘The Bonfire of the Quangos’ is a numbers game, but arm’s-length body reform shouldn’t be

Greater transparency is needed on government contracting

Largest suppliers’ revenues from central government by department, 2013

Written Parliamentary questions submitted to each department, 2013-14

Work and Pensions, Health receive most information requests…

Overall rankings for responses to information requests

…and are reasonably good in responding on time

Delivery confidence for major projects across government, 2013 and 2014

Major projects remain a pressure point…

…but more projects have improved in delivery confidence

Change in delivery confidence for major projects, 2013 to 2014

Usability of departments’ impact indicators

Impact is difficult to measure – and to find

‘Which three things do you think UK politicians should prioritise?’ and‘Which three things do you think UK politicians prioritise at the moment?’

There is a large expectation gap

There is a large expectation gap‘Which three things do you think UK politicians should prioritise?’ and

‘Which three things do you think UK politicians prioritise at the moment?’

‘About the government. How satisfied are you with the way it is doing its job?’

GB mid-ranking in public perception of effectiveness

Government faces a number of pressure points post-2015

Ministers and Permanent Secretaries

• Departments need more stable leadership

Spending

• The Government needs greater insight and tighter controls to ensure the sustainability of spending cuts

Workforce

• The Civil Service needs to change how it works if it is going to cope with the further cuts it faces

Reforms

• Whitehall needs to continue raising its skills to successfully deliver government reforms

Public perceptions

• Politicians need to convince the public that they can run government effectively

Charting Government: Whitehall Monitor 2014 Annual Report

Government & Nonprofit

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