This review was invaluable in confirming both the scope for and the benefits to be had from moving towards a much stronger functional model. Find sources: "Cross-cutting"– news · newspapers · books · scholar · JSTOR ( August 2017) ( Learn how and when to remove this template message) In the 10 years since the function was created, the team has struggled to get the attention it deserves from across government. Despite this, it has delivered significant benefits to the Exchequer in the prevention of financial loss. Fraud and Error

Compact shredders can fit in small spaces, and these may be best for home-office use, or as personal shredders in either a home or an office. Some offer safety features such as automatic shutoff if one's hand touches the feeder slot. Others offer jam protection. Shredders, as a group, are not known for their exterior elegance, but some compact shredders are stylish enough to blend in nicely with an office's décor. All Ministers who are responsible for major projects must attend IPA training. ○ For all significant contracts within major projects, departments must identify and put in place trained contract managers accredited by the Government Commercial Function for the lifetime of those contracts. In 2016 the MPA was merged with Infrastructure UK to form the Infrastructure and Projects Authority - IPA. The IPA has strong leadership, which should be supported to ensure that the necessary project leadership and oversight capability is in place in IPA. My focus is on the IPA’s mandate which seems to have been diluted from the original 2011 version. The decision on which programmes and projects should be included in the GMPP must be according to criteria set by ministers at the centre of government, acting on the advice of the Head of IPA. It should now be made mandatory for all departments and entities subject to the controls regime to participate in the current commercial and DDAT pipelines (and future property pipeline); The Government should appoint an Inspector-General (I-G) to oversee counter fraud measures across all central government entities.Credit card or CD slot: Some shredders can handle CDs and DVDs – either through the main slot or a separate one. If you have sensitive data written to disc, consider a model with this function.

In the private sector, corporations that have moved to global functional operating models have made substantial savings.” In addition GIAA reports are currently confidential to the permanent secretary in the department they cover. This represents a change from the rubric under which GIAA was originally established. GIAA is currently obliged to treat the line departments as clients, which inevitably risks compromising the robust independence that is so important for internal audit to be effective. I recommend: The biggest deterrent for these top players is concern about how they will be treated when they join. Too much still remains of an outdated class divide in the civil service between Whitehall “policy” officials, who - usually - still get the top jobs, and the professional specialists - finance, commercial, technology, HR, project management and so on - who see less of ministers, don’t generally get the top jobs, and yet are expected to implement decisions and run government operations which spend hundreds of billions of taxpayers’ money. Parity of esteem is essential, and we are still some way short of it.Failure to leverage scale - scale doesn’t leverage itself spontaneously; it requires a strong centre with a strong mandate.

This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. Historically, departments have tended to award very large Facilities Management contracts covering wide geographic areas. This has the effect of favouring the biggest suppliers who can operate on a national scale. The better approach strategically would be to bundle together parts of the central government estate on a geographical basis. This can benefit smaller and more local providers, while still significantly leveraging the buying power of the government acting holistically. Two departments are not currently served by GLD: HMRC and the FCO. In relation to HMRC, most of their lawyers are tax specialists, and these are skills that are not really needed elsewhere in government. There is however a need for international law expertise in many parts of government, and it could be beneficial for FCDO to join GLD, where this expertise can be made available in an integrated way. I recommend: Controls enable government to operate in a much more holistic and joined-up way. They can deliver IT systems that are compatible and interoperable; common terms and conditions; buildings with shared spaces that promote real-time collaboration. These are softer benefits than the hard cash savings, but just as real. There are other issues around the ability of government to attract and retain the very best into these crucial leadership roles. One is about whether the leader will have the clout to make big, difficult things happen. For functional leaders at the centre of government, this is about the mandate. Part of that is the formal mandate, in which the role of a reinstated cabinet committee is important. But it is also really important for functional leaders to have a strong sense that senior ministers will support them.

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It is essential that the advice provided by central functions is genuinely expert. The central functions do not need to be huge - indeed I have been surprised at how large some have grown - but they must however contain capability of the very highest quality. This is a crucial factor for gaining buy-in from the departments. This is a mixed picture at present. At the centre of government, over time you build visibility and data over the entirety of government spending in particular categories e.g. property occupancy, specific procurement categories, IT and digital etc. I believe that the time is right for a significant strengthening of the Chief People Officer’s mandate. I recommend:

However, in the challenging fiscal position in which the government now finds itself, there is once more a premium on finding innovative ways in which services can be delivered. It would be worth examining how this rich vein of innovation and enterprise in the public sector can once more be opened. The revival in some form of the commercial models control would be an essential element in this. Trying to formalise and institutionalise “earned autonomy” is therefore a mistake. It can require extensive negotiation, with definitional challenges coming to the fore. In any event it is in the nature of the functional model that it will always be for “head office” to decide how to operate its controls. Typically, controls become looser in good times, while in tough times the strings are rapidly drawn in. But in either case, the decision is to be taken by the centre. Key to successful implementation is really serious assessment and accreditation of professionals within that function across government. I have made recommendations on this in relation to multiple functions. A replacement for the GDS real time performance platform gov.uk/performance urgently be constructed, with line departments mandated to provide real time data feeds to it.You can suppress demand. You can ask whether Department X’s proposal to buy 50 new vehicles, or take on a new office lease is in line with relevant strategies and standards. SROs should be appointed for defined terms to ensure clarity on the date at which they will leave the project. The assumption must also be that they are expected to work their full notice period if they depart early. The National Statistician should be tasked with undertaking a comprehensive audit of analytical capability in the universe of policy officials, with a rigorous assessment and accreditation programme, and with devising an improvement programme.