Public Services: Workforce (Public Services Committee Report)
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The Minister of State, Cabinet Office (Baroness Neville-Rolfe) (Con)
My Lords, I begin by sharing the many thanks expressed to the noble Baroness, Lady Armstrong of Hill Top, for opening the debate with such verve, and indeed to her committee and its staff. I thank all noble Lords for their interesting contributions.
The Public Services Committee, of which the noble Baroness is clearly an excellent chair, has delivered an insightful and important report that has been welcomed by us all. It is a cornucopia of insights and examples. We have had more today—Camden and Wigan councils and secondments mentioned by the noble Baroness, Lady Armstrong, the local IT training mentioned by my noble friend Lord Kamall, high employee participation in the Swedish model mentioned by the noble Lord, Lord Liddle, and so on. At a more strategic level, it has also rightly highlighted the growing demands on the public sector workforce and the need to find different ways of delivering effective public services and, of course, taking the public sector with us and serving the public well.
I agree with this challenge. I believe we can help to square the circle by making the public services more efficient. This is a mixture of big things—a past example might be making the Bank of England independent—and a plethora of small things. Some of these involve doing things better—for example, using new technology in the right way—and others involve reducing or ceasing inefficient activities and increasing flexibility, as the report highlights. Even more crucial is to attract and retain the right talent and train the workforce well. Examples of all these things can be found in the committee’s report.
Since I last served in government, we have improved the life cycle of government delivery—the way we procure, the way we manage and the way we evaluate. To pick up on the challenge from the noble Lord, Lord Collins, I think this is a major strategic contribution. We are improving the way we procure, not only through the Procurement Bill and associated transformation but with high-quality recruitment and professional training to ensure that public services are well equipped with products and services. We will bring in SMEs, social enterprise and the voluntary sector, on which my noble friend Lord Kamall has spoken with passion.
We have improved the way that major projects and workstreams are managed through the Infrastructure and Projects Authority, run jointly by my department and the Treasury, to support successful delivery. We have also improved the way we evaluate government spending decisions with the Evaluation Task Force, which provides specialist support to ensure that evidence and evaluation are used to drive continuous improvement and inform Ministers on decisions.
Specifically on the report, much progress has been made in aligning with its recommendations. The People at the Heart of Care White Paper sets out our strategy for the social care workforce and system reform. We are taking forward ambitious reforms to the social care system and progressing the proposals in the White Paper, including on training and technology—a key focus of today’s report. This includes boosting workforce capacity, supporting sector digitalisation, developing our approach for improving oversight of the adult social care system, and enhancing the collection and use of data. Another example is the introduction of the public sector apprenticeship target to boost apprenticeship starts across the public sector, which I will come on to, and ongoing investment in preventive services, as several noble Lords have mentioned.
Picking up some of the key themes of discussion, as we recover from the pandemic and face a tight fiscal position, it is more important than ever that we focus on easing pressure on public services. One way we can do this is through investing in technology, as the noble Lord, Lord Collins, said; that is highlighted in recommendation 9 of the report. It is clear that having efficient and effective technology is an integral part of delivering high-quality public services and, as the noble Lord said, it can help with planning and co-ordination. That is why we have created the Central Digital and Data Office in the Cabinet Office to help build an effective digital Government, which includes a commitment to exploit emerging technologies such as artificial intelligence, blockchain and quantum computing. By 2025, the Government are committed to having improved the skills of 90% of senior civil servants against the digital and data essentials core curriculum, which includes a specific focus on the needs of users and real-life experience—a key theme of the report.
Innovation is key in the design and delivery of public services, and it should perhaps have been mentioned a bit more. Access to data is often central to improving the lives of citizens and businesses. For example, it can be seen in the Geospatial Commission’s work on electric vehicle location data to support the rollout of electric vehicles, and in the national underground asset register, which is building a digital map of underground pipes and cables that will revolutionise the maintenance, repair, installation and operation of buried infrastructure, so district nurses will not be waiting in their cars while roads are being dug up.
We need to create leaders throughout the public sector who can navigate the challenges it faces. In recommendation 32, the committee rightly challenges the Government to promote best practice through the Leadership College for Government. The college works with a wide range of partners and leadership academies on common topics, sharing expertise, user focus and feedback. It will be a forum to encourage best practice, for which the noble Lord, Lord Collins, called. I was particularly glad to see that this will include front- line visits by the top of the office—the senior civil servants—right across the UK. The noble Baroness, Lady Armstrong, spoke about knowledge and skills networks. I would like to talk to her further, but the college can become such a network to share knowledge and skills across the public sector.
As well as focusing on those at the top, the Government are focused on creating a pipeline of new talent into the public sector and a skilled and capable Civil Service. As part of this, we launched a revised apprenticeship strategy in April 2022, which sets out our commitment to apprentices making up 5% of the UK Home Civil Service workforce.
Recommendation 23 of the report calls for the successful public sector apprenticeship target to be reinstated. The target was introduced to boost apprenticeship starts across the public sector, and its introduction has had a positive impact—it has been a “successful action”, to pick up on the noble Baroness’s words—with over 220,000 apprenticeship starts in the public sector over the initial four-year target period. Apprenticeship starts by new and existing employees now represent around 1/10th of all starts in the public sector. Of course, apprenticeships can also be a vehicle for lifelong learning, and need to be encouraged right across the board.
We are also committed to creating a skilled and highly trained public sector workforce. Despite what the noble Baroness, Lady Brinton, said, for example, the Department for Education has taken action to attract more people into teaching and enable them to succeed, with an entitlement to at least three years of structured training, support and professional development for all new teachers. I agree with the noble Lord, Lord Wallace of Saltaire, that we need to value teachers, which means building on local good practice. I was recently at Corpus Christi Catholic High School in Cardiff, and I saw the difference that a very good headmaster could make. It was clear that he was training the teachers and empowering them.
I acknowledge that STEM subjects are a challenge. I know from my noble friend Lord Younger that even the University Technical College in Portsmouth finds it very difficult to get girls to sign up to its STEM courses. We want to bring teaching into line with other prestigious professions such as law, accountancy and medicine by a better approach to training.
In addition, the Department of Health and Social Care continues to provide financial support to those wishing to qualify as social workers, through the £58.5 million social work bursary and £18.6 million education support grant. I take the point made by the noble Baroness, Lady Pitkeathley, about the difficulties for those without formal qualifications in social care. I know from my own experience with my father’s carer, whom we helped to get qualifications while she was caring for him, that we need to be imaginative and do more in that area.
Training in cyber and computing skills si also a priority. We cannot deliver improved cyber-resilience or meet the integrated review ambitions on science and technology unless we grow and upskill our workforce.
The noble Lord, Lord Hogan-Howe, made some insightful and authoritative points about training and the police force—and, indeed, about police management more generally. I am afraid that I am unable to respond to his detailed points, but we are meeting next week, because he is kind enough to serve as a non-executive director on the Cabinet Office board, and perhaps we can talk further about the points that he has made. If need be, I can come back to him in writing as well.
My noble friend Lord Shinkwin made some very powerful comments about disability in the public service, and I look forward to seeing the IoD report that he mentioned. I recognise his unique contribution and perspective on how we best support disability in public service; he is right to pick up from the report the need to focus on users across the board and say how that can make a difference. I would add that our Access to Work programme has contributed to 1.3 million more disabled people being in work than in 2017, hitting a government commitment. We want to create more opportunities for disabled people to participate and thrive, and our important work on our health and disability White Paper goes on.
Many noble Lords have talked about preventive services. To respond to the noble Baroness, Lady Pitkeathley, we need to prioritise investing in preventive services so that we can ease the burdens on public services by solving problems, as she said, before they become acute. For example, the likelihood of ex-offenders reoffending is significantly decreased if they have a home, a job and access to healthcare, including substance misuse treatment. That is why the Ministry of Justice is investing £200 million a year by 2024-25 to drive down reoffending and to offenders off drugs and into skills training, as well as into work and living in stable accommodation.
The 2021 Autumn Budget saw the Department for Levelling Up, Housing and Communities’ supporting families programme, which now has planned funding of £695 million over three years. It is an important programme because it helps disadvantaged families with problems relating to unemployment, financial insecurity, the risk of homelessness and educational inequality.
My noble friend Lord Kamall brought fascinating insights into the link between government departments, civil society organisations and public sector partnerships. He will know that many government departments hold regular engagements at official and ministerial levels with civil society organisations to consult on the implementation of policies and to find innovative ways to improve public services from the point of view of citizens and users. The work we are doing on procurement represents something of a step-change in this area. I disagree with the noble Lord, Lord Wallace of Saltaire—we often disagree on these points—in that the amendment we made on Report regarding social enterprises and SMEs sends a message which is extremely important in the transformation programme that follows the Bill.
The Government have been very ready to use the private sector and civil society to deliver, as my noble friend Lord Kamall will know from DCMS, which very much leads the way. I believe in consultation with stakeholders and have been seeking help from stakeholders and users on the development of border import controls, which is one of my current challenges.
I am sorry so many committee members have been kept away by industrial action today. It is important that we view this report within the context of industrial action across the public sector, the huge economic challenge we face and the risk of inflation running out of control. This Government are committed to working constructively, but we need the unions to be fair and reasonable in return. Despite what the noble Lord, Lord Liddle, said, the country simply cannot afford some of the demands being put forward, such as the 19% demand from the nurses, who of course we all support and value. The only way to truly mitigate the impact of these strikes on people is for the unions to go back to the negotiating table for a reasonable solution.
Baroness Neville-Rolfe (Con)
And employers. I know from my experience at Tesco, which the noble Lord, Lord Collins, was kind enough to reference, how important discussions with unions on ways of working and training can be. It is not only about pay; it is also about how you modernise, move forward together and use new technology, as he was saying. So I think even the old-fashioned Labour people opposite—
Baroness Neville-Rolfe (Con)
—old-fashioned new and old—might agree with that. However, for today, strikers need to ask themselves whether it is really fair to do what they are doing as the country is trying to have what is meant to be the first normal Christmas for some time.
The noble Lord, Lord Davies of Brixton, spoke at some length about pensions, which I know from previous exchanges he is very knowledgeable about. The Government implemented a number of pension scheme reforms in 2015. One area of reform was to make it easier to stay in work for longer and to return to work after taking pension payments by introducing late retirement factors and removing the abatement on re-employment. The Government already provide flexibility for those transferring into, out of and within the public sector—for example, through the ability of staff joining the public sector to transfer accrued pensions from private sector schemes into their public sector pension scheme, and the public sector transfer club for transfers within the public sector. On the transfer of smaller pension schemes, I will have to come back to him, but quite a lot is being done. As the noble Lord will know, I cannot bind ministerial colleagues, but he is right to say that the public service pensions are a crucial part of the total remuneration package for staff in the public services.
Finally, the noble Baroness, Lady Armstrong, asked about the Employment Bill. I believe that some of the measures on workers’ rights that she is probably concerned about, and that we pledged in the manifesto, are now being picked up in Private Members’ Bills starting in the other place, and they have passed their Second Reading. She smiles. So, some progress is being made. We agreed that flexibility can be powerful and important in public services. For example, I know that it is important in bringing older people into the workforce. I thank her for raising that point and for the opportunity to discuss progress on employment.
In closing, I again thank all noble Lords for their excellent contributions throughout this debate. We share the sentiments of the committee’s report and agree that the Government and the country face enormous challenges: an ageing population, climate change, recovering from Covid and the war in Ukraine. We can meet those challenges only if we continue to innovate, harness new technology, build and value a more skilled workforce, and always look to do things more efficiently. If we do this, I believe that we can deliver the services our people deserve. I am here to do all I can to make that happen.