Shortlist

The Citizenship Award

Sponsored By

The Nominees

CSA19- Jonathan Bamborough

Jonathan Bamborough

Jonathan is the founder and organiser of the Blackpool Music Festival, a free urban festival held on the Fylde Coast. Now in its sixth year, the festival has covered 20 venues involving nearly 300 artists and over 40 volunteers. Although the festival spans over four days, Jonathan and his team work all year round to deliver the festival on time and on budget, holding several briefings, committee meetings and volunteer meetings throughout the year.

Radio Lancashire’s BBC Introducing hosted a series of shows featuring BMF acts throughout August and September. The festival has raised several thousand pounds for Streetlife Blackpool, a local charity providing shelter and support for vulnerable young people, a charity that Jonathan also helps by cooking and delivering a meal for every fortnight.

Although he has almost single-handedly delivered this festival, Jonathan has gone to great lengths to ensure that everyone involved gets credit for their efforts.

Mairi MacNeil

Mairi MacNeil

Over the past 25 years, Mairi has worked tirelessly to improve and support the services provided for disabled people and the caring community of the Western Isles.

With enthusiasm, energy, determination and commitment, she has campaigned for the most vulnerable in the community, who are often unable to voice their needs and concerns. To get the job done, she secures funding, resources and help at the point of need. She has secured tens of thousands of pounds in funding over the years, and in addition has worked unstintingly to support, challenge and raise awareness for her causes.

CSA19-Suzanne Smith

Suzanne Smith

Prior to joining DBS, and after years of research and travel looking into how to prevent abusive head trauma in infants, Sue designed a programme called ICON: Babies Cry, You Can Cope. This programme is a multi-disciplinary intervention that can be easily integrated within health service delivery. It helps parents and carers of babies understand that crying is normal and increases between certain ages, then decreases again in the normal crying curve. It is known that crying is the trigger for babies being shaken.

ICON stands for: Infant crying is normal, Comfort methods may work, its Okay to walk away if the baby is safe and the crying is getting to you, Never ever shake or hurt a baby.

Sue has driven this programme as a volunteer using her annual leave and special leave. It is now in place across Hampshire, Gloucestershire, Cheshire, Lancashire with more places lined up to adopt the programme. Sue works tirelessly at promoting this programme and involves parents affected by AHT in the design of all the materials, website and social media. Sue is helping protect babies from AHT and making a difference to all families faced with the challenge of a crying baby.

The Collaboration Award

Sponsored By

The Nominees

CSA19 - Leeds social Justice Team

Leeds Social Justice Team

The Social Justice Team in Leeds was created to support the district’s most vulnerable customers, often with a range of complex needs, to get the specialist help they need through ongoing one-to-one support in a community setting. Over the years, they have forged strong links with external organisations, creating a multi-agency approach which has helped turn lives around and promoted social mobility.

One aspect of this work was linking up with the Local Authority, Mental Health Street Team and other organisations that offer support to those who are homeless. This has resulted in cross-organisation working, enabling customers access to advice and support when they most need it. The Social Justice Team is a strong example of collaboration and has exceeded its goals to eradicate homelessness in Leeds and make a positive difference to people’s lives.

CSA19- Offender Accommodation Pilot Project

Offender Accommodation Pilot Project

Research shows that ex-offenders who are homeless or in temporary accommodation are more likely to reoffend within a year than those with a stable place to live (79% vs 47%), while 36% of people seen rough sleeping in London, whose institutional history was known, had experience of prison.

Leeds, Pentonville and Bristol prisons have been chosen to spearhead the £6 million Offender Accommodation pilot programme, helping vulnerable ex-prisoners find and stay in stable accommodation. The pilot will provide dedicated funding to offer stable accommodation for up to two years, alongside tailored support to help prisoners integrate into communities for the long term and address their specific criminogenic needs.

The pilot forms part of the Government’s £100 million Rough Sleeping Strategy, announced in the Summer of 2018. The pilot will contribute to the Government’s manifesto commitment to halve rough sleeping by 2022 and end it completely by 2027. It is being delivered in partnership by MHCLG and MoJ, demonstrating the benefit of jointly working on agendas which meet the needs of the most vulnerable in society. The sites are piloting a new partnership approach between prisons, local authorities, probation staff and charities, working together to provide support to prisoners when they are released.

 CSA19- Statutory Accounting & Corporate Structure Fraud Project Team

Statutory Accounting & Corporate Structure Fraud Project Team

Cabinet Office, Companies House, Insolvency Service and HMRC came together to innovatively tackle the problem of company account fraud as a cross government project team. The team collectively sits at the heart of the Government’s strategic aim to combat economic and organised crime. In coming together, the project team delivered a record-breaking counter-fraud pilot, and was able to improve the integrity of the public register of company accounts.

The team delivered this by being the first to use the ground-breaking Digital Economy Act (DEA) and through the innovative use of data and data analytics. However, the success was predominantly achieved through focusing on a common vision, working collectively to empower each other and overcoming obstacles as a team.

The strength of this collaboration continues to be seen post-pilot. It has forged wider and deeper relationships between all organisations involved at both the operational and strategic levels. In doing so, it has improved Government’s ability to fight fraud whilst ensuring the integrity of the Companies House register for citizens and the wider public and private sector.

 

The Commercial Award

Sponsored By

The Nominees

CSA19-Defra group Commercial EU Exit Team

Defra group Commercial EU Exit Team

Defra group Commercial (DgC) EU Exit Team was established in February 2018 to provide dedicated commercial support to the departments large and diverse EU Exit Portfolio of 55 projects, of which around 50% had commercial requirements.

During this period, a team of  around 30 commercial professionals has provided exemplary support across the portfolio working in close partnership with project colleagues, the team had to deliver a wide range of goods and services, many of which the department had no previous history or experience of procuring. As a result of an extraordinary team effort, all of the required services were successfully and compliantly procured in order to ensure that Defra was ready for all EU Exit scenarios and able to support its stakeholders, customers and wider citizens.

CSA19-Superfast Cymru Project Delivery Team

Superfast Cymru Project Delivery Team

The Welsh Government’s 2013-2017 Superfast Cymru project transformed the digital landscape of Wales, providing almost 733,000 premises with access to fast fibre broadband. The project was delivered in partnership with BT with a public sector investment of over £200 million.

 

To achieve best value for money, the small Welsh Government project team managed the contract with suppliers very closely, using contractual mechanisms to ensure fibre was delivered to premises throughout Wales. Systems were developed for high quality management and analysis of project data, allowing the team to closely manage grant claims received for enabled premises; this was critical to achieving successful outcomes. The team needed to develop expert knowledge of the contract and project data to manage the information successfully and ensure intelligent commercial decision making. Strong relationships with the supplier were strategically and closely managed to effectively deliver the contract.

 

The team proved their exemplary commercial skills and sound business judgement by successfully delivering the project under budget, whilst also over-delivering on the number of premises given access to superfast broadband. This close contractual management and stringent assurance processes further resulted in the exceptional outcome of over £19 million in savings and future gain share to the Welsh Government.

 CSA19- Voluntary Pricing and Access Scheme negotiating team

Voluntary Pricing and Access Scheme negotiating team

The Voluntary Pricing and Access Scheme (VPAS) negotiating team was led by Steve Oldfield at the Department of Health and Social Care (DHSC) and consisted of a joint team of colleagues from DHSC, NHSE and the Complex Transactions Team (CTT) in the Cabinet Office.

The team delivered a market-leading deal to accelerate the uptake of new innovative medicines to NHS patients, up to six months earlier and within an affordable financial envelope. The voluntary scheme is designed to keep growth in the branded medicine bill predictable and affordable by placing a 2% cap per annum on the growth in sales of branded medicines to the NHS, over a five year period.

The savings from the drugs budget will be used to deliver more critical frontline services. This is a win for patients, a pre-Brexit win for the pharmaceutical industry and a cost reduction for tax payers.

The Communication & Engagement Award

The Nominees

First World War Centenary – The Last 100 Days Remembered

First World War Centenary – The Last 100 Days Remembered

DCMS led a four year campaign to mark 100 years since the First World War. November 2018 was their final opportunity to leverage the centenary to create a lasting legacy. They set out to create deep personal connections to the war so that its stories would continue beyond the centenary’s spotlight. They brought together a broad range of partners and descendants to share family stories, driving empathy, relatability and inspiring people to find out their own story.

This campaign sparked the public imagination, creating a movement that spread locally, nationally and internationally and gave voice to a generation, many of whom previously lost to us.

CSA19-THINK! New Driver campaign

THINK! New Driver campaign

THINK! is the Government’s flagship road safety campaign, tackling issues like drink driving, mobile phone use and speeding. The New Driver campaign was the first time THINK! has directly targeted new drivers, an exceptionally high-risk group, with one in five crashing in the first year after passing their test.

The campaign was part of THINK!’s ground-breaking Mates Matter strategy, which uses social practice theory to engage young men aged 17-24 and their friends, redefining what it means to be a good driver by encouraging them to challenge masculine stereotypes and look out for each other. Building on this, New Driver used audience and channel insight and harnessed the power of media partnership to achieve positive change and improve trust in the THINK! brand among young drivers.

THINK! communicated its New Driver messages through the ‘Road Whisperer’: a smooth-talking  character who shares wisdom with young drivers about challenging situations like driving at night or on country roads. An innovative, highly-targeted partnership with LADbible used Instagram stories and an ‘honest subtitles’ video showing what young men are really thinking behind the wheel, and the campaign saw the launch of an official Instagram page.

CSA19-Welsh Government: Digital Infrastructure Communications Team

Welsh Government: Digital Infrastructure Communications Team

The Welsh Government’s Superfast Cymru project invested over £200 million in building fibre broadband infrastructure across Wales. As a result, the majority of properties can now access superfast broadband. A public target was set by Ministers to reach 50% take-up of services of this new, publicly funded infrastructure by 2023.

To accelerate this aim, the Digital Infrastructure Communications Team planned and implemented an integrated communications campaign aimed at home users of broadband to make them aware of the technology available to them and the benefits of using it. The campaign ran from October 2016 to March 2019, underpinned by external market research and tracked through granular level take-up data.

In October 2016, take-up was at 28%. By March 2019, take-up was at 54%, exceeding the Ministerial target four years early. It is forecasted that funding saved through the Superfast Cymru grant agreement as a result of take-up levels can be reinvested in Wales. This communications campaign has been fundamental, not only to maximise the funding due back to Government but to ensure the citizens of Wales are aware of the technology available to them and its benefits.

The Developing People Award

Sponsored By

The Nominees

Bridges Project Team

Bridges Project Team

The Office of the Public Guardian (OPG)’s ground-breaking Bridges BAME development programme came into being in response to a recognition in OPG that, despite a workforce with over 50% from an ethnic minority background, there was a lack of progression for these staff beyond junior grades. Working with MoJ’s Diversity and Inclusion team, OPG put together a project team to create a fresh approach. The programme was set up to act as a trailblazer for further MoJ inclusion activity.

Central to the programme was senior-led group mentoring. Each SCS in OPG committed to mentoring a group of participants over the six months of the programme, while other senior BAME staff also agreed to support as associate mentors. Alongside the content delivered by an external provider and shaped by the project team, these mentoring circles, meeting for half a day per month with their SCS mentor, proved crucial to the programme’s success. Not only did participants benefit from their mentor’s experience, but they also became self-managing groups, helping and supporting each other.

Evaluation from the programme evidences the value participants have gained from it, and over half have since gained promotions or new jobs. Bridges is now being repeated for new cohorts.

CSA19-Rob Macpherson and HR's Recruitment Team

Rob Macpherson and HR's Recruitment Team

Three years ago, there was only one 12-month internship in Whitehall offered to care leavers. This year, there are 100. Rob led the delivery of the Care Leaver Strategy and the subsequent Covenant, resulting in a commitment to 1,000 internships and employment opportunities at private sector companies within three years, and a huge expansion of the number of internships offered across Whitehall to care leavers.

HR’s Recruitment Team has been a vital player in making these opportunities available to young people leaving care. The boost in numbers was the result of a professional cross-Government campaign, managed by the team and run with zero budget, in addition to other business as usual.

csa tracey Lee

Tracy Lee

Tracy Lee, Director of Communications at the Department for Digital, Culture, Media and Sport (DCMS) has shown the impact of leadership and ownership at a team level. Tracy focused on inclusion, using all the tools at her disposal, to create a diverse team. New team members have already challenged the status quo, helping to innovate and create in a way their sectors and audiences respond to, and ensuring they have the best chance of cutting through the noise to raise awareness and change behaviour.

The Digital Award

Sponsored By

The Nominees

CSA19-Digital Customer Service - HM Passport Office

Digital Customer Service - HM Passport Office

Digital Customer Service (DCS) is the customer-focused way for British citizens to apply for a passport, with nearly five million applications now received. Replacing the complex, multi-section paper form and the accompanying 27-page guidance note, DCS is designed around users’ needs to make application easier, quicker and more accurate.

Process changes allow wholly-online applications with users signing their passport after receipt, removing the need to collect and complete a form or print one at home. DCS guides users through a simple process, asking only the questions relevant to the application. By enabling users to upload their own photographs, DCS removes another potential delay to the application process, and online identity verification makes it much easier for someone to confirm who you are.

On average, applications take less than 10 minutes to complete and user satisfaction rates regularly top 95%. Users can track their applications online and receive notifications by SMS or email at every stage. Because DCS helps HMPO to deliver processing savings, digital applications are £9.50 cheaper than paper ones. DCS was developed in-house by an HMPO-led team and continues to develop iteratively with a roadmap of change prioritised by data from the service and user feedback.

Digital Awards - Divorce Project - HMCTS Reform

Divorce Project - HMCTS Reform

The Divorce Project is working to deliver a transformed end-to-end national online service for individuals and/or their legal representatives wishing to make an application to legally end their marriage or civil partnership. The key benefits of the project are simplifying the divorce process for users, reducing the administrative time taken to input and progress with cases, and reducing the cost of delivering the service to HMCTS.

The team started at the application stage which provided the biggest benefits for both users and staff. It built a prototype, testing it with users including those with specific accessibility issues and disabilities. Following a pilot, the Divorce Project entered a ‘private beta’ development phase in 2017.

With the team working together and with other services in Reform at similar delivery stages, they passed a Government Digital Services assessment which gave approval for the online divorce system to be made available to the public. This went live at the end of April 2018 and allows uncontested divorces to be applied for digitally.

CSA19-Sarah Pannell and Learning & Innovation Team, DFID Malawi

Sarah Pannell and Learning & Innovation Team, DFID Malawi

Sarah led the successful effort to deliver a fully digital census in Malawi. This is a first for the region, and is cheaper, more accurate and quicker than peers. Sarah overcame widespread donor reluctance and a cynicism among partners that the tablets would be stolen, as nothing of this sort or scale had been attempted before.

From the outset, Sarah had an eye on the bigger picture, ensuring the tablets could be transferred to other countries. 99.9% have been safely returned and will now be shared with Zambia. The full results are now available a year before they would have been using traditional methods. The fact that there is no manual data transfer has also massively increased reliability.

Sarah identified the opportunity, showed tenacity and diplomacy in driving the project, and continues her vision as she lobbies for effective usage of the results.

The Diversity & Inclusion Award

Sponsored By

The Nominees

Bernadette Thompson and Anita Bhalla  Co Chairs Race to the Top G67 Network Winners

Bernadette Thompson and Anita Bhalla Co Chairs Race to the Top G67 Network Winners

The Network is highly visible in supporting members with activities receiving significant positive feedback across the board. The Network’s strategic impact is also clearly recognised by Civil Service leaders. Achievements include:

•The SCS Shadowing Scheme offers exceptional learning placements including opportunities to shadow very senior roles. Over 400 members participated in 2018 and in 2019; over 1000 have benefitted overall. The Scheme is extremely highly rated: 95% of evaluations received on shadowing completion rated the value as very useful or excellent. Some members have secured new roles as a result and many ongoing mentoring relationships have developed. 
•Hundreds of BAME G6/7 women attended Women in Leadership sessions enabling leadership discussions with women in very senior roles. The Network also held a very successful International Men’s Day event promoting BAME SCS male role models.
•The Network’s Charter for Change outlines quick wins for departmental / professional leads in supporting BAME G6/7s. Sir Richard Heaton has circulated this to all Race Champions; some departments are already adopting the measures. 
•The Network has established subgroups along professional lines. HR and finance subgroups are in place with a commercial subgroup being developed. These enable closer ties amongst peers and with professional leads and have facilitated attendance at SCS conferences. 
•Many BAME G6/7s applied to participate in the Reimagine Challenge this year. John Manzoni specifically opened-up the application process to members after we highlighted the lack of prior ethnic diversity. 
•The Network offers advisory support to departments on race and diversity including advice on: establishing shadowing and reverse mentoring schemes, D&I action planning and tackling BHD. 
•The Network focuses on encouraging the wider pipeline with a highly visible presence at key events including BAME into Leadership and delivering Let’s Talk About Race sessions with HMRC’s Embrace Network across Civil Service Live locations. 

Bristol Race Network

Bristol Race Network

 The Bristol Race Network have made an outstanding contribution in championing HMRC’s ambition for a more inclusive workplace.
The cross-directorate Network commenced in January 2018 and has since played a pivotal role especially when recent racial incidents were reported in HMRC in Bristol. 
By engaging Network members it enabled the business contain the situation and avert damage to the Department’s reputation. The safe forum allowed discussion of common issues, provided advice and support from peers and offered insight to help senior leadership understand the issues. This was influenced and driven from our BAME members who were encouraged to speak openly about the challenges they were facing in the workplace because of their Race. 
Once the issues were understood, key members from the Network developed a proactive business plan incorporating a number of cross-directorate initiatives and worked in partnership with all lines of business to drive this forward. This  included  development and delivery of a groundbreaking bespoke workshop to raise Race awareness which gained high level interest and was made mandatory for all managers in Bristol; and a Reverse Mentoring Programme where 20 BAME staff and senior leaders worked together  to raise awareness about issues affecting BAME staff leading to  strong working relationships between BAME members of staff and senior leaders. 
By collaborating with senior stakeholders including amongst others CCG Director General, Regional Senior Leadership Group, HR Inclusion Team and D&I Networks, the Network used evidence-based stats and concerns to challenge race inequalities. This resulted in senior leaders changing local people management policies to help eliminate incidents of bullying, harassment or discrimination against BAME employees and to foster a more inclusive workplace.
In addition, the Network helped influence a high level change to communication lines between local  Race Networks and national tier resulting in  HMRC Regions now being represented on the national Race Steering Group facilitating cohesion and improved dissemination of news and resource across the networks.
A survey conducted by the Network a year after commencement shows increased engagement and optimism amongst BAME members. They feel better informed, more confident to speak up individually or collectively about their concerns and increased support from development opportunities and conversations they could not have imagined possible a year ago

DfE Social Mobility Network

DfE Social Mobility Network

The network recognised that DfE would be unlikely to be able to identify the best ways to make improvements – or accurately measure success – without fully understanding the current make-up of the department; this included representation across grades and locations, staff sentiment and any barriers to progression being experienced. We therefore selected ‘Expanding our knowledge through data’ as an early priority work strand.

In Spring 2018, the network asked staff to have their say on social mobility in DfE by undertaking a short survey to support the department’s Social Mobility Employer Index entry – over 1000 staff members participated, sharing their views on culture within DfE. Building on this, the Network was successful in securing buy-in from the DfE People Committee to carry out a further, more detailed survey on the socio-economic background of staff members within the department for the first time. Acknowledging that it would be important to lay the groundwork for this survey, particularly in helping our staff to understand why we wanted to collect this data, we worked with our Internal Communications colleagues to formulate a comprehensive comms plan and develop clear messaging in advance of the launch.

Engagement with our survey campaign far exceeded expectations. The Network’s Chair, Andy Hurdle, wrote a blog that focused on ‘Privilege’ to encourage an open conversation and trail the survey launch – this became the second-most read intranet blog in a 15-month span, receiving 2,334 page views, far outstripping the DfE average. The subsequent intranet article that formally launched the survey received 4,734 page views, putting it in the top 10 most read articles in 2019. The response to the survey itself was overwhelmingly positive, receiving over 3,500 responses and providing a rich source of data, ensuring we can successfully measure our progress on social diversity initiatives over time against a baseline.

DWP Digital team

DWP Digital team

Giving women a digital voice 

DWP Digital is leading the way as pioneers of a Digital Voices (DVs) programme. A ground-breaking, agenda of activities to help women develop their digital skills and knowledge. The programme helps more women in DWP Digital:
•to be confident at presenting, taking a lead role at events/meetings, telling their own story and the story of DWP Digital
•to learn new skills that equip them to become more vocal
•to learn from other inspiring women and expands their support networks 
•to challenge the gender imbalance at public-facing tech events
•to increase the number of visible women role models 

DWP Digital launched DVs in 2018 as a pilot to address the above issues. Supported by Sue Griffin, chair of DWPs Women in Digital (WID) network, and other senior female advocates in digital, the women are buddied with a ‘friend’ and receive tailored development and coaching. Nine women joined the first cohort, its success leading to cohort 2 in January 2019 with 14 new DVs. 

Over 5-months they’re taking part in regular learning sessions including: using social media, blogging and interviewing skills as well as joining sessions from industry wide guest speakers. They’ll be provided with speaking opportunities and options to take part in various events and conferences. They are given an online VIP area where they can share information and log their personal journey. 

DWP Digital host an annual WID conference to encourage a shift in behaviour around gender bias. It aims to inspires females into tech roles while looking at what we can do to make digital an attractive place to work. The DVs took an active part in last year’s conference and will help shape this year’s event by talking about their experience and sharing examples of how we are building an inclusive environment. 

 

 

LGBTI Staff Network

LGBTI Staff Network

The LGBTI Staff Network serves staff in SG and a number of agencies across multiple cities. Over the past year we have held multiple staff networking events, run in-house diversity training events across several divisions of the Scottish Government, run LGBTI awareness induction training for staff, and supported SG delegations to Pride marches. We have engaged with the SG diversity team to ensure that LGBTI awareness training is accurate, widespread and linked to the network, so that guidance about LGBTI staff wellbeing is shaped by LGBTI staff.

The network was key to ensuring that Scottish Government rewrote its trans policy and guidance, putting lived experience at the heart of its development. We have ensured that trans inclusion is embedded into the design principles shaping SG buildings and facilities.

We have produced and disseminated rainbow lanyards to allow LGBTI staff and allies to publically show their support for LGBTI rights. 
Feedback from Stonewall and internal monitoring in recent years led us to do more to specifically represent and support Bi staff and staff who identify as trans or non-binary. Network members have written articles for internal staff news for many events including Trans visibility day, Pride, LGBT history month and Bi visibility day, in which network members talk about their own experiences. The number of network members prepared to use their full names in these articles has increased over time, which we believe reflects that staff are becoming more comfortable with ‘bringing their whole selves to work’, an ideal which senior allies are key in promoting. We produced a poster campaign for LGBT history month spread across all SG buildings. 

Our yammer web discussion group means discussions can take place openly and collaboratively and gives all members the chance to share ideas, plan events and ask questions.

Nuzhat Ali

Nuzhat Ali

Nuzhat is Senior Manager in the Health Improvement Directorate at Public Health England and adds significant tangible value to the DI agenda. Nuzhat is passionate and actively provides visible leadership for a range of innovative DI and organisational development activities across PHE and collaborating with OGD’s. Shegoes over and above in living leadership behaviours and role modelling the Civil service leadership code, making a real difference in championing inclusion through the work she does as a National Lead, member of the Diversity and Inclusion Network and Chair of the Muslim Network. 
In the last 12 months Nuzhat has led a series of successful creative events in PHE and with other Faith Networks across the Civil service, raising the profile of Faith and Belief. 
Inspired and co-delivered the first well attended/received interfaith webinar on the theme of ‘mental wellbeing’ and faith dialogue with the Christian Network and other faith and belief and no faith PHE colleagues. 
Collaborated with other successful Muslim Networks to promote a greater level of understanding of the role faith and belief has to improve service user experience, tackling mental health and wellbeing, and cancer screening. 
Led on increasing faith literacy using Lunch and Learn sessions during Ramadan and Hajj.
Recent 360 feed back from a wide range of people across the system is testament to the positive impact she has on others through her value driven behaviours.
"Nuzhat leads by example and clearly demonstrates PHE values in her interactions with people even under stressful situations."
“Leadership, she excels in the way she conducts her relationships with all staff, stakeholders and partners.”
“Nuzhat gives over and above energy/commitment”

Sexual Harassment and Personal Safety Working Group, DFID

Sexual Harassment and Personal Safety Working Group, DFID

Following the #MeToo movement and the safeguarding scandal of February 2018, our work is enabling DFID to ensure we hold ourselves to at least as high a standard as we expect from our partners, and to drive a conversation on sexual harassment across the Civil Service. We are focusing on long term change to build an inclusive working culture, using the momentum and evidence we have gathered to keep this issue firmly on the agenda of senior leaders and drive action to tackle the problem.
Based on the evidence we generated through our all-staff survey on sexual harassment, we have helped overhaul DFID systems and guidance, simplifying, reviewing and updating our procedures to address sexual harassment and relevant staff policies. Senior leaders have personally committed to act on the results of the survey and to ensure that this previously hidden issue is openly discussed and tackled. The Women’s Network and HR have developed a range of new advice, tools and guidance for staff and we are piloting bystander training for staff to empower people to act if they see colleagues treating others unacceptably. Security training for staff going to difficult environments overseas has been reviewed to improve how it addresses sexual harassment and violence, and we are working with staff and FCO to get our security support right. 
At a personal level, the survey has raised awareness and empowered colleagues to share their experiences, with many reporting historical incidents and/or seeking support for the first time. Through 1:1 conversations, the focus groups, and discussion sessions run across the organisation, we have supported individuals and helped leaders to start to change team culture.
At a cross-HMG level, we have worked closely with FCO and DIT colleagues and with our support both departments have since run their own survey. We are now working with them on a joint response. Other government departments are actively exploring whether to follow suit.

Home Office Working Through Cancer Network

Home Office Working Through Cancer Network

The WTC network has landed very well, with wide reach and penetration into the organisation and active sponsorship from Sir Philip Rutnam (Civil Service Disability Champion). 
- 35 employees are now trainers (with more in the pipeline) and >1,000 people have already benefited with excellent feedback, wider applicability in building confidence/capability for a range of sensitive issues, keeping more people in work (with organisational and financial benefits). 
- ~30 buddy volunteers across the country (all affected by cancer) supporting colleagues. >100 people in a closed intranet group.
- Working closely with Break the Stigma and MHFA Network, supporting those suffering anxiety and depression. 
- Raising awareness via wellbeing conferences, staff events, Twitter, blogs and articles. 
- Seonaid co-presented with Macmillan at National Health@Work Conference, promoted via Twitter and newsletter to hundreds of organisations. 
- Promoted World Cancer Day via blogs/videos from colleagues who found WTC “invaluable”.
- Hugely successful “Know Your Blood Type” event with pledges from ministers and Permanent Secretaries – 179 new blood donors signed up (best ever single day for the NHS blood team). 
- An active cross-Government WTC group (chaired by Seonaid) now covers 15 departments and has 55 members. 
- Senior leaders role modelling through powerful stories - Suzanne Gooch (HR director) told her story as a cancer carer to 250 SCS colleagues 
- Mitigating non-compliance risks re Equality Act; reducing BHD concerns for cancer sufferers.
Macmillan’s programme lead Liz Egan: “We’re delighted to work with the Home Office and are very impressed by the commitment shown in progressing this initiative, which we're confident has been – and will continue to be – of considerable benefit across the organisation.”
Network member: “It’s rewarding to be able to give something back - and be part of this amazing and innovative support network”
Network users: “the buddy group is quite amazing.” “The support the network gave me/my team when a colleague received a terminal diagnosis was invaluable, thank you”. “I wouldn't have made it through that particular day without WTC and your call”.
SCS: “this fantastic work creates such an important capability for the Department. Most people have been affected by cancer. Seonaid’s talk very clearly resonated, moving emotionally (me included) many people in the room.”

The Health & Wellbeing Award

The Nominees

CSA19 - Cross Government Menopause Working Group

Cross Government Menopause Working Group

The Cross Government Menopause Working Group (CGMWG) was established in 2017, responding to the lack of both consistent, good quality support available for women experiencing menopausal symptoms across the Civil Service, and advice for line managers to support health and wellbeing requirements on this issue.

The representation rate for women in the Civil Service is over 53%, however the Civil Service has an ageing workforce meaning that nearly eight out of 10 women are in the likely age bracket for experiencing menopause in the workplace. Symptoms can last around four to 12 years, with many women saying it has a negative impact on them at work, particularly concerning performance.

CGMWG is a well-established group with around 40 members reaching across around 30 cross-Government departments and agencies. Its objective is to share good practice to support the facilitation of difficult discussions with managers and their peers, on this still very much stigmatised subject. The group has sponsorship and endorsement by senior champions, enabling them to dynamically work across boundaries and geographical locations, elevating the Civil Service as ‘exemplar’ and leading the way on being a menopause-friendly employer.

CSA19-Jack Summers

Jack Summers

The 2017 People Survey showed that almost half of Immigration Enforcement’s (IE) 5,000 staff had feelings of anxiety.

As new Health and Wellbeing Lead, Jack took responsibility for understanding what this figure said about the organisation, its culture and its people. He developed and is driving proposals to improve the working lives of staff and managers, recognising the complexities of working in a geographically widespread organisation.

Committed and quietly determined, Jack demonstrated empathy and established links across the business. He has created and championed an environment where people feel valued, trusted and motivated, as well as being given the support, training and equipment to do their role to the best of their ability. He established a network of over 100 Health and Wellbeing Advocates across IE who share his passion and commitment and do this on top of their day jobs. He has created a culture where health and wellbeing are at the forefront of what IE does.

A recent people survey pulse survey found 83% of managers include wellbeing in their coaching conversations, and 81% follow up issues raised as part of those conversations.

 

CSA19-The Offshore Petroleum Regulator for Environment & Decommissioning - Healthy Working Lives Committee

The Offshore Petroleum Regulator for Environment & Decommissioning - Healthy Working Lives Committee

The OPRED Healthy Working Lives Committee collaborates to deliver a programme of diverse and appealing health promotional campaigns and activities which reflect the priorities of over 100 colleagues. Since 2015, the team has successfully achieved Bronze, Silver and Gold level awards in the NHS Healthy Working Lives award scheme.

The committee comprises a diverse and enthusiastic bunch of seven volunteers from different teams who inspire colleagues to participate in the activities through enthusiastic championing of health and wellbeing topics. The team works hard to devise ingenious solutions to promote the benefits of healthy lifestyle choices in an inclusive manner, often introducing a fun element of competition. More sensitive topics are broached in a thoughtful and informative way.

The committee encourages colleagues to share topics of special interest to them, for example supporting Dementia Friends and Coeliac Awareness sessions, and maintains a close link with the local Carer’s Network. The team exemplifies the Civil Service commitment to Health and Wellbeing and inspires a positive and inclusive working environment.

The Innovation & Science Award

The Nominees

CSA19 - Genomic Science and Emerging Technologies

Genomic Science and Emerging Technologies

Genomics is an interdisciplinary field of biology focusing on the structure, function, evolution, mapping, and editing of genomes. A genome is an organism's complete set of DNA and sequencing is a technique that is used to ‘read’ DNA.

In 2012, the then-Prime Minister, David Cameron, announced a highly ambitious project to sequence 100,000 whole genomes from NHS patients to see if this could result in better diagnosis and treatment for patients. The project was a ‘moon-shot’ and a world first, as something of this scale had never been done before, and the infrastructure and resources needed to deliver it had to be established. The project also aimed to stimulate the genomics industry and genomics research in the UK.

Unlike other global genomic sequencing initiatives, the project was a health transformative programme, combining elements of research and clinical application in routine care. Potential participants with a rare disease or certain cancers were identified through routine care pathways in 13 NHS Genomic Medicine Centres established by NHS England. The development of the evidence via the cancer cohort of the project led to a completely new and innovative process in NHS cancer pathology and changes to over 400 care pathways for cancer.

CSA19-  ONS Data Science Campus team

ONS Data Science Campus team

The Office for National Statistics (ONS) Data Science Campus is a new centre of technical expertise in Government with a mission for public good. The campus, launched in 2017, adds deep professional and technical delivery in diverse areas of artificial intelligence, machine learning and data science to the Government’s existing policy expertise, helping deliver high-impact solutions to difficult policy problems. For example, this year the campus used new data sources and novel methods to produce faster monthly indicators of UK economic activity (with the potential to spot economic swings early), to provide new analyses of international trade and develop Sustainable Development Goal indicators.

The campus has built a wide range of cross-Government capability initiatives, including project mentoring and supporting the development of a harmonised career pathway for data scientists. The campus collaborates widely in the UK and overseas, enhancing the ONS’s reputation as one of the most advanced national statistical institutes in exploiting data science approaches.

By drawing on cross-sector talent including recruitment from academia, industry and government, secondments from academia, placements and joint positions with universities, and innovative apprenticeship schemes, the Campus has emerged as a leader in the field of public sector data science.

Troubled Families Evaluation and Policy Team

Troubled Families Evaluation and Policy Team

The Troubled Families programme is one of the biggest social policy programmes in government. It is a £920 million programme, run across England in 149 upper-tier local authority areas and provides services to 400,000 families with multiple high-cost problems including worklessness, domestic abuse and ill health, amongst others.

This nomination highlights the impact evaluation undertaken this year, recognised as “one of the most complex ever attempted in social policy” and a “landmark study in terms of its methodological sophistication”. Impact evaluations such as this aren’t that common. A National Audit Office study reviewed 6,000 analytical reports by government and found only 5% were impact evaluations. Of these, only 2% were assessed as being of good quality, including a counterfactual or comparison group, and only 1% included a cost-benefit assessment.

The team was given a project brief to include all areas running the programme, an impact evaluation and cost-benefit analysis, and a counterfactual. As with all research projects, all of this had to be done within a very limited budget. The pioneering evaluation work undertaken by the team demonstrates that Government analysts can produce work just as high quality as other organisations and has demonstrated the success of this transformational programme.

The Inspirational Leadership Award

The Nominees

CSA19 - Craig Goodwin

Craig Goodwin

Craig is a great, motivational leader who has reorganised a disparate group of people into a strong Digital Hub. He manages a large group of people, and yet has managed to build a cohesive and efficient team with great team spirit. They are constantly being used as an example of good practise in terms of smart working, and photos of their team meetings and working are always used in wider staff meetings.

His approach of supporting and inspiring others has created a great place to work. His work in refining and pushing the Wales Brand has led to the team's content being recognised around government, and also more widely throughout the tourism sector. Craig's team is often asked to present their social media and web content strategies and go through how they create content at external events. All of this work is monitored by and led by Craig. He has also implemented a new 'create once, publish everywhere' model approach to creating content, reducing duplication and increasing staff efficiency.

CSA19 - Paula Holbrook-Witt

Paula Holbrook-Witt

Paula’s engaging leadership with a strong focus on inclusion demonstrates confidence far beyond her EO grade. She is naturally collaborative and hugely passionate about improving the provision of hearing for everyone, which inspires both those with, and without, hearing difficulties.

She joined the Defence Science and Technology Laboratory (DSTL) at Grade AA and led the first Deaf Awareness Event in 2012. At that time, she discovered that hearing provision was severely lacking, and since then has worked tirelessly to change it. She has drastically improved DSTL services to support the performance of DSTL people by driving their hearing network and ensuring excellent provision of hearing equipment.

Her confident leadership skills were clear when she spearheaded the first cross-Government hearing showcase at grade EO in 2018. At this event, Paula shared DSTL’s hearing provision, including the innovations and smarter working. Her engaging approach attracted a wide range of representatives across Government, with an audience of 70 people including the Defence Disability Network Chair.

The extremely positive feedback she received culminated in a letter of recognition from the Chair of the Civil Service and MOD Hearing Disability Networks. Paula has catapulted DSTL to being leaders in this area and enhanced the performance of many employees in the process.

CSA19 - Sonia Walsh

Sonia Walsh

Sonia Walsh has been in the prison service for over 30 years, during which she has worked at a variety of establishments, including Whitemoor High Security prison. Her first Governor appointment was at HMP Warren Hill where, under her leadership, it successfully embedded the ‘progression regime’ for Imprisonment for Public Protection (IPP) and long-serving prisoners that were stuck in the system.

Whilst at HMP Warren Hill, Sonia introduced drama, parkrun and music as part of the prisoners’ community, which contributed towards an 80% success rate at parole boards. In January 2019, Sonia left Warren Hill to take up the Governor post at HMP Wayland.

The Policy & Use of Evidence Award

The Nominees

CSA19 - Childcare Offer Team

Childcare Offer Team

Robust evidence was gathered and used from an early stage to develop, implement and improve the flagship manifesto Welsh Childcare Offer policy, delivery, and legislation

Value-adding efforts included:

  • Open and collaborative stakeholder workshops, helping engender a collective understanding of objectives including improving employability, alleviating in-work poverty, increasing school readiness. Theory of change/logic modelling workshops provided an analytical framework;
  • Bespoke high quality research and analysis e.g. groundbreaking ethnography to delve deeper into understanding user needs, representative workforce survey to shape ‘We Care’ recruitment campaign
  • High quality economic modelling, assured by external peer review; informing early implementation affordability decisions by estimating take-up, justifying accelerated national delivery by one year
  • Establishing a robust monitoring system; providing regular management information for Government and Local Authorities decisions
  • Regulatory impact assessments assuring the consideration of children’s rights, equalities, and wellbeing of future generations; informing the Childcare Funding (Wales) Act
  • Embedding administrative data linking at Secure Anonymised Information Linkage Databank; to determine long-term policy outcomes for future generations
  • Independent evaluations providing evidence to improve efficiency, effectiveness and impact; informing action e.g. new capital grant supporting education/childcare alignment, grant facilitating children with additional learning needs to access childcare.

 

CSA19 -  Ellen Lynch, Connie Smith, Guy McGivern, Karen MacNee

Ellen Lynch, Connie Smith, Guy McGivern, Karen MacNee

Out of Hospital Cardiac Arrest (OHCA) is a major health challenge in Scotland with around 3,500 patients having an OHCA each year. Tragically, only one in 20 of those suffering OHCA survive to hospital discharge, compared to around one in four in the best performing areas around the world. In response, in 2015, a National OHCA Strategy was launched, bringing together an unprecedented collaboration of all Scotland’s emergency services, Scottish Government, third sector, NHS and academia, to achieve together what would be impossible to accomplish separately.

The aim was for Scotland to become an international leader in OHCA resuscitation, double survival rates, save an additional 1,000 lives and train 500,000 people in cardiopulmonary resuscitation (CPR) by 2020.

Scotland’s OHCA strategy is based on international evidence of successful approaches to reducing OHCA mortality and was developed with input from patient groups. Common themes across high performing systems include developing a cardiac arrest registry, mapping and dispatching community first responders and defibrillators, concerted efforts to increase bystander CPR rates (which can increase a patient’s chances of survival by two to three times), and multiple emergency service co-responders. Interventions were developed and tested on the basis of using evidence to inform improvement in real time.

CSA19 -  Independent Review of the Mental Health Act

Independent Review of the Mental Health Act

The Independent Review of the Mental Health Act (MHA) was staffed by a team of civil servants, under an independent chair. The aim was to improve the lives of those who are detained under the Mental Health Act, and at the heart of these improvements was the patient voice.

The review was given a tight timescale of one year to recommend improvements. At the outset, the review team set itself the challenge of generating consensus where it had not been found before. The aim was to demonstrate unarguable levels of engagement, particularly with service users and carers, alongside the highest standards of policy analysis.

On the day of publication, stakeholders enthusiastically welcomed the review, the Government committed to legislate, and several recommendations were accepted immediately. A white paper is now being prepared for later this year.

The Project Delivery Excellence Award

Sponsored By

The Nominees

CSA19 - HMRC Diverted Profits Project

HMRC Diverted Profits Project

The Government, Parliament and public expect multinational businesses operating in the UK to pay their fair share of tax to fund public services. The OECD is leading international tax reform to address harmful tax practice. HMRC set up a project in Summer 2014 to identify and tackle multinational businesses trying to avoid tax by diverting UK profits to places where they are taxed lightly, if at all. The project has been hugely successful in helping the UK lead the way in tackling this global problem.

CSA19 - Marine & Fish EU Exit Programme Team

Marine & Fish EU Exit Programme Team

The Marine and Fish EU Exit Programme deals with a range of highly complex day one and future policy/benefit realisation matters through seven component projects.

The team has worked hard to create an inclusive single team culture, whilst engaging with and leading policy and operational delivery colleagues to achieve day one readiness and benefits realisation beyond day one. The projects include a mix of agile and waterfall projects.

CSA19 - Matthew Bell

Matthew Bell

Matthew Bell led the EU Exit team at The National Archives (TNA), to meet the challenge of publishing a new body of legislation, Retained Direct EU Legislation, under Schedule 5 of the European Union (Withdrawal) Act 2018, as well as capturing the details of over 80,000 amendments made by EU Exit Statutory Instruments.

Matt set out to achieve three outcomes: supporting government departments with services and tools for legislating pre and post exit; fulfilling TNA’s new duty under the Withdrawal Act; and aiding legal certainty as the UK exits the EU. Under Matt’s outstanding leadership, using a combination of both agile and waterfall approaches, his team developed and launched two new services: an archive of EU law, that aims to provide a comprehensive, permanent record of the law at EU exit; and adding EU legislation to legislation.gov.uk.

As legislation changes over time, legislation.gov.uk brings together the texts of retained direct EU legislation with details about the UK’s corrective amendments. There is a timeline which shows, at any level of the document – the whole regulation or an article – what has changed so far and what changes on exit day.

The Public Service Award

The Nominees

CSA19 - Commemorations Team, Defence Business Services Joint Casualty and Compassionate Centre

Commemorations Team, Defence Business Services Joint Casualty and Compassionate Centre

The Commemorations Team within the Joint Casualty and Compassionate Centre is unique within the Civil Service, and the nation, in being the sole UK authority to formally identify casualties discovered from both World Wars, both those newly discovered and those previously buried ‘Known unto God’.

Sometimes referred to as the ‘War Detectives’, this fascinating role requires deep research, using national archives, contemporary records such as trench maps and regimental diaries, and personal effects. They are self-taught experts in ancestry research and genealogy, both to identify remains and to locate surviving relatives, on occasion making use of DNA techniques where an additional level of analysis is required. They work closely with the Commonwealth War Graves Commission, Services Groups and DNA Experts, both in the identification process and in arranging sensitive and appropriate reburial or rededication services.

Their work regularly results in international media coverage, rightly focused on the fallen and their families, but enabled by the team’s immense amount of work conducted behind the scenes. During 2018, the team concluded and delivered 27 cases, culminating with commemorative events in mainland Europe, including Albania and Italy as well as the WW1 Centenary event in Ypres with the Australian Defence Force.

CSA19 - Midlands Intake Unit

Midlands Intake Unit

For those wishing to seek asylum within the UK, policy provides one location (Croydon) regardless of the customer’s whereabouts.

When this responsibility was initially transferred to UKVI at short notice, the National Asylum Intake Unit (NAIU) provided remote screening options from Solihull. Appointments were offered fortnightly, with a three- to four-month waiting period, creating a backlog for appointments, with the typical appointment lasting four to five hours. In August 2018, NAIU allocated responsibility for this service to its Midlands Intake Unit (MIU). Following a process review, MIU introduced customer service improvements that have seen appointments offered within seven days, removing the backlog, with the typical appointment lasting one hour.

Responding to feedback, MIU has introduced monthly appointments in Leeds and, utilising video conferencing, will soon be offering appointments in Cardiff. From May 2019, to prevent children encountered by police from attending a custody suite, MIU worked alongside Children’s Services to provide an avenue to asylum registration.

CSA19 - South Korea Trade Negotiations Team

South Korea Trade Negotiations Team

The HMG Korea Trade Negotiations team, led by DIT, has given outstanding service in pursuing UK interests in the successful delivery of an agreement in principle of a trade continuity agreement with South Korea.

This involved almost three years of discussion with a highly experienced and credible trade negotiation. It involved a team led by the DIT Trade Policy DG, plus a large number of colleagues working remotely, drawn from across Whitehall and beyond. The delivery of the signed agreement in principle involved around 20 high level engagements, intense phases of work, and high levels of resilience. The HMG team demonstrated exceptional commitment to public service, learning whilst doing, and in the face of political uncertainty.

The Resilience & Rapid Response Award

The Nominees

CSA19 - Aeronautical Rescue Coordination Centre Blue Watch

Aeronautical Rescue Coordination Centre Blue Watch

Blue Watch ARCC (Aeronautical Rescue Coordination Centre) HMCG responded to three incidents during 2018-2019: a 130-person evacuation operation from the Brent Charlie oil rig due to a loss of power and an approaching storm; support and information to HM Coastguard and the crew of cargo vessel Grade Tema in regaining control of the vessel from armed stowaways whilst in UK waters; and searching for a light aircraft that went missing over the English Channel, Argentine footballer Emiliano Sala among its passengers.

These operations demonstrate the value of UK ARCC Blue Watch’s frequent collaboration with agencies such as the Police, the MOD, the Home Office, Border Force, HMCG (Maritime) and others. Their activities are often high-pressure and time-sensitive and require coordinating numerous groups towards a shared goal.

CSA19 - British Embassy Moscow, plus Police and regional support

British Embassy Moscow, plus Police and regional support

The objective for the 2018 Russia World Cup was to deliver a safe and secure tournament for all British football fans to Russia. Preparations began two years before any balls had been kicked, building on the best practice from past tournaments.

This prior preparation was invaluable when the goal-posts were rapidly moved following the sudden expulsion of most of the core staff from the Moscow embassy, who had been leading on the delivery, just two months before the start of the event.

They needed to rapidly find more staff (in a particularly challenging bilateral environment following the Salisbury poisonings) with the ability to support the reduced Moscow team and against a challenging visa regime. They managed this through an agile and 'networked' response from across HMG, from the London crisis response team, and from the wider Russian speaking consular staff in the region.

CSA19 - Faith, Race and Integration team

Faith, Race and Integration team

Following the tragic mosque shootings in Christchurch, New Zealand, in March 2019, Muslims across the UK, as well as people from other faiths, were extremely anxious about similar events happening in the UK. Upon hearing the news of the attack, colleagues across the Integration Directorate immediately formed an emergency response team to work out what was needed to support and reassure anxious communities across the country.

They liaised with external partners to understand the concerns and issues and collaborated with Home Office and Ministers’ offices; they prepared and disseminated external reassurance messages from Ministers to support communities in coming together for Friday prayers; and they briefed and supported Ministers to go out and visibly engage across communities and faiths when it was most needed during that day, over the weekend and in subsequent weeks.

Communications were handled with extreme care and cultural and religious sensitivity, and delivered the key outcome: making the UK’s Muslim community feel supported, protected, listened to, and understood.

The Rising Star Award

The Nominees

CSA19 -  Charlotte McMillan

Charlotte McMillan

Charlotte has proved that she has pride and passion for public service, always seeking out opportunities to develop herself and deliver for her customers. Before joining the Civil Service, Charlotte was studying to become a nurse when she went blind overnight in one eye and soon lost sight in the other, and can now only see around the periphery of her vision.

Realising that her lifelong dream of caring and helping people by becoming a nurse was no longer possible, and determined not to let her disability hold her back, Charlotte joined UKVI in November 2017 as an AO Operational Delivery Profession (ODP) apprentice. She had the same desire to help people, just in a different way from that originally planned.

Charlotte undertook training and, always eager to learn, she was assigned more complex work which helped her to clear probation at six months and complete her apprenticeship within a year. Charlotte excelled throughout, her work was always extremely accurate and she achieved a top four-star performance rating. Charlotte’s positive attitude allows her to deliver an incredible service, with the aim of helping people who need it most.

CSA19 - Cindy Kim

Cindy Kim

Cindy joined the then-UKTI team in the British Embassy Seoul in June 2014. Since then, her unflappable commitment, common sense and tremendous appetite for learning have seen her recognised by DIT sector team colleagues as one of the best commercial officers in the network.

Cindy has been credited with almost £150 million in export wins, but it is her efforts to inspire others and her delight in celebrating their success which really sets her apart. She leveraged an incredible range of contacts to deliver one of the first mega-tech missions in the network in 2017, which was subsequently replicated elsewhere in the region.

Cindy has received a regional award for her work as NE Asia’s Champion for rolling out the High Value Campaign model and spent 18 months as Post’s L&D Champion, establishing a dedicated L&D room in the embassy and developing PDP training materials for post and the wider region. She is currently driving forward the creation of a new Gender Committee at Post. Her commitment to her own development has seen her take part in the Global Leadership Development Programme and complete an LSE course on Women in Economics in Peking University.

CSA19 - Piers Trory

Piers Trory

With an infectious enthusiasm for everything he is involved in, Piers drives forward the business areas he works in, currently the Aged Debt Taskforce (ADT) and previously Debt Enforcement. Piers joined HMRC four years ago and was promoted to Band O within three years as he is highly approachable, personable and knowledgeable about both the work and the impacts to and from other areas.

Despite living with dyslexia, he has proved himself to be a great communicator who goes above and beyond what is expected to help people. Whatever he is doing, and no matter how busy he is, he always makes time for his colleagues and thoroughly enjoys tackling difficult problems and finding the best outcomes.

No challenge is too small or big for him, and he works using initiative and independence to anticipate and find solutions to problems. He is the go-to person for his expert and extensive knowledge of IT systems, telephony system (KCom), performance results and statistics, processes and automatic letter issue to customers. Senior Leaders across DE and ADT regularly approach him for his expert knowledge on forecasting, workloads, outcomes and results.