1st Report - Fit for the future? Rethinking the public services workforce

The government's response

What the committee recommended 33

1. 1
   In the coming decades, public services will see a significant increase in demand which will... Conclusion · paragraph 16
2. 2
   Changes in the needs of the UK population will mean long-term growth in demand for... Conclusion · paragraph 26
3. 3
   The Government does not yet have sufficient, reliable data on the public services workforce, nor... Conclusion · paragraph 32
4. 4
   The Cabinet Office should work with all Government Departments, and particularly the Department for Levelling... Conclusion · paragraph 33
5. 5
   The potential of many staff to deliver services is largely untapped. Conclusion · paragraph 42

See all 33 recommendations and conclusions

Sources

• 1st Report - Fit for the future? Rethinking the public services workforce ↗The committee's report, parliament.uk
• Government response to Public Services Committee, 1st report of Session 2022-23: Fit for the future: rethinking the public services workforce ↗The government's response, 7 November 2022, parliament.uk

Recommendations and conclusions 33

1. 1
   In the coming decades, public services will see a significant increase in demand which will... Conclusion · paragraph 16 Conclusion (the committee's words)

   In the coming decades, public services will see a significant increase in demand which will not be met with a corresponding increase in the supply of staff.
2. 2
   Changes in the needs of the UK population will mean long-term growth in demand for... Conclusion · paragraph 26 Conclusion (the committee's words)

   Changes in the needs of the UK population will mean long-term growth in demand for public services which will outstrip the growth of the potential workforce. This presents a long-term challenge which requires long-term, strategic solutions. To ensure a truly sustainable workforce, these solutions will need to go beyond attempts to recruit and retain more staff: flexibility, creativity, and imagination will be key.
3. 3
   The Government does not yet have sufficient, reliable data on the public services workforce, nor... Conclusion · paragraph 32 Conclusion (the committee's words)

   The Government does not yet have sufficient, reliable data on the public services workforce, nor projections for future demand. Developing this capability will be essential in developing effective workforce strategies for the future.
4. 4
   The Cabinet Office should work with all Government Departments, and particularly the Department for Levelling... Conclusion · paragraph 33 Conclusion (the committee's words)

   The Cabinet Office should work with all Government Departments, and particularly the Department for Levelling Up, Housing and Communities to promote best practice on developing and sharing workforce data at a local and national level.
5. 5
   The potential of many staff to deliver services is largely untapped. Conclusion · paragraph 42 Conclusion (the committee's words)

   The potential of many staff to deliver services is largely untapped. There is a need for far more imagination and flexibility in how public services staff are deployed, the tasks they can undertake, and the decisions they are empowered to make.
6. 6
   The Government should set the clear expectation that engagement with service users and people with... Recommendation · paragraph 47 Recommendation (the committee's words)

   The Government should set the clear expectation that engagement with service users and people with lived experience must be embedded in the design and delivery of services, strategies, and workforce planning, and should strongly encourage regional and local bodies to do the same. The Government should outline best practise to ensure that such engagement is meaningful and rewarding for those service users consulted.
7. 7
   The Government should prioritise developing training programmes in partnership with service users and organisations which... Recommendation · paragraph 48 Recommendation (the committee's words)

   The Government should prioritise developing training programmes in partnership with service users and organisations which support service users, to ensure they are preparing the workforce to meet user needs. Service users and people with lived experience should also be involved in the delivery of training.
8. 8
   Where new technologies are used in the delivery of public services, substantial attention will need... Conclusion · paragraph 59 Conclusion (the committee's words)

   Where new technologies are used in the delivery of public services, substantial attention will need to be paid to safeguards against bias.
9. 9
   Technology has great potential to ensure the sustainability of the public services. Conclusion · paragraph 60 Conclusion (the committee's words)

   Technology has great potential to ensure the sustainability of the public services. Government departments should conduct horizon scanning exercises to examine how technology can improve forecasting and planning, improve efficiency, and reduce demand for the public services within their portfolio. This must not be limited to short-term cost saving measures but should consider service-user experience and improving public services in the long-term. Horizon scanning should consider digital literacy, inclusion and bias, and basic infrastructure issues, and should bring forward feasible, realistic opportunities for technological innovation.
10. 10
    Greater investment in preventative services would reduce demand for public services, supporting the workforce to... Conclusion · paragraph 64 Conclusion (the committee's words)

    Greater investment in preventative services would reduce demand for public services, supporting the workforce to address the high level of demand services currently face and resolving issues before they become complex and entrenched. This must be recognised and embedded as a key part of future workforce planning.
11. 11
    At all levels of service design and service and workforce planning, providers should prioritise preventative... Conclusion · paragraph 65 Conclusion (the committee's words)

    At all levels of service design and service and workforce planning, providers should prioritise preventative services.
12. 12
    The voluntary sector can add immense value to public service delivery through their local and... Conclusion · paragraph 74 Conclusion (the committee's words)

    The voluntary sector can add immense value to public service delivery through their local and specialist expertise. Current approaches risk alienating and excluding third sector providers from public service delivery, and are a significant waste of talent and capacity.
13. 13
    There is a need for a fundamental shift in how the public sector works with... Conclusion · paragraph 75 Conclusion (the committee's words)

    There is a need for a fundamental shift in how the public sector works with voluntary partners. Voluntary sector bodies should be more fully included in, and flexibility introduced into commissioning to ensure that the work of voluntary partners is not artificially limited by inflexible processes.
14. 14
    Many of those who deliver crucial public services feel overworked. Conclusion · paragraph 82 Conclusion (the committee's words)

    Many of those who deliver crucial public services feel overworked. This has a direct impact on staff turnover and creates a vicious circle which ultimately affects service users.
15. 15
    Discrimination, in the form of increased barriers to promotion and a lack of support for... Conclusion · paragraph 95 Conclusion (the committee's words)

    Discrimination, in the form of increased barriers to promotion and a lack of support for staff, remains at unacceptable levels in the public service workforce. This will continue to act as a barrier for the recruitment and retention of talented people.
16. 16
    The public service workforce cannot be sustainable until the experiences of staff are broadly positive. Conclusion · paragraph 100 Conclusion (the committee's words)

    The public service workforce cannot be sustainable until the experiences of staff are broadly positive. Due to chronic overstretch and cultural issues which include persistent discrimination and a lack of recognition, this is not currently the case.
17. 17
    Without action to address pay, it will continue to constitute a significant barrier to the... Conclusion · paragraph 108 Conclusion (the committee's words)

    Without action to address pay, it will continue to constitute a significant barrier to the sustainability of the public service workforce.
18. 18
    There should be a comprehensive review of how pensions operate across the public services workforce. Conclusion · paragraph 118 Conclusion (the committee's words)

    There should be a comprehensive review of how pensions operate across the public services workforce. The goal should not be uniformity but flexibility to enable those coming to—or moving between—public service roles to do so without a financial penalty.
19. 19
    The Government should encourage public service employers to offer a broad range of flexible working... Recommendation · paragraph 125 Recommendation (the committee's words)

    The Government should encourage public service employers to offer a broad range of flexible working options by default, with this provision being unavailable only if it would have a negative impact on service users.
20. 20
    The lack of a cohesive national brand to public service work is a missed opportunity... Conclusion · paragraph 137 Conclusion (the committee's words)

    The lack of a cohesive national brand to public service work is a missed opportunity for the Government to convey careers which have a positive social impact in a way that will attract candidates.
21. 21
    Teach First has demonstrated the potential of imaginative branding to attract people into public service... Conclusion · paragraph 138 Conclusion (the committee's words)

    Teach First has demonstrated the potential of imaginative branding to attract people into public service work. Prior to recruitment campaigns, public sector employers should conduct in-depth research to establish what messages will resonate most with potential candidates. Guidance on developing compelling messaging should be agreed centrally and distributed widely.
22. 22
    There is huge potential for apprenticeships to widen the talent pool by increasing diversity in... Recommendation · paragraph 155 Recommendation (the committee's words)

    There is huge potential for apprenticeships to widen the talent pool by increasing diversity in the public services workforce. The Government should therefore be providing further support and encouragement to public sector bodies to incentivise their use. By removing the apprenticeship target, and ceasing to search for and combat challenges, it is doing the opposite.
23. 23
    The Public Sector Apprenticeship Target and associated reporting requirements should be reinstated. Conclusion · paragraph 156 Conclusion (the committee's words)

    The Public Sector Apprenticeship Target and associated reporting requirements should be reinstated. Further consideration should be given to additional funding for apprentice salaries.
24. 24
    Local authorities should invest significant resources in developing local talent pools to support people with... Conclusion · paragraph 163 Conclusion (the committee's words)

    Local authorities should invest significant resources in developing local talent pools to support people with lived experience of using local services to enter public sector careers. These would create diverse pipelines of talented staff to deliver public services they have themselves experienced.
25. 25
    The Government should impose a duty on all public sector employers to set ambitious targets... Recommendation · paragraph 166 Recommendation (the committee's words)

    The Government should impose a duty on all public sector employers to set ambitious targets for recruitment timeframes.
26. 26
    There is an increasing desire for broad careers in and beyond public services. Conclusion · paragraph 176 Conclusion (the committee's words)

    There is an increasing desire for broad careers in and beyond public services. In order to improve the status of public services, boost staff recruitment and secure better retention, it is essential that the public sector adapts to support these preferences.
27. 27
    Cultural and financial barriers prevent public services staff from accessing sufficient training and development throughout... Conclusion · paragraph 182 Conclusion (the committee's words)

    Cultural and financial barriers prevent public services staff from accessing sufficient training and development throughout their careers. The public sector’s approach to training fails on two fronts: it will not retain people and it will not give them the skills they need for the future.
28. 28
    Prior learning and relevant skills are not adequately recognised within the workforce. Conclusion · paragraph 195 Conclusion (the committee's words)

    Prior learning and relevant skills are not adequately recognised within the workforce. This is a result of inflexibility in regulatory models and in training routes; and presents a barrier to development.
29. 29
    To boost retention and support staff to progress into more senior roles, the Government should... Recommendation · paragraph 196 Recommendation (the committee's words)

    To boost retention and support staff to progress into more senior roles, the Government should work with regulators to develop straightforward and practicable ways to recognise, assess, and record prior learning and experience using a competency approach. Competencies should be set nationally and quality assured across different employers. They should be truly portable.
30. 30
    The Government should prioritise, encourage, and resource the development of more imaginative training, including joint... Recommendation · paragraph 197 Recommendation (the committee's words)

    The Government should prioritise, encourage, and resource the development of more imaginative training, including joint training between services.
31. 31
    We encourage the Department for Health and Social Care to build upon the ambitious approach... Conclusion · paragraph 198 Conclusion (the committee's words)

    We encourage the Department for Health and Social Care to build upon the ambitious approach taken with medical degree apprenticeships and to develop further training and development opportunities to better support progression in the social care workforce.
32. 32
    When developing the Leadership College for Government proposed in the Levelling Up White Paper, the... Conclusion · paragraph 205 Conclusion (the committee's words)

    When developing the Leadership College for Government proposed in the Levelling Up White Paper, the Department for Levelling Up, Housing and Communities should gather, promote, and cascade best practice on how public services have developed leadership pipelines, such as in education , law enforcement and local authorities.
33. 33
    The Government should ensure online training is accompanied by training to use digital tools so... Recommendation · paragraph 210 Recommendation (the committee's words)

    The Government should ensure online training is accompanied by training to use digital tools so that public servants have the digital skills needed to access online training. Such training will need to evolve as new technology becomes available and will need to be accessible to people throughout their careers.