The role public bodies will play in the future of public service remains uncertain. With mounting economic pressures and reform on the agenda, leaders have a responsibility to assure their staff, the public and government that they’re prepared and on track to deliver the most efficient and effective services possible.  

It is within this context that ACE & PCF members met to consider how best to prepare for reform, generating ideas on how to provide strong leadership through times of uncertainty and communicate a more positive story of public bodies’ contribution to public service. 

Making a positive case for public bodies 

At current, arm’s-length bodies are created as a ‘last resort,’ when consideration to all other delivery mechanisms has been exhausted. Within this view, members discussed how to put forward a more positive case for their value, showcasing their extensive contribution to public service and unique advantages, such as offering impartiality and attracting sector experts.  

Members considered the importance of being pro-active, leading conversations with a positive message on their mission. Acknowledging their commitment to deliver on the key strategic priorities of the government of the day, they suggested carrying out an audit to determine the bodies’ financial or social return on investment. This, to enable them to empirically evidence their contribution to government’s twin objectives of growth and delivery. 

Preparing for public body reviews  

In April 2022, the Cabinet Office launched the Public Bodies Review Programme, as called for in action 24 of the Declaration of Government Reform. The programme is focussed on ensuring that bodies are accountable, efficient and effective.  

Those experienced with reviews shared advice on how best to prepare for the activity, emphasising the importance of the lead reviewer in providing an opportunity for reflection and challenge.  

Members suggested making use of external stakeholders and ensuring you have a robust evidence base to demonstrate the impact and scale of the bodies’ work. Leaders were encouraged to embrace the review as an opportunity to showcase their work, gain inspiration to improve their service, and refresh their relationship with their department.  

Imagining the future of public service 

Members turned their attention to the future of public service. In line with the vision for Civil Service 2025, they predicted a smaller government, more reliant on shared services and technology to produce efficiencies.  

They imagined the role that public bodies might play. Of significance, they highlighted the important role that public bodies have often played during times of national crises. For example, the Medicines Health and Regulatory Authority’s (MHRA) rapid assessment of vaccines during the Covid-19 pandemic and the Food Standards Agencies expert response to the Foot and Mouth outbreak in 2014.  

Considering the qualities required of future leaders, members described a compassionate friend to government, self-reflective and open to change, while readily equipped with evidence to demonstrate the value of their organisation.  

In times of uncertainty, they agreed that strong leaders distinguish themselves by their ability to keep their staff motivated on the task at hand, while remaining determined advocates for the contribution their organisation makes for the UK public.