Lessons from the Development of Cross
Cutting Units March 2002
Since 1997 a number of new cross cutting units have been set up
(for example, the Social Exclusion Unit in the Cabinet Office),
and are beginning to work in different ways to the traditional civil
service model. There are ten cross cutting units, and several more
departmental units with a cross cutting remit. This brief report
summarises some of the lessons to be learned from these cross cutting
units in their first years of existence. The report is based on
qualitative interviews with senior civil servants and a practice
exchange workshop.
The report identifies the following good practice for such units:
- as early as possible clarify strategic focus and resources
available;
- recognise the different audiences - from ministers to the field
- and develop strategies for creating appropriate relationships with
each;
- communication is key to achieving objectives - invest enough
time, and resources, and draw on specialist communications staff who
understand the units' vision and goals;
- recruit people with relevant skills and experience and capacity
for flexible working, rather than an exact fit to individual jobs,
since tasks and structures will evolve during the life of the unit;
- recruit people with the right leadership skills, but invest also
in developing the capacity and leadership skills of existing
managers;
- pay attention to organisational design and culture, create
structures, systems and ways of working that are 'fit for purpose.'
Spend time with the management team and staff exploring ways to
improve effectiveness and be ready to adapt and change;
- maximise the contributions of both career civil servants and
staff recruited from outside, and have mechanisms for ensuring
exchanges of ideas and information within the unit;
- think hard about the most appropriate intervention strategies
from the centre, learn from front line and intermediate agencies
about the most effective ways to achieve change. Seek the right
balance between central direction and local ownership;
- retain some direct links with the users of the service or
programmes to ensure effective feedback, even if management or
support of programmes is conducted through devolved structures;
- identify information needs and develop own systems unless very
confident of other providers;
- plan carefully for set-up, recognise the dangers of staff
burn-out, pay attention to their workload and work environment.
Click to view the full
report
