Home Office Aspiring Leaders & Positive Action Pathway Development Event 13th January 2016

1. Home Office AspiringLeaders & Positive Action Pathway Development Event 13th January 2016 www.msglinks.com

2. Web Link www.msglinks.com There is a web link associated with this event. It contains directions and a copy of the agenda. There is also the option to pre register questions for the last session on the ALP/PAP update. You are encouraged to use the web link as much as possible. The link is www.msglinks.com and whilst it does work on POISE it is optimised for smart phones. Unfortunately it wont work on blackberry’s due to limitations on connecting the internet. The venue has wi-fi details and login details are contained within the link.

3. INTRODUCTIONHilary BrownALP 2013 Cohort

4. TABLENETWORKING

5. TransformationBarbara Bradley Change Centre of Excellence Home Office Transformation

6. Short Biography Barbara Bradley is a leader with over 15 years experience in Transformation, Public Sector Services, Healthcare and Technology. Barbara is the Managing Director for the Citizen Services business, spanning DWP, BIS, Defra, DH, FCO and the Cabinet Office, on secondment to the Home Office since March 2015. She is a director in the Home Office Centre of Excellence. Prior to this role, Barbara was the Director of Custodial and Occupational Health Services having P&L and operational responsibility for transforming primary health services into custodial settings across the country. Barbara is an active trustee at the National Youth Agency charity (NYA)

7. Transformation for Aspiring Leaders Jan 2016 January 2016

8. Why do we need to keep changing? To improve services to the public To deal with changing threats To operate within a reduced budget

9. Why I think we need and are changing • “Change occurs when the pain of remaining the same is greater than the pain of changing” • Essentially “doing nothing is not at option”

10. Transformation is Personal • Your reasons for why we need to change will be your own • They will be driven by • Your business • Your team • Your personal circumstances and experiences • So I would encourage you to think of your own “Why”

11. What do we need to change? Managing Demand How can we use our influence to manage demand on taxpayer-funded services across the system?

12. What do we need to change? Data Better quality and easier access to data, collected once and shared, will allow all of us to make good decisions faster.

13. What do we need to change? Digital In the future digital must be how we work, putting the needs of our customers at the centre.

14. What do we need to change? People While we will have fewer staff, we will be more expert and doing more specialist roles.

15. Home Office 2020 – What will be different for the public? Self-service • Working with the community to prevent terrorism • A fairer immigration • service • Less crime

16. Home Office 2020 – What will be different for staff? More interesting work • Professionalised • staff • Using data better Now 2020 • Greater mobility

17. We need to do this in manageable chunks • Phase 1 - make the case for change (done) • Phase 2 – interpret and implement the changes for own business areas (in progress) • Phase 3 – wider cross cutting, more difficult, stuff that will require lots of very fresh thinking (early stages)

18. Next phase: HOW will we do this? • The next steps across the HO is to take the intentions and outcomes and turn them into concrete deliverable and achievable plans • Not always easy to do so Julie Taylor has created the CCE to sit alongside the business to get to the right level of detail in order to effect this change

19. Change Centre of Excellence Resources available for you

20. Home Office 2020 – Our role as leaders Create a shared approach all staff feel a part of…. As leaders we need to have a vision for the future Get feedback and be challenged Where are we heading? Home Office 2020 Where do WE want to go? …..an approach to change is born! What if? But… ….and understand the part they play in delivering it. ??? “Managing change is done best when done with you rather than without you” But are staff helping to shape this? Leading and managing change successfully

21. What is the Excellence campaign? To support the transformation of the department, the Home Office Excellence campaign highlights how we need to change to continue deliver for the public and showcase those teams who are already transforming how we work.

22. How can you get involved? • You can: • Help to shape how the campaign is rolled out in your business area • Share examples of successful change in your business area • Take the lead - make your leadership pledge online. • Share your leadership journey online. • Interested in getting involved or finding out more about the campaign? Visit the Excellence hub on Horizon or contact Nimisha Green

23. Next steps... Get involved Make it personal

24. Alastair Whitehead Deputy Principal Private Secretary to the Home Secretary

25. Short Biography; Alastair Whitehead Alastair is currently Deputy Principal Private Secretary to the Home Secretary. He is on Cohort 7 of the Future Leaders Scheme. He joined the Civil Service in 2007 and has worked in the Home Office, Foreign and Commonwealth Office, HM Treasury, Department for Energy and Climate Change, and the Department for Transport. He is also a volunteer police officer (Acting Special Chief Inspector) in the Metropolitan Police Service.

27. Alumni Panel Ketan-Sarah-Ashley

28. Samantha Heiling Head of Operational support group Border Force People Directorate. NETWORKING

29. Short Biography; Samantha Heiling Samantha is the Deputy Director, Operational Support Group at UK Border Force. She has a wealth of experience in the Public Sector. She works in both leadership and consultative/ facilitative roles, with particular experience in crime prevention and equality and diversity - especially gender representation. She was the winner of Business Manager of the Year at the Professional Clothing Awards 2014 for her work with Border Force Uniform project.Her Specialties include: Communications, policy development, project and programme delivery, workshop and conference development and facilitation

30. The Power of Networking Samantha Heilling

31. What is networking? • net·work·ing • Noun • Definition of NETWORKING • 1 • : the exchange of information or services among individuals, groups, or institutions; specifically: the cultivation of productive relationships for employment or business • 2 • : the establishment or use of a computer network Merriam-Webster.com

32. You do it already... • You need a recommendation for tradesman? • You want to know which primary school has the best reputation? • You want a recommendation of a new restaurant or bar to try? The people you ask are your network

33. Why is it important One or more of: • Friendship • Opportunities • Advice • Positive Influence

34. I’m not a natural networker ... • Start small – with people you know, then people you have worked with • Get over your fear of rejection, and don’t apologise : networking is an exercise in relationship building for mutual benefit • Be Authentic, and smile

35. Tap into your passions – socialise around what you enjoy (eg change programmes, staff networks, or outside work) • Be prepared – have a discussion topic in mind, or an open question to start ‘ what are you up to these days, its ages since we caught up?’ Adapted from an article on CIO.com

36. As well as personal, networking can be social or virtual... • Free networks: eg staff support groups, industry networks • Fee charging networks: eg high flying divas, roundtable.co.uk • Linkedin, Facebook, Twitter, Yammer etc But Keep your personal and professional profiles/ brands separate.

37. “Everyday events can be networking opportunities – 5 minutes at the end of a meeting can be as valuable as a formal event” “Relationship mapping can help target your efforts” “SMILE “Remember someone’s name” Be Authentic “Talk is work…” “Conversations are better in an informal setting/over coffee…” “Flattery gets you everywhere…” “Offering help without expecting anything back can be very powerful” “Everything we do is part of our brand”

38. It works! Any Questions? Linkedin: Samantha Heilling email: samantha.heilling@homeoffice.gsi.gov.uk

39. Eamon Preston ALP 2013 Cohort talks about UKVI’s Improvement Culture

40. OFFICIAL UKVI Improvement Culture UKVI aims to be recognised as a globally trusted operation delivering excellent customer service and accurate decisions, which keep the UK safe and secure. Presented by: Eamon Preston Presented to: Home Office talent day – 13 January 2016

41. UKVI’s culture change programme aims to… Support UKVI in its aim of becoming high performing by:

42. Collaboration across improvement approaches Objective: UKVI Priority 6 – build skills diversity, flexibility and engagement of workforce – embed a range of approaches to develop a positive organisational culture including Continuous Improvement & Appreciative Inquiry

43. What does this mean to you? We want to know how we can ensure that UKVI people on talent programmes at all grades are engaged to support a culture of continuous improvement

44. We have two questions for you… Please send your answers to Eamon Preston – UKVI Aspiring Leaders Programme delegate

45. NETWORKING LUNCH

46. Leadership  is the capacity to translate vision into reality. Warren Bennis .

47. It is easier to do a job right than to explain why you didn't.” Martin Van Buren .

48. People desire to participate and innovate. Harness that energy & let them help lead.

49. Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. Jack Welch

50. Never doubt that a small group of thoughtful, concerned citizens can change world. Indeed it is the only thing that ever has. Margaret Mead .