Institute for Government

We were delighted to welcome Karin Smyth MP, Shadow Minister of Health, for a keynote speech at Government 2024, the IfG's annual conference with Grant Thornton UK LLP. This was followed by an in conversation with Dr Hannah White OBE, Director of the IfG.

2024 will be a crucial year for government and for British politics. With a general election no more than a year away, Rishi Sunak has asked to be judged on meeting his five pledges – and the pressure is on Keir Starmer to add policy details to his five missions. To mark the start of this pivotal 12 months, the Institute for Government’s annual conference brought together influential speakers and IfG experts to explore the key questions facing government – and opposition parties – in 2024, stimulate new thinking and discuss the year ahead. Dr Hannah White, IfG Director, gave a welcome to the conference, followed by opening remarks by Phillip Woolley, Partner at Grant Thornton UK.

Audio recording of event held at the Institute for Government, 16 January 2024.

The next general election is – at most – one year away. If Labour wins, there will, as is almost always the case in the UK, be an overnight transition of power. A party that has spent 14 years in opposition would be instantly thrown into government. But having focused already limited resources on election campaigning, and often lacking the knowledge and experience of being in government, how can opposition parties prepare for an overnight transition? Which issues do they need to consider ahead of a possible election win? And what challenges might arise on that first day in power? As the Institute’s research shows, proper preparation can make the difference between success and stagnation once in office. This event, the latest in the Institute for Government’s General Election programme, discussed a new IfG report – Preparing for government: How oppositions should ready themselves for power – which sets out how to prepare for a possible transition into government. Joining us to the discuss the report and its findings was an expert panel, including: Wes Ball, former Director of the Parliamentary Labour Party Baroness Fall, former Deputy Chief of Staff to David Cameron Dr Catherine Haddon, Programme Director at the Institute for Government Lord Macpherson, former Permanent Secretary at HM Treasury (2005–16) The event was chaired by Joe Owen, Director of Impact at the Institute for Government. Follow us on X (formerly known as Twitter) @ifgevents and join the conversation using #IfGGeneralElection.

Governments often tackle similar issues again and again – from day-to-day matters to major challenges such as natural disasters, public health threats or global financial or security crises. So it is vital that governments learn from experience about what works – and what doesn’t – to improve the functioning of government. But extensive churn in ministers – and the civil servants who support them – means that institutional memory can be lost. In the mid-2010s, the Treasury was grappling with how to maintain and improve public service performance as budgets were squeezed. Senior officials in the department identified the need for a review of historic evidence to ensure they understood what the experience of previous decades showed about how to manage public spending effectively The Nuffield Foundation funded a project involving the Institute of Fiscal Studies (Paul Johnson, Rowena Crawford and Ben Zaranko) and a team based at the Blavatnik School of Government in Oxford (Christopher Hood, Iain McLean, Maia King and Barbara Piotrowska). The task of the IFS team was to assess what happened to UK spending over 1993–2015 from the available statistics, while the Blavatnik team explored the more qualitative aspects of public spending control over the same period from a mixture of published sources, interviews and archival material – now published in book form (The Way the Money Goes: The Fiscal Constitution and Public Spending in the UK). Drawing on that work, this event will reflect on the value – but also the challenges – of historical research on government and explore what can be learnt from past experience in the planning and control of public spending. To discuss these questions and more, we were joined by a panel of experts: Sir Charles Bean, Professor of Economics at the London School of Economics and former member of the Budget Responsibility Committee at the Office for Budget Responsibility (2017–21) Mark Franks, Director of Welfare at the Nuffield Foundation Catherine Haddon, Programme Director at the Institute for Government Professor Christopher Hood, Visiting Professor at the Blavatnik School of Government, Oxford University Conrad Smewing, Director General, Public Spending at HM Treasury The event was chaired by Dr Gemma Tetlow, Chief Economist at the Institute for Government.

In this first Productivity Pitches event, a new series that the Institute for Government will organise jointly with The Productivity Institute, we were delighted to welcome Cat Little, Second Permanent Secretary to the Treasury and Bart van Ark, Managing Director of The Productivity Institute to discuss these questions: What are the causes of weak productivity growth in public services? How can digital and AI play in improving public service productivity? What lessons can be learned from the private sector? With little room for manoeuvre to increase spending on struggling public services, the UK government must ensure that every pound is spent well. However, public service productivity fell both during and after the pandemic. For example, the government’s successful programme to increase the number of police officers by 20,000 has only resulted in a small improvement to charge rates. Some important hospital activity is still below pre-pandemic levels despite substantial spending increases and rising staff numbers. And ONS records show that adult social care productivity more or less stalled for the decade before the pandemic. So with the fiscal situation unlikely to improve in the immediate future, what can government and frontline services do to improve productivity? The event was chaired by Nick Davies, Programme Director at the Institute for Government. Productivity Pitches is a new quarterly series hosted by the Institute for Government highlighting examples of productivity improvements in public services. These events will look at innovations in everything from technology and IT to management and clinical improvements, allowing those on the frontline to showcase how their innovations are improving service performance and saving money.

Earlier this month Lord Maude, who served as Minister for the Cabinet Office from 2010-2015, published his Independent Review of Governance and Accountability in the Civil Service. The comprehensive review saw Maude speak to former and present civil service leaders, minister and ex-ministers, former prime ministers, and many civil servants. Maude concludes that “the arrangements for governance and accountability of the civil service are unclear, opaque and incomplete”, and that the centre of government has become "unwieldy, with confusion about where responsibilities lie." So what is Lord Maude’s plan to fix these problems and how would his 57 recommendations work? Ministers have reacted coolly to Maude’s plan to split the Treasury and create an Office of Budget and Management, but is he right? What responsibilities should the cabinet secretary hold? And what can be done to ensure this review of the civil service succeeds when so many previous attempts have failed? To discuss these questions and more, Lord Maude joined us in conversation at the Institute for Government. The event was chaired by Alex Thomas, Programme Director at the Institute for Government. Read the IfG's response to the Maude review.

In 2019, the UK government passed trailblazing legislation committing itself to achieving ‘net zero’ greenhouse gas emissions by 2050. The UK has already made significant progress in decarbonising its economy: carbon emissions have fallen by over 45% from the 1990s levels. This has been mainly achieved through centrally directed policy to decrease emissions from power generation, by substituting coal generation for gas and investment in renewable energy. But reducing emissions further will require disruptive policy and behavioural change across a wider range of sectors, involving a more diffuse set of actors. Metro mayors and local government in England will play a key role, given their powers in critical areas such as transport, planning, housing, skills and economic strategy. This event explored how mayors and other local leaders are using devolved powers to achieve net zero at the regional level, by supporting the growth of green industry and energy, investing in clean transport and infrastructure, retrofitting houses and buildings to reduce emissions, and upskilling the population for the green jobs of the future. Drawing on research it published earlier this year, Net zero and devolution: The role of England’s mayors in the climate transition, the Institute for Government hosted a virtual event in partnership with The Royal Society to discuss these questions. To explore these questions and more, our expert panel included: Ed Cox, Executive Director - Strategy, Economy & Net Zero at the West Midlands Combined Authority (WMCA)Professor Joanna D. Haigh, Research Fellow at Imperial College LondonRosa Hodgkin, Researcher at the Institute for GovernmentShirley Rodrigues, Deputy Mayor for Environment and Energy at the Greater London Authority The event was chaired by Akash Paun, Programme Director at the Institute for Government. This event was kindly supported by The Royal Society.

After Rishi Sunak used the recent Conservative Party Conference to pitch himself as the ‘change’ candidate, the autumn statement on 22 November was Jeremy Hunt’s first opportunity to set out the government’s new tax and spending plans. But what the prime minister and chancellor offered was in part be shaped by the new economic and fiscal forecasts they were given by the Office for Budget Responsibility (OBR), the UK’s independent fiscal watchdog. So, what did the autumn statement reveal about this government’s approach to economic and fiscal policy? How has the economic and fiscal outlook changed since March and how might that shape the general election campaign? Does the government have any new plans to try to boost growth and household incomes? What do the government’s public spending plans look like – and are they plausible? To explore these questions and more, our expert panel included: - Anoosh Chakelian, Britain Editor of the New Statesman - Stuart Hoddinott, Senior Researcher at the Institute for Government - Richard Hughes, Chair of the Office for Budget Responsibility - Thomas Pope, Deputy Chief Economist at the Institute for Government The event was chaired by Hannah White, Director of the Institute for Government.

High standards are crucial for maintaining public trust in the police – but in recent years the reputation of the Metropolitan Police has been damaged by a number of scandals. Sir Mark Rowley was appointed as Met Commissioner in September 2022 with a mandate to bring in higher standards of policing, reduce crime rates, and deliver more trust in the Met Police. At this Institute for Government event, the Commissioner set out how he intends to achieve his priorities, including through changes to police structures, improved leadership, and the New Met for London plan. The event was chaired by Emma Norris, Deputy Director at the Institute for Government. Following his brief opening remarks, the Commissioner took part in a Q&A with the in-person and online audience.