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Doing it Differently

New delivery models to support the 21st century public service workforce

The last 12 months has seen the launch of numerous programmes that will have a profound impact on UK public service delivery and transform historic models for managing government services.

The future public sector workforce will be crucial for the success of these models. The challenges in staffing future delivery models have already been brought into stark view; traditional career paths have been eroded, and new generations entering the workforce are presenting new tests for public sector employers. Finding ways to attract, retain and develop the best talent is an urgent requirement.

Event Details

In collaboration with Kinnarps, DragonGate Market Intelligence hosted a half-day summit at Battersea Dogs & Cats Home on 3rd February, 2017, bringing together key stakeholders from across the public sector. See below for details of speakers, content, and presentations.


In light of the Civil Service Reform Plan, what more can the public sector do to attract talent from a broad range of backgrounds and retain millennials, in order to build a robust and forward facing public sector?

Supportive Workplace Environments

With traditional assumptions about how, where and when people deliver public services being challenged, the role of the workspace as a means for supporting and retaining staff is becoming increasingly important.

Impact of Disruptive Technology

The roll-out of Universal Credit highlights a greater focus on user-focused technology and services. What are the consequences of the increasingly blurred lines between home and work life?

Structural Transformation

The NHS Five Year View and the introduction of government hubs illustrate a move towards more collaborative and agile ways of working. How will this restructuring of roles and organisations challenge the way employees view their career development trajectory?

Summit Speakers

Bob Calver

Bob Calver

Doing it Differently Summit Chairman

Greg Hobbs

Greg Hobbs

Deputy Director of Civil Service Fast Stream and Fast Track

Lynn Aisbett

Lynn Aisbett

Chief Executive at Melton Borough Council

Anne-Louise Clark

Anne-Louise Clark

Head of Transformation and Change at London Borough of Bexley Council

Ellen Care

Ellen Care

Transformation and Change Officer at London Borough of Bexley Council

Alex Yedigaroff

Alex Yedigaroff

Chief of Staff at the Government Digital Service

Georgie Nightingall

Georgie Nightingall

Project Manager at The Francis Crick Institute

Helen Adams

Helen Adams

Project Manager at The Francis Crick Institute.

Howard Short

Howard Short

Former Hampshire Workstyle Strategy Manager at Hampshire County Council

Robert Calver has extensive consulting experience working mainly in FM, contributing to winning bids for OGC Framework appointments. He has worked with clients such as the Department for Business Innovation and Skills and Her Majesty's Courts Service.

Robert Calver has co-ordinated the winning of several major FM Awards including the BIFM Award for Excellence in Public Sector FM, BIFM Award for Impact on Organisation and Workplace for two years running and the Global FM Platinum Award.

Greg Hobbs is a key strategising force behind the recruitment, selection and performance management of graduate entrants to secure a strong line of future leads for the Civil Service.

Prior to becoming Deputy Director, he served as Deputy Director of Leadership and Governance and as Head of Collective Leadership Communities.

Alex Yedigaroff oversees the delivery of meeting the key challenges in implementing innovation strategies in the public sector.

Before working as the GDS as Chief of Staff, Alex Yedigaroff was the Delivery Manager for HS2 and worked as a Strategic Adviser to the GDS and Private Secretary to the Government CTO at the GDS.

When the Melton Mowbray Council headquarters were destroyed in a fire in 2008, Lynn Aisbett led the co-location of services and innovative working practices to the new site.

Lynn Aisbett has been the Chief Executive since 2004 and prior to that has worked at Director level in a range of local authorities for almost 20 years.

Georgie Nightingall is currently managing the move of all staff and assets from the Crick laboratories at Lincoln's Inn Fields and Clare Hall to The Francis Crick Institute at St Pancras.

Georgie Nightingall has wide-ranging experience coordinating and managing projects and programmes across a variety of organisations - military, charity and corporate.

Helen Adams is responsible for the migration of all the scientists from the Medical Research Council at Mill Hill to The Francis Crick Institute at St Pancras.

Helen Adams has worked on The Francis Crick Institute Project for the last 8 years having undertaken roles as both Crick Transition Project Manager and Crick Project Coordinator.

Anne-Louise joined the London Borough of Bexley is 2009 leading the Organisational Development and Internal Communication function. The focus of the role was to facilitate culture change and one of her key projects was the transformation of ways of working as part of a wider accommodation strategy.

More recently Anne-Louise has moved on to lead the council’s transformation and change agenda. This includes the development of new business models, identifying opportunities for increased commercialisation, enabling residents to do more for themselves, fostering a culture of innovation and building the workforce for the future.

Key components of the work include use of design thinking to unlock opportunities, user research to develop solutions and agile project management techniques to bring pace, energy and collaboration. Having just launched a Design and Innovation Board, she is looking forward to unlocking the creativity of the organisation.

Ellen began working at the London Borough of Bexley as part of the LGA’s National Graduate Development Programme. After placements in Property Services and the Corporate Programmes Office she moved into a permanent role in the Organisational Development team, with a focus on internal communication and change management.

Over the last 18 months she has discovered more about the exciting world of service design in the public sector and enjoyed exploring the opportunities to add this discipline to our approach to change, working with FutureGov and RedQuadrant on projects in adults and children’s services, as well as running staff engagement groups and starting the Bexley Design School.

She is now a Transformation and Change Officer for service design and engagement in the newly formed Transformation and Change team, and looking forward to embedding design deeper and further across the organisation in the coming months.

Howard Short delivered on behalf of Hampshire County Council a transformational approach to their work environment. Cost saving was a key driver but the longer term strategy was to develop a place which substantially improved staff morale, wellbeing and retention across the property portfolio generating savings of £2 million in the process.


Discussions and presentations centred around the following themes:

  • Attracting and retaining talent in the transformation age
  • The Phoenix Partnership – Melton Mowbray’s future hub
  • Technology that supports not burdens the change process
  • ‘Re-working the Workplace’ Hampshire County Council Case Study
  • ‘Managing Migration’ Francis Crick Centre Case Study

Download the presentations:

Attracting and retaining talent in the transformation age (PDF) The Phoenix Partnership (PDF) Transforming Bexley (PDF) Reworking the workplace (PDF)