In Neurodiversity Celebration Week Lauren Stephenson, Tara Sanders, Robert Walker, and Lizzy Miller tell us how the Civil Service is celebrating its neurodiverse colleagues through supportive networks.
We are all members of the Defra Neurodiversity Network, set up in 2008 to cultivate and integrate a workplace culture that embraces and celebrates all neurodifferences, with the aim to create a collaborative work environment where individuals can thrive.
The network is working towards achieving this aim through two primary arms - visibility and action; we raise visibility of neurodiversity through various communications activities and providing educational resources, using these methods to promote inclusivity and empower individuals.
Through action, our network champions the diversity of our members, advocating for change improvements and driving supportive initiatives that enable colleagues to work to their best ability.
The network currently comprises of just under 1,000 members, from 35 Defra organisations, and is run by a group of volunteers. Each of us wanted to explain more about why we got involved; so if you’re interested, read on……..
I originally founded Defra’s Neurodiversity Network in 2008, and have worked for Defra for 33 years, first joining the Animal and Plant Health Agency, and now working in the core department.
My school days were challenging due to my difficulties in reading and writing. The school considered me to be disruptive because of my struggles and placed me in the remedial class, never expecting me to achieve anything.
I joined Defra many years ago, doing a ‘hands-on’ role. I respected the civil service as an employer and wanted to develop and progress within it, but my lack of academic achievements held me back, as did my self-criticism. I was diagnosed with dyslexia later in life, quickly recognising there was a stigma attached to neurodiversity. Something about being dyslexic seemed to stop people from wanting to employ me.
After years of ‘imposter syndrome’, I decided that my dyslexia would not hold me back. I obtained new skills through private tuition with a dyslexic specialist, night schools, and self-learning. I was open with my manager about where I needed to develop. My employer supported my learning and development needs in work, as well as giving me access to Assistive Technology software.
Without this software and support, I would never have recognised my own strengths of organisation and people engagement and would never have been able to move into the world of Project Management.
As I shared my story, I spoke to many people who faced similar struggles, finding barriers to self-development and progression due to the stigma attached to neurodiversity, a stigma often only there because people don’t understand their neurodivergent selves, or the personal requirements of their neurodiverse colleagues.
In Defra, we aim to be ambitious and inclusive, but I found some neurodiverse colleagues were unable to thrive. That’s when I founded the Neurodiversity Network, to build a community of support, empowerment, and understanding, to help these colleagues be the best version of themselves…and it’s working.
I now see colleagues understanding themselves and their needs for the first time, feeling safe enough to speak to others who suffer the same struggles to discuss how to overcome barriers. I hear colleagues thanking us for educating them about the needs of their neurodiverse co-workers so they can adapt the way they work to create a more suitable and inclusive environment for all.
I speak to colleagues who are progressing through the civil service, offering a new, unique and diverse perspective in projects, which helps those projects work for all end users.
I have been on quite a journey in life, but inside of work, I am now in a role that I enjoy and am good at, and outside of work, I am a football and badminton coach, and volunteer as a chairperson for a community group which has raised tens of thousands of pounds to improve local facilities. I am achieving things now that I never would have dreamed to do as a child, and I am also helping others to do the same through the network.
I’m the Chair for Defra’s Neurodiversity Network, having worked for the Environment Agency for five years. My story is a little dark and sad, but sharing it has helped others, so I always try to be open about my struggles. I am adopted and didn’t grow up with people ‘like me’.
I was diagnosed with dyslexia where I received support throughout my university years due to my additional needs, but when I moved into the world of work, I felt lost.
I was overwhelmed with office noise, I received feedback that my emails were too blunt, I couldn’t retain names of colleagues and I would lose my train of thought if I were interrupted. I felt that I wasn’t being as productive as I could be but didn’t know why. My team leader wanted to help me but didn’t know how to.
Team leaders make a conscious effort to try to support colleagues, but if they don’t understand the needs of the individual, support doesn’t come naturally. No one else knew how to help me either and I didn’t know how to help myself, so I felt so alone.
I reached out for support from the Dyslexic Network, but found they didn’t quite meet my needs, and was signposted to the Neurodiversity Network. Once I joined the Neurodiversity Network, it was like I had found ‘my people’.
They understood my barriers, my struggles, they were asking the questions that I wanted to ask, they felt the same as me, they’d been in my situation before. I no longer felt alone, I finally felt like I’d found my identifiable family, with people celebrating me and my individuality.
Since joining the Network I have been on my own autism journey, further being diagnosed with ADHD. Through being a Network member and understanding myself better, I have been able to understand how to adapt, to work to my best ability.
I was able to identify that I needed counselling and have sought help, which has meant that I could move forward with my life. The network has allowed me to feel like I am me, that I can be me, I am not my condition and that I don’t have to mask who I am or hide away.
Because I didn’t want other people to feel as alone or in as dark a place as I had been, I spoke to the Network about being more of an active member and volunteering for the committee. I became a deputy co-chair a year ago and have now moved into an acting chair role.
I want to create awareness of our Neurodiversity Network so that others, who may not feel as though they can see a way forward, can find a community who can support them through the difficult times. I have discovery calls with new Network members and, for many of them, this is the first time they are speaking to someone who understands their situation or their feelings.
A neuro-inclusive workplace is a brilliant place to be, but a neuro-inclusive workplace with a community of people pulling you out of the dark is even better. Navigating the world of work has helped me find a new community, which in turn has helped pull me into a better place.
As Head of Communications for Defra’s Neurodiversity Network I’m passionate about inclusive communications. Being part of the network has really helped me to develop into a role that I never had imagined I’d be able to do.
Seven years ago, I was diagnosed with dyslexia after discussing my challenges with focus, overstimulation, and tasks heavy on words with my workplace's Employee Assistance Programme. Receiving this diagnosis brought clarity to various aspects of my life, with many elements finally making sense.
As I have learned to manage with my diagnosis over the years, I have found Defra to be a very inclusive employer; treating colleagues as people and not a number, supporting people’s mental health and wellbeing issues, and putting reasonable adjustments in place to help people to thrive, no matter their disability. But, despite all of this, I still sometimes felt alone in my struggles with dyslexia.
And that’s when I found the network. After seeing a presentation by Rob, I found myself resonating with much of what he said and made the decision to join in 2023. I finally found a community of people like me, who understood what I was going through.
Being part of the network is amazing as I no longer feel alone, and I have learned so much about how to manage my dyslexia further, subsequently enabling me to be more productive in work. The great thing about the network is that it has colleagues who are neurodiverse joining, and colleagues who are not, but all simply wish to learn more to help themselves and their colleagues. Everyone is respectful, we work together to help each other, and the network really does feel like my family.
As the network had given me so much, I wanted to give back and become an active member to help spread the message. Struggling with reading and writing, I wasn’t sure a role which would include written communications was for me, but I soon realised that, had it not been for Rob’s communications, I would not have found this Network and would not be so well supported. So, I decided to jump in headfirst and accept the role, not letting my dyslexia stop me from helping others.
I’ve developed my communication skills, building a supportive team behind me to promote the network within Defra. Working tirelessly with my Head of Relationships to expand our reach to all 35 linked organisations, our aim is to ensure that no one feels left behind. Through creating engaging and supportive sessions, where colleagues can learn and share experiences, to collaborating on the production of the network’s very first communications strategy, I have proven to myself just how capable I actually am.
Having really struggled with communications before my diagnosis, I am passionate about promoting inclusive communications, tailoring them for our neurodiverse colleagues. Aiming to lead by example within the Network, whilst educating others. It’s amazing how much more productive an organisation can be when their communications resonate with anyone, no matter their communications needs, and it is amazing how much more colleagues thrive when they feel ‘heard’.
I’m so glad I took on the opportunity and challenge of being involved with this etwork, something I never thought I would do, being dyslexic. I hope I can inspire others to recognise their own abilities, not seeing their neurodiversity as a barrier.
Lauren Stephenson, Tara Sanders, Robert Walker, and Lizzy Miller are members of the Defra Neurodiversity Network.
Neurodiversity Celebration Week, which runs from 18 to 24 March 2024, aims to bring about worldwide neurodiversity acceptance, equality and inclusion in schools and workplaces. It’s a worldwide initiative that challenges stereotypes and misconceptions about neurological differences. It aims to transform how neurodivergent individuals are perceived and supported by providing schools, universities, and organisations with the opportunity to recognise the many talents and advantages of being neurodivergent, while creating more inclusive and equitable cultures that celebrate differences and empower every individual.
On International Women’s Day, Angela Marriott shares her career story, which began on a Youth Training Scheme at a plastics company, and which has brought her to a senior role in our Service Management Office.
I left school in June 1995 and began a Youth Training Scheme (YTS) placement two weeks later! My birthday is the start of June, so I had only just turned 16. There wasn’t a lot of money while I was growing up, so getting out to work to earn my own money was important to me.
When I look back, despite feeling like a grown up, I was a long way from that! Alongside my work in an IT Training team at a Wire, Plastic & Cable company in Swindon I was studying for an NVQ II in Business Administration & learning to touch type, I was paid £25 per week.
I remember how proud I was to get the job – I took my burgundy ‘record of achievement’ folder from school to the interview with the female Head of IT. It’s great to recall that there was a woman in a leadership position even back then in the 90s!
The YTS scheme was due to last two years, within about 13 months I’d applied for a permanent position at the company and secured myself a role as an IT Service Desk Agent. That is my Service Management origin story!
I’ve never been a technical person, what does seem to come quite naturally to me is to listen and ask questions. I’m curious (some might say nosy…!) and have always been keen to learn.
I spent five years at that first company. I moved into the request fulfilment team where I witnessed a partial IT outsource. I observed engineers being TUPE’d to a different organisation and the difficulties that brought with it.
I saw things go wrong with processes, training, and people. I worked hard to deal with customer backlogs and the associated escalations for installations. I had a white board opposite my desk with post-it notes to show the priorities – the visual aspect of the post-it notes worked best with the engineers who I was having to direct. I wasn’t given any training to deal with it that way, I was working on instinct.
I’ve had my fair share of imposter syndrome over the years. I think probably because I didn’t go onto higher education and therefore felt a bit under-qualified compared to others. I was often not only the youngest person in the room but the only female as well, such is the nature of IT in the late 90s and early 00s.
I moved to the bright lights of Bristol because I met a boy and fell in love. I took on some temporary agency work for Orange (the mobile phone company, now EE) in their IT Change Management dept.
After a couple of months, they offered me a permanent role for what felt like an enormous amount of money – I felt like I was winning at life. Within a few years, I’d been promoted to team leader and then manager.
And then, the best bit so far happened, I got a company car. (I was only 23 and it felt like a big deal for someone like me!) A VW Beetle convertible in baby blue with a cream interior was my pride & joy.
I went through my first change programme and got put at risk of redundancy during my time at Orange. The change programme encouraged me to seek out other job opportunities. I didn’t get redundancy, but I did continue my Service Management career. I worked for Virgin Mobile as a Service Delivery Manager & Capgemini as a Service Management consultant.
In 2008 I spotted an opportunity in the IT department at the Environment Agency. When I applied, I was working for Capgemini – little did I know that they would become the main supplier for EA shortly after I joined. I transferred into Defra when the Digital Data and Technology Services function was formed in 2017.
For me, life & work is all about the relationships you develop along the way. I like to have a good chinwag about how people are doing before launching into ‘work’. A bit of kindness and a smile goes a long way in my book and makes work and life more enjoyable.
It’s important to me to have rapport and to know a bit about the people I’m working with. Being successful at work is inextricably linked to my life at home. That’s one of the reasons I enjoy working at Defra, where bringing your whole self to work is promoted. Being open and honest at work really makes a huge difference to me and helps my resilience.
Despite having worked at EA/Defra for nearly 15 years, I’ve had a different focus every couple of years, via assignments, development opportunities and EOIs.
I’ve recently developed a more formal career plan with the support of my mentors and am more intentional about my career decisions and aspirations. I’m not sure what the future has in store but I’ve nearly been in my current role for coming up three years so it’s probably time for a change…..!
Angela Marriott works in the Service Management Office team within Defra Digital Data and Technology.
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In the latest of our personal stories from colleagues who are on a talent development programme here in Defra, we meet Fast Streamer Gianmarco Zenzola.
Hi, I’m Gianmarco and I’m a first year Digital, Data, Technology and Cyber Fast Streamer currently in my first placement working as a Product Manager in the Enterprise Collaboration team within Digital, Data and Technology Services at Defra.
I joined the Fast Stream as an existing Civil Servant, having worked briefly as a HR Officer in the Department of Health and Social Care in 2018, before moving to HMRC as an AO Caseworker and later progressing to a HEO Tax Compliance Officer role.
I first heard about the Fast Stream via an article about development opportunities on the intranet at HMRC. I then visited the Fast Stream website to learn more.
What initially attracted me to the Fast Stream was the opportunity to gain diverse work experience in different government departments and advance my career. I chose the Digital, Data, Technology and Cyber scheme because it resonated with me due to my previous background in computing and IT.
I started the scheme last October, beginning with a week-long Fast Stream induction event, or ‘Base Camp’ as it’s known. Base Camp was an intense mix of induction events and training sessions, but also a fantastic experience.
I got to work with other new starters from different backgrounds to complete interesting challenges, designed to simulate the role of a policy official. This was a great way to prepare ourselves for what the Fast Stream had to offer, whilst also building up a support system of other Fast Streamers.
I then moved straight into my first placement, here in Defra Digital Data and Technology Services, as a Product Manager in the Enterprise Collaboration team. In my first three months here, I’ve taken a lead role on a project to define a strategy for apps within Microsoft Teams and implement the relevant process in collaboration with colleagues across many different teams.
My typical day involves a blend of strategic planning, cross-functional collaboration, and continuous learning. This could mean team meetings to discuss progress, share updates, and address any immediate challenges, followed by a learning session to study relevant product management frameworks, or deepen my understanding of the Microsoft Teams' ecosystem.
At the end of each day, I take some time to document progress, update project plans, and track any action items. This enables me to apply my skills in project management, stakeholder engagement, and effective communication, and I'm proud of the impact I have made so far.
Although there is no formal qualification on the Digital scheme, the Fast Stream provides structured training and development opportunities throughout. This includes workshops, seminars, and on-the-job training.
We also get informal support through access to a range of peer networks, such as the Carers Network, Regional Network, and Science & Technology network, as well as being assigned a "buddy" (a second or third year Fast Streamer who can give advice about how to make the most of your time on the scheme).
Already, I've engaged in so many professional development opportunities, including training sessions and workshops on advising and briefing ministers, parliamentary capability, and big data.
One of the most valuable lessons I've taken from my Fast Stream experience so far (and the Civil Service in general) is the power of collaboration. It may sound cliched, but I've learned that seeking help and input from colleagues and/or managers not only improves your decision-making, but also helps you build stronger relationships and take the pressure off in particularly intense moments.
Once my placement here ends next Autumn, I’ll go on to do two more year-long placements in different government departments as part of the Fast Stream. I don’t really have a fixed idea of what I want to do after the scheme ends yet (I’ve still got just over two and a half years to decide), but my goal is to continue advancing within the Civil Service, using the experience I gain on scheme to drive positive change and innovation.
Looking further ahead, I am keen to move into leadership roles, where I could apply the leadership skills honed during the Fast Stream to guide teams and/or departments. If my career path leads me back to Defra, all the better – everyone has been so supportive and it’s been a great culture to start my Fast Stream journey in.
If anyone reading this is thinking of applying to the Fast Stream, I would absolutely encourage you to do so. My experience has been both stretching and rewarding, and there hasn’t been a dull moment since I started!
One thing in particular that I found really helped me to feel prepared for this next step in my career was getting myself a mentor, someone who had experience in a related field. They provided me with guidance and offered valuable advice on career development.
Gianmarco Zenzola is a first year Digital, Data, Technology and Cyber Fast Streamer currently in his first placement working as a Product Manager in the Enterprise Collaboration team within Digital, Data and Technology Services at Defra.
If you are interested in finding out more about the different talent programmes we offer, please do get in touch. All of our talent schemes support the new Civil Service People Plan, a key aim of which is to create and enable fairer opportunities for anyone to become qualified and experienced civil servants, from entry to senior leadership.
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First year Digital Data Technology and Cyber Fast Streamer Warsome Hersi tells us about his journey into the Civil Service Fast Stream and his first posting as a Product Manager within Defra Digital Data and Technology.
I joined the Civil Service Fast Stream last September and am currently working as a Product Manager for the Career Pathways tool within Digital Data and Technology Services (DDTS) at Defra. This is the first of three, 12-month postings I’ll undertake across different government departments as part of the scheme, and it’s been a great place to start my Fast Stream journey!
Before joining the Fast Stream, I was working in the Forestry Commission as an Incentives Development Admin Officer, having graduated from Coventry University with a degree in Economics in 2020.
I applied to the Fast Stream after participating in the Summer Diversity Internship Programme (SDIP) in 2022, where I spent five months working in the Central Digital and Data Office, at the Cabinet Office.
Following successful completion of the internship, I received a ‘Fast Pass’, which allowed me to proceed directly to the Assessment Centre stage of the Fast Stream application process. Completing the internship programme was really beneficial, as it allowed me to feel confident and informed going into the assessment process for the Fast Stream.
The opportunity to develop my skills and become a leader was what initially attracted me to both the SDIP and the Fast Stream. Both schemes offer opportunities to get out of my comfort zone and grow, both personally and professionally.
I’ve still got a couple of years left on the Fast Stream and I’ll use that time to continue my development, build on my skills and determine what direction I want to take my career in.
I’ve already had the opportunity to put some of the leadership skills I’ve developed through the Fast Stream and the SDIP into practice outside of work though; both in my role as the Chair of the Young Persons Independent Advisory Group for the Avon and Somerset Police, and when setting up NextGen Circle, a community organisation aimed at empowering minority communities through sport.
All Fast Stream postings will be different, but when I was thinking of applying, I found it really useful to hear examples of the kinds of things that Fast Streamers get involved in, and what that looks like on a day- to-day basis.
The Defra DDTS Career Pathways tool that I’m currently working on is designed to provide a comprehensive resource to explain the learning, development, and career opportunities available to each team and role within DDTS, in an easy-to-access SharePoint site, with a focus on great user experience.
A typical day in my role involves engaging with teams or professional leads across DDTS to build their Career Pathway sites.
The best thing about the programme for me, so far, is the opportunity I’ve had to get involved in really meaningful work. Contributing to the development and delivery of these careers sites, and seeing our vision come to fruition has been so rewarding and I can already feel my confidence as a leader growing throughout this posting.
One of the most challenging parts of the role has been adjusting to having so much autonomy to manage my own time and workload, but I’ve been fortunate to have the support of a wonderful team.
This is probably the same advice every Fast Streamer will give you, but clichés are clichés for a reason; go ahead and apply! It's a fantastic programme and you get the opportunity to work with so many amazing, talented, supportive people, there's really nothing to lose. If you don't get in first time, don’t be put off, learn from your feedback, and try again.
Warsome Hersi is a first year Digital Data Technology and Cyber Fast Streamer currently working as a Product Manager within Defra Digital Data and Technology.
If you are interested in finding out more about the different talent programmes we offer, please do get in touch. All of our talent schemes support the new Civil Service People Plan, a key aim of which is to create and enable fairer opportunities for anyone to become qualified and experienced civil servants, from entry to senior leadership.
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Steven Calder provides an insight into why he chose to apply for an ICT apprenticeship in the Defra Cloud Academy.
I’m Steven and I’m enrolled on a Level 3 Information and Communications Technology Apprenticeship in the Defra Cloud Academy.
Before starting my Defra apprenticeship, I was a Tax and Benefits advisor with His Majesty’s Revenue and Customs.
And before that I had a successful 20-year career as an Operational Manager with the Royal Mail, where I’d taken the opportunity to jump into the unknown by accepting voluntary redundancy, confident in the knowledge that I would be able to create a new career pathway for myself; and here I am.
As you can probably tell, I’m a mature apprentice, and at an age when many people might be starting to think about winding down their careers.
Not me though. I’m still keen to develop my skills and experience, and I see this apprenticeship as a brilliant opportunity to do that.
Today, a typical day involves me working on projects within the Defra Cloud Centre of Excellence to improve and automate existing infrastructure, reviewing, and deploying continuous improvement and innovation opportunities.
At first it was a very steep learning curve for me, starting from an initial low IT base knowledge. Networking and coding are skills which require time to develop.
The best thing about my apprenticeship experience here in Defra though has been the insight I’ve gained into the infrastructure which supports web applications and how projects are built, developed, and maintained.
I hope to build upon my learning journey and move to a higher grade within the service area I support. I will also look for opportunities to help and mentor those on future cohorts who are embarking on the same journey and programme that I’ve been on.
Yes, you do need to be resilient, hardworking, and determined to succeed. But being here in Defra, where we prioritise potential and invest in our people so they can enjoy their job, makes me realise how important it is to feel valued, and to feel like I’m contributing to Defra’s aims.
My apprenticeship has certainly been a steep learning curve, but I’ve enjoyed every minute of it so far. I’m sure you would too, because I’m living proof that it’s never too late to learn something new or change your career.
So, my message to anyone thinking of applying to a talent programme such as the Defra Cloud Academy is ‘Don’t hold back, go for it’. You will take from the experience as much as you are prepared to put in.
Steven Calder is currently enrolled on an Information and Communications Technology (ICT) Level 3 Apprenticeship in our Cloud Academy.
If you are interested in finding out more about the different talent programmes we offer, please do get in touch. All of our talent schemes support the new Civil Service People Plan, a key aim of which is to create and enable fairer opportunities for anyone to become qualified and experienced civil servants, from entry to senior leadership.
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Content designer Rob Finch and his team reflect on how bringing in user research can be beneficial at any stage of a project.
We are the user-centred design (UCD) team for wildlife licensing at Natural England. Our service is in private beta.
Our goal is to let people apply for any kind of wildlife licence through our service. We are currently working on one specific licence for badgers.
We want to help ecologists get a licence that lets them affect badger’s homes (setts). Ecologists can be licensed to do this work - which prevents harm to the badgers - as part of a development project. These development projects can include building a new housing estate or railway line.
Ecologists ensure the badgers’ welfare by, for example, stopping them from re-entering a sett that is scheduled for destruction, and building an artificial sett for them to move into.
Ecologists are concerned about:
For it to grant a licence, Natural England needs to collect lots of information. For example, details of the badgers’ ecology within a site can be straightforward. But some licence applications will need a lot of complicated detail to describe how the badgers use the landscape and what’s being proposed to mitigate their disturbance during development.
This means we can’t always ask direct, specific questions to prompt users to give us the information we need. Ultimately, users need to describe what they are doing or upload documents rather than enter data.
Our 3 user researchers are recent arrivals on the team. They each needed to take time to understand the service’s complexity.
Existing UCD team members appreciated the extra support from more researchers. Together we identified what we were working on that we didn’t fully understand from ecologists’ viewpoints.
This is what we call our research ‘debt’.
To better understand the service, the researchers highlighted the gaps in our knowledge on the team’s risk log.
To address some of the risk they created a collaborative ‘knowledge board’. This board is where the whole service delivery team and subject matter experts can ask questions and share knowledge. This board has helped:
Where the team didn’t have evidence to support some of its design decisions, the researchers created a research roadmap. This helped get agreement within the team on the scope of UCD activity that met the "minimum viable product” (MVP) scope and business needs.
At this point, the private beta assessment for our service was imminent. Identifying all our research issues - and addressing them - would take more time than we had. The team took the difficult decision to postpone the assessment, meaning we could take the necessary time to work on meeting the government Service Standard.
Each research sprint has been intense. All 3 researchers have been working on the longer-term strategy as well as carrying out testing.
We knew the team’s designers had followed the GDS design system and had used their experience to make simple journeys. But by observing usability testing, they were able to better understand the issues and more easily identify where improvements were needed.
For example, our biggest risk has been to make users create a Defra account so that they can sign in to the service. Having a shared in-house solution like Defra account has benefits but we found some issues, such as:
We’re preparing for the beta assessment. It has been intense, but the team has really benefited from having more researchers. They have been able to sense-check and support each other’s work. It has also given them the space to share issues with and get support from the UCD community across Natural England services.
We’re now prioritising our activities, including:
Rob Finch is a content designer at Defra.
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Graham Dickinson reflects on his civil service journey, a journey that began with the Fast Stream in 2008, which then propelled him to a senior leadership role via the Civil Service Senior Leaders development programme.
I began my civil service career on the Civil Service Fast Stream programme, in 2008, completing postings in the Ministry of Justice and the Office of the Public Guardian.
I joined the Fast Stream because I was motivated by working in public service delivery and the tangible impact it has. The Fast Stream offered me the chance to gather a breadth and depth of experience quickly, doing something that felt really worthwhile.
Before becoming a civil servant, I worked in a university research centre, studying how innovation works in the public sector. I worked alongside civil servants who were doing worthwhile and interesting things and concluded I wanted to be one of them too.
Since completing the Fast Stream programme in 2012 I’ve enjoyed a wide variety of civil service roles and challenges, in different departments focusing on justice and the environment.
I have had the chance to design, deliver and then run technology-based operations and digital services, including setting up a new digital operations function from scratch at HM Courts and Tribunals Service, as part of a major transformation programme.
I joined Defra Digital Data and Technology, in the role of Chief Information Officer for the Environment Agency, in February 2023. I currently lead a team focused on developing and implementing digital strategy for the agency.
A typical day in my current Defra role starts with a catch up with our team, talking through key topics for the week and checking how everyone is. The day could involve boards for our key programmes or services, sessions to plan our transformation approach or to work out how we can deliver a particular service need.
I spend as much time as possible out and about with my Environment Agency colleagues in the office or field, to make sure I’m in touch with their perspective and user needs. That ultimately drives everything I do.
The Fast Stream helped get me to this point in my career today by giving me a huge breadth and depth of experience in a relatively short space of time. Being trusted and given the responsibility to make a difference in such a wide variety of roles has made a huge difference too. There was never any holding back from my managers in the opportunities I was given.
The Civil Service Senior Leaders programme was different to the Fast Stream and probably the best development programme I’ve ever had the opportunity to take part in. It’s a cross-Government development scheme for high potential deputy directors who have the potential to progress to the most senior roles in the Civil Service.
On that programme I grew to be more comfortable in myself as a leader and what I hoped I could offer, I learned practical skills, and had the space and opportunity to get into the latest ideas and try them out with the group. Perhaps best were the many supportive and inspiring conversations we had as a cohort and still do, catching up for breakfast recently, for example.
The culture was the best thing about the Senior Leaders programme. The scheme liberates you to develop your own leadership approach, rather than being prescriptive about what that should be. Getting on to the scheme was difficult though – it took me a couple of attempts, but it was absolutely worth it.
They have been a brilliant development opportunity that I am grateful to have been able to take part in. I have learned that sharing the journey is invaluable, that there is always room to keep exploring, and that developing and sticking to your values is the key.
My message to anyone thinking of applying to a Civil Service talent programme is do it! Even if you are not successful at the first attempt, ask your HR team for support, I was fortunate to be offered some interview coaching which really changed the way I saw what I hoped I could offer and laid the foundation for my time on the scheme.
Graham Dickinson is the Chief Information Officer for the Environment Agency, working within Defra Digital Data and Technology services.
If you are interested in finding out more about the different talent programmes we offer, please do get in touch. All of our talent schemes support the new Civil Service People Plan, a key aim of which is to create and enable fairer opportunities for anyone to become qualified and experienced civil servants, from entry to senior leadership.
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In the latest from our series focusing on stories from colleagues who are employed on our talent development programmes, we hear from Ophir Edelstein as she reflects on her first placement as a Technology Innovation Consultant on the Civil Service Fast Stream.
I joined the Civil Service Fast Stream in September last year, straight after finishing my master’s degree in public policy. It can be hard to know exactly what you want to ‘be’ after university. Sometimes it can be difficult to break into a particular career path if you don’t really have any relevant work experience.
For me, the Fast Stream was perfect as it allows me to get a range of experience in an area I’m interested in, on an accelerated timescale. Having studied Politics and Public Policy at university, working for the government is of particular interest (although in many cases the scheme you choose doesn’t need to be directly related to your degree).
I’m currently in my first placement, working as a Technology Innovation Consultant in Digital, Data and Technology Services (DDTS) at Defra. The experience has been overwhelmingly positive so far.
I have loved my first posting, and I feel I’m getting valuable hands-on experience of the role (which I think is the best way to learn what’s right for you; what you enjoy and what you’re good at), as well as benefitting from a lot of support and training. Particularly within my team, I’ve been given the opportunities to explore and do work that isn’t included in my job description. While this isn’t an option in all postings, it has been invaluable for my development and understanding of where I want my career to go.
It’s sounds like a cliché, but no two days are the same. Any individual day could include team meetings, meetings with external stakeholders, emailing our various partners to coordinate projects, doing research, writing reports, making videos, or taking part in learning and development activities.
Adapting to the different ways of working, and building up the technical knowledge required for the role, has been challenging at times, but I’m learning so much.
One thing I’ve particularly enjoyed in the role so far is learning how to run a consultation project. From the beginning, I was given the opportunity to lead on a project the team was involved in (with assistance from an experienced team member of course).
Being trusted with this level of responsibility from the get-go has allowed me to learn how to effectively communicate with stakeholders, run meeting and presentations, and coordinate between several teams, among many other skills. I know that this knowledge will be relevant in almost any other job I might have, and so am very grateful for the opportunity.
If you’re thinking of applying for the Fast Stream, my advice is simple - do it! The worst that can happen is that you don’t get onto the scheme on your first try.
Several people I’ve met on the scheme were rejected the first time they applied, but they’ve all said that applying was a really useful learning experience in itself.
If you’ve already applied, my advice for anyone joining the scheme next year is to utilise your team. The people I’ve worked with have been a real highlight of my experience.
Everyone has been so friendly and supportive, and they have a lot of knowledge and experience, so make the most of any opportunity to learn from them.
I don’t know yet what I’ll do when I finish the scheme, the magic of the Fast Stream is that it lets you try out several different roles, so you can learn what you enjoy doing. My perfect role might be something I’ve not even considered yet!
Ophir Edelstein is in her first placement on the Civil Service Fast Stream programme, currently working as a Technology Innovation Consultant within Defra Digital Data and Technology.
If you are interested in finding out more about the different talent programmes we offer, please do get in touch. All of our talent schemes support the new Civil Service People Plan, a key aim of which is to create and enable fairer opportunities for anyone to become qualified and experienced civil servants, from entry to senior leadership.
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In the latest from our series focusing on stories from colleagues who are employed on our talent development programmes, Riman Salim reflects on her Fast Stream experiences to date and shares some tips for anyone thinking of applying.
Hi, I’m Riman and I’ve been asked to share a bit about my experience of the Fast Stream, but if you don’t read any further than this – my key message would be that the exciting things you read in the promotional materials are true!
OK, great, you’ve read on, thank you. So, first and foremost I’d highly recommend the Fast Stream to anyone; it’s a great introduction to the Civil Service.
It can be intense at times, but you have so much support, both from within the organisation you’re placed in, and from the Fast Stream Emerging Talent (FSET) team too.
I first heard about the Fast Stream when I was at university, several years before I applied in 2021. When I was made redundant due to Covid, I felt a bit lost career-wise. I saw a post about the Fast Stream on social media; the concept of being able to try out different job roles each year, whilst I found my niche, sounded like a great fit.
I love learning new skills, taking on new challenges and meeting new people (I’ve previously worked in charities, risk management consultancy and, briefly, publishing) but was also looking for some stability.
I officially joined the scheme in autumn 2022, working as a Digital User Researcher at the Welsh Government for a year, before moving to my current placement as a Strategy and Policy Officer in Defra.
It’s been a great experience so far and I’m learning a lot. Although adjusting quickly to a new post and the different ways of working, where organisational priorities etc can be challenging at times, it’s taught me that I’m much more resilient than I realise.
And my previous career experience has been a real asset in this respect as it’s made me more confident getting stuck in and taking a lead on things from the start of a placement.
Currently, I’m working on a new reporting for security metrics and KPIs, so a typical day might involve meeting with different areas in my group to understand more about the kinds of data they work with on a regular basis and thinking of creative ways to present this.
For example, I’ve been teaching myself how to use PowerBI using online resources, which creates interactive visuals from data sets and makes information look more dynamic. My team have been really supportive and have made my transition into this role really smooth. Everyone is super approachable, and good at listening and supporting one another.
I don’t know yet what I’ll do after my time on the Fast Stream, but I’m enjoying the ride and I feel ready for whatever new challenges and opportunities come my way.
Do leave me a comment and tell me about your experiences, or feel free to ask me any questions if you have any.
Riman Salim is a second year Digital Data Technology and Cyber Fast Streamer currently working as a Strategy and Policy Officer within Defra Digital Data and Technology.
If you are interested in finding out more about the different talent programmes we offer, please do get in touch. All of our talent schemes support the new Civil Service People Plan, a key aim of which is to create and enable fairer opportunities for anyone to become qualified and experienced civil servants, from entry to senior leadership.
Check out our LinkedIn page for all the latest news, stories and job openings. While you're there, why not give us a follow.
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In National Apprenticeship Week Ulrike Hartmann-Cadey tells us about her experiences completing her ‘Women in Leadership Level 5 Apprenticeship‘.
I started my apprenticeship in March 2022, and my final Endpoint Assessment was December 2023. So, in total, the programme lasted 18 months. My apprenticeship had no impact on my full-time permanent role here in Defra (as Hosting Lead in our Group Infrastructure and Operations Delivery Portfolio); I completed the apprenticeship alongside my existing job.
I am originally from Germany and I moved to Bristol in 2005, meaning English isn’t my first language. Working in a Civil Service IT environment as a delivery professional was never part of the plan either – my degree is in East and South East European History – it seems I just fell in with the wrong (IT) crowd and never looked back.
As a programme manager I have completed a lot of qualifications that are relevant to my role, such as Managing Successful Programmes, Management of Risk etc. But I found myself at a point where I wanted to do something that would enable me to look beyond the day job, and acquire skills that would be wider.
I spotted that a number of apprenticeships were advertised on our intranet, and initially thought that I would be far too old, at age 43, but also not eligible as I hold a master’s degree already. I decided to attend an overview session, just in case, and swiftly discovered that anyone can apply for an apprenticeship, as long as they do not hold a qualification in the same subject already.
Next step was to discuss the opportunity with my line manager, and he encouraged me to put an application in.
The apprenticeship covered three themes: leading self, leading others and leading the business. There were eight, one-day-workshops in total; covering everything from Self-Awareness to Building Relationships, from Leading People to Project Management and Finance. I had to complete assessments for both knowledge and skills in each of the eight topics.
The evidence was then submitted to an external assessment provider. The final assessment included a project proposal and presentation, as well as a professional discussion covering the apprenticeship in its entirety.
As I didn’t attend school in the UK I did not have evidence of maths and English GCSEs. However, that wasn’t a problem. My German A-levels were accepted for maths, and I had to sit a brief exam to confirm that my English skills were up to scratch.
There are two things that stand out. Firstly, my entire cohort consisted of women working across Defra, Animal and Plant Health Agency, and the Environment Agency. I have met some colleagues that I would have otherwise been unlikely to cross paths with. That has been absolutely fantastic.
Secondly, the apprenticeship has enabled me to do exactly what I had hoped for; learn some really interesting things and spend some time looking beyond the day job, really thinking about how I engage with colleagues, what drives me, and what I would like to achieve going forward.
The hardest part was finding the time! In theory, 20% of my time would have been ringfenced for the apprenticeship. In reality I did a lot of the work on assessments and submissions in my own time. I did block time out for critical bits of work, but in reality there was often something else in my ‘day job’ that needed to be picked up urgently.
The key lesson for me throughout was to keep an open mind. I never thought that an apprenticeship would be for me but it turned out that it very much was.
If you are thinking of applying to a talent programme such as an apprenticehsip, I’d say to think carefully about your reasons why, and consider the time commitment. Otherwise, keep an open mind, look at the various opportunities on offer, and do discuss those with your line manager before deciding how to proceed.
I am still in the same permanent Defra role, as my apprenticeship was not vocational. However, the feedback that I sought and received from colleagues throughout the process was really insightful. It’s made me think that I might want to seek out further leadership opportunities. I have recently applied for the Civil Service Future Leaders Scheme and should hear in February whether I have been accepted onto that.
Ulrike Hartmann-Cadey recently completed a ‘Women in Leadership Level 5 Apprenticeship‘.
If you are interested in finding out more about the different talent programmes we offer, please do get in touch. All of our talent schemes support the new Civil Service People Plan, a key aim of which is to create and enable fairer opportunities for anyone to become qualified and experienced civil servants, from entry to senior leadership.
Check out our LinkedIn page for all the latest news, stories and job openings. While you're there, why not give us a follow.