Considerations for cross-sector collaboration beyond 4th July | Article

On 4 July, the UK will elect a new parliament. For the time being, discussion around cross-sector collaboration has slowed, with politics dominating the agenda. Whatever the result, we can expect new ministers, a new mandate, and a revitalised government. Their in-tray will be filled with some of the most complex and challenging policy decisions. To address these so called ‘wicked’ policy challenges, cross-sector collaboration will need to be part of the solution. Collaboration across the public, private, not-for-profit and higher education sectors will no longer be a ‘nice to have’ but now ‘business critical’. The first 100 days is often cited as a critical period for any incoming government to set the tone and direction for the years to come. 

Below are some of the key recommendations from those who have worked in and around general elections over the last three decades as shared throughout our recent events.  

1. New ministers: Constructive and focused dialogue is pivotal 

While media attention will focus on what’s ahead post-election, for those working for or with new ministers, it is critical remember what has come before. The election campaign is both exhausting and gruelling. It requires a different approach for aspiring ministers and necessitates many late nights and extensive travel. Within days, that focus then turns to running a department of thousands of people, delivering on manifesto promises, managing their parliamentary and constituency workload, plus the backlog of decisions that will need to be taken based off policy from their predecessors. 

When engaging, remember you will be one of hundreds of people looking to get their time. Consider how your engagement is going to support any minister in delivering on their party’s manifesto promises, be constructive, and offer worked through potential policy solutions. If there are quick wins that involve little or no cost (consider economic context), these will be the most attractive proposals. Be clear about the benefits and risks and try to keep it concise. 

2. Access talks can be important but will only provide so much

Access talks are the meetings between the Senior Civil Service (usually the Permanent Secretary) and opposition parties (usually the opposition’s shadow secretary of state) in the run up to a general election. Their purpose is to help establish priorities and build relationships between the key officials and the opposition parties. They are authorised by the government of the day and take place “without ministers having a right to be privy to the content of the discussions”. The talks are focused on operational matters and not advice-giving forums. 

The depth of these access talks varies dependent on the department. They are extremely sensitive discussions, with very few privilege to the information that comes from the meetings. Whether you are in the public, private or third sector, don’t expect a readout. Interestingly, there is relatively little structure around these access talks and is dependent on the election period (the run up to 1997 election saw quite lengthy talks, while other elections were perhaps less rigorous). In short, access talks rarely give government departments the time to consider what a minister’s ambitions are.   

3. Be clear on how and where you can support Special Advisers 

Special Advisers (SpAds) have increasingly come to the attention of the general public in the last four years. These unique individuals play a key role in enabling the government of the day to deliver. For those outside the public sector, engaging political advisers (shadow spads) and the government SpAds early is critical to build the relationship before an incredibly busy post-election period. There are some key lessons on how to work with SpAds in the first 100 days: 

• Don’t patronise: unsolicited advice or being told what is important is rarely well received. Bear in mind these individuals will also be exhausted from a gruelling election campaign. They will have in-depth knowledge of either the area or what the minister wants to achieve. Consider how you can support them on this. 
• To help, consider quick wins: Constructive assistance is always welcome. Whether you are a policymaker or sitting outside government, short concise solutions and quick wins which help deliver on manifesto promises in the first 100 days will be incredibly welcome. 
• Support SpAds in developing a network: SpAds will be well versed in the political context but not necessarily across Whitehall, industry, academia or the not-for-profit sector. The more you can do to support them with developing a network of experts in these spaces, around the topics of most interest will only be seen as positive

4. Consider context

Regardless of the colour of the next government, there seems to be consensus that public sector fiscal constraint will be a necessity.  There will be a focus on economic growth from private sector investment and public sector productivity. Both imperatives will require cross-sector collaboration, knowledge sharing and partnership. 

All stakeholders across and outside government need to consider how their work is helping support these ambitions. It will be top of any incoming minister’s agenda. Considering these solutions now will help support the next government of the day. 

Further insight into how to work with the government post-election, can be accessed throughout our ongoing pre-elections event programme, please do check them out here. 

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