FCO VIDEO INTERVIEW Flashcards
Making effective decisions (sentence)
- Staff
- Leaders (2 big)
Use sound judgement, evidence and knowledge to arrive at accurate, expert and professional decisions and advice
Staff: being careful and thoughtful about the use and protection of gov and public info to ensure it’s handled securely and with care
Leaders:
- Reaching evidence based strategies, evaluating options, impacts etc and security culture around handling info
- Aim to max return while minimising risk and balancing a range of considerations to provide sustainable outcomes
Managing a Quality Service
Effectiveness in this area is about…(1)
People who are effective
- Valuing and modelling professional excellence and expertise to deliver service objectives, taking account of diverse customer needs and requirements
- Plan, organise and manage their time and activities to deliver a high quality, secure, reliable and efficient service, applying programme project and risk management approaches to support service delivery
Collaborating and Partnering
People skilled in this area are ___
At all level requires
Team players
- working collaboratively
- sharing info appropriately
- building supportive, trusting and professional relationships with colleagues and a wide range of people within colleagues and a wide range of people within/outside CS whilst having the confidence to challenge assumptions
Delivering at pace
Effectiveness in this area means (1)
For all staff it is about..
For leaders it is about… (2)
- focusing on delivery timely performance with energy and taking responsibility and accountability for quality outcomes
- working to agreed goals and activities and dealing with challenges in a responsive and constructive way
- building a performance culture where staff are given space, authority and support to deliver outcomes
- Keeping a firm focus on priorities and addressing performance issues resolutely, fairly and promptly
Must demonstrate… (4)
- A strong commitment to public service.
- A can-do, positive and energetic attitude and a keen willingness to learn.
- A drive to deliver results under challenging circumstances.
- A good team player approach, with the ability to get on with different people in different situations
FCO network has;
X posts in X countries & territories and X multilateral organisations
267 posts
168 countries & territories
9 multilateral organisations
Five core propositions for how FCO can improve its internal working, policymaking and impact:
1) Staff and those we work with require a clearer sense of what the FCO does and why
2) More flexible structures to get the right people in the right place at the right time
3) Delivering greater impact means freeing up max resource for hard-hitting front line diplomatic activity, of which programme spending is now a core part
4) Deeper expertise in both policy and professional skills
5) Rest our rewards structure and workforce planning
How we make changes (from the report) (3)
Posture, agility, expertise
FCO responsibilities (3)
1) Safeguarding the UK’s national security by countering terrorism and weapons proliferation, and working to reduce conflict
2) Building the UK’s prosperity by increasing exports and investment, opening markets, ensuring access to resources, and promoting sustainable global growth
3) Supporting British nationals around the world through modern and efficient consular services
FCO employs over __ people in nearly __ diplomatic offices
14,000 people
270 diplomatic offices
Programme Funds..
Funding includes
- Use a prop of core dept budget to fund project activity to support the policy priorities (in Single Dept Plan)
- Both ODA and non-ODA
FCO plays an important role in delivering programmes and projects funded by 2 major gov-wide funds, which support the gov National Security Strategy and Aid Strategy (2)
1) CONFLICT, STABILITY AND SECURITY FUND (CSSF)
- established in 2015, support work to reduce risk arising from conflict or instability in countries where the UK has important interests
2) PROSPERITY FUND
- Established in 2016
- Promotes econ reform and development needed for growth in partner countries
The ‘internet age’ doesn’t change the ‘what’ of diplomacy but ___
HOW
Diplomacy 20:20 focuses more on training, including languages and asking colleagues to (2)
1) Work longer in each job
2) Return to their career anchors
3 pillars of change programme Diplomacy 2020
Goal is an FCO, which is more expert, more agile and supported by a world-class platform
