There's more to Whitehall than Yes, Minister - and these days, there's more to government than Whitehall. CALUM ROBSON finds out more.
Government expenditure is a subject guaranteed to generate heated debate, whether in the media or round the dinner table. And while ministers make the spending decisions, accountants have a crucial role to play - advising on the likely financial impact of those decisions and striving to ensure that their department won't be next in line for public humiliation at the hands of the National Audit Office.
Government departments and agencies have in recent years become far more accountable, transforming the role of their accountants from paper-pushing civil servants to business-savvy finance managers. And with more functions of government decamping to the regions, you're as likely to find them in the North West, South Wales or the Midlands as you are in SW1.
A new approach
Two years ago, Whitehall declared its desire to have qualified finance directors at the helm of every department (prompting puzzlement that this wasn't already the case). Today, the type of individual needed to keep government finances running smoothly is quite unlike that imagined by many jobseekers currently working in practice or commerce - boosting the appeal of many of government appointments.
'The commercial awareness needed to work in government departments takes many people by surprise,' says David Godfrey, senior consultant at Hays Accountancy & Finance. 'It's no longer the case that you must have previous experience working in government to be a marketable commodity. My clients want people who have been managing projects, evaluating systems implementations, overseeing cost reduction exercises or simply working with budget-holders.
'One government department has recently completed a drive to recruit 50 qualified accountants nationwide, and many of them came from outside the public sector, resulting in a diverse mix of skills and experience. Now that virtually all the department's senior finance managers are qualified, that sense of setting a higher standard is filtering down through the organisation. It's become one of the best-performing government departments in terms of moving forwards dynamically and keeping a firm handle on finances.'
Jobseekers: private vs public
The type of accounting professional working in the government finance sector has changed dramatically over the past decade, says Simon Winter, public sector consultant at Hewitson Walker: 'The New Labour regime has brought in an environment where budgets and targets have become increasingly important,' he says. 'Departments and agencies have turned to the private sector to import the necessary commercial acumen. Whereas government used to favour people from within the system who knew the ropes, now the opposite is true - and there is a growing bias against people perceived as too settled into traditional ways and unable to change.'
Because government jobs are attracting unprecedented interest from candidates who previously would never consider working in the public sector, the calibre of recruit is higher than ever: 'Finance teams are becoming more integrated more into departments,' says Godfrey. 'That makes for more interesting and involved roles, so more people will now consider working there. Government can now select from a much wider pool. Through simply having more to choose from, they're increasing standards - and departments are subsequently raising their game.
A key task for finance managers is to instil in line managers an understanding of the need for strong financial controls - another reason why commercial accountants joining departments and agencies are often able to hit the ground running. They must draw considerably on skills of communication and persuasiveness to banish the 'It's not our money' attitude that still prevails in some quarters: 'In the p rivate sector, everyone's accountable. Most candidates from there have some experience of having to demonstrate to non-finance colleagues the importance of keeping tabs on spending,' says Winter. 'There's an education process in government departments that's allied to the many change projects going on. Candidates with a commercial edge can make a tangible contribution in that respect.'
But accountants from the public sector need not fear being entirely edged out by droves of their peers arriving from practice and commerce - they too have something to offer: 'In government, there's also accountability for the social impact of spending decisions,' explains Winter. 'Those who can combine their appreciation of that culture with an ability to look long and hard at the figures will always remain valuable to government departments.'
Hardly a cushy number
It's generally accepted that public sector employees enjoy a better work-life balance than those working for profit-chasing organisations. Flexible working hours, more holidays, lots of time off for attending courses and family-friendly employment policies are factors that have helped make many government departments employers of choice. Yet many in the private sector regard working in government as something of a picnic.
Not so, according to David Godfrey: 'Yes, there is that impression amongst some candidates - and it's our job to make them realise it's simply not the case. Flexitime may be there - but there are still deadlines to meet and hard decisions to make. The pressure is real. And remember that, because there are more recruits coming in from the private sector, the working environment is becoming more dynamic all the time. The work itself is no less challenging than in a commercial organisation - the challenges are just different.'
Heather Bakerfield, an ACCA finalist who works for an agency of the Scottish Executive, says the idea that working for the government is a chance to put your feet up is a myth: 'Everything I've been given to do has been a new challenge,' she says. 'There's no way I could do my job without a clear focus. I'm already heading up a small project with a significant budget and overseeing two juniors. I travel regularly throughout Scotland as occasionally to London or Cardiff , often working while travelling in order to get everything done. I originally trained in the head office of a retail company, which I thought was tough - but some of the people there wouldn't be able to hack it here. I've developed so much.
'No-one's telling me this is a cushy number,' she insists. 'But don't get me wrong - I love it. I wouldn't want to work outside government now, and I know there are going to be many new opportunities as my career progresses, as government touches almost every aspect of our lives.'
All change
A familiar mantra of the Blair regime has been the need for constant evolution in order to deliver good government and public services. And regardless of one's political leanings, there's no denying that ambitious change has been demonstrably at the heart of the agenda for many departments and agencies. Finance is no exception. Increasing efficiencies, modernising services and above all, adding value, all require intelligent input from those with a handle on the numbers. And the future generation of government accountants will undoubtedly also have to rise to that challenge.
'Departments need their finance teams to keep pace with change,' says Godfrey. 'They need good leaders who are unafraid of tackling the vast array of issues that government faces. Those who will eventually progress to senior finance positions will have to ensure they have the people and systems in place to respond to changing departmental requirements and to support operations. They may have to integrate their teams with other departments or even organisations outside of government - or even in other countries. That all requires a strategic but highly flexible approach.'
Heather Bakerfield agrees: 'If you don't like a working environment that's fast-paced or prone to sudden changes of direction, this isn't for you,' she says. 'Personally, although I know what I have to do and how I'm going to achieve it, I enjoy the prospect of a fresh challenge presenting itself and having to think on my feet to cope.'
Payback time
Cynical attitudes towards work-life balance benefits can't disguise the huge appeal they have for the vast majority of candidates: 'There's a strong emphasis on employee welfare,' says Winter. 'Benefits packages are unbeaten anywhere in the commercial arena, and looking after workers is embedded in the culture. Salaries have also gone up to attract accountants across from the private sector; the gap between private and public has narrowed significantly - while for temporary accountants, earnings at least match the private sector. Working in a government department can seriously benefit your overall well-being.'
And the government is a big supporter of lifelong learning; most departments invest heavily in training: 'There's a substantial professional development push,' says Godfrey. 'When you qualify, learning won't end - you'll likely have a programme that consists of online training, conferences or even sponsorship towards more qualifications.'
But he warns: 'Remember, support for training isn't because departments and agencies have budgets to use up. The work you'll undertake will be mentally tough and rigorous. Any training you embark on will be geared towards equipping you to meet the challenges of government - and you'll be expected to put your new skills into practice in the workplace - for the benefit of the nation.'
