Government Strategy Analyst
Policy Fellow Alum, Centre for Science and Policy
Rupert is a civil servant (strategy analyst) who has worked in several areas within Whitehall and is currently on an internal senior management development scheme. In recent years he has worked on a number of projects such as running his department’s corporate governance desk and developing its senior guidance on governance and assurance processes. His earlier career involved working within the social sciences and the communications industry, in new media, news, current affairs and government communications.
Rupert joined the Civil Service in 2003 and developed a new working department managing and engaging local media agencies and newspapers to promote his department in local communities. In London he has worked on varied areas including briefing material for ministers and parliamentary questions, mainly on Medical Service issues which involved preparing written parliamentary statements for the former PM and Minister on new hospital ward structures for the department.
His current role is as Strategy Analyst, part of the strategy and policy team which develops a future vision for his department and leads on maintaining analytical rigour to policy work streams. His policy and research interests lie in the policy development process within government departments and how they interpret and deliver wider national strategies, with particular reference to the adaptability (and innovativeness) of departments and their ability to maintain long-term strategic direction despite short term impacts and influences.
Rupert will visit Cambridge in the week of 5 December 2011 for a bespoke programme of meetings with relevant researchers in the University, exploring the following questions:
- Should it be the function of British foreign policy to promote trade and industry? Who would benefit from taxpayers' investment, and in a global economy is it important?
- How important is it for the UK to protect its maritime trade, seafarers and cargo? Is a stable global market for raw materials, energy and manufactured goods worth further investment?
- With the ongoing centralisation of policy formulation and strategic thinking within Whitehall, how can departmental policy deliver externally imposed government strategies successfully? What risks may there be that a department might be asked to deliver policy which does not take into account the practicalities of implementation, and how could such risks be managed?
- Theoretically, Strategy is created before Policy; are there instances in government where this may not be the best approach?
- What are the risks that aligning defence reviews (or other similar strategic review exercises in government) to parliamentary terms might lead to short-termism? How can such risks be mitigated?
- How might future developments in science and technology change the answers to the above questions? What are the principal risk factors which need to be evaluated?