Mr. Derek Moran:

We felt that the work we had done internally was important and offered it as a template for the development of those sort of governance principles across the Civil Service. It is fair to say that much of it featured in the template, including things that Departments probably have not been good about in the past such as looking at the standards of behaviour, how to deal with people and so on. Through the Civil Service management board and that process, we brought that to the table. Surprisingly, we receive a fair number of calls from the public about issues. Take the budget. A lot of calls will be received by the Minister's office or the taxation unit in respect of the changes being introduced. Our job is to explain to people, in a civil and polite way, what has happened. I will not embarrass colleagues by asking them about the discussion, but that half page on what are our behaviour, values and cultures was the result of a really in-depth conversation. I also think that we have influenced the governance standards for the rest of the Civil Service by making the template available. In terms of telling other Departments what to do or intervening, I do not have a role in that regard.