Capability Reviews: Progress and Next Steps - The Civil Service

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The Home Office has also improved its capabilities in both crisis management andcrisis avoidance. A new, more rigorous and systematic approach to risk managementhas been established, although the Home Office recognises that it will take furthertime and effort to truly embed a culture of active risk management throughout theDepartment. A flexible pool of staff is also in place to deal with issues as they arise.ConclusionOverall these changes have had a positive impact on the capability of the HomeOffice; the foundations have been put in place and there is a basis for realimprovement. But, as the Department acknowledges, there is a lot more to do. TheHome Office recognises that reform is a long-term programme. The achievementsso far are having an effect, but it will take time to achieve the step change the HomeOffice aspires to. The Home Office is therefore currently focusing on identifying andtaking the actions that can accelerate this improvement.16 TRANCHE 1 DEPARTMENTS: A YEAR ON
Ministry of JusticeThe MoJ was created from DCA and the Home Office through a majormachinery of government change. DCA employed 24,000 people and hada budget of £3.7bn. The MoJ has a budget of £8.8bn and directly employs77,000 people, making it the third largest employer in Whitehall. The newDepartment has focused on bringing its new functions and responsibilitiestogether coherently and addressing combined areas for action identifiedby the Capability Review process.BaselineThese scores are a baseline reflecting the assessment of capability of DCA in July2006 and have not been updated. The summary below describes DCA’s and MoJ’sprogress since then.LeadershipL1 Set direction Well placedL2 Ignite passion, pace and drive Development areaL3Take responsibility for leading delivery and changeUrgentdevelopment areaL4 Build capability Well placedStrategyS1Focus on outcomesStrongS2 Base choices on evidence Well placedS3 Build common purpose Well placedDeliveryD1D2Plan, resource and prioritiseDevelop clear roles, responsibilities and delivery model(s)Urgentdevelopment areaUrgentdevelopment areaD3 Manage performance Development areaCAPABILITY REVIEWS: PROGRESS AND NEXT STEPS17
Page 1 and 2: Capability Reviews:Progress and Nex
Page 3 and 4: This has been an excellent example
Page 5 and 6: 1. Tranche 1 departments: a year on
Page 7 and 8: Department for Children, Schools an
Page 9 and 10: This will act as an innovative and
Page 11 and 12: • ‘Managing for improvement’:
Page 13 and 14: Home OfficeStarting from a low base
Page 15: Department’s wider agenda. Develo
Page 19 and 20: A number of significant programmes
Page 21 and 22: 2. Common capability gaps: progress
Page 23 and 24: later tranches have not been able t
Page 25 and 26: or hinder it:‘lack of leadership
Page 27 and 28: All of these aspects came together
Page 29 and 30: Case study: Collective leadership i
Page 31 and 32: • Engaging the wider SCS. This is
Page 33 and 34: Participants’ comments included:
Page 35 and 36: Consequently, the areas of focus su
Page 37 and 38: Building up the supply and demand s
Page 39 and 40: Case study: Development work with d
Page 41 and 42: Case study: A skills strategy for g
Page 43 and 44: The recent CSR has emphasised the i
Page 45 and 46: At six months after the review:•
Page 47 and 48: Our challenge now is to ensure that
Page 49 and 50: • a more comprehensive approach t
Page 51 and 52: The Tranche 3 report identified the
Page 53 and 54: Case study: The Home Office Strateg
Page 55 and 56: The group is expanding to include l
Page 57 and 58: • The Sunningdale Institute facil
Page 59 and 60: Exhibit 3: Change trajectoriesCapab
Page 61 and 62: original reviews. The re-review wil
Page 63 and 64: Departments increasingly have to wo
Page 65 and 66: LeadershipKey questions that test c
Page 67 and 68:
DeliveryKey questions that test cur
Page 69:
Capability Reviews TeamCabinet Offi
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Capability Reviews: Progress and Next Steps - The Civil Service

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