Capability Reviews: Progress and Next Steps - The Civil Service

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The review team gave DCA four areas for action to focus on. These were:• ‘Develop the senior leadership team, and improve how they engage with staff atall levels’: improving the way the senior leadership team works together and withstaff throughout the Department.• ‘Further develop the capacity to manage change and reform on a large scale andat pace’: improving change management and governance to tackle a toughagenda of change.• ‘Ensure clear, collective understanding of the business model to enable agenciesand NDPBs to operate within a tight corporate framework’: articulating andcommunicating a clear business model throughout the Department, its agenciesand NDPBs.• ‘Develop delivery capability to deliver more with less’: focusing on performancemanagement and delivering challenging outcomes.These broad areas for action remain valid going forward, and the board hasreconfigured the detailed action points to reflect the work now needed in establishingthe new Ministry.Area for action 1: Develop the senior leadership team, and improve howthey engage with staff at all levelsDCA made progress in this area, focusing on improving board communications withstaff and raising the board’s profile across the organisation. This was achieved byintroducing regular staff forums, holding board meetings outside London and hostingevents with the senior leadership team from across the Department, its NDPBs andagencies. The new MoJ board has continued with its commitment to improvingvisibility and communications, and has taken early action to set up a structuredprogramme of staff engagement across the Department.In addition, the board has participated in a programme of regular developmentawaydays. Since the creation of the MoJ, this has included focused sessions todevelop the future business model and ways of working. The regular programme ofevents for the senior leadership team continues to engage with the SCS on theleadership challenges for the Department.Area for action 2: Further develop the capacity to manage change andreform on a large scale and at paceProgress in delivering change formed a key part of the CSR 2007 process, withchange funding now separately identified, planned and managed in the financialplanning process. The introduction of change-specific financial controls means thatthere is more rigorous scrutiny of costs and benefits delivery and improvedprioritisation of change programmes and projects. With new change governancegroups now thoroughly embedded and working effectively, the board has goodvisibility and control over the Department’s mission-critical change portfolio.18 TRANCHE 1 DEPARTMENTS: A YEAR ON
A number of significant programmes have been delivered over the period, not leastthe project to establish the MoJ itself.Important steps have also been taken in developing the capacity to deliver efficientand effective management of change with the launch in November 2007 of theDepartment’s Programme, Project Management and Change profession.This accredits members against an agreed specialist competency framework, andprovides a forum for the exchange of lessons learnt and good practice amongst theproject and programme community.Whilst a number of initiatives and successful practices have been introduced thatshould lay good foundations for the future, these now need to be embedded, andreinforced where necessary, to meet the extended capability and capacityrequirements of the MoJ.Area for action 3: Ensure clear, collective understanding of the businessmodel to enable agencies and NDPBs to operate within a tightcorporate frameworkDCA had made good progress in this area, clarifying governance arrangements andthe business model for its core operations, NDPBs and associated agencies.In particular, strong collaborative relations with the Legal Services Commissionnow exist, having been developed through closer working around the changeagenda and governance forums. The commitment to Developing this relationshipfurther continues.A new high-level business model for the MoJ is now under development and, onceagreed, will be communicated across the organisation as part of the departmentalchange programme. Engaging staff in the detailed implications for their areas willpromote understanding of the model and the ways of working that it implies.Successful implementation will be a key challenge for the Department in the nextfew months.Area for action 4: Develop delivery capability to deliver more with lessDCA set up a performance sub-committee to focus board-level scrutiny on thebusiness-as-usual performance management challenges. This was extended oncreation of the MoJ and continues to operate well, supporting the main businessareas and focusing on the links between resources and performance. Developmentof a Departmental Operating Plan has further improved this planning process andfocus. Work is also in progress to develop the recently agreed DepartmentalStrategic Objectives and what they mean in terms of key performance indicators forthe business and for customer delivery.CAPABILITY REVIEWS: PROGRESS AND NEXT STEPS19
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 and 16: Department’s wider agenda. Develo
Page 17: Ministry of JusticeThe MoJ was crea
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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