Capability Reviews: Progress and Next Steps - The Civil Service

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It is recognised that developing the capacity to deliver more with less will be asignificant and pertinent challenge for the MoJ, with tight budgetary constraints andan ambitious delivery agenda, as outlined, for example, in Lord Carter’s recentlypublished review of prisons, Securing the Future: Proposals for the Efficient andSustainable Use of Custody in England and Wales, published on 5 December 2007.ConclusionDCA had made significant progress against its areas for action and was able tobring these capabilities into the MoJ, together with the learning and developmentfrom those parts of the Home Office that joined the new Department. However, therewas a similarity in the areas of development identified for both DCA and the HomeOffice, which now need to be addressed by the new Department. Whilst importantprogress has already been made in establishing the Department and its newsystems, processes and ways of working, a considerable amount of work stillremains. This will provide a real challenge for the future.20 THE DEPARTMENT
2. Common capability gaps: progressand next steps‘... we should not underestimate the significant catalyst for changeprovided by the Capability Reviews programme. Capability issues arebeing discussed more widely and openly, partly because the CapabilityReviews process has identified common capability gaps acrossdepartments.’Take-off or Tail-off? (Sunningdale Institute Evaluation)Programme-level analysisThere have now been 17 Capability Reviews of government departments, publishedover the last 18 months. The outcomes of the reviews have been as follows:Exhibit 1: Departmental capability assessmentsThese scores act as a baseline for improvement over the past 18 months.JULY 2006 DECEMBER 2006 APRIL 2007 JUNE 2007 DECEMBER 2007DCA DfES DWP HO DTI CO CLG DfID MoD FCO DCMS DEFRA DfT CPS DH HMT HMRCStrong – good capability for future delivery in place,in line with the capability model. Clear focus on theaction and improvement required to delivertransformation over the medium term.Well placed – well placed to address any gaps incapability for future delivery through practical actionsthat are planned or already underway. Is makingimprovements in capability and is expected to improvefurther in the medium term.Development area – the department should becapable of addressing some significant weaknessesin capability for future delivery by taking remedialaction. More action is required to close those gapsand deliver improvement over the medium term.Urgent development area – significant weaknessesin capability for future delivery that require urgentaction. Not well placed to address weaknesses andneeds significant additional action and support tosecure effective delivery. Not well placed to deliverimprovement over the medium term.Serious concerns – serious concerns about currentcapability. Intervention is required to address currentweaknesses and secure improvement in the mediumterm. (NB only used infrequently, for themost serious gaps.)CAPABILITY REVIEWS: PROGRESS AND NEXT STEPS21
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 and 18: Ministry of JusticeThe MoJ was crea
Page 19: A number of significant programmes
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

Capability Reviews: Progress and Next Steps - The Civil Service

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