Capability Reviews: Progress and Next Steps - The Civil Service

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CSCG is also working more effectively with the National School of Government tocommission the design, development and delivery of a range of consultancy andtraining products aimed at increasing the leadership capability and capacity in the SCS.Progress against leadership issues raised by the Capability Reviews includes:• the development of the Top 200 Civil Servants (permanent secretaries anddirectors general) as a community, which has been a key success in increasingthe commitment to a more collaborative and engaged form of leadership. The Top200 now meet regularly to address key issues of importance to the Civil Service;• a stronger emphasis on talent management and succession planning indepartments and at the centre, with departments reporting regularly to the SeniorLeadership Committee and being challenged on their plans;• new capability and expertise within CSCG in the area of change leadership, witha specific remit to support departments in their change programmes;• embedding the leadership framework into performance management for SeniorCivil Servants, so that each of them is assessed on their leadership capability; and• a new ‘base camp’ induction event for all new Senior Civil Servants, to make themfully aware of their corporate responsibilities.Case study: Developing leaders‘SCS Base Camp is a new corporate leadership programme developed in directresponse to the findings of the Capability Reviews. There are approximately 500new entrants to the SCS each year and, for the first time, civil servants recentlyappointed or promoted to the SCS will have an opportunity to examine what theCivil Service does, the job of leadership and the role of Senior Civil Servants incorporate leadership.A key element of the programme is to give new Senior Civil Servants a betterunderstanding of the leadership framework, and how it relates to their role. It alsofocuses on some of the main challenges the Civil Service faces and theimportance of corporate leadership to overcoming these.The Cabinet Office and the National School of Government launched theprogramme in October 2007. Sir Jon Shortridge (Permanent Secretary – WelshAssembly Government) hosted and was supported by many high-calibre publicand private sector speakers. Ninety-one participants from 23 departmentsattended; a third were women and 2 per cent were ethnic minority staff.Feedback was extremely positive, with 96 per cent of participants reporting thatthe event met its aims well or very well and 89 per cent reporting that theirpersonal learning goals were well or very well met. The consistent theme in thefeedback was the quality of the speakers and facilitators. Participants reallyvalued the opportunity to hear today’s leaders talk openly and honestly aboutwhat they have learnt, how they approach leadership and the expectations theyhave of the ‘next generation’ of leaders.32 COMMON CAPABILITY GAPS: PROGRESS AND NEXT STEPS
Participants’ comments included:“As a newcomer to the Civil Service after 20+ years in the private sector,I thoroughly enjoyed the sessions and the experiences shared by thepresenters” – externally recruited Director, Home Office“Really good – it was focused on leadership and after it I think we’ll all be morefocused on being good leaders and empowering others. [The presenters were]all excellent and a very impressive line-up” – Deputy Director, Defra“I have left in a very motivated way” – externally recruited Director, WelshAssembly Government“I wanted/needed broader contextual framework for my work. I now feel thatI understand where the Civil Service is going and I want to be part of it!” –externally recruited Deputy Director, DWP.’Areas where more work is required include:• A number of ‘Top 200 taskforces’ have been set up with a focus on differentissues. This has been a positive development, with some real achievements.However, the taskforces’ impact has been variable. They are not always alignedwith the most important issues for the Civil Service, and nor are they supportedwith any significant resources. The commitment, courage and insightdemonstrated by the Directors General on review teams have shown how muchthis group has to contribute to Civil Service reform and leadership – more shouldbe done to make the most of this.• The potential role of NEDs has been highlighted in Capability Reviews since thefirst reports in July 2006. The Sunningdale Institute also recognised this in itsevaluation of the Capability Reviews:‘A recurrent theme in several Capability Review reports and in our fieldworkis that the role of NEDs has not been sufficiently thought through. ManyNEDs feel that the current way of working makes little use of their abilitiesand experience. In particular, effective challenge is not always welcomed.’Whilst many departments have appointed excellent NEDs and are beginning touse them effectively, there is more to be done at corporate level to address thisissue. This should be addressed urgently.• Engaging the wider SCS and its feeder grades in the business of leadership hasbeen recognised as a critical factor for success and a major challenge fordepartments. There is a clear need for more work to educate and engage CivilService middle and senior managers in the business of leadership and change.CAPABILITY REVIEWS: PROGRESS AND NEXT STEPS33
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 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: • Engaging the wider SCS. This is
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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