Capability Reviews: Progress and Next Steps - The Civil Service

Building up the supply and demand sides is key, but it is not enough. At theheart of success is the idea that policy teams and analysts work in partnershiptowards a common understanding of the evidence base and its implications – andthat this is embedded into working practices so it becomes the norm. The roll-outof new ways of working in the Departmental Transformation Programme hashelped to drive progress on this, as has the tremendous support from seniorfigures in the department.ConclusionHave we cracked it? There is no doubt that massive improvements have beenmade, and the department has been very receptive to the changes. But thesechanges need to be sustainable in the long term and performance needs to bemonitored to ensure that it is improving and that the department is realising thebenefits of the programme. So we are not quite there yet and we are continuingour efforts to bring CLG in line with the very best.’• A new people strategy and plan, aimed at building skills and capabilities, hasbeen developed and implemented (Cabinet Office).Case study: The Cabinet Office people strategy and plan‘We developed the Cabinet Office people strategy and plan in order to build ourcurrent and future skills and capabilities and to respond to issues identified by ourCapability Review and people surveys. The process involved continued consultationwith staff to ensure that we are responding to their needs and to build their trust,whilst also improving our understanding of the department’s business model andthe context within which we all work.Based on the life-cycle of an employee, the people strategy sets out a clearframework for achieving excellence in the way we lead, manage and develop ourpeople. It also puts this ambition in context by explaining how and why thedepartment needs to change in terms of skills and capabilities, and how this will beachieved by clarifying the ‘offer’ to our people and the expectations we put on them.The accompanying plan sets out the short-, medium- and long-term actions that weare undertaking to make the strategy a reality. This has been a valuable tool forprioritising and sequencing activity and ensuring that we have robust PPMdisciplines in place. It also shows staff the journey that we are on – enabling themboth to support us and to hold us to account.CAPABILITY REVIEWS: PROGRESS AND NEXT STEPS37