Capability Reviews: Progress and Next Steps - The Civil Service

More documents

Recommendations

Info

Delivery modelsWhy does this matter?In this report, the term ‘delivery model’ describes – in simple terms – how anorganisation is set up internally and how it is connected to delivery arms, partners oragents in order to deliver its services.The operation of departmental delivery models is one of the issues that has beenraised in each tranche of reviews as a concern. In Tranche 1 the focus was ondepartmental centres:‘Departmental centres must examine rigorously what the department is doingacross the range of activities, and assess how well it supports front-linedelivery and whether a particular function … needs to be enhanced,undertaken somewhere else or stopped altogether.’In Tranche 2:‘... there is scope for improving the understanding of appropriate [delivery]models, how they link together and, ultimately, the effectiveness of differentlevers to improve delivery to the public.’The Tranche 3 report noted that:‘To achieve complex and challenging delivery outcomes and efficiencies,departments need to make smart decisions about how they deliver them andabout the incentives, accountabilities, roles and responsibilities underpinningtheir operations.’The trends noted earlier about cross-departmental PSAs, a focus on delivery to thecustomer rather than on the provider, increased commissioning and a more diversenetwork of provision make this particularly salient. Understanding delivery andoperating an effective delivery model must be at the heart of the capabilitiesrequired by any government department, whether it delivers services directlyor operates purely as a sponsor/commissioner.50 COMMON CAPABILITY GAPS: PROGRESS AND NEXT STEPS
The Tranche 3 report identified the following areas for action:Departmental centresSupporting systems andprocessesManaging throughrelationshipsUnderstanding thebusiness modelBuilding a small and strategic ‘core’ that sets directionand adds value, with clear roles and responsibilitiesDeveloping clear systems and processes that operatethroughout the delivery chain, including clear governanceand accountabilities for delivering outcomesManaging through relationships, influencing andnegotiation, as well as direct deliveryArticulating the department’s business model andcommunicating it throughout the department and todelivery agents, stakeholders and partners; ensuring thatcurrent and future policy decisions are informed by anunderstanding of the business modelHigh-level view of progress on delivery modelsDepartments have shown a spread of performance here, but with some significantlypositive improvements in a range of departments. After leadership, this is the areashowing most progress. Departmental leaders have devoted significant effort toimproving relationships with their delivery partners and to focusing on governanceand accountability.Positive progress we are seeing includes:At three months after the review:• Regular meetings between departmental directors general and agency/NDPB chiefexecutives and boards learning from each other (Department for Transport).At six months after the review:• New governance structures in place and beginning to operate effectively;rationalised internal systems and culture change to support more efficientdecision making; head office organisational changes under way (Ministry ofDefence).• More positive and active engagement with delivery partners; active relationshipmanagement of sponsored bodies; the board meeting with delivery partners;awareness of the operating model disseminated throughout the department(DTI/BERR).CAPABILITY REVIEWS: PROGRESS AND NEXT STEPS51
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 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: • a more comprehensive approach t
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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?