Capability Reviews: Progress and Next Steps - The Civil Service

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• Building effective relationships and understanding the business model.We are seeing real progress in these areas, but still limited mostly to board andsenior levels. Policy decisions that involve organisational change are still notroutinely informed by an understanding of current delivery models. Working-levelrelationships do not always add the value that they should to operationaleffectiveness.• Systems and processes. Departments are still unsure about which to use intheir routine relations with their delivery bodies, beyond those standards set inlegal and operating frameworks.What is the centre doing to build capability in delivery models?Various parts of the centre have been involved in work to support departments indeveloping a more evidence-based approach to delivery models.• PMDU is developing a delivery models tool to help departments with thechallenging task of strengthening their delivery model, ie improve the way inwhich the department and the rest of the delivery chain are set up to deliverparticular objectives.Case study: Strengthening the delivery model for achieving the socialexclusion PSA‘Earlier this year, the Social Exclusion Task Force was tasked with leading a crossgovernmentprogramme to tackle social exclusion. In August, whilst working on theDelivery Agreement for the new social exclusion PSA, the team decided to test andstrengthen their delivery model further by piloting the new delivery models tool. Overthe next six weeks, the team participated in six workshops facilitated by PMDU, inwhich the external facilitators helped them to articulate more clearly what they weretrying to achieve and how they and their delivery chain were set up to achieve it,and then to identify weak parts of the model that needed to be strengthened.The product delivered three clear benefits to the team:• better shared understanding of their plans and the risks to delivery;• greater assurance that certain parts of their model were robust; and• evidence pointing to five weaker parts of the model where the team either neededto fill knowledge gaps or revise their plans. For instance, there was a clear need torevise some of the performance management arrangements.Feedback from the team on the tool itself was positive:“The workshops worked well...” “tough at times...” “questions posed by thefacilitators were very challenging but extremely helpful...” “its major value hasbeen in structuring our thinking on the delivery chain and identifying those areaswhere we need to do more work and/or improve our understanding.”’56COMMON CAPABILITY GAPS: PROGRESS AND NEXT STEPS
• The Sunningdale Institute facilitated a network of Senior Civil Servants to work asa learning set looking at delivery models. This offered a useful space for people toshare good practice and network with peers.• Alex Allan has led a group looking at delivery models. The group includesmembers of the Top 200 and agency chief executives and has covered analysisof governance mechanisms. The group is currently pulling together a ‘challenges’document for the Top 200.There is a strong case for more work and focus to be given to this area. To date,work has tended to be ad hoc and reliant on the interests of individuals. There isa need for more access to expertise and to best practice in the public and privatesectors, as well as to international examples.CAPABILITY REVIEWS: PROGRESS AND NEXT STEPS57
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Capability Reviews:Progress and Nex
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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 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: The group is expanding to include l
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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