Capability Reviews: Progress and Next Steps - The Civil Service

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the creation of the new CSCG and the strengthening of resources to maketransformational government a reality, further action is needed.Departments agree that the centre should create an infrastructure that allows themto learn from each other and from outside, and that it should be a small, high-qualityresource. To ensure that this happens, CSCG will:• work with a small group drawn from across government and outside (with anominated sponsor member from the CSSB) to identify:– what corporate infrastructure, incentives and support are needed to addressknowledge transfer and capability gaps; and– a method, some pilot projects and any supporting infrastructure needed toimplement the ‘task teams’ approach to address specific capability issues;• work with the HR profession to identify what more is needed to ensure that thereis the right corporate capability in the right place and how to release capacity toareas of greatest need; and• build up a small number of subject experts in key areas not covered bythe professions to ensure that we have the ability to broker and add value tocross-government networks in those areas – for example, board effectivenessand change.In addition and in response to the evaluation, progress is being made in a numberof other areas to strengthen the vertical and horizontal dimensions of reform.These are set out below.Reviews of PSA capabilityThe evaluation recognises that the new cross-cutting PSAs make it even moreimportant that departments have the ability to work effectively across traditionalboundaries to deliver the strategic priorities of the government of the day. This isa difficult area and one where most departments can improve, as set out in theoverarching report that accompanied the Tranche 3 reviews.PMDU and the Capability Reviews Team are working together with departments todevelop a new PSA review tool aimed at identifying and tackling the key barriers todelivery. This will be piloted over the next few months.Changes to the Capability Reviews programmeThere are a number of programme changes that will be made over the next12 months to strengthen the programme and ensure that departments improvetheir capability. These are described below:• ‘Two years on’: At the two-year point, departments will be re-reviewed andre-scored, based on the current model of capability. The re-review will bepublished and involve external review team members in a way similar to the60 TAKE-OFF OR TAIL-OFF?: THE FUTURE OF THE PROGRAMME
original reviews. The re-review will have the flexibility to take account of existingdepartmental change programmes and will place a greater onus on thedepartment to provide evidence for improvement.• Moderation: As part of the two-year re-reviews, changes will be made to themoderation process to make it more transparent to departments. For example,departments will have an opportunity to respond to the case put forward by thereview team members.• Intervention: The evaluation recommended that more be done at a corporate,Civil Service-wide level to help departments that are not making the necessaryimprovements in their capability. Where this is deemed to be the case, theCapability Reviews Team will be asked to undertake extended assurance todeliver the strong corporate oversight required to ensure that a department doesthe right things to improve its capability.It is important that departments make use of people who can add value to deliveryand help improve their capability. This includes ministers, whose involvement shouldincrease over time, as capability and delivering outcomes for citizens become evenmore focused through the reviews of PSA capability. The centre will explore how thiscan be most effective in helping to ensure that departments have the capability todeliver. Similarly, NEDs of departmental boards also have an important role to play,and Chapter 2 sets out the progress being made on this.Introducing dynamic capabilitiesThe evaluation concludes that the Capability Reviews programme has created anopportunity to make even more significant gains above that of simply sustainingthe original programme: to move to a state of dynamic capability, whereimprovement is everyone’s business and the leadership of change is distributedthroughout the organisation. This is reflected in the figure overleaf, reproduced fromthe evaluation report.CAPABILITY REVIEWS: PROGRESS AND NEXT STEPS61
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Capability Reviews:Progress and Nex
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This has been an excellent example
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1. Tranche 1 departments: a year on
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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 and 56: The group is expanding to include l
Page 57 and 58: • The Sunningdale Institute facil
Page 59: Exhibit 3: Change trajectoriesCapab
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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Capability Reviews: Progress and Next Steps - The Civil Service

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