Capability Reviews: Progress and Next Steps - The Civil Service

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StrategyKey questions that test current capabilityS1Focus on outcomes• Do you have a clear, coherent and achievable strategy with a single, overarchingset of challenging outcomes, aims, objectives and success measures?• Is your strategy clear what success looks like and focused on improving theoverall quality of life for customers and benefiting the nation?• How do you negotiate trade-offs between ‘priority’ outcomes?• How do you work with your political leadership to develop your strategy?S2Base choices on evidence• How do you understand and respond to what your customers want?• How do you identify future trends, plan for them and choose between the range ofoptions available?• How do you ensure that your decisions are informed by sound evidence andanalysis?• How do you cultivate innovative solutions to existing and new problems?S3Build common purpose• How do you engage, align and enthuse partners in the delivery chain to worktogether as a team to deliver the strategy?• How do you remove obstacles to effective joint working?• How do you work with partners when developing strategy?66ANNEX A: THE MODEL OF CAPABILITY
DeliveryKey questions that test current capabilityD1Plan, resource and prioritise• Do your business planning processes effectively prioritise and sequencedeliverables to deliver your strategic outcomes?• Are your delivery plans robust, consistent and aligned with the strategy? Takentogether, will they effectively deliver all of your strategic outcomes?• How do you maintain effective control of the organisation’s resources? Do yourdelivery plans include key drivers of cost, with financial implications clearlyconsidered and suitable levels of financial flexibility within the organisation?• Are your delivery plans regularly reviewed?D2Develop clear roles, responsibilities and delivery model(s)• Is the purpose of the centre/headquarters functions clear?• How do you identify and agree roles, responsibilities and accountabilities fordelivering your strategic outcomes across the delivery chain? Are theseunderstood and supported by appropriate rewards and incentives, andgovernance arrangements?• Do you have clear and well understood delivery models which will deliver yourstrategic outcomes?• How do you work with partners to build capability in the delivery chain?D3Manage performance• Do you take personal responsibility for driving performance and striving forexcellence across the organisation in pursuit of your strategic outcomes?• Do you have high-quality, timely and well-understood performance information,supported by analytical capability, which allows you to track performance acrossthe delivery chain? Is performance information aligned with the strategicobjectives of the organisation?• How effectively are programmes and risk managed across the delivery chain?How do you realise and recycle benefits from programmes?• How do you use financial information to drive greater efficiency and valuefor money?CAPABILITY REVIEWS: PROGRESS AND NEXT STEPS67
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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
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This will act as an innovative and
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• ‘Managing for improvement’:
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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 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: LeadershipKey questions that test c
Page 69: Capability Reviews TeamCabinet Offi
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