Capability Reviews: Progress and Next Steps - The Civil Service

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JULY 2006 DECEMBER 2006 APRIL 2007 JUNE 2007 DECEMBER 2007DCA DfES DWP HO DTI CO CLG DfID MoD FCO DCMS DEFRA DfT CPS DH HMT HMRCL1: Set directionL2: Passion, paceand driveL3: Deliveryand changeL4: BuildcapabilityS1: Focuson outcomesS2: Base choiceson evidenceS3: CommonpurposeD1: Plan, resource,prioritiseD2: Deliverymodel(s)D3: ManageperformanceSource: Capability Review reports, Capability Reviews Team 2006/07.• Every department has had at least one ‘urgent development area’;16 departments have had at least two ‘well placed’ scores.• The most common score is ‘development area’ at 39 per cent; 34 per cent ofscores were ‘well placed’ or ‘strong’.• Departments with ‘strong’ ratings range from the Department for InternationalDevelopment (DfID) with around 2,500 staff based in the UK and across theworld, to DWP with nearly 100,000 staff working in offices the length and breadthof the UK in direct service delivery.• The two departments with ‘serious concerns’ are both departments withsignificant and challenging delivery outcomes, working in a complex, fastchangingand very high-profile environment.Key points• This is a demanding agenda for improvement. Only one department is assessedas ‘strong’ or ‘well placed’ for more than half of the elements of capability.This means that departments are taking remedial actions to addressdevelopment areas before they can be well placed to improve to addresstheir future challenges.• However, there is much to build on. Departments all contain areas of goodpractice and strong performance. Even where departments are marked‘development area’ for specific elements, this can describe an area where thereis good practice to build on that has not yet been consistently applied.• Strong performance is widespread. Departments looking to improve and to learnfrom others will find similar departments with strengths that they can learn from,and people with skills they can draw on.• There is no pattern of improvement between tranches. Whilst the CapabilityReview results have been published and widely disseminated, departments in22 COMMON CAPABILITY GAPS: PROGRESS AND NEXT STEPS
later tranches have not been able to build on the lessons from earlier tranches toan extent that is reflected in better scores.The importance of learning is discussed further in Chapter 3 of this report. TheSunningdale Institute’s evaluation describes ‘A “learning to learn” culture: withinwhich change is continuous rather than spasmodic and there is a commitment tolearn from anyone who does something better inside or outside the organisation’.Developing such a corporate culture and infrastructure across the Civil Service willbe vital to securing improvement.Exhibit 2: Assessments against each element of the model of capabilityThere are some clear patterns of departmental capability strengths and somecommon areas for development.S2: Base choiceson evidenceL2: Ignite passion,pace and driveS1: Focus onoutcomesL1: SetdirectionS3: Build commonpurposeD3: ManageperformanceL3: Leading deliveryand changeD1: Plan, resourceand prioritiseL4: BuildcapabilityD2: Roles,responsibilities,delivery model(s)Source: Capability Review reports, Capability Reviews Team 2006/07.These scores have not changed significantly since Tranche 3.• High scores in four elements are positively correlated with an overall high score –these are L1, L2 and S2 (three of the four highest-scoring elements), and D2(the lowest-scoring element).• All the ‘strong’ scores are for leadership or strategy, with more than half of thescores for S2 being ‘strong’ or ‘well placed’.• The three ‘serious concerns’ are in leadership or delivery.• Only one department – DCA in Tranche 1 – scored ‘well placed’ in L4.The common capability gaps discussed in this chapter reflect those elements ofcapability for which the scores were lowest. This, however, does not mean that thereshould be complacency in other areas; there is at least one department with anCAPABILITY REVIEWS: PROGRESS AND NEXT STEPS23
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: 2. Common capability gaps: progress
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 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

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