WIREDGOV

Following the launch of the new Civil Service Capabilities Plan, Peter Thomas, Director of Civil Service Reform at the Institute for Government, said:

“This new plan has some significant strengths which could mark a step change in the rate of capability building in the Civil Service. It has a sharp focus on four crucial capability gaps:

• leading and managing change
• commercial skills and behaviours
• delivering projects and programmes
• redesigning services.

“The plan and supporting actions set out some ambitious investments, for example:

• building commercial skills and procurement
• creating expert teams to advise and support departments
• increasing the capacity and authority of ‘heads of professions’ to develop and deploy the best talent to the areas that need it most.

“This approach demands a much more collaborative Civil Service that shares both services and talent.

“If the plan is to succeed two factors stand out. First, it needs senior leadership that is dogged and personal – the Head of the Civil Service, Sir Bob Kerslake, needs to commit his time and authority, and some big hitting permanent secretaries need to add their weight to the plan. Second, if this plan matters, the actions need resources – new teams, development programmes, stronger professions will all require significant additional investment to deliver improved capability, but the plan does not spell out the amount.”