Recommendations & Conclusions
16 items
1
Recommendation
Second Report: Merging success: Bringin…
Deferred
Given the gap between the merger and the reporting date of the Integrated Review, the FCDO risks operating for months without clear strategic direction, which will be compounded by the likely productivity dips which follow departmental mergers. The FCDO is being created to bring coherent strategy to UK foreign and …
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Given the gap between the merger and the reporting date of the Integrated Review, the FCDO risks operating for months without clear strategic direction, which will be compounded by the likely productivity dips which follow departmental mergers. The FCDO is being created to bring coherent strategy to UK foreign and development policies at a time of global change, so establishing clear objectives at the departmental level is essential to ensure that the UK’s unified international policy is understood by those who are implementing it. We recommend that the Foreign, Commonwealth and Development Office consults with Parliament before publishing a clear set of strategic objectives by the end of September to ensure its staff and stakeholders understand its purpose, function and direction.
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Government response AI summary
The government states that the FCDO's strategic objectives will be shaped by the outcomes of the Integrated Review and Comprehensive Spending Review, not committing to a September publication deadline or specific parliamentary consultation beforehand.
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Foreign, Commonwealth & Development Office
2
Recommendation
Second Report: Merging success: Bringin…
Acknowledged
For the Government to deliver on its stated aim of more accountable development spending with a greater focus on the national interest, it should establish and deliver on a clear strategy for communicating its interpretation of the ‘national interest’ to Parliament, institute regular reporting to Parliament, and be explicit in …
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For the Government to deliver on its stated aim of more accountable development spending with a greater focus on the national interest, it should establish and deliver on a clear strategy for communicating its interpretation of the ‘national interest’ to Parliament, institute regular reporting to Parliament, and be explicit in the ways in which the FCDO will help deliver it.
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Government response AI summary
The government acknowledges its commitment to the national interest and general parliamentary scrutiny, stating the FCDO will report to Parliament through usual methods, but does not commit to a specific new strategy or regular reporting on its interpretation of the 'national interest'.
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Foreign, Commonwealth & Development Office
3
Recommendation
Second Report: Merging success: Bringin…
Not Addressed
The FCO and DFID have shared ministers since February 2020, which may provide the model for ministerial portfolios in the new Department. However, it is not yet clear how many Ministers will serve in the new Department, whether the existing joint portfolios will be replicated, nor whether responsibilities will be …
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The FCO and DFID have shared ministers since February 2020, which may provide the model for ministerial portfolios in the new Department. However, it is not yet clear how many Ministers will serve in the new Department, whether the existing joint portfolios will be replicated, nor whether responsibilities will be divided in a new way. We recommend that the Government publishes a list of expected ministerial roles, with overviews of their portfolios and the reasoning behind these portfolios, before 1 September.
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Government response AI summary
The government states that the existing FCO and DFID joint ministerial team is continuing in their roles with previous portfolios to ensure continuity, thereby not publishing a list of expected ministerial roles or their reasoning by the specified date.
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Foreign, Commonwealth & Development Office
4
Recommendation
Second Report: Merging success: Bringin…
Not Addressed
In the interests of accountability, the Government should explain the process that led to the decision to merge the FCO and DFID. We ask that the Government publishes the findings of its consultation, including a list of contributors and the timeframe in which it was executed. (Paragraph 14) Staff and …
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In the interests of accountability, the Government should explain the process that led to the decision to merge the FCO and DFID. We ask that the Government publishes the findings of its consultation, including a list of contributors and the timeframe in which it was executed. (Paragraph 14) Staff and Skills
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Government response AI summary
The government did not explain the process leading to the merger or commit to publishing consultation findings, a list of contributors, or timeframes, stating that the merger decision is a matter for the Prime Minister.
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Foreign, Commonwealth & Development Office
5
Recommendation
Second Report: Merging success: Bringin…
Accepted in Part
To integrate the Departments successfully, the new PUS must have the skills and experience necessary to effectively oversee both diplomatic and development projects. Above all else, they must have exceptional knowledge and experience of change management and major project delivery to allow them to oversee a merger of this scale. …
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To integrate the Departments successfully, the new PUS must have the skills and experience necessary to effectively oversee both diplomatic and development projects. Above all else, they must have exceptional knowledge and experience of change management and major project delivery to allow them to oversee a merger of this scale. We recommend that the selection criteria for the new Permanent Under- Secretary include experience of: major project management, responsibility for large budgets, multilateral diplomacy, and leadership of change in a large organisation. Given the political importance of the position and the increasing role of No. 10 in senior civil service appointments, we recommend that consideration be given by the Public Administration and Constitutional Affairs Committee to pre-appointment hearings for the PUS of the merged Department and, potentially, other similar roles. (Paragraph 16) 16 Merging success: Bringing together the FCO and DFID
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Government response AI summary
The government states that many of the recommended selection criteria were used for the new Permanent Under-Secretary. However, it rejects the recommendation for pre-appointment hearings for the role, stating it is not appropriate for a Civil Service appointment.
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Foreign, Commonwealth & Development Office
6
Recommendation
Second Report: Merging success: Bringin…
Deferred
The strength and reputation of the UK’s world-class aid delivery is in large part due to the skills and experience of DFID staff. We recommend that the Government makes staff retention a priority and implements a clear strategy for retaining DFID staff with valuable technical and programming expertise. This will …
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The strength and reputation of the UK’s world-class aid delivery is in large part due to the skills and experience of DFID staff. We recommend that the Government makes staff retention a priority and implements a clear strategy for retaining DFID staff with valuable technical and programming expertise. This will require recognising DFID’s unique character as a Whitehall Department and preserving the ethos. There should also be clarity on how the Government intends to resolve any remuneration differentials between the two Departments before the 1 September merger date.
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Government response AI summary
The government initiated a staff engagement programme and plans to invest in learning opportunities to retain DFID staff expertise. However, it states it is too early to precisely harmonise remuneration differentials between departments, expecting it to occur after the next Spending Review.
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Foreign, Commonwealth & Development Office
7
Recommendation
Second Report: Merging success: Bringin…
Accepted in Part
We welcome the Foreign Secretary’s assurance and his pledge to engage with staff throughout this process, but clarity on the nature of future roles is needed as soon as possible. We recommend that the Government presents a clear plan to staff over which specific roles will change, and which will …
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We welcome the Foreign Secretary’s assurance and his pledge to engage with staff throughout this process, but clarity on the nature of future roles is needed as soon as possible. We recommend that the Government presents a clear plan to staff over which specific roles will change, and which will be lost, by 15 September. The Government should also maintain the exemption on foreign passport restrictions for UK-born officials with Irish passports.
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Government response AI summary
The government confirms there will be no compulsory redundancies in the new FCDO, and staff who previously would not have met nationality requirements will transfer into their current roles. However, long-term decisions on nationality requirements are deferred pending an ongoing review.
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Foreign, Commonwealth & Development Office
8
Recommendation
Second Report: Merging success: Bringin…
Acknowledged
Diplomacy and development require different but complementary skillsets; it is vitally important that staff are clear on what specific skills staff will need to develop in order to undertake their responsibilities effectively and to progress in the new Department. Early indications should be given as to the skills and competencies …
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Diplomacy and development require different but complementary skillsets; it is vitally important that staff are clear on what specific skills staff will need to develop in order to undertake their responsibilities effectively and to progress in the new Department. Early indications should be given as to the skills and competencies that staff throughout the merged Department will be expected to develop for their new roles. We recommend that the Government makes staff development a priority, and outlines a programme for wellbeing support and the type of training that will be necessary for career development by the end of September. The 2021 FCDO staff survey will be one way in which the Committee will monitor the Government’s success on these areas.
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Government response AI summary
The government states it is prioritising learning and development opportunities to build staff capability and skills, but does not commit to outlining a specific programme for wellbeing support and training by the recommended September deadline.
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Foreign, Commonwealth & Development Office
9
Recommendation
Second Report: Merging success: Bringin…
Accepted
We welcome work being done to increase in-country collaboration, and believe that in-country leadership of projects should be enhanced, not diminished. The new Department has the opportunity to build on examples of excellent in-country work completed by both the FCO and DFID, and to build on existing cooperation between the …
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We welcome work being done to increase in-country collaboration, and believe that in-country leadership of projects should be enhanced, not diminished. The new Department has the opportunity to build on examples of excellent in-country work completed by both the FCO and DFID, and to build on existing cooperation between the two Departments. While the structure of the new Department is not clear, it is important that it continues to show strong in-country leadership on both diplomatic and development projects, and that this merger is taken as an opportunity for greater cooperation between these areas, rather than greater competition. We recommend that the FCDO’s ODA programming continue to be led by in-country UK staff, who have strong local knowledge and networks. (Paragraph 26) Spending and Transparency
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Government response AI summary
The government confirmed that Ambassadors will lead all UK government work in host countries, supported by locally appointed staff, and the FCDO will continue to embed country and regional expertise in its programming.
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Foreign, Commonwealth & Development Office
10
Recommendation
Second Report: Merging success: Bringin…
Accepted in Part
The merger presents an opportunity for the FCO to learn from DFID’s positive record on transparency, and to be more proactive in publishing details of project expenditure. We recommend that the UK sets ambitious new commitments to aid transparency, to be reviewed on an annual basis. In its first year, …
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The merger presents an opportunity for the FCO to learn from DFID’s positive record on transparency, and to be more proactive in publishing details of project expenditure. We recommend that the UK sets ambitious new commitments to aid transparency, to be reviewed on an annual basis. In its first year, the FCDO should strive to achieve a score of ‘Very Good’ on transparency of aid spending, as assessed by the Aid Transparency Index. The Government’s Development Tracker tool should also be maintained, as an effective way of accounting for aid spending to the public. (Paragraph 29) Merging success: Bringing together the FCO and DFID 17
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Government response AI summary
The government commits to maintaining the Development Tracker tool and consolidating data systems for aid transparency, while stating it anticipates FCDO will be assessed in the next Aid Transparency Index in 2022. It does not explicitly commit to ambitious new transparency commitments or striving for …
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Foreign, Commonwealth & Development Office
11
Recommendation
Second Report: Merging success: Bringin…
Accepted
To ensure this goal is achievable, all staff in the FCDO working on development should have a thorough understanding of the international aid transparency frameworks and standards they are working towards. We recommend that all FCDO staff working on development projects or overviewing diplomatic outreach where aid is an element …
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To ensure this goal is achievable, all staff in the FCDO working on development should have a thorough understanding of the international aid transparency frameworks and standards they are working towards. We recommend that all FCDO staff working on development projects or overviewing diplomatic outreach where aid is an element of the relationship, receive comprehensive training on the International Aid Transparency Initiative Standard.
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Government response AI summary
The government commits to ensuring FCDO staff will have access to information and training on transparency commitments and the IATI standard as part of their standard training for Official Development Assistance (ODA) delivery.
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Foreign, Commonwealth & Development Office
12
Recommendation
Second Report: Merging success: Bringin…
Accepted
We believe that, as the Government is maintaining its commitment to spending 0.7 percent of GNI on ODA, the current level of scrutiny on ODA spend should also be maintained. The Independent Commission for Aid Impact (ICAI) has shown itself be an effective and reputable vehicle for the scrutiny of …
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We believe that, as the Government is maintaining its commitment to spending 0.7 percent of GNI on ODA, the current level of scrutiny on ODA spend should also be maintained. The Independent Commission for Aid Impact (ICAI) has shown itself be an effective and reputable vehicle for the scrutiny of the UK’s ODA spend. We recommend that the Government commits to maintaining ICAI as an independent body for scrutinising the UK’s overseas aid spending. Parliament should continue to be able to make full use of the important work of ICAI in scrutinising ODA spending; a dedicated select committee should have responsibility for all aspects of coordination and cooperation with ICAI.
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Government response AI summary
The government committed to maintaining ICAI and broadening its mandate to provide policy recommendations. It acknowledged Parliament's role in scrutiny and stated that the structure of select committees is a matter for Parliament, though the PM expects a new committee for the FCDO.
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Foreign, Commonwealth & Development Office
13
Recommendation
Second Report: Merging success: Bringin…
Accepted in Part
The Government has made clear that the intention of the merger is not to save costs but has suggested better value for money is available through it. This could be through reducing administrative costs. We recommend that the Government reports on the short-term costs as well as any anticipated long-term …
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The Government has made clear that the intention of the merger is not to save costs but has suggested better value for money is available through it. This could be through reducing administrative costs. We recommend that the Government reports on the short-term costs as well as any anticipated long-term savings, no later than six months after the merger is completed.
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Government response AI summary
The government agrees on the importance of recording and reporting merger costs and savings, stating work has commenced on monitoring short-term costs. They expect to publish figures in the FCDO’s annual report and accounts for 2020–21, but indicate more time is needed to determine a …
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Foreign, Commonwealth & Development Office
14
Recommendation
Second Report: Merging success: Bringin…
Not Addressed
Ministers have suggested that the merger will deliver better value for money on overseas spending of UK taxpayer money, but have not clarified how this greater value will be delivered. The Government should provide a detailed explanation of how this merger will provide greater value for money on spending, and …
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Ministers have suggested that the merger will deliver better value for money on overseas spending of UK taxpayer money, but have not clarified how this greater value will be delivered. The Government should provide a detailed explanation of how this merger will provide greater value for money on spending, and how it reached this conclusion in the absence of the findings of the Integrated Review.
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Government response AI summary
The government did not provide a detailed explanation of how the FCDO merger will deliver greater value for money or how this conclusion was reached, instead reiterating that the primary purpose is policy alignment and greater effectiveness.
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Foreign, Commonwealth & Development Office
15
Recommendation
Second Report: Merging success: Bringin…
Deferred
As the aim of the merger is to harmonise UK foreign and development policy, it is essential that the Government does not focus solely on the ODA spend of the FCDO, but ensures that the new Department has responsibility for the coordination of ODA spending across Whitehall. In its response …
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As the aim of the merger is to harmonise UK foreign and development policy, it is essential that the Government does not focus solely on the ODA spend of the FCDO, but ensures that the new Department has responsibility for the coordination of ODA spending across Whitehall. In its response to this report, we ask the Government to set out the ways in which ODA spending by other Departments will support the delivery of the UK’s international objectives.
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Government response AI summary
The government deferred the request to set out how ODA spending by other departments will support UK international objectives, stating that this will be addressed in conjunction with the Integrated Review and Spending Review.
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Foreign, Commonwealth & Development Office
16
Conclusion
Second Report: Merging success: Bringin…
Accepted
It is also important that the alignment in aid and diplomacy is not used as an excuse to roll back the reforms that have ensured the UK’s IMF and World Bank positions are still staffed by individuals with experience of multilateral aid and major project management, whose skills will now …
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It is also important that the alignment in aid and diplomacy is not used as an excuse to roll back the reforms that have ensured the UK’s IMF and World Bank positions are still staffed by individuals with experience of multilateral aid and major project management, whose skills will now be housed in the FCDO. (Paragraph 37) 18 Merging success: Bringing together the FCO and DFID
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Government response AI summary
The government accepted the conclusion, agreeing that IMF and World Bank positions should continue to be staffed by individuals with relevant expertise and that FCDO will house the necessary aid, policy, and programme management expertise.
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Foreign, Commonwealth & Development Office