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 …
Read more
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.
Show less
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.
Read full response →
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 …
Read more
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.
Show less
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.
Read full response →
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 …
Read more
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.
Show less
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.
Read full response →
Foreign, Commonwealth & Development Office