Recommendations & Conclusions
23 items
2
Conclusion
48th Report - Smarter delivery of publi…
Accepted
There are examples of innovation happening across government but more needs to be done to harness the ideas of the 290,000 members of the ODP for improving service delivery. There are 23 examples of innovation in the NAO’s report, which show it is possible for teams working across government to …
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There are examples of innovation happening across government but more needs to be done to harness the ideas of the 290,000 members of the ODP for improving service delivery. There are 23 examples of innovation in the NAO’s report, which show it is possible for teams working across government to continuously improve and be innovative–even in adverse circumstances where operational delivery is highly challenging. The transformative changes needed by government will require both large scale projects and day-to-day incremental improvements involving front- line staff. This requires a working environment that encourages openness, innovation, and challenge of current thinking, with senior leaders who 3 see failure as an opportunity to learn rather than an exercise in sharing out blame. It is important to build ways of working that allow ideas to flow and give people time outside of their day job–for example, HM Passport Office says that its Quality Framework project has involved training around 1,000 people to identify issues and raise them. But considering there are 290,000 members of the ODP, the innovative potential is enormous. recommendation The ODP should require all its Departmental Heads of Profession to set out how they will ensure that their staff have the time, skills, tools and support to raise ideas, learn from each other, and get involved with improving services.
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Government response AI summary
The Profession will continue to use existing Heads of Profession forums to discuss and share best practice on driving continuous improvement, building capability, and promoting learning and participation in initiatives. Work is also underway to introduce service standards to enable benchmarking and shared learning across …
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HM Treasury
3
Recommendation
48th Report - Smarter delivery of publi…
Accepted
The ODP is not doing enough to join up with the wider public sector, including local government, which plays a large part in the delivery of public services, or with the private sector. The ODP’s focus is on the 290,000 members in the Civil Service and not on the capability …
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The ODP is not doing enough to join up with the wider public sector, including local government, which plays a large part in the delivery of public services, or with the private sector. The ODP’s focus is on the 290,000 members in the Civil Service and not on the capability of operational delivery professionals in the wider public sector, for example in local authorities. However, many government objectives involve both central and local government—for example, the delivery of planning services—and a lack of join up will hinder their effective delivery. The ODP described the benefits of building networks and told us how it has invited a small number of mayoral authority staff to its learning events. However, there is untapped potential for central and local government to more routinely learn from each other and to collaborate on building capability. For example, the skills framework the ODP has created would be relevant to local authority staff. Further, the ODP helps its members build career paths by highlighting roles in other government organisations to its members, but there is no visibility of opportunities across the local and central government divide. There is further potential to join up more with the private sector, which is not only involved in the end-to-end delivery of public services but is also a potential source of innovative ideas for how to improve them. recommendation The ODP should set out how it will encourage innovation and join up delivery between: • central government and local government, by more routinely placing members in local government roles, using its capability development and learning offers to facilitate better connections, providing career paths, and sharing learning; and • central government and the private sector through facilitating two-way secondment opportunities and knowledge sharing. 4
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Government response AI summary
The Profession is actively sharing its professional frameworks, promoting collaboration through events and programmes, and collaborating on initiatives like the new operational delivery apprenticeship with the wider public sector. It is also facilitating public and private sector engagement through partnerships like WIG and GovXchange, and …
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HM Treasury
4
Conclusion
48th Report - Smarter delivery of publi…
Accepted
There are gaps in core operational delivery capabilities in government organisations which impact on the cost and quality of services it delivers. Operational capability across government is varied and weaknesses have real consequences for citizens. For example, where a department lacks the capability to understand and deal with demand, the …
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There are gaps in core operational delivery capabilities in government organisations which impact on the cost and quality of services it delivers. Operational capability across government is varied and weaknesses have real consequences for citizens. For example, where a department lacks the capability to understand and deal with demand, the result is backlogs in government services. Where a department does not focus on systematic and continuous improvement, pain points for customers are not identified and addressed. Where organisations fail to consider systems as a whole, and work in silos only focusing on their own part of the process, they may just move demand and the cost of dealing with it to another part of government. The ODP acknowledges the criticality of improving capability across government, and its approach to doing so includes interventions such as a skills framework for generic operational capabilities, apprenticeship schemes, and targeted training for senior leaders. The ODP’s goal is that all its interventions deliver measurable returns on investment, and it has built data expertise and is gathering baseline data so it can measure improvement. The ODP’s understanding of whether its approach is effectively building the right capabilities will be crucial to delivering better services. recommendation The ODP should monitor how effectively the approach set out in its strategy is building the capabilities that are needed to deliver improvements to the cost and quality of government services.
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Government response AI summary
The Profession will carefully measure the impact of its products and services, developing specific metrics to monitor progress against its strategy. Initial measures will be baselined by September 2026 and continuously monitored throughout the strategy's lifecycle.
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HM Treasury
5
Conclusion
48th Report - Smarter delivery of publi…
Accepted
It is vital that the ODP keeps pace with advances in new technology and artificial intelligence and the implications for the changing skills its members need. The ODP has created a skills framework, which sets out the skills that staff need at different stages of their careers. However, the capabilities …
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It is vital that the ODP keeps pace with advances in new technology and artificial intelligence and the implications for the changing skills its members need. The ODP has created a skills framework, which sets out the skills that staff need at different stages of their careers. However, the capabilities and expertise that its members need are changing and will require skills associated with other professions, particularly digital–for example, the capability to provide services online or via apps, and through using artificial intelligence. Automating straightforward types of demand means that staff can spend their time dealing with customers with more complex needs, or who cannot access digital services. There are examples of organisations using technology and artificial intelligence in ways that have made services easier to use and better for citizens, and that have reduced the amount of demand its staff need to service. For example, the Child Maintenance Service is using an artificial intelligence tool to identify payment arrangements which are most at risk of breaking down. If the ODP’s members have opportunities to develop the skills they need in this changing environment, then more examples of innovative and effective digital services should follow. 5 recommendation The ODP should work with the Government Digital and Data Profession to define the digital skills that ODP professionals require, and include them in the new skills framework, to support government organisations to navigate the impact of new technology and artificial intelligence and adopt it to deliver better services.
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Government response AI summary
The Profession is engaging with the Government Digital and Data Profession and conducting a workforce challenges study to identify future digital and AI skills needs. It committed to regularly updating its Professional Skills Framework, learning curriculum, and senior leadership programmes to reflect these new skills …
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HM Treasury
6
Conclusion
48th Report - Smarter delivery of publi…
Accepted
The Surge and Rapid Response Team (SRRT) is a valuable resource but should be there for genuine need and not as a containment for the lack of operational capability needed to deal with demand that should have been predicted or absorbed. The capability to understand and deal with demand is …
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The Surge and Rapid Response Team (SRRT) is a valuable resource but should be there for genuine need and not as a containment for the lack of operational capability needed to deal with demand that should have been predicted or absorbed. The capability to understand and deal with demand is a key priority for government organisations. The ODP is responsible for the SRRT, which helps departments deal with significant increases in demand, including seasonal peaks such as Winter Fuel payments, as well as those caused by emerging crises, such as the collapse of an airline. A benefit of using the SRRT is that its staff can be deployed immediately–for example, they are already security cleared and have contracts allowing them to be deployed nationally and internationally at short notice. Whereas recruiting staff or using a third party could be more time consuming and costly. The SRRT is clearly a valuable resource, and there are many examples of its successful deployment, but departments should not be repeatedly using the SRRT for peaks in demand that ought to have been foreseen and planned for, or which could have been absorbed in other ways. recommendation The ODP should conduct analysis of who is using the SRRT and why they are using it to identify where they need to work with departments to increase their operational capability to better deal with variation in demand. 6 1 The role of the Operational Delivery Profession and its members Introduction
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Government response AI summary
The Surge and Rapid Response Team (SRRT) already holds detailed data on organisations and regularly collaborates with workforce planners to understand demand needs and help build departments' operational capability. SRRT will continue to work with departments, sharing learning to ensure effective workforce planning and resource …
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HM Treasury
1
Conclusion
48th Report - Smarter delivery of publi…
Accepted
On the basis of a report by the Comptroller and Auditor General, we took evidence from the UK civil service’s ‘Operational Delivery Profession’ (ODP), and two of its departmental Heads of Profession, on how it is helping departments build the capabilities needed to deliver smarter services.1
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On the basis of a report by the Comptroller and Auditor General, we took evidence from the UK civil service’s ‘Operational Delivery Profession’ (ODP), and two of its departmental Heads of Profession, on how it is helping departments build the capabilities needed to deliver smarter services.1
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Government response AI summary
The Profession committed to raising its profile and promoting operational delivery roles by tracking Fast Stream and apprenticeship applications, targeted marketing, increasing senior talent recruitment from the private sector, and encouraging departmental outreach programmes. It will also focus on regional activity and include metrics in …
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HM Treasury
7
Conclusion
48th Report - Smarter delivery of publi…
Accepted
We asked why operational capability is so important for government. The ODP told us about the important roles its members have in serving citizens, such as in jobcentres, the Passport Office and dealing with planning applications. The ODP explained that the getting the right capability at all levels, from front …
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We asked why operational capability is so important for government. The ODP told us about the important roles its members have in serving citizens, such as in jobcentres, the Passport Office and dealing with planning applications. The ODP explained that the getting the right capability at all levels, from front line staff to senior leaders, was the first stage along the way towards outstanding public services.10 Departmental Heads of Profession from the Home Office and the Ministry of Housing, Communities and Local Government (MHCLG) provided examples of how the ODP was supporting them to deliver services, such as by providing capability frameworks and training courses for them and their staff.11
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Government response AI summary
The government agrees with the committee's conclusion, stating that the recommendation is implemented. They highlight ongoing efforts like sponsoring PAS to provide expert support and resources to local planning authorities and regular engagement through the Chief Planner's Newsletter.
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HM Treasury
8
Recommendation
48th Report - Smarter delivery of publi…
Accepted
We asked about the status and profile of the Profession, observing that it was the first time the Head of ODP had appeared before the Committee in this capacity, and that the ODP seemed to have a very low profile. We queried whether, given the important role that the ODP …
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We asked about the status and profile of the Profession, observing that it was the first time the Head of ODP had appeared before the Committee in this capacity, and that the ODP seemed to have a very low profile. We queried whether, given the important role that the ODP plays and the successes it is achieving, it is telling the public enough about what it is doing. ODP told us it wanted the successes in terms of better customer service to the public to speak for themselves but took the point that it could do more to shout about them.12
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Government response AI summary
The ODP agreed to raise the external profile of operational delivery as a desirable career path, particularly for students, by publishing an annual report and tracking application numbers by September 2026. They also will focus on regional activity, schools outreach, and ensure recruitment packs articulate …
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HM Treasury
9
Recommendation
48th Report - Smarter delivery of publi…
Accepted
We asked about whether better visibility could encourage more young people to join the Profession. The ODP agreed that it should be talking more about the career opportunities that are available, such as through the Operational Delivery Fast Stream programme for graduates.13 The role of the ODP’s members in improving …
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We asked about whether better visibility could encourage more young people to join the Profession. The ODP agreed that it should be talking more about the career opportunities that are available, such as through the Operational Delivery Fast Stream programme for graduates.13 The role of the ODP’s members in improving services
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Government response AI summary
The ODP will promote operational delivery roles, track application numbers of the ODP Fast Stream, make recommendations to departments for all ODP role recruitment packs, increase focus on regional activity, and include metrics in the annual business plan to assess the impact of profile-raising activities …
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HM Treasury
10
Recommendation
48th Report - Smarter delivery of publi…
Accepted
There are 23 examples of innovation in the NAO’s report, which show it is possible for teams working across government to continuously improve and be innovative–even in adverse circumstances where operational delivery is highly challenging.14 Ensuing that everyone can contribute will ensure that government’s understanding of its problems and ideas …
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There are 23 examples of innovation in the NAO’s report, which show it is possible for teams working across government to continuously improve and be innovative–even in adverse circumstances where operational delivery is highly challenging.14 Ensuing that everyone can contribute will ensure that government’s understanding of its problems and ideas on improving are informed by a diversity of knowledge, experience and perspectives from people in different roles.15 10 Q 4 11 Q 16 12 Qq 17-18, 69 13 Qq 67, 69 14 C&AG’s Report, para 1.1 15 C&AG’s Report, Lesson D.3 9
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Government response AI summary
The ODP will measure take-up of resources used to engage staff in improving services and use existing HoP forums to discuss and share best practice relating to driving continuous improvement activity and building operational delivery capability by September 2026.
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HM Treasury
12
Recommendation
48th Report - Smarter delivery of publi…
Accepted
The Departmental Head of Profession for the Home Office told us about the need to build structures that allow ideas to flow and give people time outside of their day job. He told us about HM Passport Office’s continuous improvement team and their role in addressing pain points for customers. …
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The Departmental Head of Profession for the Home Office told us about the need to build structures that allow ideas to flow and give people time outside of their day job. He told us about HM Passport Office’s continuous improvement team and their role in addressing pain points for customers. He also told us about their Quality Framework which trained around 1,000 people to identify issues and raise them.18 We also heard about how the ODP’s Centre of Excellence, which launched in March, will give people the ability to share ideas not just across their organisations, but across the whole profession.19 The wider operational delivery workforce
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Government response AI summary
The ODP agreed to require all Departmental Heads of Profession to set out how they will ensure that their staff have the time, skills, tools and support to raise ideas, learn from each other, and get involved with improving services by September 2026, while continuing …
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HM Treasury
14
Recommendation
48th Report - Smarter delivery of publi…
Accepted
We asked about the importance of taking a whole system approach to service delivery. The Departmental Head of Profession for the Home Office described how his organisation has to work closely with four private sector partners to ensure the end-to-end process always delivers what is best for the customer.21 The …
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We asked about the importance of taking a whole system approach to service delivery. The Departmental Head of Profession for the Home Office described how his organisation has to work closely with four private sector partners to ensure the end-to-end process always delivers what is best for the customer.21 The Departmental Head of Profession for MHCLG went into more detail about the importance of his organisation joining up with local authorities in order to deliver effective planning services, describing how local government is a key part of the end-to-end service that the public experience.22 16 Q 46 17 Q 44 18 Q 56 19 Q 57 20 C&AG’s Report, paras 2.3-2.4 21 Q 29 22 Qq 29- 31, 38 10
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Government response AI summary
The ODP agreed to encourage innovation and join up delivery between central and local government and the private sector. This will include placing members in local government roles, using capability development and learning offers, providing career paths, sharing learning, facilitating two-way secondment opportunities and knowledge …
Read full response →
HM Treasury
15
Recommendation
48th Report - Smarter delivery of publi…
Accepted
We asked several questions which explored how the ODP works with local government, given that local authority staff are not its members. The Departmental Head of Profession for the Home Office described some of the challenges created by the very different operating models, environments and customer sets across the country.23 …
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We asked several questions which explored how the ODP works with local government, given that local authority staff are not its members. The Departmental Head of Profession for the Home Office described some of the challenges created by the very different operating models, environments and customer sets across the country.23 The ODP told us about some approaches DWP has used to bring together the capacity and capability of central and local government in some areas, including trailblazer schemes to work with mayoral authorities to address the challenge of young people who are not in education, employment or training.24
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Government response AI summary
The ODP agreed to encourage innovation and join up delivery between central and local government and the private sector. This will include placing members in local government roles, using capability development and learning offers, providing career paths, sharing learning, facilitating two-way secondment opportunities and knowledge …
Read full response →
HM Treasury
18
Conclusion
48th Report - Smarter delivery of publi…
Accepted
Operational capability across government is varied and often lacking in what matters most.32 Weaknesses in operational capability can have real consequences for citizens. For example, where a department lacks the capability to understand and deal with demand, the result is backlogs in government services.33 Where a department does not focus …
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Operational capability across government is varied and often lacking in what matters most.32 Weaknesses in operational capability can have real consequences for citizens. For example, where a department lacks the capability to understand and deal with demand, the result is backlogs in government services.33 Where a department does not focus on systematic and continuous improvement, pain points for customers are not identified and addressed.34 Where organisations fail to consider systems as a whole, and work in silos only focusing on their own part of the process, they may just move demand and the cost of dealing with it to another part of government.35
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Government response AI summary
The Profession agrees and plans to improve operational delivery capability through its 2025-2028 ODP Strategy, which includes measuring impact, using the Professional Skills Framework, and developing common methodologies to monitor outcomes across government by September 2026.
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HM Treasury
19
Recommendation
48th Report - Smarter delivery of publi…
Accepted
The ODP acknowledged that improving capability across government is crucial to delivering better services.36 Its approach to doing so, as set out in its strategy for 2025–28, includes interventions such as a professional skills framework for generic operational capabilities, apprenticeship schemes, qualifications, and targeted training for senior leaders.37
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The ODP acknowledged that improving capability across government is crucial to delivering better services.36 Its approach to doing so, as set out in its strategy for 2025–28, includes interventions such as a professional skills framework for generic operational capabilities, apprenticeship schemes, qualifications, and targeted training for senior leaders.37
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Government response AI summary
The Profession agrees and will monitor the impact of its strategy, using the ODP Professional Skills Framework (PSF) and working with departments to identify measures to reflect the impact and effectiveness of profession deliverables, including cost avoidance and the development of common methodologies to measure …
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HM Treasury
20
Recommendation
48th Report - Smarter delivery of publi…
Accepted
We asked how the ODP will know if this approach has been successful. The ODP told us that while it believed that investing in capability would deliver better customer service, and that customer satisfaction is a good measure, demonstrating causality was more challenging. The ODP is looking at developing metrics …
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We asked how the ODP will know if this approach has been successful. The ODP told us that while it believed that investing in capability would deliver better customer service, and that customer satisfaction is a good measure, demonstrating causality was more challenging. The ODP is looking at developing metrics that would enable it to make a connection between its interventions and service outcomes, but it says that they are still some way off achieving that.38 32 C&AG’s Report, para 7 33 Q 7; National Audit Office, Improving services - understanding and managing demand, February 2023, p 1 34 Q 56; National Audit Office, Improving services - systematic improvement, February 2023, p 1 35 Q 30; C&AG, Lessons learned: a planning and spending framework that enables long-term value for money, October 2024, para 2.4 36 Q 49 37 Q 58; C&AG’s Report, Figure 5 38 Qq 48-49, 52-53, 60 12
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Government response AI summary
The ODP will carefully measure the impact of all ODP products and services, work with cross-government partners and consider academic sources in identifying measures, consider a range of measures and indicators including cost avoidance, and develop common methodologies to measure operational delivery outcomes by September …
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HM Treasury
22
Recommendation
48th Report - Smarter delivery of publi…
Accepted
The ODP has created a professional skills framework, which sets out the sorts of skills that staff need at different stages of their careers.40 It feels that this framework will be critical to the success of its strategy.41 However, the capabilities and expertise that its members need are changing and …
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The ODP has created a professional skills framework, which sets out the sorts of skills that staff need at different stages of their careers.40 It feels that this framework will be critical to the success of its strategy.41 However, the capabilities and expertise that its members need are changing and will require skills associated with other professions, particularly digital– for example, the capability to provide services online or via apps, and through using artificial intelligence (AI).42
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Government response AI summary
The ODP will partner with the Government Digital and Data Profession and other stakeholders to understand and impact emerging technologies, use the research to identify future skills needs, and regularly update the Professional Skills Framework by December 2026.
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HM Treasury
23
Recommendation
48th Report - Smarter delivery of publi…
Accepted
Improved digital capability can lead to reduced costs and better services for users. For example, automating straightforward types of demand can increase efficiency, and also enable operational delivery staff to spend more time dealing with customers with more complex needs, or who cannot access digital services.43 There are examples in …
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Improved digital capability can lead to reduced costs and better services for users. For example, automating straightforward types of demand can increase efficiency, and also enable operational delivery staff to spend more time dealing with customers with more complex needs, or who cannot access digital services.43 There are examples in the NAO report of organisations using technology and AI in ways that have made services easy to use for citizens, and that have reduced the level of demand its staff need to service.44 However, written evidence from the Social Market Foundation suggests that public sector adoption of AI is still nascent and uneven, citing a skills shortfall as one of the barriers to progress.45
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Government response AI summary
The Profession agrees and will partner with stakeholders to understand emerging technologies, explore future skills needs, and regularly update the Professional Skills Framework, learning curriculum, and senior leadership programmes to reflect new skills and encourage cross-government and AI initiatives.
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HM Treasury
25
Recommendation
48th Report - Smarter delivery of publi…
Accepted
Witnesses described the importance of bringing together operational and digital capabilities–for example, by doing work to make a process efficient before bringing in digital tools, such as AI.47 The ODP also described how it was working with the Government Digital Service (GDS) to facilitate this, both in terms of helping …
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Witnesses described the importance of bringing together operational and digital capabilities–for example, by doing work to make a process efficient before bringing in digital tools, such as AI.47 The ODP also described how it was working with the Government Digital Service (GDS) to facilitate this, both in terms of helping with access to digital tools as well as enabling it to learn about the best examples of digital service delivery.48 Understanding and managing changes in demand
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Government response AI summary
The ODP agreed to work with the Government Digital and Data Profession to define the digital skills that ODP professionals require, and include them in the new skills framework by December 2026. They will also partner with key stakeholders and regularly update the Professional Skills …
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HM Treasury
26
Conclusion
48th Report - Smarter delivery of publi…
Accepted
Government needs to know that its services can adapt to peaks and troughs in demand and still meet user expectations. It is important to have the resilience to meet expected variations in demand as well as to respond to unexpected changes in demand. If organisations do not have this capability, …
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Government needs to know that its services can adapt to peaks and troughs in demand and still meet user expectations. It is important to have the resilience to meet expected variations in demand as well as to respond to unexpected changes in demand. If organisations do not have this capability, service users experience delays and backlogs, often with significant consequences for them.49 The ODP is responsible for the Surge and Rapid Response Team (SRRT), a flexible workforce which departments can use to help them deal with demand. In 2024, this team supported 75 deployments across government.50
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Government response AI summary
The SRRT holds detailed data and collaborates with workforce planners, ranks requests for SRRT support, and works with departments to share learning to ensure effective workforce planning.
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HM Treasury
27
Conclusion
48th Report - Smarter delivery of publi…
Accepted
We asked about how departments were making use of the SRRT. The ODP explained how the SRRT helps to deal with seasonal peaks in demand, such as Winter Fuel payments, as well as with emerging crises, such as the collapse of an airline, prioritised based on greatest need.51 Further examples …
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We asked about how departments were making use of the SRRT. The ODP explained how the SRRT helps to deal with seasonal peaks in demand, such as Winter Fuel payments, as well as with emerging crises, such as the collapse of an airline, prioritised based on greatest need.51 Further examples of deployments mentioned by witnesses included dealing with passport application backlogs, processing Ukrainian visas, and assisting with the evacuation of Afghanistan.52
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Government response AI summary
The SRRT holds detailed data and collaborates with workforce planners, ranks requests for SRRT support, and works with departments to share learning to ensure effective workforce planning.
Read full response →
HM Treasury
28
Recommendation
48th Report - Smarter delivery of publi…
Accepted
We were told by the Departmental Head of Profession for the Home Office that a benefit of using the SRRT is that its staff can start straight away–for example, they are already security cleared, and can move around the world at short notice.53 We were also told that recruiting staff …
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We were told by the Departmental Head of Profession for the Home Office that a benefit of using the SRRT is that its staff can start straight away–for example, they are already security cleared, and can move around the world at short notice.53 We were also told that recruiting staff or buying in staff from outsourced suppliers could be more time consuming, more costly and 46 Q 47 47 Qq 8, 30, 47 48 Q 47 49 C&AG’s Report, Lesson B.1 50 C&AG’s Report, para 2.12 51 Qq 19, 21-22 52 Qq 16, 22 53 Qq 22, 24 14 may not deliver the same quality of staff.54 Witnesses reserved particular praise for SRRT staff, describing them as well trained, highly motivated and quick to adapt to new roles.55
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Government response AI summary
The SRRT holds detailed data and collaborates with workforce planners, ranks requests for SRRT support, and works with departments to share learning to ensure effective workforce planning.
Read full response →
HM Treasury
29
Conclusion
48th Report - Smarter delivery of publi…
Accepted
The ODP told us that the seasonality in demand in some departments meant that they would be repeatedly using SRRT.56 We asked about whether departments were in fact using SRRT as a “get-out” clause, building it into their capability plans, rather than becoming more agile at dealing with their own …
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The ODP told us that the seasonality in demand in some departments meant that they would be repeatedly using SRRT.56 We asked about whether departments were in fact using SRRT as a “get-out” clause, building it into their capability plans, rather than becoming more agile at dealing with their own demand. The ODP acknowledged that departments should be better at dealing with peaks and troughs in demand and described a number of ways this could be done, such as by trying to reduce fluctuations, building in more flexibility internally, or using automation. The ODP said that using the SRRT should therefore be a last resort, but that sharing resource in this way was still an effective and good value way of meeting the demand.57 54 Qq 19, 23-24 55 Qq 16, 19, 22, 24 56 Q 22 57 Qq 26-28 15
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Government response AI summary
The SRRT holds detailed data and collaborates with workforce planners, ranks requests for SRRT support, and works with departments to share learning to ensure effective workforce planning.
Read full response →
HM Treasury