Source · Select Committees · Public Accounts Committee
Recommendation 13
13
Accepted in Part
Lack of an open environment hinders timely problem reporting and identification of reset needs.
Conclusion
Without the right environment, individuals may be afraid to report problems in a timely and honest way, which makes it harder to identify the need for a reset and the issues a reset should address.41 We heard from the SRO for Universal Credit that creating this openness was the hardest, but most important, thing to achieve in projects.42 Also, the SRO for Crossrail spoke about how the programme started to believe its own ‘on- time, on-budget’ mantra which stopped many people raising issues.43 He also felt that, in hindsight, the governance structures did not provide the Department for Transport, as sponsor, enough transparency over potential issues.44 The SRO for electronic monitoring described a positive experience with the relevant Minister who had a firm belief in the role of electronic monitoring. He created a space and appetite for candid conversations about the programme challenges and how they could be resolved.45 From a Ministry of Defence perspective, the SRO for Ajax mentioned the additional cultural challenge of being an integrated military and civilian organisation and acknowledged that, for Ajax, it was very difficult for individuals to continually have the confidence to speak up. He explained how the MoD was working hard on this and recently commissioned a report on psychological safety in major programmes.46
Government Response Summary
The government agrees with the observation, noting the IPA already promotes a culture of psychological safety and learning through courses. The IPA will also review by June 2024 how to further improve transparency in government programs to encourage open and honest reporting of issues.
Government Response
Accepted in Part
HM Government
Accepted in Part
3.1 The government agrees with the Committee’s recommendation. Target implementation date: June 2024 3.2 The IPA works closely with project leaders across government to support a culture of continuous learning and provide opportunities for senior leaders to share lessons and exchange knowledge openly and transparently. It also runs courses for senior leaders and Ministers on how to create the conditions for success and a culture of psychological safety to ensure signs of underperformance are spotted and raised in good time. 3.3 The IPA will review how it can further address concerns regarding transparency across government programmes and projects, to help encourage open and honest working environments where team members feel able to share concerns and highlight risks and issues early. 3.4 The IPA provided further information in a letter to the Committee, issued alongside the publication of this Treasury Minute.