Source · Select Committees · Public Accounts Committee
Recommendation 20
20
Accepted
Programme governance arrangements must dynamically evolve throughout lifecycle, especially during and after resets.
Recommendation
Governance arrangements need to evolve throughout a programme lifecycle to reflect the risks and requirements at each stage. This includes both during and after a reset, so governance and approvals processes remain proportionate to the programme risks with skills, expertise and leadership brought in as required.65 The SRO for Crossrail told us how, when they reset the project in 2018, they worked to bring sponsors, such as DfT and 57 C&AG’s Report, para 21–22 58 Q 85 59 Qq 77–78 60 Qq 73–79 61 Qq 75, 95–96, 135; C&AG’s Report, The Ajax programme, Session 2021–22, HC 1142, 11 March 2022 62 C&AG’s Report, para 24 63 Q 2 64 Q 96 65 Qq 95, 120; C&AG’s Report, para 25 14 Resetting government programmes TfL, closer to the Crossrail board to create better conversations and share information. He reflected on whether they got the governance structure right, with the Department for Transport currently undertaking an exercise to identify lessons for project governance which they hope to publish in the summer.66 The IPA told us that it needs to sharpen its focus in the governance area.67
Government Response Summary
The government states the recommendation is implemented, detailing existing initiatives such as mandating SROs to undertake the Major Projects Leadership Academy, approving pivotal role allowances for retention, and introducing a Project Delivery Accreditation scheme to build capability and address resourcing gaps.
Government Response
Accepted
HM Government
Accepted
5.1 The government agrees with the Committee’s recommendation. Recommendation implemented 5.2 SROs of GMPP projects are mandated to undertake the IPA’s Major Projects Leadership Academy to help them build the skills to successfully lead their programmes. Adherence to this requirement is monitored by the IPA via the SRO letter of appointment, which also sets out the tenure the SRO agrees to discharge the role. 5.3 In 2021, HM Treasury and the Cabinet Office approved a bespoke pivotal role allowance arrangement to be administered by the IPA for SROs of projects in the GMPP, to support retention of experienced senior civil servants delivering the most challenging and complex projects across government. HM Treasury will continue to work closely with the Cabinet Office and the IPA to apply spending controls flexibly and ensure senior pay is set at an appropriate level to enable departments to recruit, retain and motivate the best people whilst ensuring value for money for the taxpayer. 5.4 In April 2022, the IPA also introduced the Government Project Delivery Accreditation scheme. This focuses on developing the required skills and experience to help address significant resourcing gaps and build stronger project delivery capability at all levels across departments, including in the critical area of major project leadership. 5.5 The IPA has set a target to accredit 2,000 individuals across government by March 2025, to include 10% of senior leaders working on GMPP programmes, approximately 75 in total. As of September 2023, more than 660 individuals had been accredited across all four levels and 43 at the senior and master practitioner levels.