Source · Select Committees · Public Accounts Committee
Recommendation 22
22
Accepted
Reset leaders require clear vision, critical skills, and resilience against external pressures.
Recommendation
As with a programme, those leading a reset, such as the SRO, need to have a clear vision shared with stakeholders alongside the skills and experience to critically examine a programme, motivate staff and contractors, and deal with external pressure.75 This was particularly important for resets as the SRO would need to help maintain focus on the decisions needed despite the likely heavy demands for information from those overseeing the programme.76 While SROs felt that continuity of SROs was a good thing, they stressed that it was important to have the right leader for the right moment.77 Although recognising a reset may lead to a change in SRO, we have previously commented on SROs moving off programmes too quickly.78 We were informed that the situation is improving, although heard about the challenges in encouraging SROs to stay in their role given a lack of pay incentives and the inflexibility of promotions meaning they potentially give up career opportunities.79 In terms of incentivising a continuity in SROs, the IPA told us it can now administer dedicated allowances in certain circumstances and, with minister 66 Qq 10, 68, 91 67 Q120 68 C&AG’s Report, para 28 69 Qq 14, 91–92 70 Q 70 71 Qq 96–97, 135 72 C&AG’s Report, para 28 73 Q 2 74 Qq 138–139 75 C&AG’s Report, para 29 76 Q 68 77 Qq 98–99 78 Qq 96, 98; Committee of Public Accounts, Lessons from major projects and programmes, Thirty-Ninth Report of Session 2019–21, HC 694, 29 January 2021 79 Qq 98–101 Resetting government programmes 15 support can agree specific milestones for SROs to stay in position.80 It also felt that an SRO, or a programme director plays a critical role in building the right team around them, particularly in terms of having the digital skills required.81 Impact of resets on programme risks
Government Response Summary
The government states the recommendation is implemented, citing existing initiatives like mandating SROs to the Major Projects Leadership Academy, approving pivotal role allowances for retention, and introducing a Project Delivery Accreditation scheme to develop skills and leadership capability.
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.