Recommendation 22

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