Source · Select Committees · Public Accounts Committee
Recommendation 21
21
Accepted
Cultural change represents the hardest aspect of DWP's service transformation programmes.
Conclusion
DWP acknowledged that cultural change can be the hardest part of any transformation programme. It told us that this requires leadership to help people understand the change that is coming, why the change is a good 35 Qq 19-20 36 C&AG’s Report (customer service), paras 2.2, 2.3 37 Q 25 38 C&AG’s Report (customer service), paras 3.10, 3.11 39 C&AG’s Report (customer service), para 3.17 40 Q 30 12 thing and how they have a part to play in making the change. DWP said it took comfort from its wider experience of delivering service transformation, such as on UC where it had moved staff away from relatively low–grade paper-based processing into more interesting customer-facing work.41
Government Response Summary
The government states it is already fostering cultural change through enhanced behaviours, skills, and support, monitoring progress via People Survey indicators and a Service Maturity Framework, and adhering to a Risk Management Framework for change programmes.
Government Response
Accepted
HM Government
Accepted
4.1 The government agrees with the Committee’s recommendation. Recommendation implemented 4.2 The department recognises that successful service modernisation requires long-term, genuine systemic and organisational culture change. It is fostering a cultural shift by enhancing behaviours, skills, and support to deliver high-quality customer experiences, promoting innovative solutions that improve outcomes and public service delivery. 4.3 The department monitors progress using various tools. It tracks performance against People Survey indicators to assess positive culture change. For example, it monitors perceptions of change management and innovation driven by customer experience. Improvements were made in 2024, with results above the Civil Service benchmark. 4.4 Equipping staff to adapt is crucial for culture change. The department utilises wider colleague insight to monitor and act on feedback. Its Customer Experience research also ensures that direct feedback from customers is heard and used to inform improvements to customer services. 4.5 The department’s change programmes adhere to a Risk Management Framework, recognising and managing risks related to cultural change. For instance, a key risk identified by the Service Modernisation Programme (SMP) is the potential failure to achieve necessary behavioural changes to land change successfully. This risk is mitigated by the provision of change champions within modernisation areas who facilitate two-way communication between programmes and front-line staff. 4.6 The SMP has also developed a Service Maturity Framework for services in its scope, which is a key performance measurement and assesses maturity levels in areas such as culture and leadership, identifying gaps to focus on. 4.7 Additionally, initiatives like the Change Management Community of Practice, co-chaired by SMP, support cultural change across the department by driving change management improvements and supporting colleagues throughout its change community.