7 A unified approach
82. As part of this inquiry we have identified a
number of gaps in the Civil Service's current approach to skills
and made recommendations to address these. Given our remit to
consider the Civil Service as a single system, it is natural for
us to consider in this Chapter how these might also be drawn together
to ensure coherence and value for money.
83. Firstly, we have identified a need for a greater
focus on leadership training that is not purely reliant on 'learning
on the job'. Civil Service leaders need space for, and access
to, additional forms of learning to allow them to reflect on their
experiences, learn about new concepts of leadership, and experiment
with these. In this regard, John Manzoni's suggestion of establishing
a leadership academy is welcome.
84. Secondly, we have found that the Civil Service
needs to do a better job of learning from success and failure.
We therefore recommend that a new central Civil Service function
should be established, and provided with the right skills to carry
out this role. This function should seek out the most valuable
lessons being learned across the Civil Service, in addition to
the private sector and public sectors of other countries, and
feed them into the training of civil servants.
85. There are many synergies between these two recommendations.
Lessons learned across the Civil Service and private sector are
of greatest relevance to the leadership of the Civil Service.
And this leadership itself will have many lessons of its own to
share. The combination of these two functions into a single entity
is therefore a logical step. It will allow for the sharing of
lessons, greater coherence in the work of both functions, and
economies of scale.
86. Where should such a body sit? Given current Civil
Service learning provision, the most obvious answer is within
CSL. CSL reporting lines are split between the Cabinet Office
and the Home Office (where the organisation is physically located).
However, should CSL be combined with the two new functions above,
then the conglomeration of these three entities into a single
separate body is a further option to consider.
87. Providing such a new body with a permanent physical
base may also bring benefit to each of these functions. It would
provide the body with greater independence and visibility, making
it a more obvious receiver of lessons from across the Civil Service.
It would also respond to the concerns we have heard about the
detrimental impact of the current lack of a dedicated training
facility on skills provision.
88. Finally, we have also identified a need for clearer
leadership of the Civil Service's leadership development. As a
result we recommend that a single, accountable individual, visible
across the Civil Service, be made responsible for implementing
the Civil Service's aspirations to world-class leadership. Should
a new single body be created, then a clear reporting line between
this body and this person should also be considered.
89. We are not
calling for the National School of Government to be re-established.
We do however see a crucial and influential role for a new institution
which brings together all our recommendations and could serve
as a nucleus for other initiatives to promote Civil Service reform.
Any such body that might combine all of our recommendations should
aim to meet the Cabinet Office's objective of introducing greater
value for money to the Civil Service's skills provision.
90. We recommend that the National Audit Office
conducts a value for money study of CSL and to review the impact
it has had on Civil Service skills. As part of this work we also
recommend that the National Audit Office and subsequently the
Cabinet Office consider the costs and benefits that might be gained
from:
· Consolidating CSL with both:
· The proposed new leadership academy;
and
· The proposed new function for gathering
and disseminating lessons from mistakes and failure both inside
and outside the Civil Service
· Establishing these consolidated entities
into a single body, and providing it with permanent premises in
which training can be delivered.
· Providing this organisation with a
reporting line to the Chief Executive of the Civil Service whom
we recommend should be made clearly accountable for understanding
the current leadership skills development that is offered across
all departments, driving improvements in it and ensuring that
the approach is coherent, efficient and effective.
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