18: Skills
Ensure that Transformational Government program leaders have the skills needed to drive all aspects of the program. Other Information:
Implementing a Transformational Government program and establishing Brand-Led Service Delivery involves taking a holistic,
market-driven approach to service design and delivery, which in turn often requires new skills. Part of the responsibility
of Program Leadership is to ensure that program leaders have the skills needed to drive all aspects of the program. This focus
on skills has of course to be part of an effective HR Management discipline. Governments generally lack the key skills to
manage service development. Where they do exist there is often reliability on a small number of individuals with no continuity
plans in place for when those individuals are either absent for any reason or leave the team. We know that the full range
of business change, product and marketing management, program management, and technology skills needed to deliver transformational
change does not already exist in our organization. Many of the policy products required for the Transformational Government
program will take us into new territory and it is unlikely that we will all the skills necessary to develop these in-house.
The development of a Transformation Competency Framework is a good way of producing a taxonomy of the competencies required
to deliver ICT-enabled transformation, which should then be underpinned by tools enabling organizations to assess their competency
gaps and individuals to build their own personal development plans. Deployment of a formal competency framework such as [SFIA]
can be helpful in identifying and building the right skill sets. As an example see the UK’s eGovernment Competency Framework
which is available at www.civilservice.gov.uk/my-civil-service/networks/professional/it/framework.aspx . See also Policy Product
Management, Supplier Partnership and Critical Success Factors.
Indicator(s):
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