Functional Benefits 2025

Question 1

Analysis

Accepted Answer

We have supported members of the Function to provide good quality analysis through:

Organising Analysis in Government Month, with 35 sessions and 10,800 tickets booked.
We supported organisations to conduct assessments against the Analysis Function Standard, with twice as many ALBs completing the 23/24 assessment compared with 22/23.
Our guidance on Theory of Change had 4,100 active users in 23/24. We delivered a refreshed Technical Learning Curriculum with 1,900 views, increasing from 810 views in 22/23 and an updated learning pathway for non-analysts accessed by 2,100 users in 23/24. Our Resourcing Hub had 360 users during 23/24 following publication in August.

Question 2

Commercial

Accepted Answer

The Government Commercial Function (GCF) in 2023-24 made significant progress against its seven strategic objectives:

Departmental commercial teams realised an additional £800m savings compared with FY22/23 – totalling a saving of £3.75bn.
GCF demonstrated strong delivery against the required target of evaluating a minimum of 10% of tenders on their social value. This includes the creation of 3,000 full-time employment opportunities and 7,000 full-time training opportunities. Over £28m of opportunities were awarded to SMEs and £6m to voluntary, community or social enterprises.

Question 3

Counter Fraud

Accepted Answer

52% increase in detected fraud and error in 2021-22 (£823m), compared to £541m in 2020-21.
Of detected fraud, 45% related to COVID-19, and 55% related to departments’ “business-as-usual” work.
Detected fraud associated with COVID-19 increased 389% from £54m to £264m between 2020-21 and 2021-22.
£190m fraud and error recovered in 2021-2022, down 9% from £209m in 2020-2021.
N.B. All figures from prior to the establishment of the PSFA. All figures contain outliers - exceptional instances that we do not expect to occur again in the future.

Question 4

Project Delivery

Accepted Answer

This year’s Government Major Projects Portfolio (GMPP) comprises 227 projects with a total whole life cost of £834 billion. At the end of March 2024, 12% of projects were rated Red, representing £96.8 billion in costs. Amber projects form the majority. Challenges such as inflation and skills shortages have contributed to the Red ratings.
The project delivery function is building capability through programmes like the Major Projects Leadership Academy, which saw a 10% increase in the number of SROs who are graduates, and the Project Leadership Programme, which now has 1,800 graduates.
Progress has also been made in better understanding the workforce needs of the profession, in supporting efficient and mutually understood ways of working through The Teal Book, and in better preparing our function to utilise data and AI in delivery.
There has been progress in front-end loading, with SROs now spending more time on pre-delivery.
In April 2025, the IPA and the National Infrastructure Commission merged to form the National Infrastructure and Service Transformation Authority (NISTA). NISTA will continue to be the home of the function and profession.

Question 5

Property

Accepted Answer

The Government Property Strategy (GPS) committed to delivering £500m of property operating cost efficiencies in SR21.
Departments reported £194.8m property running cost efficiency savings in 2023-24 and £105.8m for 2022–23, together representing £300.6m of efficiencies against the commitment.
NHS Trusts/Foundation Trusts reported additional £117.4m and £246.2m of estates-related savings in 2022–23 and 2023–24 respectively.
The government estate generated £449.9m from 228 disposals in 2023–24. With the £1.1bn from disposals in 2022–23, this sees early achievement of the GPS commitment to raise £500m each year (a total of £1.5 bn) in SR21.

Analysis