°Ç¸ç³Ô¹Ï

To:
Angus Gray, Senior Responsible Owner for theÌýConnect to WorkÌý(formerlyÌýUniversal Support)Ìýprogramme

From:
SirÌýPeter SchofieldÌýKCB, Permanent SecretaryÌýof theÌýDepartment for Work and Pensions;ÌýandÌýBecky Wood, Chief Executive Officer of theÌýNationalÌýInfrastructure andÌýService TransformationÌýAuthorityÌýand the Senior Accountable Officer for Project Delivery across Government

10 February 2026

Dear Angus

Appointment as Senior Responsible Owner for theÌýConnect to Work programme

We are writing to confirm yourÌýappointment as Senior Responsible Owner (SRO) of theÌýConnect to Work programme with effect from 19thÌýJune 2023. This letter sets out your responsibilities and the support you can expect from your department and theÌýNational Infrastructure and Service Transformation Authority.

´¡²õÌýSRO, you are directly accountable to me, as the Accounting Officer forÌýDWP, and are under the oversight of the Minister of State, Minister for Employment.Ìý

YourÌýprogramme forms part of the Departmental Change Portfolio, under the oversight of the Chair of theÌýDWPÌýChange Portfolio Board and is included in the Government Major Projects Portfolio (GMPP).Ìý

You have personal responsibility for the delivery of the Connect to Work programme and will be held accountable for the delivery of itsÌýobjectives, policyÌýintentÌýand outcomes. This encompasses securing and protecting its vision, ensuring that it is governed responsibly, reported on honestly, escalated appropriately and for influencing the context, culture, and operating environment of theÌýprogramme. You are also responsible for ensuring the ongoing viability of theÌýprogramme and recommending its pause or termination ifÌýappropriate. Where issues ariseÌýwhichÌýyou are unable to resolve, youÌýare responsible forÌýescalating these toÌýDWPÌýChange Portfolio Board and/or Investment Committee, which are both subcommittees of DWP Executive Team.

YouÌýremainÌýaccountable to Ministers, as set out in the Civil Service Code, and should deliver theÌýprogrammeÌýin accordance withÌýtheÌýobjectivesÌýand policy intent as set by Ministers.Ìý

In addition to your internal accountabilities,ÌýSROs for GMPP projects and programmes are personally accountable to Parliamentary Select Committees. This means that, from the date of this letter, you will be held personally accountable to and could be called by Select Committees to account for and explain the decisions and actions you have taken to deliver theÌýprogramme.

It is important to be clear that your accountability relates only to implementation, within the agreed terms in this letter; it will remain for the Minister to account for the relevant policy decisions and development.

More information on this is set out inÌýGiving Evidence to Select Committees - Guidance for Civil Servants, sometimes known as theÌýOsmotherlyÌýRules. Information on the roles and responsibilities of theÌýSROÌýare detailed inÌýGovernment Project Delivery’sÌýguidance onÌý.

You are expected to run yourÌýprogrammeÌýin accordance withÌýtheÌý, and the requirements ofÌýother functional standardsÌýasÌýrequired, which is mandated for government departments and arm’s length bodies to follow. You should also make yourself familiar withÌý,ÌýGovernment Project Delivery’sÌýcode of practice for project delivery, and any further guidance and requirements set byÌýDepartmental Change Portfolio Office.

Time commitment and tenureÌý

This role will require 50%Ìýof your time to enable effective delivery of the role and execute your responsibilities in full.Ìý

You are required to undertake this role until 31 March 2026 when activity will be handed over to business as usual. Progress towards this will be reflected in your personal objectives. Any changes to the agreed time commitment or tenure of the role, as set out above, will require both departmental and National Infrastructure and Service Transformation Authority consent.

Objectives and performance criteriaÌý

The policy intent supported by thisÌýprogramme is to meet an announcement in Spring Budget 2023 outlining measures to reduce labour market inactivity, which included Universal Support, now known as Connect to Work, a supported employment programme which will support disabled people, people with health conditions and people with additional barriers to employment into sustained work.Ìý

The Spring Budget announcement focused on inactive disabled people and those with health conditions being the primary target group for Connect to Work. Ministers subsequently agreed that disadvantaged groups should also be eligible for Connect to Work as the evidence suggests such support would be effective for them.

Any proposed changes to scope whichÌýimpactsÌýon this intent or the realisation of benefits must be authorised by the Accounting Officer, who may delegate his decision-making authority to eitherÌýDWP’s Investment Committee, or theÌýDWPÌýChange Portfolio Board and may be subject to further levels of approval.

The vision of theÌýprogramme is to move more of the inactive target groups (disabled people, people with health conditions and people withÌýadditionalÌýbarriers) into sustained work using evidence based supported employment models; and its objectives are to:Ìý

• Deliver a national supported employment model that enables participants from our inactive and in work target groups to enter or remain within sustained employment (288,000 individuals supported through a high-quality Supported Employment Fidelity model by the end of FY 2029 to 2030).Ìý

• Support local economic growth through the employment of people from across our target populations (7ppt of additionality is achieved (at a minimum) across the combined Connect to Work programme participant group).Ìý

• Contribute to a framework for effective, locally driven integrated employment support that can be sustained. Delivered by end point of programme – March 2030.Ìý

• Improve participant general health and wellbeing, including support to build strategies to manage their disability and barriers to work and gain financial independence. Delivered by end point of programme – March 2030.

Your personalÌýobjectivesÌýand performance criteria which relate to theÌýprogrammeÌýareÌýto:Ìý

• Provide leadership and direction to theÌýprogramme to ensure it delivers to its plan, manages the budget effectively, and realises the benefits in the business case.Ìý

• Chair theÌýprogrammeÌýboard and ensure that decisions are made in an effective andÌýtimelyÌýmanner.Ìý

• Manage relationships with senior internal and external stakeholders.Ìý

• Provide assurance to the Accounting Officer.

Extent and limit of accountabilityÌý

Finance and ControlsÌý

HM Treasury spending controls will apply on the basis set out within the department’s delegatedÌýspendingÌýauthority letter. Where theÌýprogrammeÌýexceeds the delegated authority set by HM Treasury, the Treasury Approval Point process will apply, and the details of each approval process must be agreed with your HM Treasury spending team. You should consult departmental finance colleagues on how to go about this.Ìý

You should note that where expenditure is considered novel, contentious, repercussive, or likely to result in costs to other parts of the public sector, HM Treasury approval will beÌýrequired, regardless of whether theÌýprogramme expenditure exceeds the delegated authority set by HM Treasury. If in doubt about whether approval isÌýrequiredÌýyou should, in the first instance, consult departmental finance colleagues before raising with the relevant HM Treasury spending team.Ìý

The overall estimated budget, resourcing requirements and tolerances for yourÌýprogramme will be agreed as part of the approval process. You will be expected to deliver within these tolerances and report quarterly on these as part of GMPP °ù±ð±è´Ç°ù³Ù¾±²Ô²µ.Ìý

You shouldÌýoperateÌýat all timesÌýwithin the rules set out inÌýManaging Public Money. In addition, you must be mindful of, and actÌýin accordance with, the specific HM Treasury delegated limits and Cabinet Office controls relevant toÌýthe Connect to Work programme.ÌýInformation on these controls can be found here:ÌýCabinet Office controls.

Delegated authorityÌý

You are authorised to:Ìý

• Approve total expenditure of £1,117 million for the whole life costs on the basis set out in your delegated spending authority.Ìý

• AgreeÌýprogrammeÌýrescheduling of agreed milestones, where slippage does notÌýimpactÌýonÌýsubsequentÌýkey milestones and deliverables. Any rescheduling that results in a material changeÌýand that would breach agreed tolerance levels must be taken to the Change Portfolio Board for approval.Ìý

• Recommend to Martin Hill as business owner and the programme board, Change PortfolioÌýBoardÌýand Investment Committee the need to either pause orÌýterminateÌýtheÌýprogramme where necessary andÌýin a timely manner.Ìý

• These authority limits are subject to change and other conditions or tolerances may be set as part of the business case approval and ongoing monitoring processes which you should thenÌýoperateÌýwithin.Ìý

Where issues arise which take you outside of these authority limits which you are unable to resolve, youÌýare responsible forÌýescalating these issues toÌýMartin Hill asÌýtheÌýbusiness ownerÌýand the Change Portfolio Board.

´¡±è±è´Ç¾±²Ô³Ù³¾±ð²Ô³Ù²õÌýÌý

You shouldÌýmaintainÌýtheÌýappointment of a full-timeÌýProgrammeÌýDirector to support you in the management of thisÌýprogrammeÌýand make otherÌýappointments asÌýrequiredÌýfor the control and delivery of yourÌýprogramme within your delegated authority.

Governance and assuranceÌý

You should pay attention to ensuring effective governance for yourÌýprogramme, including the establishment of aÌýprogrammeÌýboard withÌýappropriate membershipÌýand clear terms of reference.Ìý

As primary owner, you must ensure that theÌýprogramme secures business case approval from your programme board,ÌýDWPÌýInvestment Committee and Cabinet Office and HM Treasury. You should also ensure that theÌýprogrammeÌýremainsÌýaligned to the strategic outcomes, costs, timescales, and benefits in line with the approved business case as well asÌýmonitoringÌýthe context within which theÌýprogramme is being delivered to ensure itÌýremainsÌývalid.Ìý

Where a changeÌýimpactsÌýthe scope, costs, benefits, or planned delivery milestones agreed as part of an agreed business case, youÌýare responsible forÌýfollowing the agreed change request approval process and setting a new, approved, business case baseline.Ìý

You should ensure that anÌýaccountingÌýofficer assessment is completed alongside the approval of any updates to the Business Case and that this is published on °Ç¸ç³Ô¹Ï as part of the government’s transparency requirements on major projects. YouÌýare responsible forÌýbringing to the attention of theÌýAccountingÌýOfficer any material changes in theÌýprogramme which could require a new accounting officer assessment to be completed and published.ÌýGuidance on completing accounting officer assessmentsÌýfor major projects is available from HM Treasury.Ìý

Although you are directly accountable for thisÌýprogramme, you are also expected to support delivery of the department’s overall strategicÌýobjectives. This means that you are expected to work collaboratively with otherÌýSROs and project directors in adjacent projects and programmes and with the Departmental Change Portfolio Office and Chief Portfolio Officer to manage dependencies, resources, schedules, and funding to support delivery of the overall change the department needs to achieve its strategic objectives.Ìý

You should ensure thatÌýappropriateÌýand proportionate assurance is in place and agree on the level and frequency of assurance reviews through the maintenance of an integrated assurance and approvals plan. You should develop this plan and its maintenance in collaboration with the Departmental AssuranceÌýCoordinator and theÌýNationalÌýInfrastructure andÌýService TransformationÌýAuthority/your DCPO portfolio manager.

Programme status,ÌýreportingÌýand transparency requirementsÌý

TheÌýprogrammeÌýstatus at the date of yourÌýappointment is reflected in the most recent quarterly return on theÌýprogrammeÌýto theÌýNationalÌýInfrastructure andÌýService TransformationÌýAuthority and is the agreed position as you assume formal ownership of theÌýprogramme.Ìý

YouÌýare responsible forÌýensuring the honest andÌýtimelyÌýreporting on the position of theÌýprogramme to theÌýNational Infrastructure and Service Transformation AuthorityÌýwhile itÌýremainsÌýon the GMPPÌýand for providing reports and information to the Departmental Change Portfolio Office asÌýrequired. Reporting should include carbon measurement, and other sustainable development goalsÌýdemonstratingÌýevidence that theÌýprogrammeÌýcontributes to an overarching environmental strategy and is aligned with defined Net Zero pathways.ÌýInformation on theÌýprogramme will be published annually by theÌýNational Infrastructure and Service Transformation Authority.Ìý

As part of the government’s commitment to transparency on major infrastructure projects, youÌýare responsible forÌýpublishing on °Ç¸ç³Ô¹Ï:

• A summary of the accounting officer assessment completed in line with the approval of theÌýProgrammeÌýBusiness Case and summaries of anyÌýsubsequentÌýassessments should they beÌýrequired; andÌý

• A close out report after theÌýprogramme has completed.Ìý

Your Portfolio Manager in DCPO willÌýassistÌýyou through any publishing requirements.

·¡±¹²¹±ô³Ü²¹³Ù¾±´Ç²ÔÌý

Evaluation of major projects is a requirement. Given the scale and complexity of major projects, it is essential that they are evaluated properly to learn lessons and help ensure accountability. As anÌýSROÌýof a GMPP project, youÌýare responsible forÌýensuring that yourÌýprogramme has proportionate and suitably resourced evaluation in place. Evaluation planning should begin from the very start of the policy developmentÌýand the initiation of the programme or project. Progress with the development and implementation of evaluation plans will beÌýmonitoredÌýthrough the major project assurance process.Ìý

You are alsoÌýresponsibleÌýfor registering all planned,ÌýliveÌýand completed evaluations on the Government Evaluation Registry.ÌýGuidance on using the evaluation registryÌýis available on °Ç¸ç³Ô¹Ï.

Development and supportÌý

As a graduate of the Major Projects Leadership Academy, you are expected toÌýmaintainÌýyour continuing professional development as a project leader, including your status as an accredited assurance reviewer. ToÌýmaintainÌýyour accreditation, you willÌýbe requiredÌýtoÌýparticipateÌýin a review at least once every 12 months.Ìý

The department willÌýassistÌýyou in securing the necessary resources to support theÌýprogramme, and will set clear guidance,ÌýrequirementsÌýand standards, which align to theÌýGovernment Functional Standard onÌýProject Delivery,Ìýto enable good governance and effective delivery. You will be part of the department’s cohort of major project leaders who will be expected to support each other, share good practice andÌýlessons learned and to collectively develop solutions. You should liaise with the department’s Head of Profession for project delivery to discuss the maintenance and development of your delivery and leadership skills.Ìý

TheÌýNationalÌýInfrastructure andÌýService TransformationÌýAuthorityÌýand Government Project DeliveryÌýwill be available to you for support, advice, and assurance throughout theÌýprogramme’sÌýtime on the GMPP.ÌýGovernment Project Delivery’s suite of standards, guidance, tools,ÌýtemplatesÌýand services can be accessedÌýfromÌýÌýand we encourage you and your team to register for accounts.Ìý

Following approval of the business case and entry onto the Departmental Change Portfolio, theÌýDWPÌýChange Portfolio Board will provide ongoing oversight and support and will take steps to help resolve and escalate risks, issues or constraints that are acting as a blocker to successful delivery.Ìý

We would like to take this opportunity to wish you every success in your role asÌýSRO.Ìý

Yours sincerely,

Sir Peter Schofield KCB
Permanent Secretary, Department for Work and Pensions

Becky Wood
Chief Executive Officer,ÌýNationalÌýInfrastructure andÌýService TransformationÌýAuthorityÌý
Senior Accountable Officer for Project Delivery across Government

Confirmation of acceptance ofÌýappointment

I confirm that I accept theÌýappointment of Senior Responsible Owner for the Connect to Work programme, including my personal accountability for implementation, as set out in the letter above.

Angus Gray