Ian Watmore is the Government�s Chief Operating Officer based in the Cabinet Office.� His role is to support the Minister for the Cabinet Office and the Chief Secretary to the Treasury to implement the Government�s Efficiency and Reform agenda by driving major changes in the way the business of government operates.
The Government Chief Procurement Officer (CPO) is a new role that combines two previous roles - the Head of Procurement/Chair of Procurement Executive Board and the Chief Executive of Buying Solutions. It sits within the Efficiency and Reform Group (ERG), with a remit to drive process and delivery improvement and sustainable cost savings across all Government Departments in the key areas of procurement strategy & policy, centralised procurement, sourcing & category management, contract management and capability improvement, working closely and collaboratively with the Commercial Directors across Government, through a culture of collective accountability.
Leads the family team of the Strategy Unit and is also the SU�s chief analyst, supporting No10 and working with other government departments to secure the delivery of the government�s strategic objectives in these areas.
The Deputy Director of strategy leads the ERG strategy team, prioritising work to ensure short-term needs are met whilst developing longer-term strategies for delivering the Governments efficiency and reform agenda.
Responsible for delivering data, analysis and insight to the Cabinet Secretary, Ministers and senior leaders to support the Civil Service reform agenda and for leading the employee engagement programme across the Civil Service, including implementing a Civil Service-wide People Survey. UK representative on the OECD Public Governance Committee.
Joint lead on Big Society cross cutting strategic issues, including the restructuring of the office. This role worked in conjunction with Director Planning and Programme on devising, developing and implementing OCS restructuring plans. The Deputy Director also headed up work on finding new ways to change behaviour, on important aspects such as charitable giving.
Responsible for carrying out capability reviews of government departments to support the reform of the Civil Service; managing the annual appraisal process for Permanent Secretaries; managing the group�s corporate support functions.
To support delivery of the Prime Minister�s commitment on green government by driving the environmental efficiency of government operations and improving transparency on environmental performance. Working with DECC and departments to deliver 10% reductions in carbon emissions from central Government buildings in 12 months.
Leads on helping charities and social enterprises to thrive and grow through the provision of appropriate regulation and better support and advice. The team is responsible for Charity Law and is implementing the Charities Act 2006, in addition we are looking at ways to cut red tape for civil society organisations and how Government can make it easier to set up and run a voluntary group, charity or social enterprise. The team leads on infrastructure support, business support, strategic partners, British/Irish Council, skills, fundraising regulation and is responsible for National Exemption Holders (House to House collections). We provide support in briefing, visits and correspondence to Ministers and stakeholders.
Responsible for strategy for the Government Applications Store � bringing together Business Services across Government and making them available through a single source; Utilising cloud technology to promote re-use of business services across Government and moving to a �buy once, use many� model; Developing the shared services model to include IT infrastructure and wider business services
The Continuous Improvement team is responsible for creating a culture of Continuous Improvement across central government where all staff take responsibility for improving the service they provide to their customers. A key focus is the elimination of waste and duplication.
Deputy Director, G-Cloud, Data Centre Consolidation and Application Store Programme - The G-Cloud programme will radically transform the public sector ICT landscape with the introduction of utility style standardised ICT services based upon a shared cloud based ICT infrastructure. The role works across all 8 programme work streams managing the 50+ team of civil servants and industry volunteers to ensure a consistent approach to the G-Cloud. In addition, this role involves leading key aspects of the Programme, such as the Public Sector Communication plan and the FDP Programme for early proof of concepts for G-Cloud Services.
Improving individual and organisational capability for the Procurement and Programme and Project Management professions, and meeting the transparency commitments for procurement. Specific activities include developing and implementing a commercial skills strategy including recruitment and retention initiatives, learning and development, standards for the professions, organisational capability reviews for the procurement function; supporting the two heads of professions in the governance of the professions and delivering the Prime Minister�s three procurement and contracting transparency commitments.
Helping to deliver centralised commodity procurement by Government departments of common goods and services through centrally agreed contracting vehicles; actively working with departments and suppliers to aggregate volumes of spend in the Fleet, Energy and Travel categories, and identify solutions which offer the best value for money for Government.
Responsible for employee/industrial relations with the national Civil Service Trade Unions and a range of cross Civil Service employment policies, including management of the Civil Service Appeals Board.
Responsible for financial management and performance reporting in OGC and lead for OGC on corporate services issues. OGC�s Senior Information Risk Owner. Responsible for information management within OGC. Leadership of the team which manages the OGC commercial products.
Development and implementation of communications policy for the government communications profession, including efficiency and reform; and standards and propriety. Management, coordination �and governance of the government communications network.
Delivery of three key parts of the government estate transformation agenda: Overseeing the delivery of government targets on estate rationalisation, including the lease moratorium, delivering in-year value for money savings as well as cash savings towards the �6.2bn efficiency programme; development and delivery of the facilities management procurement category, overseeing the achievement of annual savings through improved procurement and use of FM on the government estate; Developing strategies that optimise the management and use of the central government estate as a focused corporate asset in readiness for the introduction of property vehicles.
Helping to deliver centralised commodity procurement by Government departments of common goods and services in the ICT and Office Solutions categories through centrally agreed contracting vehicles; actively working with departments and suppliers to aggregate volumes of spend in ICT hardware and the Office Solutions categories, and identify solutions which offer the best value for money for Government.
Deputy Director, ICT Strategy & Policy - � Developing the ICT moratorium and project review processes. Acting as the programme lead for the Efficiency and Reform Group overarching programme. Articulating and maintaining the ICT Strategy for Government, ensuring coalition policy objectives are met. Working with the Director of ICT Strategy and the Implementation Steering Group (ISG) in managing and measuring delivery performance and assuring local delivery of the strategy. Facilitating and contributing to future Government policy and ensure that ICT developments are reflected in new Government policy. Managing a small team to provide timely and effective support and advice to Cabinet Office Ministers on policy issues arising from the ICT Strategy for Government
Lead on development and conduct of all Major Project Assessment reviews, Major Projects Portfolio (MPP) Reporting, Assurance of Action Plans and development of Causes of Confidence. Project lead role on several major projects. Major Projects Review Group Lead on several major projects. Line management, coaching and mentoring of project professionals within OGC and departments.
Leads on embedding mutuals as efficient and resilient models of delivery of public services in the wider public sector and on developing policy to support commissioners to improve outcomes by shaping markets that encourage diversity of providers
Direction and development of effective governance, secure operation and managed enhancement of shared networks and services across the public sector, including Public Sector Flex, the Managed Telecommunications Service and the Government Secure Intranet (and interconnected networks). Introduction into service of governance and compliance processes and structures for the Public Sector Network Authority. Development of Common Desktop strategies.
Responsible for managing business relationships on behalf of No.10 and Cabinet Office, and for delivering priority Prime Minister and Deputy Prime Minister Every Business Commits policy initiatives, in partnership with business.
Policy and co-ordination of reward terms and policies for Civil Service pay, pensions and compensation (redundancy) terms insofar as they are not delegated to departments. HR aspects of the Transparency agenda and terms for very senior Civil Service posts. Ministerial pay, pensions and allowances (and parliamentary pensions until transferred to IPSA). Special Advisers' pay. Appointments to the Senior Salaries Review Body.
Leading a team responsible for UK implementation of the EU Public Procurement Directives and for representing the UK on public procurement at the World Trade Organisation, which promotes open markets beyond Europe. Leading work to promote small business opportunities in Government procurement, by streamlining procurement processes and making tender opportunities visible to small business. The team provides advice and publishes guidance to helpdepartments to procure and commission effectively and to pursue policy objectives such as voluntary-sector deployment, through procurement.
Helping to deliver centralised commodity procurement through best value for money commercial arrangements across a range of common categories of spend.� This includes delivering increased efficiencies in the way government procures common goods and services across the public sector buying landscape, encompassing its use of professional buying organisations and e-procurement tools, including e-Auctions.�
ERG: As part of the new Efficiency and Reform Group, helping to deliver increased efficiencies in the way Government procures common goods and services across the public sector buying landscape in the North West, by working with individual councils to identify scope for improved efficiency through procurement and with the North West Improvement & Efficiency Partnership on a regional strategy for procurement. NHS Cumbria: Facilitating the �Cockermouth Centre for the Third Age�, a community project supported by the NHS and the Third Sector (particularly Age UK) aimed at improving the health and well being of older people in Cockermouth and developing the business plan for a social enterprise to deliver services in support of this aim.
Lead the Government work to reduce the number and cost of public bodies ,including the forthcoming Public Bodies Bill; to lead cross-government engagement with public service trades unions and employers.
PSN Programme Director - Establish the policies, standards and processes which define the Public Sector Network and work with private sector suppliers and public sector consumens to ensure the delivery of the initial services Work with public sector organisations and procurement agencies to ensure the take-up of, and smooth transition to, the PSN across both central and local government and the realisation of benefits of approximately �500m per annum. Provide technical input to Information Assurance within the Office of the Government CIO and SIRO and the wider Cabinet Office.
Leads on promotion / development of social action and participation, including volunteering, charitable giving, community action and the development of neighbourhood groups. Includes development of several Big Society programmes including: The National Citizens Service, Community Organisers, Community First, and the Civic Service, In addition, lead on charitable giving and philanthropy policy, and other volunteering programmes for young people and adults.
The SISE team has a remit to help build the social investment market through stimulating investment (supply) and building the capacity of civil society organisations to access investment (demand) - through the Big Society Bank and through cross-government policy thinking. The team leads on social enterprise policy, culture change, and relations with the sector, embedding knowledge about social enterprise solutions into Big Society programmes. It oversees work on measuring social value, through 'social return on investment' and other mechanisms, contributing to public service reform and 'payment by results'. It manages a risk capital fund and the Futurebuilders loan book.
The Deputy Director for Strategic Communications works with policy leads across the department and No10 to develop and implement communications strategies to support the delivery of objectives. The role includes co-ordinating cross-government communications campaigns, involving multiple departments and communications disciplines, including events and visits, publications, stakeholder communications and social media. Key policy areas include civil service issues, efficiency and reform and political and constitutional reform. They are responsible for recruiting and developing staff in their team as well as establishing budgets and monitoring spend for their area.
Responsible for developing the strategy for the people aspects of Civil Service Reform; supporting the development of the next phase of Capability Reviews and providing ad hoc support to the Director General as required.
Leads on Big Society strategic issues that cut across the teams in Office for Civil Society and/or government departments and leads relationships with the VCSE sector. The team leads / coordinates Big Society actions across government, through supporting the relevant Cabinet Committees and the Cross Whitehall group on Big Society. The team is responsible for strategic policy development and analysis on cross-cutting issues, relationships with the VCSE sector, the Charity Act Review, the Transforming Local Infrastructure Fund, implementation of the Lord Hodgson Review and Ministerial and stakeholder correspondence and briefing
Commercial Portfolio Delivery: Leading on the realisation of savings identified through the first phase of the Commercial Portfolio work. Facilitating the ability of government to operate as a single customer to achieve better efficiencies and support the development of strategies to change the commercial landscape within which government operates.
Responsible for the talent management of the Top 200 civil servants, including appointments to this group. Supports the HoCS with performance management of permanent secretaries. Responsible for the Fast Stream.
Responsible for Capability Reviews of government departments, the Permanent Secretary appraisal process and measuring efficiency and performance; oversight of economic analysis and insight team; Programme director for the Next Generation HR Programme. Manager of group finances and business planning, and member of the Cabinet Office Finance and Investment Committee.
Responsible for the formulation of policy and workforce strategy affecting some 480,000 civil servants, encompassing: reward and remuneration; employment policy (terms and conditions of service); employee relations; health & well-being and Civil Service pension policy.
To manage the engagement with strategic suppliers on behalf of government. To develop and implement commercial strategies that lead to better, but lower cost services which also ensure that central government acts as an effective single client. On day-to-day basis, the role entails the leadership of teams of professionals who engage with industry and departments to deliver outputs in support of the objectives above. The role also requires the resolution of a series of strategic issues that arise in current and planned contractual arrangements between government and it's key suppliers.
The role includes acting as Deputy Government Chief Information Officer with overall responsibility for the formulation, development and communication of cross-Government ICT strategies and policies. This involves providing advice to Ministers on pan-government ICT issues and policy issues relating to the government�s use of ICT in areas such as Identity Assurance and Digital Delivery and leading implementation on elements of the Government�s drive to improve value for money of ICT infrastructure. Duties include chairing the ICT Category Board, co-chairing the ICT Strategy Implementation Steering Group, and leading delivery of pan-government ICT standards and architecture through the CTO Council. A key area is working with stakeholders and managing the interface between OGCIO and Industry through Intellect. The role also includes line management responsibilities for the IT Profession team and the strategy team responsible for Open Source, Open Standards and Re-use, Green ICT and lead senior official in OGCIO relationships with OECD and the EU.
Responsible for reforming Whitehall governance, in support to Lord Browne and the Minister for the Cabinet Office, to: ensure a substantial increase in the concentration of business expertise in Government through the appointment of Non-executive Directors in every Whitehall Department; improve the effectiveness of Boards in providing the strategic and operational leadership of each Department through working with the Non-executives and with the Permanent Secretaries on their new senior governance arrangements; and drive up performance in the delivery of Departmental business plans and support implementation of HMG�s policy reform agenda.
Leading the work of ERG on Major Projects. Responsibility for the Strategic Direction of Major Project control and the introduction of business systems to implement the key imperatives. Responsibility for the introduction of the Central Strategic Authority for control of Major Projects. Responsibility for implementation of Mandated Integrated Assurance Regime. Responsibility for introduction of new Transparency Report Regime. Responsibility for development and expansion of Major Projects Management capability.
The Director, Planning and Programme provides strategic advice to Ministers and No 10 on the role of civil society in building the Big Society and ensuring the Coalition Government's vision for building the Big Society is implemented right across Whitehall and beyond. It involves influencing OGDs' approach to devolving power to the people and driving change with key partners in the voluntary and community sector. The Director is the Senior Responsible Owner for implementation of OCS programme, and ensures timely delivery of the high profile innovative projects such as the National Citizens Service, community organisers, Community First grants, creation of a new form of social investment and the Big Society Bank
Leading the work of ERG on procurement policy and on improving commercial capability. Responsible for the development and application of UK public procurement policy. Leading a team of policy experts which represents the UK on public procurement at the European Commission and World Trade Organisation; transcribes EU Directives into UK regulations, promotes compliance and manages the UK�s response to any infractions brought against public authorities. Responsible for improving central government�s individual and organisational capability in procurement. Implementing commitments made by the Prime Minister on increasing transparency in Central Government procurement and contracting.
Responsible for implementing new ways of designing and developing systems using agile methods and skunkworks environments; increasing the drive towards open standards and open source software; changing the terrain for SMEs to enter the government marketplace; and maintaining a horizon scan of future technologies and methods
Overall responsibility and leadership for Operational Excellence including Transparency strategy and delivery; Shared Services strategy and roadmap for delivery; developing Continuous Improvement strategy and driving Department take up
The Cabinet Office Efficiency and Reform Group (ERG) now operates a Flexible Resourcing and Development model across its core structure. This model of working allows for a more flexible working environment by allocating staff to time-bound assignments to ensure we are best able to focus our resources to deliver our priorities, whilst still encouraging staff development in identified skills areas.
The Permanent Secretary, Government Communications leads a small team located in the Cabinet Office. Working closely with the Central Office of Information to ensure a strategic and consistent approach to communications, especially focussing on cross cutting issues. Head of Profession for the communication function across Whitehall