Economist
Professional/ Specialist Skills Framework
Effective from April 2007
Page 1 of 21
ECONOMISTS PROFESSIONAL COMPETENCE FRAMEWORK
The Profession Competence Framework for the Government Economics Service (GES) is based
around:




entry requirements;
continuous professional development (CPD) requirements;
 with an economics ‘core’
PSG Core Skills; and
professional expertise.
Further details on the above items are given below.
Page 2 of 21
Overview of GES Professional Entry and CPD Standards
Entry via:
Entry
requirement:
qualification
Entry
requirement:
applied
economics
Entry
requirement:
PSG core skills
N/A
N/A
50 hours a year: identify and
fill gaps in the GES core of
economics
N/A
N/A
50 hours a year: identify and
fill gaps in the GES core of
economics
Temporary
Provisional
Assistant
Economist
Central
recruitment
2:1
Economics
OR
OR
(51 week
contract)
Departmental MSc
recruitment
Economics (if
1st degree
2:2, or other
subject)
Economics
2:1
Fast Stream
Economics
former DCA
Span 5
Assistant
Economist
Faststreamer
CPD:
Economics
CPD:
Other (50 hours)
including career grouping
expertise relevant to current
post (see below)
Not specified by GES
Fast Stream Development
OR
MSc
Economics (if
1st degree
2:2, or other
subject)
Page 3 of 21
Economic
Adviser
Central
recruitment
2:1
Economics
Former DCA
Spans 8 or 9
OR
OR
Departmental MSc
recruitment
Economics (if
1st degree
2:2, or other
subject)
Substantial
proven
competence in
applied
economics as a
professional
economist
People
Management
Financial
Management
Project &
Programme
Management
50 hours a year: identify and
fill gaps in the GES core of
economics plus acquire or
maintain the equivalent of a
post-graduate level of
competence in an economic
specialism determined by
the relevant government
department
Analysis & Use of
Evidence
Awareness of the
Professional Expertise for
Operational Delivery Staff
at G7
OR
the Professional Expertise
for Policy Delivery Staff at
G7
OR
the relevant Corporate
Services framework
SCS
Economist
Departmental 2:1
recruitment
Economics
OR
MSc
Economics (if
1st degree
2:2, or other
subject)
Very
substantial
proven
competence in
applied
economics as a
professional
economist
People
Management
Financial
Management
Project &
Programme
Management
50 hours a year: identify and
fill gaps in the GES core of
economics plus maintain the
equivalent of a postgraduate level of
competence in an economic
specialism determined by
the relevant government
department
Professional Expertise for
Operational Delivery Staff
at SCS PB1
OR
Professional Expertise for
Policy Delivery Staff at SCS
PB1
OR
the relevant Corporate
Services framework
Analysis & Use of
Evidence
Strategic
Thinking
Communications
& Marketing
Page 4 of 21
Summary of GES Recruitment and CPD standards
Recruitment standards
All members, for entry, must have a 2.1 honours bachelors degree (or international equivalent) with
at least 50 per cent of economics in the two final years (or equivalent); or a Post Graduate Diploma
(or equivalent) or a Masters degree in economics, including a substantial amount of taught macro
and microeconomics.
Temporary Assistant Economic Assistant candidates recruited by the central GES team will have
had achieved a just failed on the GES Economic Assessment Centre, and so will not have been
allowed to progress to the Faststream Assessment Centre. There is no central GES guidance for
departmental recruiting of Temporary Provisional Assistant Economists. The Economics and
Statistics Division, when recruiting directly for Temporary Assistant Economic Assistants has
required successful candidates to meet former DCA Competencies 1 through 5 at Level One
(which appear to be at a lower level than the equivalent Faststream Competences), and Specialist
Skills (former DCA Competence 7) at the same level as the GES Assistant Economist Recruitment
Standards for Economics. These posts are considered developmental, and are only offered for 51
weeks. For a permanent post as an Economic Assistant, Temporary Provisional Assistant
Economists must successfully meet the same competencies as Economic Assistants. Note: The
GES recruitment standards in Economics for Temporary Provisional Assistant Economists are
lower than the standards that have been applied by the Economics and Statistics Division at the
former DCA. However, all Temporary Provisional Assistant Economists that have been recruited
directly by the former DCA have gone on to successfully sit the Economics Faststream, whereas
this has not been the case for Temporary Provisional Assistant Economists at the former DCA who
have come to us via central GES recruitment.
Economic Assistant candidates must meet the competences set out for the GES Economic
Assessment Centre and the Fast Stream Assessment Centre.
Economic Adviser candidates must demonstrate substantial proven competence in applied
economics as a professional economist. They must show that they have engaged in effective CPD
to maintain their competence in the GES Core Economics Knowledge, that they have the GES
Core Economics Skills, and that they are capable of a post- graduate level of competence in
applied economics. They must also demonstrate that they are capable of meeting the PSG Grade
7 core skills requirements.
SCS economist candidates must demonstrate very substantial proven competence in applied
economics as a professional economist. They must show that: they have engaged in effective
CPD to maintain their competence in the GES Core Economics Knowledge; they can demonstrate
the equivalent of a post-graduate level of competence1 in applied economics; they have the GES
Core Economics Skills; they meet the GES SCS economics competences. They must also meet
the PSG SCS core skills requirements, and provide evidence of experience in more than one of the
three areas of government activity (corporate services delivery, operational delivery and policy
delivery).
CPD standards
Every member of the GES is expected to maintain the GES Economics Core Knowledge and
Skills. At any point in time, everyone will have gaps in their knowledge and so this core is used to
guide continuous professional development. To maintain these competences the GES guideline for
CPD is 100 hours overall with at least 50 hours on economics.
Note that ‘equivalent’ may be through experience or through completing appropriate GES Approved programmes (e.g.
GES Advanced/Specialist ‘M-Level’). DfID requires a Masters qualification for entry, but there is no general GES
requirement for a formal post-graduate award.
1
Page 5 of 21
Economic Advisers and above are also expected to gain or maintain the equivalent of a postgraduate level of competence in an economics specialism determined by the relevant government
department(s). It is good practice for departments to publish and maintain an appropriate syllabus.
Advisors will be expected to continue to develop the PSG core skills (G7), addressing any
development needs, and to develop an awareness of the professional framework relating to the
area of government activity where their post is located. The Professional Expertise for Policy
Delivery Staff G7 framework and the Professional Expertise for Operational Delivery Staff G7
framework can be found further below. The skills highlighted by shading are of particular
importance. If the post is in Corporate Services delivery, the adviser should refer to the relevant
professional framework.
SCS economists are expected to maintain 50 hours economics CPD a year, and to continue to
develop the PSG SCS core skills. They are also expected to acquire all the skills in the
professional framework relevant to the area of government activity where their post is located. The
Professional Expertise for Policy Delivery Staff SCS framework and the Professional Expertise for
Operational Delivery Staff SCS framework can be found on pages 11 and 13 respectively. If the
post is in Corporate Services delivery, the adviser should refer to the relevant professional
framework. Due to GES requirements, some SCS economists may take longer than their policy
colleagues to acquire the full set of skills.
Page 6 of 21
The GES Economics Core
This core was developed from the QAA Subject Benchmarks for Economics to form the GES
threshold of competence in economics2.
Core Economics: Knowledge
This is listed in, and maintained by, the GES Core Economics ‘Update and Refresher’ syllabuses
(H-Level): http://members.ges.gov.uk/resources/207516/refresher_syllabus.pdf (accessible only by
GES members)
There are five core areas:
Macroeconomics
Microeconomics
EU and International Economics
Econometrics and Data
Effective Communication for Economists
Core Economics: Skills
GES members need to demonstrate that they:







keep abreast of developments in economic theory & practice and can briefly describe different
methodological approaches
identify opportunities for economic analysis to make a contribution to policy development and
appraisal
can select and apply appropriate economic concepts, use model-based argument and other
standard techniques to address issues and problems.
apply economics to offer workable solutions, taking into account opportunity cost and impact
assessment; incentives; the specific context of policy advice, diversity and distributional
implications.
assess the reliability and relevance of evidence and give objective evidence-based advice
are able to synthesise technical papers
communicate complex technical ideas and arguments in ways which non-economists can
readily understand
Guidelines on using Government Economic Service Continuous Professional Development
(CPD) Summary Records
The GES recommended guidelines relating to the use of GES CPD records are:
For GES Trawl posts, a GES member’s signed GES CPD Summary Record should be included as
part of the documentation to be submitted. From June 2007 this will be for the past two years, as is
usual for signed performance appraisals (except of course where less than this time has been
served in the GES).
GES CPD Summary Records are to be used as qualitative information only; more hours of CPD
does not mean more CPD. The relevant criterion is the ability to show that one has learnt from
CPD. The CPD Summary Record is ‘merely’ to inform the interview process and to assist the panel
in reaching a judgment on a candidate’s potential for the post in terms of knowledge and
application of economics.
Where GES economists are competing with non-GES members for posts the latter should not be
disadvantaged by not having submitted a GES CPD Summary. But, where CPD is to be weighed
by a panel in reaching its judgment, the GES Summary Record may be used as evidence
2
See http://www.qaa.ac.uk/academicinfrastructure/benchmark/honours/economics.asp
Page 7 of 21
(according to the criterion above of being able to show learning), as might other forms of evidence
for all candidates.
Page 8 of 21
Assistant Economist Recruitment Standards
Economics
The three criteria used for the GES Economic Assessment Centre (EAC) Fast Stream recruitment
are ‘Knowledge, Application and Communication’ of economics.
Knowledge is broadly what a UK honours graduate majoring in economics should know3. All
candidates should have access to the GES core syllabuses and can expect questions from any
part of these syllabuses.
Application is the identification of the relevant economics and its effective use in elucidating real
world issues and evaluating the policy options.
Communication requires good use of English and is particularly focused on the candidate’s
potential for explaining economic outcomes to non-economists.
For a complete specification of the EAC recruitment criteria see the EAC Handbook.
Non-Economic Skills
The Cabinet Office Fast Stream Assessment Team sets the non-economic competences that are
required by all fast stream recruits. These are:
Drive for results
How you plan and prioritise, your ability to solve problems and how you deal with setbacks
Learning and improving
How you learn from your experiences, your adaptability, and how you seek to improve your
performance
Decision-making
Your ability to analyse, to think critically, to take decisions and give advice
Constructive thinking
Your ability to think creatively and to develop innovative solutions
Building productive relationships
Your ability to build productive relationships and achieve goals through these relationships
Communicating with impact
Your ability as a communicator, to influence and negotiate
3
This is based on the QAA Subject Benchmarks for Higher Education, see paragraph 5 of the GES Learning
and Development Framework below, and assuming at least 50 per cent of time spent studying economics
after the first year of a degree.
Page 9 of 21
Economic Adviser (Grade 7 or 6) Recruitment Standards
Economics
GES Economics Core Knowledge:
 Macroeconomics
 Microeconomics
 EU and International Economics
 Econometrics and Data
 Effective Communication for Economists
GES Economics Core Skills:
You will need to demonstrate that you:
 keep abreast of developments in economic theory & practice and can briefly describe different
methodological approaches
 identify opportunities for economic analysis to make a contribution to policy development and
appraisal
 can select and apply appropriate economic concepts, use model-based argument and other
standard techniques to address issues and problems
 apply economics to offer workable solutions, taking into account opportunity cost and impact
assessment; incentives; the specific context of policy advice, diversity and distributional
implications
 assess the reliability and relevance of evidence and give objective evidence-based advice
 are able to synthesise technical papers
 communicate complex technical ideas and arguments in ways which non-economists can
readily understand
Post-graduate capability
Candidates must demonstrate that they are capable of a post- graduate level of competence in any
area of applied economics.
PSG Core Skills
Candidates must demonstrate that they are capable of meeting the PSG core skills:
Analysis & use of evidence
Financial management
People management
Programme & project management
Page 10 of 21
SCS Economist Recruitment Standards
Economics
GES Economics Core Knowledge and Skills
A post-graduate level of competence in applied economics (if a department wishes to specify
certain areas of economics for a particular post this must be made clear to candidates from the
outset)
plus
Management of professional economists:
 sets direction for economists in team
 supports economists’ Continuous Professional Development, and leads by example
Management of economics work
 sets direction for economics work programmes
 provides quality control and constructive feedback
 provides technical input as required
Strategic use of economics
 applies knowledge of economics to influence the strategy of the department
 links output of research programmes to policy outcomes
 uses economics to challenge constructively
Communication of economics
 is able to synthesise and present technical arguments from a range of sources both verbally
and in succinct prose
PSG SCS Core Skills
Analysis & use of evidence
Financial management
People management
Programme & project management
Communication & Marketing
Strategic thinking
PSG Wider Experience
experience in more than one of the three areas of government activity:
 corporate services delivery
 operational delivery
 policy delivery
SCS Leadership Qualities
 Capability
 Direction
 Integrity
 Results
Page 11 of 21
PSG Core Skills For All Staff at Grade 7
People Management
Financial
Management
Understands and
communicates the
organisation’s
priorities, and ensures
people’s objectives are
aligned with them
Can describe the
organisation’s
business model and
identify own
contribution to its
financial objectives
Coaches & develops
individuals, & manages
own development
Ensures personal
delivery against plan,
and forecasts
accurately. Sets and
influences stretching
targets for improving
the value achieved
from resource inputs
(people, budget and
assets).
Works confidently with
financial data when
making decisions:
interpret trends, issues
and risks in routine
and, where
appropriate,
investment appraisals.
Leads by example
when incurring
expenditure and
managing business
relationships and risks.
Promotes and
enforces appropriate
business rules.
Engages with finance
experts, and knows
when to provide them
with routine or
exceptional
information
Employs a range of
appropriate techniques
to promote equality of
opportunity and
diversity
Recognises and
rewards good
performance, & tackles
poor performance
Knows how and when
to engage with HR
experts in tackling
people issues
Project and
Programme
Management
Understands and uses
PPM techniques,
including risk
management,
Analysis and Use of
Evidence
Identifies and uses
various sources of
evidence [and
feedback] to support
outputs
Understands and
contributes to
definition and delivery
of programme benefits
and business case
development
Understands the
validity, relevance and
limitations of different
sources of evidence
Plans and delivers
strong relationships
with stakeholders
ensuring that the
organization is a
respected customer
and provider
Uses evidence to
evaluate policies,
projects &
programmes
Understands the
purpose and use of
Peer and OGC
Gateway Reviews™
Understands and can
interpret the most
commonly used
methods for
summarising data
Engages with PPM
experts, and, in
acquisition projects,
procurement /
commercial experts
Engages with
relevant experts to
gather and evaluate
evidence
Page 12 of 21
PSG Core Skills For All Staff At SCS PB1
People
Management
Financial
Management
Develops
team
capability in
line with
business plan
and
organisational
vision
Influences the
organisation’s
business
model and is
adept at
communicatin
g it to internal
and external
audiences.
Coaches &
develops
individuals
and teams for
high
performance
Plans, agrees
& monitors the
delivery of
stretching
targets.
Identifies &
implements
innovative
ways to
improve
efficiency &
effectiveness
in the use of
resource &
assets.
Champions
equality &
diversity, &
promotes best
practice
Interprets a
wide range of
financial
information
(including
corporate
financial
reports) to
make
management
decisions.
Competent
when
approving
investment
appraisals.
Provides
assurance to
Manages
change
Project and
Programme
Management
Takes
responsibility
for definition &
successful
delivery of
programme
benefits
through cost
effective
measurement
processes.
Can oversee
development
& delivery of a
viable
business
case.
Anticipates,
manages and
monitors
programme /
project risks,
including by
using market
knowledge
and networks
Analysis and
Use of
Evidence
Predicts and
secures
appropriate
evidence as a
basis for
decisions,
including
testing for
deliverability
and preparing
for evaluation
Strategic
Thinking
Comms &
Marketing
Understands
can explain
Ministry’s
strategy and
priorities.
Uses
communicatio
ns and
marketing to
put the citizen
at the heart of
policy
development
and
operations.
Links
evidence with
specific
outputs to
challenge
decisionmaking, and
identifies
ways to
improve its
quality & use
Understands
and uses
cross
departmental
customer
segmentation,
identifies
consumer/citiz
en needs and
understands
the range of
communicatio
n channels
Ensures
effective
communicatio
ns with
stakeholders
Champions
use of a
variety of tools
in collecting
and analysing
evidence,
balancing
needs and
concerns of
users and
suppliers
Understands
govt.
priorities,
wider policy
environment &
institutional
constraints.
Translates
overall
strategic
direction of
Dept & Govt
as a whole
into effective
delivery of
own work
area
Identifies,
understands
and takes
account of key
strategic
drivers
affecting the
delivery
system,
including the
potential
impact of ICT
Ensures OGC
Gateway™
Ensures
deployment of
Understands
and deploys a
Understands
the wider
Aligns policy
and delivery
with clear
communicatio
ns objectives
and
measurement
criteria
Page 13 of 21
effectively
identifying
resistance,
building
engagement
&
involvement,
& rewarding
innovation.
Works in
partnership
with HR
experts to
achieve
organisation’s
goals
the Board on
the
achievement
of the highest
standards of
internal
controls &
public sector
governance.
Works in
partnership
with finance
experts to
achieve
organisation’s
goals
reviews are
commissioned
and
contributed
evidence is
consistent
with wider
government
requirements
range of
strategic
analysis tools
ministerial and
communicatio
ns agenda
across the
Ministry and
Government
Works in
partnership
with PPM
experts to
achieve
organisation’s
goals
Works in
partnership
with a wide
range of
analytical
experts to
achieve
organisation’s
goals
Works in
partnership
with internal
and external
strategy
experts to
achieve
organisation’s
goals
Works in
partnership
with
communicatio
ns and
marketing
experts to
achieve
organisation’s
goals
Page 14 of 21
Professional Expertise for Policy Delivery Staff at G7
Policy Design
Policy Delivery
Build a team with
appropriate skills
and interdisciplinary
working and
involve relevant
expert individuals
and
organisations in
policy design,
including those
with expertise in
delivery
Design policies
that take account
of legal
environment, EU
considerations,
and guidance on
policy/regulatory
appraisal
including
effective
anticipation of
risk
Demonstrate an
understanding of
parliamentary
process , public
accountability,
and the roles of
ministers and
civil servants
Know who the
customers are
and their
concerns
Ensure policies,
programmes and
services stay on
track and
delivered desired
outcomes
efficiently
Understand
delivery
mechanisms and
demonstrate
awareness of
what is effective
in delivering
policy outcomes
on the ground
Provide advice
on the
presentation and
implementation
of policies that is
consistent with
the principles
and mechanisms
of accountability
Develop
innovative, but
realistic delivery
plans (in line with
RIA
requirements)
Partnership
Working &
Stakeholder
Management
Ensure my team
understand and
anticipate the needs
of ministers. Influence
effectively, as
appropriate, at EU
level.
Strategy
(G7 only)
Sector
Knowledge
Create
strategy
using
evidence
based best
practice.
Keep up to date
with
developments
that affect the
sector and
anticipate what
may affect it in
future
Ensure my team
knows how to engage
effectively with
partners /
stakeholders,
understands their
needs and aspirations
and develops
appropriate solutions
/ improvements.
Creative use of
communication
mechanisms to
inform, consult, and
influence partners/
stakeholders
Develop and
encourage
relationships between
individuals, teams
and business units
inside in my
organisation and
beyond. Know how
and when to
contribute to cross
cutting work
Use and test
new
strategic
tools and
frameworks
Understand
regulatory and
other policy
impacts in my
area
Understand
the wider
strategic
environment
and make
appropriate
resource
decisions
Constructive
ly challenge
existing
strategies
Page 15 of 21
Generate a
range of policy
options and
appraise them
based on the
evidence
Produce
influential advice
and briefing
Apply
lessons
learned from
success and
failure
Page 16 of 21
Professional Expertise For Policy Delivery Staff at SCS PB1
Policy Design
Policy Delivery
Partnership Working
& Stakeholder
Management
Work with ministers
and their private
offices to ensure
policy meets their
expectations
Sector Knowledge
Steer the design of a
range of policies
taking account of legal
environment, EU
considerations, and
guidance on
policy/regulatory
appraisal
Ensure staff
understand
parliamentary process
and the roles of
ministers and civil
servants. Influence
effectively, as
appropriate, at EU
level.
Confirm that advice,
recommendations and
actions within my area
of responsibility take
account of what is
effective in delivering
policy outcomes on
the ground
Explain the delivery
mechanisms for
policies and how they
fit with those
elsewhere in the
organisation and
beyond
Facilitate relationships
with a range of people
across government,
the wider public sector
and the EU who will or
may be affected by
issues within my area,
and ensure effective
engagement at EU
level.
Demonstrate an
awareness of other
strategies being
delivered in the sector
and identify
opportunities to work
together
Ensure that teams
within my area of
responsibility have the
ability to create a
range of policy
options and know how
to evaluate them,
based on the
evidence
Propose realistic,
innovative and
evidence based ways
to deliver new
objectives effectively;
in line with RIA
requirements
Develop and
encourage
relationships between
individuals, teams and
business units inside
in my organisation
and beyond. Know
how and when to
contribute to cross
cutting work
Identify the different
strands of knowledge
and expertise that
need to be drawn on
in addressing issues
in my sector.
Apply lessons learned
from success and
failure across different
policy areas
See delivery as an
integrated part of
policy development
and ensure my team
work effectively with
all parts of the
delivery chain
Set clear expectations
of my team to
proactively engage,
support and develop
relationships with
partners/stakeholders
Ensure that my team
identified and
anticipates risks in
devising policies
Lead the work to
ensure policies,
programmes and
services stay on track
and, where possible,
constantly improve
Build and use external
networks and media
to champion
departmental or
Agency services and
successes
Identify areas that
need cross-cutting
work and develop
effective solutions
Page 17 of 21
Ensure the
establishment of interdisciplinary teams
with appropriate mix
of skills
Ensure that there is
an effective
relationship with
delivery partners to
monitor delivery
Page 18 of 21
Professional Expertise For Operational Delivery Staff at G7
Customer
Service
Champion
customer service
within team,
describing what
the future looks
like in terms of
service
improvements
and
modernisation
Regularly meet
with customers
(and relevant
staff) to
understand their
needs at a local
level and raise
awareness of
products and
services
Identify
opportunities for
service
improvements to
take account of
customer needs
Share and
implement
customer service
best practice with
internal and
external peers
Meet agreed
performance
standards for
customer
services
Partnership
Working &
Stakeholder
Management
Ensure my team
understands
partner/stakehold
er needs and
aspirations and
develops
appropriate
solutions/
improvements
Organisational
Performance
Management
Change
Management
Information and
Communication
s Technology
Understand the
strategic
environment in
which the service
is delivered
Am open to
department
change initiatives
and encourage
team to embrace
and contribute
where possible
Understand
drivers and
constraints for
successful IT
delivery.
Develop and
encourage
relationships
between
individuals,
teams and
business units
inside in my
organisation
Identify
information
needs and,
where possible,
ensure systems
are in place to
deliver it
Evaluate the
impact of
changes on the
business, current
processes and
systems
Make business
and efficiency
improvements
through use of IT
Raise difficult
issues with
partners/stakehol
ders with a view
to positive
resolution.
Structure
business unit to
deliver key
objectives and
obtain and
allocate
resources
Implement
changes
successfully – on
time and on
budget
Develop and use
a variety of
communication
mechanisms to
inform and
consult and
influence
partners/
stakeholders
Ensure
operational
continuity and
resilience
through effective
risk management
Support my team
through periods
of change,
overcoming any
resistance
Broadly
understand the
whole life cost of
IT, including
those costs
relating to
ongoing
operation of
systems and
possible future
infrastructure
enhancements
Identify and
manage
business change
activities required
to support the
successful
implementation
of new or
changed IT
solutions
Set targets for
delivery and
ensure team’s
delivery against
them, in excess
of targets where
possible
Manage delivery
of internal
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Customer
Service
Partnership
Working &
Stakeholder
Management
Organisational
Performance
Management
Change
Management
Information and
Communication
s Technology
projects,
ensuring delivery
to plan and
budget
Page 20 of 21
Professional Expertise for Operational Delivery Staff at SCS PB1
Customer Service
Implement systematic
customer feedback
processes and act on
feedback to ensure
systems and
standards meet
customer needs
Deliver first class
customer service
characterised by
standards set in
Chartermark [or
equivalent]
Develop strategies for
ensuring widespread
understanding of
product/service
Partnership Working
& Stakeholder
Management
Set clear expectations
of my team, and
support them, to
proactively engage,
support and develop
relationships with
partners/stakeholders
Provide ministers with
realistic advice about
the likely
consequences of
policy proposals
Performance
Management –
Organisational
Promote a culture of
delivery across the
organisation, seeking
and using best
practice from other
organisations
Information and
Communications
Technology
Use knowledge of
technology and
industry trends to
make informed
decisions
Make use of
organisational
knowledge and
interpret information
to identify trends and
set delivery strategy
Develop
organisational
structure and
accountabilities to
support delivery
agenda and remove
obstacles to crossboundary working
Effectively perform the
role of senior
responsible officer or
sponsor for ICT
projects
Build and use external
networks and media
to champion
departmental or
Agency services and
successes
Develop and agree
the resource horizon
through SR
negotiations
Where appropriate,
develop knowledge
management
systems/
departmental intranet
systems to support
performance and
change management
Manage stakeholder
expectations
Ensure organisational
business continuity
and resilience through
effective risk
management
Ensure teams
understand and use
risk, issue and quality
management
processes
Accept accountability
for delivery of portfolio
of workstreams and
empower workstream
owners to deliver
Champion partner
concerns within my
organisation and
champion our
concerns with
partners
Identify situations in
which outsourcing of a
business or IT
function might be
appropriate and
provide high-level
management of
outsourcing process
and/or manage the
selection process for
external vendors
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