Empowering project managers across Whitehall

Every year, civil servants are tasked with delivering some of the UK’s most ambitious and transformative projects. Even a very quick scan of the Major Projects Authority (MPA’s) second annual report, published today, would leave you in little doubt of …

A tale of two women – how two part-timers became a job-split

When the Government Office network was abolished, and we both applied for the same position in the newly created Local Intelligence Team in the office of Civil Society (Cabinet Office), we were offered the post on a job-share basis. We are part of a team of 9, with 1 colleague based in each of the other 7 English regions and we have an outward facing role, engaging with stakeholders from voluntary and community sector organisations, local authorities and business across the whole of the South West.

The ambassadorial job share

My husband and I have been job-sharing the role of Ambassador in Armenia for the past two years. We decided to use the format pioneered by the first couple to job-share the head of post role – four months on/off – and have found this has worked very well, for us, for the Embassy team and for our wider external contacts. It is a long enough period to see a lot of decisions/ business through and to (re)establish yourself as the person in the hot seat; but it is not so long that you lose touch with the key issues or the key people.

A paper-free existence in the Crown Prosecution Service

Anyone going into any courtroom three years ago would have seen prosecutors with a stack of files on the bench, and similarly the shelves in our offices were piled high with paper case files. This is changing – every day thousands of cases are being prepared and presented digitally by prosecutors in courts across England and Wales.

The benefits are obvious…

I’m a big fan of job shares – so am delighted this network has been established. I was recently involved with some work on getting more women into senior positions in the civil service. One of the major issues we identified was managers not understanding the benefits of having jobsharers working for them – and not thinking creatively enough about how they can design jobs to suit jobsharers.