CSM - Head of Governance

Job summary

Are you ready to support one of the most ambitious transformation programmes in Defence? Corporate Services underpin the daily operations of 250,000 people across Defence. From payroll to procurement, these services are critical to mission success. MOD is modernising HR, Finance, and Commercial services through policy, process, organisational, data, and systems transformation, aligned with the Government Shared Services Strategy. More information on the Shared Services agenda can be found through this link: A Shared Services Strategy for Government - GOV.UK (www.gov.uk).

Our ambition is to:

• Enhance user experience through simplified processes, intuitive systems, and responsive support.

• Enable data-driven decision-making using Oracle ERP, HCM, and EPM technologies, integrated analytics, and AI.

• Improve productivity and efficiency by automating transactions, optimising shared service centres, and reducing costs for reinvestment into frontline Defence.

The Ministry of Defence (MOD) is seeking a proactive and detail-oriented Head of Governance to support the Corporate Services Modernisation (CSM) Programme, a top strategic priority for Defence.

This position is advertised at 37 hours per week.

Due to the nature of the role, part time and job share arrangements may be considered, subject to the requirement that full-time hours are fully covered (or business needs are met).

Job description

The Head of Governance builds, owns and continuously improves the governance management framework for the Corporate Services Modernisation programme. The role designs the framework through which CSM is governed, brings the programme into a single coherent governance model, owns the governance audit function, and manages governance integration with the wider Defence and government landscape.

The role reports to the Head of Governance, Assurance and PMO and line manages the Secretariat and Board Manager. It assures the secretariat function but does not run the secretariat itself: that delivery sits with the SEO.

Key responsibilities:

Governance management framework

• Build, develop, implement and maintain the CSM governance management framework, ensuring it is fit for purpose and evolves with the programme's needs and stages. (Governance and Reporting Manager 4; GovS 002 section 4.1)

• Bring the CSM programme into a single coherent governance model, developing governance arrangements for CSM Programme Board and Sponsor Group. (Governance and Reporting Manager 4)

• Manage board operating rhythms, terms of reference, decision rights, escalation routes and forward planning across all CSM governance fora. (Governance and Reporting Manager 4; GovS 002 section 5.2)
• Understand and communicate the organisation's governance pathways, driving appropriate use of boards and building governance into the programme lifecycle. (Governance and Reporting Manager 4)

Governance audit and assurance of the secretariat

• Manage the governance audit function, ensuring governance arrangements are operating as intended and meeting MOD, Cabinet Office and government standards. (GovS 002 section 4.1)

• Assure the secretariat function delivered by the Secretariat and Board Manager, ensuring the audit trail of actions and decisions is sound. (GovS 002 section 4.3)
• Ensure internal and external reviews, audits and compliance checks are escalated and signed off appropriately through boards. (GovS 002 section 4.2)

Wider integration

• Manage governance integration with other PMOs across wider Defence and cross-government governance structures, ensuring CSM governance aligns with the wider landscape. (Portfolio Manager 2)
• Engage senior stakeholders across Defence, wider government and delivery partners to ensure governance arrangements are understood and embedded. (Portfolio Manager 2)

Risk and issues in governance

• Ensure risks and issues are an integral part of the governance cycle and that boards give adequate time to key risks and issues. (Governance and Reporting Manager 4)

Knowledge and information management

• Set knowledge and information processes for governance that conform to organisational standards, quality assure adherence and disseminate lessons learned. (Governance and Reporting Manager 4; GovS 002 section 8.10)

Continuous improvement

• Regularly review and improve governance processes, drawing on feedback, audit findings and best practice, and foster a culture of transparency and accountability. (Governance and Reporting Manager 4)

Line management

• Line manage and develop the Secretariat and Board Manager, providing coaching, support and professional development. (Portfolio Manager 2)

Boundaries

The role owns the governance framework but does not own the following:

• Secretariat delivery: agendas, paper commissioning, minute drafting and action logging are run by the Secretariat and Board Manager. This role assures that function and approves its outputs.

• Assurance function and reporting regime: owned by the Assurance Manager and the Head of Governance, Assurance and PMO. This role ensures governance and assurance interlock.

• Business case, finance and benefits: owned by the Deputy Director and the finance and benefits functions.

Person specification

Essential:

• Significant experience in governance or portfolio and programme management in a complex, fast-paced environment.
• Demonstrable experience designing and owning a governance framework, including boards, terms of reference and decision rights.
• Strong understanding of risk, assurance and compliance frameworks, and of GovS 002.
• Excellent written and verbal communication skills, with the ability to summarise complex issues for senior audiences.
• Proven ability to build relationships and influence stakeholders at all levels, including across organisational boundaries.
• Experience leading and developing staff.

Desirable :

• Experience in Defence, government or large-scale transformation programmes.
• Relevant professional qualifications, such as APM, PRINCE2, Managing Successful Programmes, Management of Portfolios or audit and assurance certifications.

Technical competencies :

Proficiency scale: A = Awareness , W = Working , P = Practitioner , E = Expert. Levels reflect the Governance and Reporting Manager 4 profile.

Competency

PDCF role family

Required level

Governance

Governance and Reporting Manager 4

Assurance

Governance and Reporting Manager 4

Frameworks and methodologies

Governance and Reporting Manager 4

Risk and issue management

Governance and Reporting Manager 4

W

Stakeholder engagement

Governance and Reporting Manager 4 / Portfolio Manager 2

W-P

Knowledge management

Governance and Reporting Manager 4

W

Behaviours

We'll assess you against these behaviours during the selection pro