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DONE DCMS interview (Nick Pontefract (Preference was for a project support…

- - - - Although there are 52 members of the Commonwealth of Nations, 70 teams participate in the Commonwealth Games, as a number of dependent territories compete under their own flags. The four Home Nations of the United Kingdom—England, Scotland, Wales, and Northern Ireland—also send separate teams.
      - The 2002 Commonwealth Games were held in Manchester, England. The 2002 Games were to be hosted in England to coincide with the Golden Jubilee of Elizabeth II, head of the Commonwealth. In terms of sports and events, the 2002 Games were until the 2010 edition the largest Commonwealth Games in history featuring 281 events across 17 sports. The final medal tally was led by Australia, followed by host England and Canada. The 2002 Commonwealth Games set a new benchmark for hosting the Commonwealth Games and for cities wishing to bid for them with a heavy emphasis on legacy.[22]
      - Queens baton
        The 2014 Commonwealth Games were held in Glasgow, Scotland. It was the largest multi-sport event ever held in Scotland with around 4,950 athletes from 71 different nations and territories competing in 18 different sports, outranking the 1970 and 1986 Commonwealth Games in Edinburgh, capital city of Scotland. Usain Bolt competed in the 4 × 100 metres relay of the 2014 Commonwealth Games and set a Commonwealth Games record with his teammates.[26] The Games received acclaim for their organisation, attendance, and the public enthusiasm of the people of Scotland, with Commonwealth Games Federation chief executive Mike Hooper hailing them as "the standout games in the history of the movement".[27]
        The 2018 Commonwealth Games will be held in Gold Coast, Queensland, Australia and the host nation will be going to host the games for the fifth time. There will be an equal number of events for men and women. This marks the first time in history that a major multi-sport event will have equality in terms of events.[28][29]
        The three nations to have hosted the Commonwealth Games the most times are Australia (5), Canada (4) and New Zealand (3). Furthermore, six editions have taken place in the countries within the United Kingdom (Scotland (3), England (2) and Wales (1)), twice in Asia (Malaysia (1) and India (1)) and once in the Caribbean (Jamaica (1)).[1]
  - - - Helen MacNamara - director general for housing and planning at the DCLG. Formerly at DCMS and prinicpal private secretry to Tessa Jowell. Worked on the Olympic bid, now closely involved with housing strategy and local planning.History degree from cambridge
  - - - Exectuive officer - managing a team
        training others
        applying government plans to public services
        preparing and presenting reports
        analysing data
        communicating with the public
        giving advice to government representatives
        managing a budget
        handling a caseload
        updating files
      - Experienced: £25,000 to £40,000 (higher executive officer)
        Highly Experienced: up to £60,000 (senior executive officer)
        These figures are a guide.
      - Very interested in the executive officer role- assistant?
        ADmin up to 24- EO what interviewed for
        Support Roles (Band C/EO)
        EA= Band C or D
        
        How did nick become a project manager? Project delivery fast stream? 28k start.
        All the issues and role- models - tracy Crouch- I'm interested witin the DCMS- so rather than apply fast stream applied directly
- - - - The UK political system is a multi-party system. Since the 1920s, the two largest political participation have been the Conservative Party and the Labour Party. Before the Labour Party rose in British politics, the Liberal Party was the other major political party along with the Conservatives. While coalition and minority governments have been an occasional feature of parliamentary politics, the first-past-the-post electoral system used for general elections tends to maintain the dominance of these two parties, though each has in the past century relied upon a third party such as the Liberal Democrats to deliver a working majority in Parliament. A Conservative-Liberal Democrat coalition government held office from 2010 until 2015, the first coalition since 1945.[1] The coalition ended following Parliamentary elections on 7 May 2015, in which the Conservative Party won an outright majority of 330 seats in the House of Commons, while their coalition partners lost all but eight seats.[2]
        
        Scotish Government based in Holyrood in Edinborougher, 129 members, manages a budget of up to 25 billion The government is led by the First Minister, assisted by various Ministers with individual portfolios and remits. The Scottish Parliament nominates a Member to be appointed as First Minister by the Queen. Alex Salmond (leader of SNP) has since made history by becoming the first First Minister of Scotland from a party other than Labour. Now Nicola Sturgon. A major SNP manifesto pledge was to hold a referendum on Scottish Independence, which was duly granted by the UK Government and held on 18 September 2014. When the nationalists came to power in 2011, opinion polls placed support for independence at around 31%, but in 2014, 45% voted to leave the union
        Blefast and Cardiff?
        The Welsh Assembly- The Senedd Following the 2011 election, Welsh Labour held exactly half of the seats in the Assembly, falling just short of an overall majority. A Welsh Labour Government was subsequently formed headed by Carwyn Jones.
        The Northern Ireland Executive and Assembly have powers closer to those already devolved to Scotland. The Northern Ireland Executive is led by a diarchy, most recently First Minister Arlene Foster (Democratic Unionist Party) and deputy First Minister Martin McGuinness (Sinn Féin), with both positions currently vacant.[7]
        UK- As of 2010 there are 650 constituencies (there were 646 before that year's general election). Of the 650 MPs, all but one - Lady Sylvia Hermon - belong to a political party.
        A first-past-the-post
        the Lords Temporal and Lords Spiritual. Lords Temporal include appointed members (life peers with no hereditary right for their descendants to sit in the house) and ninety-two remaining hereditary peers, elected from among, and by, the holders of titles which previously gave a seat in the House of Lords. The Lords Spiritual represent the established Church of England and number twenty-six: the Five Ancient Sees (Canterbury, York, London, Winchester and Durham), and the 21 next-most senior bishops.
        Today the UK has three distinct systems of law: English law, Northern Ireland law and Scots law. Recent constitutional changes saw a new Supreme Court of the United Kingdom come into being in October 2009 that took on the appeal functions of the Appellate Committee of the House of Lords.[18] The Judicial Committee of the Privy Council, comprising the same members as the Supreme Court, is the highest court of appeal for several independent Commonwealth countries, the UK overseas territories, and the British crown dependencies.
        The 2010 general election resulted in a hung parliament (no single party being able to command a majority in the House of Commons). This was only the second general election since World War II to return a hung parliament, the first being the February 1974 election. The Conservatives gained the most seats (ending 13 years of Labour government) and the largest percentage of the popular vote, but fell 20 seats short of a majority.
        The Conservatives and Liberal Democrats entered into a new coalition government, headed by David Cameron. Under the terms of the coalition agreement the government committed itself to hold a referendum in May 2011
        
        Both names were originally insults: a "whiggamore" was a horse drover (See Whiggamore Raid), and a "tory" (Tóraidhe) was an Irish term for an outlaw, later applied to Irish Confederates and Irish Royalists, during the Wars of the Three Kingdoms.[20]
        Robert Peel, 1846- The Conservatives were in government for 18 years between 1979 and 1997, under the country's first ever female Prime Minister, Margaret Thatcher, and then under John Major.In 2008, the Conservative Party formed a pact with the Ulster Unionist Party to select joint candidates for European and House of Commons elections; this angered the DUP as by splitting the Unionist vote, republican parties will be elected in some areas.
        The history of the Labour Party goes back to 1900, when a Labour Representation Committee was established and changed its name to "The Labour Party" in 1906. After the First World War, this led to the demise of the Liberal Party as the main reformist force in British politics.
        Tony Blair became Leader of the Labour Party after John Smith's sudden death from a heart attack in 1994. He continued to move the Labour Party towards the "centre" by loosening links with the unions and continuing many of Margaret Thatcher's neoliberal policies. This coupled with the professionalising of the party machine's approach to the media, helped Labour win a historic landslide in the 1997 General Election, after 18 years of Conservative government. Some observers say the Labour Party had by then morphed from a democratic socialist party to a social democratic party, a process which delivered three general election victories but alienated some of its core base
        In addition, the EU referendum campaign plunged the Labour Party into crisis and resulted in a motion of no confidence in the party leader Jeremy Corbyn being passed by the party's MPs in a 172-40 vote,[28] which followed a significant number of resignations from the Shadow Cabinet. This led to an ongoing leadership election which began with Angela Eagle, the former Shadow First Secretary of State and Shadow Secretary of State for Business, Innovation and Skills who eight days later withdrew from the leadership race, to support Owen Smith, the former Shadow Secretary of State for Work and Pensions.
        LIb dems- They also support what they see as greater fairness and social mobility. In the coalition government, the party promoted legislation introducing a pupil premium - funding for schools directed at the poorest students to give them an equal chance in life. They also supported same-sex marriage and increasing the income tax threshold to £10,000, a pre-election manifesto commitment.
    - - Non-ministerial departments[edit]
        Charity Commission for England and Wales
        Competition and Markets Authority
        Crown Prosecution Service
        Food Standards Agency
        Forestry Commission
        Government Actuary's Department
        Government Legal Department
        Her Majesty's Land Registry
        Her Majesty's Revenue and Customs
        National Crime Agency
        National Savings and Investments
        Office for Standards in Education, Children's Services and Skills
        Office of Gas and Electricity Markets
        Office of Qualifications and Examinations Regulation
        Office of Rail and Road
        Ordnance Survey
        Serious Fraud Office
        Supreme Court of the United Kingdom
        The National Archives
        UK Statistics Authority
        UK Trade & Investment
        Water Services Regulation Authority
      - Ministerial departments[edit]
        Attorney General's Office
        Cabinet Office
        Department for Business, Energy and Industrial Strategy
        Department for Communities and Local Government
        Department for Culture, Media and Sport
        Department for Education
        Department for Environment, Food and Rural Affairs
        Department for Exiting the European Union
        Department for International Development
        Department for International Trade
        Department for Transport
        Department for Work and Pensions
        Department of Health
        Foreign and Commonwealth Office
        Her Majesty's Treasury
        Home Office
        Ministry of Defence
        Ministry of Justice
        Northern Ireland Office
        Office of the Advocate General for Scotland
        Office of the Leader of the House of Commons
        Office of the Leader of the House of Lords
        Scotland Office
        UK Export Finance
        Wales Office
  - - - 12 point plan
        Her plan:
        Provide certainty about the process of leaving the EU.
        Control of our own laws. Leaving the European Union will mean that our laws will be made in Westminster, Edinburgh, Cardiff and Belfast.
        Strengthen the Union between the four nations of the United Kingdom.
        Deliver a practical solution that allows the maintenance of the Common Travel Area with the Republic of Ireland.
        Brexit must mean control of the number of people who come to Britain from Europe.
        Protect rights for EU nationals in Britain and British nationals in the EU. We want to guarantee rights of EU citizens living in Britain and the rights of British nationals in other member states, as early as we can.
        Protect workers' rights. Not only will the government protect the rights of workers set out in European legislation, we will build on them.
        Free trade with European markets through a bold and ambitious free trade agreement with the European Union.
        New trade agreements with other countries. It is time for Britain to get out into the world and rediscover its role as a great, global, trading nation.
        The best place for science and innovation. We will welcome agreement to continue to collaborate with our European partners on major science, research and technology initiatives.
        Co-operation in the fight against crime and terrorism. We will continue to work closely with our European allies in foreign and defence policy even as we leave the EU itself.
        A smooth, orderly Brexit. We believe a phased process of implementation will be in the interests of Britain, the EU institutions and member states.
- - - - 1.5 bn Total Departmental Expenditure Limit (DEL) in financial year 2015 to 2016. This includes £1.1bn resource DEL and £0.4bn capital DEL.
      - Driving growth; enriching lives and promoting Britain to the world.
        We are: Keeping our major national museums and galleries free
        Getting the nation active and supporting our elite athletes on the world stage
        Backing the creative industries, which are growing at 3 times the rate of our economy as a whole
        Spreading the benefits of our thriving tourism and heritage industries right across the country
        Leading the digital revolution to make the UK the most competitive and innovative market in the world and driving an ambitious digital communications agenda, connecting homes and businesses to broadband and mobile
        Backing our brilliant and diverse media landscape, defending a free press, and helping our citizens keep themselves safe from cyber crime
        In art, music, fashion, theatre, video games, design, TV and performing arts - we are leading the world, enhancing our national prestige and boosting our economy.
        What are the DCMS doing?
        DCMS accounts for just 0.18% of total central government spending yet our sectors contribute 16% of total Gross Value Added to the UK economy
        We will achieve this objective by:
        Ensuring the UK’s fastest growing and most creative sectors are open to all and continue to drive our strong economy
        Improving productivity through wider use of digital technology
        Promoting the competitiveness of our creative and digital industries
        Creating value from the release of radio spectrum
        Supporting the growth opportunities of a free and open internet
        Strengthening our cultural and creative exports and inward investment
        Tackling digital exclusion
        Promoting our world-class tourism sector
        We’re supporting businesses through a targeted approach by:
        Improving productivity through the adoption and development of digital technology and skills and improving cyber-security to make the UK one of the most secure places in the world to do business
        Creating more value from radio spectrum through releasing capacity to the market
        Marketing Britain across the world to promote jobs and growth by strengthening cultural exports and promoting inward investments
        Attracting and retaining talent in the tourism industry
        Making sure apprenticeships work for the seasonal tourism industry
        Government priorities under this objective are to:
        Release more spectrum from public use to allow greater private sector access
        Introduce a tax credit for children’s television in 2016 and expand them when possible. Achieved in 2015
        Protect intellectual property (rights) by continuing to require internet service providers to block sites that carry large amounts of illegal content
        
        carry large amounts of illegal content
        1.2
        
        GROWING THE UK ECONOMY
        
        How DCMS is doing
        UK GVA(gross value added) contributed by DCMS sectors
        16%
        It is estimated that in 2013 the contribution of DCMS sectors to the UK economy (GVA) was 16 per cent, or £238bn
        
        GVA by sector
        Sport 38891 million, tourism 58,700 million, gambiling 10m, telecoms 25, creative industries 76, digital 113,216.
        Larges Digital , creative instduies, toursim, sport, gambiling then telecoms
        
        Connecting the UK
        
        DCMS is driving economic growth and leading Europe in mobile and broadband connectivity and driving productivity in the telecommunications and digital sectors across the country - while protecting consumers, businesses and the nation from cyber-crime.
        We will achieve this objective by:
        Exploring the opportunities presented by new technologies like 5G
        Delivering cutting edge broadband and maintaining the UK’s communications infrastructure
        Promoting efficient markets with high levels of consumer confidence and protection
        We are doing this through:
        Maintaining a world-class communications and broadband infrastructure
        Promoting the functioning of efficient markets with high levels of consumer protection and confidence
        Improving cross-government working on digital
        Government priorities under this objective are to:
        Ensure that Britain seizes the chance to be a world leader in the development of 5G, playing a key role in defining industry standards
        Hold the mobile operators to their new legally binding agreement to ensure that 90% of the UK landmass will have voice and SMS coverage by 2017
        Aim for ultrafast broadband to be available to nearly all UK premises as soon as practicable
        Secure the delivery of superfast broadband in urban and rural areas to provide coverage to 95% of the UK by the end of 2017
        Continue to invest in mobile infrastructure to deliver coverage for voice calls and text messages for the final 0.3 to 0.4% of UK premises that do not currently have it
        Ensure that no-one is left behind by subsidising the cost of installing superfast capable satellite services in the very hardest to reach areas
        Provide rural Britain with near universal superfast broadband by the end of the next Parliament
        
        How the DCMS is doing? Access to superfast broadband
        83%
        of premises have access to superfast broadband
        DCMS is on track to deliver 95% coverage by the end of 2017. (according to Ofcom
        
        Encoraging Participation
        
        What DCMS is doing
        Everyone should be able to access and participate in the arts, heritage and sport no matter what their background or where they come from. Participation in many DCMS sectors is proven to increase health and well-being, enrich citizens’ lives and promote social mobility through broadened experiences and networks. Arts and culture, heritage, libraries, museums and galleries and sport all have a vital role to play in this work and we believe no-one should be left behind.
        In addition to the social benefits of participation, there is a high level of recognition that one of the best investments the nation can make is in our extraordinary arts, museums, heritage, media and sport - where £1 billion a year in grants adds a quarter of £1 trillion pounds to our economy.
        We will achieve this objective by:
        Promoting the UK’s heritage and historic environment
        Extending the reach of the Government Art Collection at home and abroad
        Working with the arts and culture sectors to emphasise the benefits of participation for all
        Supporting our world-class museums and galleries, exploring the case for introducing new tax reliefs
        Increasing participation in and access to sport, including promoting women’s sport
        Promoting the UK’s sporting interests on the international stage
        We are doing this through:
        Maintaining free access to national museums and galleries
        Promoting an understanding of and access to the historic environment so that all people can appreciate and enjoy heritage assets
        Supporting arts and culture with funding through the Arts Council and BFI
        Articulating the benefits of access and participation, including through working with other government departments and partners
        Increasing participation in, engagement with and access to sport, and promoting women’s sport
        Bidding for and successfully hosting major sporting events to promote the UK’s sporting interests on the international stage
        Government priorities under this objective are to:
        Continue to support essential roof repairs to local churches and cathedrals, along with other places of worship
        Support plans for a new theatre, The Factory in Manchester
        Support a Great Exhibition in the North
        Remote access to e-books, without charge and with appropriate compensation for authors that enhances the Public Lending Rights Scheme
        Keep major national museums and galleries free to enter
        Improve the quality of community sports facilities
        Working with local authorities, the FA and the Premier League to fund investment in artificial football pitches in more than 30 cities across England
        Provide free Wi-Fi in libraries
        Continue to invest in participation and physical activity, recognising sport’s vital benefits to health and to NHS England’s campaign to prevent diabetes
        Deliver the Rugby World Cup in 2015 (complete), the IPC World Championships in 2017, the World Athletics Championship in 2017 and the Cricket World Cup in 2019
        Support new sport in the UK, through greater links with the NFL, NBA and Major League Baseball with the ultimate ambition of new franchises being based in the UK
        Increase participation in sport by women and girls
        Lift the number of women on national sports governing bodies to at least 25% by 2017
        Help the Manchester Museum, in partnership with the British Museum, establish a new South Asia Gallery
        
        How DCMS is doing
        Percentage of adults in England (%)
        Engaged in arts
        78
        Visited a heritage site
        78
        Visited a museum or gallery
        51
        Visited a public library
        33
        Source: Taking Part Survey, DCMS
        
        Subjective wellbeing
        Subjective wellbeing is made up of 4 measures (scored out of 10) based on individuals’ responses to questions on wellbeing, including: how happy they are; how satisfied they are with their life; to what extent they feel things in their life are worthwhile; and how anxious they felt the day prior to interview. The chart shows the mean score out of 10 for each question.
        Mean score out of 10 (for adults in England)
        Happiness
        8
        Life satisfaction
        7.9
        Feeling things in their life are worthwhile
        8
        Anxiety on previous day
        2.9
        Source: Official statistics, Taking Part
        
        WHat about all the others? to be achieved?
        
        4.4.
        Sustaining excellence and promoting Britain
        
        What DCMS is doing
        Sustaining excellence in UK sport, tourism and culture, promoting Britain around the world.
        Through our work on areas like tourism, soft power and elite sport, we help to maintain excellence in the sectors that promote the UK around the world - demonstrating that Britain is GREAT.
        We will achieve this objective by supporting the tourism sector (particularly by increasing tourism exports), delivering the national programme to commemorate the centenary of the First World War, promoting excellence in the arts and culture sectors, furthering the UK’s soft power work, and delivering elite sporting success.
        We’re doing this through:
        Backing the tourism sector for domestic and international audiences
        Leading on ceremonials and First World War centenary commemorations
        Supporting the best of our arts and culture right across the country
        Delivering elite sporting success internationally and domestically
        Extending the reach of the Government Art Collection at home and abroad
        Boosting tourism throughout the regions, including areas affected by floods
        Government priorities under this objective are to:
        Set challenging targets for VisitBritain and VisitEngland to ensure more visitors travel outside the capital
        Invest to boost tourism in the South West
        Step up efforts to recruit more apprentices in the tourism industry
        Continue to support elite sports funding as part of the Olympic and Paralympic legacy
        
        Tourism
        34.4m
        international tourist visits were made to the UK in 2014
        Source: International Passenger Survey, ONS
        52%
        of international tourists traveled outside London during their stay
        Source: International Passenger Survey, ONS
        First World War centenary
        78%
        of adults in England were supportive of the UK commemorating the centenary of the First World War.
        Source: Taking Part Survey, DCMS
        First World War centenary
        58%
        of adults in England were aware of local or national events or activities held to commemorate the centenary of the First World War.
        Source: Taking Part Survey, DCMS
        Elite sport
        DCMS, along with UK Sport and National Governing Bodies of sport (NGBs), is developing a measure of UK and home nation performance in pinnacle World, European and Commonwealth competitions to measure success in elite sport
        
        Supporting our media
        
        What DCMS is doing
        A thriving media sector and a free press are one of the cornerstones of democracy, and DCMS works closely with the sector to support this.
        We will achieve this objective by supporting the different elements of a healthy and sustainable UK media market (including press, broadcasting and radio), and ensuring the BBC remains a valued public broadcaster as part of a dynamic modern media landscape.
        We’re doing this through:
        Promoting a healthy, sustainable and world-leading media market at every level in the country
        Completing the BBC Charter Review
        Government priorities under this objective are to:
        Defend a free media
        Offer explicit protection for the role of journalists via the British Bill of Rights and ban the police from accessing journalists’ phone records to identify whistle blowers and other sources without prior judicial approval
        Consult on the introduction of business rate relief for local newspapers in England
        Continue to support digital infrastructure and superfast broadband rollout across the country
        Deliver a comprehensive review of the BBC Royal Charter, ensuring it delivers value for money for the licence fee payer, while maintaining a world-class service and supporting our creative industries. The BBC will take on the full cost of the over-75s TV licence concession, phased in from 2018/19. The government anticipates that the licence fee will rise in line with CPI over the next Charter Review period, subject to: (a) the conclusions of the Charter Review, in relation to the purposes and scope of the BBC and (b) the BBC demonstrating that it is undertaking efficiency savings at least equivalent to those in other parts of the public sector
        
        Ensuring social responsibility
        DCMS supports some of the most dynamic and popular industries, and plays a critical role in ensuring they protect, and take responsibility for the interests of British people and families. This underpins many areas of DCMS policy responsibilities, including online safety, gambling and licensing, media regulation and data protection.
        We will achieve this objective by:
        Working with parents, schools and industry to improve child online safety
        Ensuring a proportionate gambling framework that balances economic growth against protecting the vulnerable
        Maintaining a healthy policy and regulatory environment for the media sector
        Ensuring the UK’s data protection policy protects the interests of citizens and supports the growth of the digital economy
        Ending unsupervised high stakes gambling above £50 on Fixed Odds Betting Terminals
        Ensuring that the gambling industry strengthens its approach to player protection and gambling advertising
        We’re doing this through:
        An open, transparent and innovative internet where legitimate businesses can thrive and consumers and citizens can enjoy a high level of confidence and security
        Gambling, licensing and lotteries policy with social responsibility at heart
        Delivering a healthy and relevant policy and regulatory framework for the media sector, data protection and nuisance calls
        Finalising and bedding in the new EU data protection rules
        Government priorities under this objective are to:
        Stop children’s exposure to harmful sexualised content online, by:
        Requiring age verification for access to all sites containing pornographic material
        Introducing age rating for all music videos
        Build upon progress made under voluntary anti piracy projects to warn internet users when they are breaching copyright and work to ensure that search engines do not link to the worst offending sites
        Strengthen Ofcom’s role so that tough measures can be taken against channels that broadcast extremist content
  - - - John Glen was appointed Parliamentary Under Secretary of State on 14 June 2017 for the Department for Culture, Media and Sport.
        He was Parliamentary Private Secretary to Philip Hammond from July 2016 until June 2017.
        Political career
        John Glen MP was first elected to Parliament as the MP for Salisbury in 2010.
        He previously worked for the Eric Pickles and Sajid Javid as a Parliamentary Private Secretary.
        Parliamentary Under Secretary of State for Arts, Heritage and Tourism
        Ministerial responsibilities:
        arts
        culture
        heritage
        public libraries
        museums
        National Archives
        tourism
        
        Lord Ashton of Hyde was appointed Parliamentary Under Secretary of State at the Department for Culture, Media and Sport on 17 July 2016. He was also appointed as a Lord in Waiting (Whip) in the House of Lords on 16 July 2014.
        Education
        He was educated at Eton College, then studied at Trinity College, Oxford.
        Political career
        Lord Ashton was elected to the Lords as a hereditary Peer in 2011 and before joining the government was a member of the House of Lords Select Committee on the Arctic.
        Career outside politics
        He served in the Royal Hussars (PWO) and the Royal Wessex Yeomanry. Prior to joining the government Lord Ashton was Chief Executive Officer of Faraday Underwriting Ltd and sat on the Council of Lloyd’s. During the last year he has been a member of the Royal College of Defence Studies’ 2013/14 course.
        Personal life
        Lord Ashton is married with 4 daughters.
        Parliamentary Under Secretary of State
        The Parliamentary Under Secretary of State supports the work of the Department for Culture, Media and Sport.
        Ministerial responsibilities:
        ceremonials
        DCMS business in the Lords
        First World War commemorations
      - Tracey Crouch was appointed Parliamentary Under Secretary of State for Sport, Tourism and Heritage on 12 May 2015. She was elected as the Conservative MP for Chatham and Aylesford in 2010.
        Education
        Tracey was educated at the University of Hull where she studied Law and Politics.
        Political career
        Tracey was a member of the Culture, Media and Sport Select Committee from 2012 to 2015 and a member of the Speaker’s Committee on the Electoral Commission, and of the Political and Constitutional Reform Committee from 2013 to 2015.
        Career outside politics
        After 2 years of working in Parliament (1996-1998) for various MPs, Tracey left to work as a political consultant where she represented clients ranging from a major chocolate manufacturer, financial institutions and members of the chemical industry, through to slimming groups and pet charities.
        In 2003, Tracey was asked to return to Parliament to become Chief of Staff to the Shadow Education Secretary before moving to become Chief of Staff to the Shadow Home Secretary shortly after. Tracey once again left Parliament to work in the City for insurance giant Norwich Union and its FTSE parent Aviva, where she worked until 7th May 2010 when she was elected as the Conservative MP for Chatham and Aylesford.
        Parliamentary Under Secretary of State for Sport and Civil Society
        gambling
        horse racing
        Office for Civil Society
        sport
        The National Lottery and society lotteries
      - Rt Hon Matt Hancock MP, Minister of State for Digital: (conseervitive for west Suffolk)
        broadband and mobile connectivity
        broadcasting
        creative industries
        cyber security
        data
        Digital Charter
        digital economy
        digital skills and inclusion
        digital technology
        internet governance
        media
        online safety
        spectrum
        telecoms markets and resilience
        Political career
        After becoming an MP for West Suffolk, Matt was elected to the Public Accounts Committee, which scrutinises and questions the way that government departments spend taxpayers’ money, and the Committee on Standards and Privileges that adjudicates on MPs’ conduct.
        In September 2012 Matt was asked to become Minister for Skills in the Department for Business and Department for Education. In September 2013 he was promoted to become Minister of State for Skills and Enterprise, and served as Minister of State for Business, Enterprise and Energy from July 2014 to May 2015. Matt then served as Minister for the Cabinet Office and Paymaster General from May 2015 until July 2016.
        Personal life
        Matt’s first job was with his family computer software business. Later, he worked as an economist at the Bank of England and in 2005 moved to work for the then Shadow Chancellor of the Exchequer, George Osborne.
        He stepped down from his role with George Osborne in February 2010 after being selected for the West Suffolk constituency in the 2010 general election.
        One of Matt’s passions is his support for horse racing, not least because the sport’s global headquarters are in Newmarket in West Suffolk. In July 2012 Matt rode in a race at Newmarket, and despite odds of 25/1 he won the race, raising thousands for charity in the process.
        In September 2011, he co-authored his first book ‘Masters of Nothing’ with Nadhim Zahawi MP. The book looks at the human behaviour that caused the crash and the changes we need to make to ensure that it doesn’t happen again.
        Matt is married to Martha, and has 3 young children. He is a keen cricketer and former secretary of the Lords and Commons Cricket Club. In 2005, Matt set out on foot to play the northernmost game of cricket on record at the north pole. He didn’t make it to the pole, succumbing to frostbite on the Arctic Ocean, but he did succeed in playing the most northerly recorded game of cricket. He retains all of his fingers.
      - Department for Culture, Media & Sport,
        The Rt Hon Karen Bradley MP- CUltural Secretary ,
        Tracey Crouch MP,
        John Glen MP,
        The Rt Hon Matt Hancock MP,
        and Lord Ashton of Hyde
        
        Back in 2013...The Department is headed by The Rt Hon Maria Miller MP, Secretary of State for Culture, Media & Sport and Minister for Women and Equalities. The Secretary of State has overall ministerial responsibility for Department strategy and policy. As at November 2013, the Secretary of State is supported in her ministerial responsibilities by three Parliamentary Under-Secretaries of State (The Departmental Board (chaired by the Secretary of State) provides advice and challenge to the Department and its ministers on strategic and operational issues. In May 2013 a Performance Review Group was introduced, comprising non-executive board members, the Permanent Secretary and directors. It scrutinises performance and delivery challenges, reporting key issues to the Board. Committees of the Departmental Board include the Audit and Risk Committee, which reports to and advises the Departmental Board on governance, risk management and control; and the Pay Committee, which advises on decisions involving senior remuneration and reward. he Departmental Board is also supported by the Executive Board, comprising the Permanent Secretary and executive and non-executive directors. It is responsible for ensuring the Department is delivering against the Business Plan priorities. The Executive Board’s subcommittees include a Corporate Committee (managing resources and infrastructure), a Delivery and Resourcing Committee (providing project/programme assurance and allocation of the resourcing pool) and the Investment Committee (approving and monitoring major capital projects).
        
        DCMS dotted line into Department of Business inovations and skills, the GLA (greater London authroirty) Toursim Advisory council and Visit Britain, England, , Welsh Assembly and Scottish exec
      - Also Have:
        Sue Owen- Perm Secretary : Sue was appointed Permanent Secretary for Department for Culture, Media and Sport on 4 September 2013 and joined the department on 1 October 2013. In July 2014 Sue became the Civil Service LGB&T Championtext :<3:
        One of her early acts was overseeing the Talent Action Plan, launched in September 2014, which aims to remove barriers that have limited LGB&T employees. Owen said the goal of the plan was to "ensure that you can succeed in the Civil Service whoever you are." Owen has also discussed the need for more gender equality in government, and is a strong proponent of policies and programmes to increase the number of women in power in the senior civil service.[8] In June 2015 Owen became the Civil Service Diversity Champion, replacing Simon Fraser
        The Permanent Secretary leads DCMS civil servants that are responsible for the contribution of the arts, sport, tourism, creative industries and media to economic growth and wellbeing, as well as promoting equality and diversity in society. This includes implementation of Gay Marriage legislation, delivery of major projects such as broadband rollout, ensuring a long-lasting legacy from the 2012 Olympic and Paralympic Games, and organising a fitting series of events to mark the First World War centenary.
        Maria Miller (until 2014),
        Sajid Javid (2014–2015),
        John Whittingdale (2015-2016),
        Karen Bradley (July 2016-Present)
        Preceded by
        Sir Jonathan Stephens
        
        Director General for Performance and Strategy
        Helen Judge
        Helen was appointed Director General for Performance and Strategy in the Department for Culture, Media and Sport on 1 April 2017. She is responsible for the department’s corporate functions as well as for the relationship with arm’s length bodies, the Office for Civil Society and the culture and sport portfolios. Helen also shares responsibility with the senior leadership for ensuring that all parts of the department are linked and opportunities maximised.
        Director General for Digital and Media
        Matthew Gould- In his previous role as British ambassador to Israel, he set up the UK Israel tech hub, which laid the foundations for the UK and Israel’s powerful tech relationship. He also led the Cabinet Office’s cyber security unit as its Director of Cyber Security and Information Assurance, focussed on keeping Britain safe from cyber attack
        ad Matthew Campbell Hill -He is a successful sportsman having competed for Great Britain for 3 years in Wheelchair Fencing, winning two World Cup Medals, including as Captain of the Men’s Sabre Team. Outside his own sport he is a keen supporter of motorsport, rugby, cricket and football.
        Non-executive board memberThey all:
        give guidance and advice to DCMS leaders and ministers
        support and challenge management on the department’s strategic direction
        provide support in monitoring and reviewing progress
  - - - plan for tourism, to be managed by Visit Britain. A large proportion of this fund will be distributed through grant awards to projects with the aim to encourage visitors to explore beyond the capital. Small scale projects and pilots are planned to be delivered by 2017 to test and trial new approaches, with large scale collaborative projects to be delivered over the two year period of 2017–2019
      - A £150 million investment will be made to support the British Museum, Science Museum and Victoria and Albert Museum to replace out of date museum storage at Blythe House. Of this spend, £140 million will fall within the current spending round. Once completed, Blythe House will be sold to generate a capital receipt for HM Treasury.
      - As part of the 2015 Spending Review, the Department’s overall budget will be cut by 5% over the next five years, which includes a 20% cut in the core Department’s administration budget. This reduction was lower than expected.
      - out the deparment Equalities
        The responsibilities of the Government Equalities Office and Equalities and Human Rights Commission transferred to the Department for Education in 2015-16
      - The British Museum
        The British Museum is in a legal dispute with Camden Council over the withdrawal of charitable relief on business rates on parts of its Bloomsbury site. The tax bill if the Museum loses the case is estimated at £1 million
- - - - Apprenticips levy : The Apprenticeship Levy is a UK business levy which from May 2017 is used to fund apprenticeship training. The levy is paid by employers with annual pay bills in excess of £3 million. In this context, the pay bill is defined as the earnings liable to class 1 secondary National Insurance contributions.[1] The levy is payable at 0.5% of the total paybill (i.e. not just the element over £3 million)[2] minus an annual "levy allowance" of £15,000.[3]
        The levy due by an employer is paid to HMRC through the Pay-as-you-earn (PAYE) process alongside payment of Income Tax and National Insurance contributions.[4]
        The use of the levy for funding apprenticeships which commence after 1 May 2017 is the responsibility of the Department for Education and the Skills Funding Agency in England.
      - This white paper builds on what has gone before. It is not a revolution but an evolution
      - This is the first white paper for culture in more than 50 years and only the second ever published. It is the latest contribution to our approach to public support for art and culture
        n 1992, the government created the in more than 50 years and only the Department for National Heritage, second ever published. It is the latest now the Department for Culture, contribution to our approach to Media & Sport. And in 1994 came public support for art and culture. the National Lottery.
        The increased appetite for culture was and stated that “the best must be evident after Culture Secretary Chris made more widely available.” Smith introduced free admission to museums in 2001. In the next decade, visitor numbers soared.
        It is a vision of culture in action – of culture that is rejuvenating our society and our national and local economies
        
        UK City of Culture, the Great Exhibition of the North, and the new £40 million Discover Englan
- - - - Supporting the wider team, these roles will be responsible for coordinating the directorate stance on key policy areas for exiting the EU and wider international relatiohships, ensuring that work streams are effectively prioritised and regular reporting is in place to ensure that resources can be allocated as appropriate. This will include: ● Creating and maintaining key project documents, including plans, risks/issues registers, benefits logs; ● Coordinating regular high level reporting from project workstream leads to track progress against the work plan and objectives, ensuring regular communication and feedback into the team coordinating the departmental position on exiting the EU and international/trade positions; ● Building strong working relationships with key internal contacts and external stakeholders; ● Secretariat role to project board(s) as required; ● Being a key part of the project team and take on team support or other corporate responsibilities; ● Photocopying and other administrative tasks
- - - - Advisory non-departmental public body
        The Advisory Council on National Records and Archives
        The Reviewing Committee on the Export of Works of Art and Objects of Cultural Interest
        The Theatres Trust
        Treasure Valuation Committee
      - Public corporation
        BBC
        Channel 4
        Historic Royal Palaces
        Other
        English Institute of Sport
        Ofcom
        S4C
        
        The Office of Communications (Welsh: Y Swyddfa Gyfathrebiadau), commonly known as Ofcom, is the government-approved regulatory and competition authority for the broadcasting, telecommunications and postal industries of the United Kingdom.
        Ofcom has wide-ranging powers across the television, radio, telecoms and postal sectors. It has a statutory duty to represent the interests of citizens and consumers by promoting competition and protecting the public from harmful or offensive material.[2][3]
        Some of the main areas Ofcom presides over are licensing, research, codes and policies, complaints, competition and protecting the radio spectrum from abuse (e.g. pirate radio stations
      - Responsibilities : Other responsibilities of DCMS include listing of historic buildings, scheduling of ancient monuments, export licensing of cultural goods, and management of the Government Art Collection (GAC).
        The Secretary of State has responsibility for the maintenance of the land and buildings making up the historic Royal Estate under the Crown Lands Act 1851. These inherited functions, which were once centralised in the Office of Works, are now delivered as follows:
        The Royal Parks are maintained by an executive agency within DCMS, the Royal Parks Agency;
        The Unoccupied Royal Palaces in England are managed by a contract with Historic Royal Palaces;
        Maintenance of the Occupied Royal Palaces in England was funded by an annual Grant-in-Aid to the Royal Household until 31 March 2012. The Secretary of State for Culture retains legal responsibility for these palaces, but from 1 April 2012 this funding was amalgamated with the Civil List into a single Sovereign Grant administered by HM Treasury. DCMS continues to make a separate small grant to the Royal Household for the maintenance of Marlborough House
        The Department also has responsibility for state ceremonial occasions and royal funerals. However, responsibility for the Civil List element of Head of State expenditure and income from the separate Crown Estate remains with the Chancellor of the Exchequer.
        DCMS works jointly with the Department for Business, Innovation and Skills (BIS) on design issues, including sponsorship of the Design Council, and on relations with the computer games and publishing industries.
        DCMS organises the annual Remembrance Day Ceremony at the Cenotaph and has responsibility for providing humanitarian assistance in the event of a disaster. In the Government's response to the 7 July 2005 London bombings the department coordinated humanitarian support to the relatives of victims and arranged the memorial events.
        
        Culture, sport and tourism are devolved matters, with responsibility resting with corresponding departments in the Scottish Government in Scotland, the Welsh Government in Wales and the Northern Ireland Executive in Northern Ireland.
        Media-related policy is generally reserved to Westminster i.e. not devolved. These areas include:
- - - - As a consultant in a fast paced outcome driven environment I developed a number of skills which I have been able to apply to other aspects of my life. For example, along-side work, as a Chairman of one of the UK's largest hockey clubs at short notice one of the top four accounting firms cancelled their sponsorship for the following season. Realising that out head coach did not have capacity I took responsibility for this quickly organised a meeting with a group of individuals, including a marketing consultant who had the experience to address this. We pulled together a strategy, an agreed set of outcomes and a pitch document which we then used to proactively approach businesses. As a result a new sponsor was secured and I became responsible for facilitating the relationship with sponsor, as I managed relationships with client at works and appointed a social media officer.
        Similarly, prior to this, as a seasonal team leader at the Birmingham Aegon Tennis classic, I was required to react to information sent through via walkie talkies at short notice and motivate a team to stop what they were doing at any point in the day from 5 am to 11pm, to deal with issues relating to courts, crowds, press, or athletes. I was part of an award winning ground staff team and gained repeat employment annually throughout my time at university
      - Develop relationships with stakeholders, interest in others to get the job done, change wasys of working to facilitate collaboration for the benefit of the team.
        Proactively seek information, resources and support from outhers outine immediate team. Proactively identigy opportunities to share knoweve, check others understandigns by answering questios
        Seek feedback
        
        forming a constant team, to work tgethrer to share information. When I arrived at Micahel Pge I realised that sharing of candidate information was adhoc, if not limited based on relationships between consultants. While Page Personel our sister business which sat in the row of desks behind often acted as a competitor their candidates appearing in processes, and my clients calling me to let me know they had received a call.
        I spoke to my senior who had previously been in my positon and asked if it had been an issue, who said it had but it had just become part of the status quo. I then spoke to my manager first who decisded it was my responsibility to confront the individual, I explained why it was unprofessional, and how working together could great opportunities for us both. The individual calimed that they did not understand the boundaries between the business.
        As a result I worked with my manager and team to understand how this should work and how in reality this relationship worked. Initally I was the only affected my role, but over time this began to effect others. I worked with my OD to understand their business, the dividing lines, we held several work shops across the to halfs of the business and as a result re-dew the boundaries resulting in a clear document. I also established a precident of fortnightly meetigns to share information and began to take my counterparts on a meetings to create greater transparency and to build relationships and to ensure things were fair. As a result both business in the west birmingham market worked more cohesively which ultrimately led to a more professional service and to greater revenue
        
        In Masters constantly gone above and beyond, building new relationships- Justine Reilly, WOrking with British Museum to share knowelge of the events of this year
    - - Coomunicate using appropriate stypes, methds and timing, play an active part in promoting civul service values and culture.
        Listen to different views.
        SHowing pride and passion for public service
        Confront inapproporiate behvours etc.
        Communicating with clarity, integrity and enthusasim.
        Chapioning difference , and fairness opportunity for all
        Being Visable, establishing a strong direction and persasive future vision, manageing and engaging wit people in a straightforward truthful way
        
        When I watched the DCMS video one idvidual said be the change you want to see in the world.
        When I recruited always ensure the best person got the role, would often be asked my opinion on appointments, and would often correct those with a narrow minded view of what they wanted.
        I also refused to work with one candidate who treated our secretry with discontempt and wrote an explanation on his file to esure that the business did not work with that individual in future. Verbally aggressive and racial undertones.
        
        Take pride in everything I do, always try and doing the best I can. I have always been an ambassador, at six form, university for my department and at Micahel Page, as a sucsess story intern and consultant.
        In the last year a number of indviduals at my level began to leave. As the leader of the consultant team I was often asked why I though that was. As a visable individual in the department, I travelled to numerouos offices as part of my role and spoke to indviduals to listen to their point of views, a lot was about uncertainty about the market and how their role was changing. They were surprisingly positive and open with their comments and came to a meeting with a director who took their concerns to the board, many of which were actioned and resolved. These meetings are now quarterly and have been key to the business retaining talent, giving everyone say in a large FTSEE business and stopping clichés from forming.
        I am a huge believer in fairness and championing difference, as my dissertation suggests. TO see organisations such as Historic England becoming stonewall employeers and is a great start.
        
        Both parents work for the NHS, housemates are doctors in the NHS, proud to work on behalf of the nation for the nation
    - - At Micheal Page, I quickly learnt to be proactive, to work at pace, to adapt to market changes and to handle difficult situations. I took pride in the quality of service that I offered which was valued by my clients and led to an unprecedented amount of repeat business within my market. For example, I found out through a contact that a leading supermarket were moving to thier head quaters to the Midlands. I confirmed the news and practively contacted their Finance Director immediately (who I am sure would provide a reference if requested). I managed the entire end to end recruitment project over an intensive period of three weeks at the client requested, conducting interviews out of office hours and meeting with several senior stakeholders at their site. I negotiated to ensure that the project was completed within budget and the time restraints. As a result of this level of service and success of the campaign, I met my teams objectives and secured an exclusive arrangement going forwards for my team and for other disciplines. This relationship with one of the UKs leading supermarkets will be a highly profitable account for Michael Page going forwards
      - I genuinely believed in the quality service that I offered,t his was based on the feedback I gained from candidates and clients about the amount of time saved and from number of sruveys produced by business. As a result I gained a reputation as 'I don't drop bellow 20% across the business,and while this was not strictly true, on occasions I would, it was a precedent.Despite it being a difficult market where my competitors were dropping rates, I found that by shadowing my manager to identify quality opportunities and offering a high quality service, I was able to work smartly and efficiently.
      - Explaining what can be done, work with team to set piroties, enure delivery of expertise, keeping internal and externall fully informed, promote adherence to relevant polcies and procedures, idetif problems or weekenss in policy or proceddeures and escalate these. , idenfiy riks,
    - - Create regular reviews of who is required to make a project. activity successful, make ongoing imporvements, take ownerships of problems in their area.
        
        As a recruitment consultant I am have written and defined numerous roles and I acutely aware of the importance of understanding how an individuals mindset and skills fit within a team and can be mobilised to achieve common goals. With my own team at Michael Page I realised that there was a gap between the management team and more junior consultants where were becoming disengaged with a number of new strategic initiatives after a couple of individuals had left. I raised this with my Operations Director who suggested that I led the team of recruitment consultants. I led weekly meetings to give updates on current strategies, to facilitate sharing information, different approaches and to discuss the challenges this created. Had a board where people shared information on a daily basis, to keep track of progress and moved to fortnightly meetings to give people the spacec to get on with their goals. I also led a number of team bonding initiatives in the office. As a result, a similar structure has been rolled out across the business and the consultants in the team have similarly begun to lead a team of intern in the same way which has fostered a noticeably more collaborative and posotive working environment.
      - If you have a look at Danny Care, coach 202016 Hockey women, all about the road to Rio and the belief that the women had that everything they were doing was working towards what they believed they could achieve, GOLD. I have always applied this, whether in my own sporting carear, leading brimingham ,setting out aims at the beginning of the year working towards the OLympic park and securing a team scholarship. Or at work, .
    - - Thoughtful and protect of government and public information securely with care.
        
        As a recruitment consultant dealing with sensitive information, CVS, confidential nature, employees nervous that collogues or employer may find out that they are looking as well as the actual confidential information about reasons for looking, CV details etc. Treated with strictest confidentiality and asked for permission at all stages.
      - Accountability and make unbiased decisions
        Examine complex information and obtain further information to make accurate decisions.
        Speak with those reelveant to gain advice
        expain clearly in writing how a decision has been reached
        Provide dvice and feedback to support others to make accurate decisions
        Regularly review data to ensure stored, acrruately and respnsibly
        DONT- avoide decisions, not consider those impacted by decisions,
        
        I have been in many situations where I have had to make decisions, where this be about selection for a team that I am coaching or at work. I always ensure that I confer with relevant indivudal and those who my decisions could effect and make a note to leave a trail about how and why the decision was reached so that I can give feedback and have evidence for the process.
        For example, I have made difficult decisions about indivudals in my consultant team, in my second year at Michael page I ran s highly successful market which had grown to big for one consultant. My manager highered an individual who I soon realised lacked the energy and motivation, key attitude that required for the role, asside from KPIs they were not performing as other members in the team that I led or worked particularly well within the team. I raised this with my manager who spent further 1 on 1 time with the individual who we eventually let go.
        For example,
        Had a client (Magna) at a manufacturing business who wanted to work with me but believed that he would be unable to due to previous disagreements with Michel Page. When I confered with my manager she could not recall what had happened and said was my decision. I met with the indivudal on site the same day to attempt to understand what he thought the issue was, he believed MP had sued the company, but it was mostly hearsay. When I returned I immediately called our legal team to discuss the history with the business, and then met with our accounts team. Having found no reason not to work with the business. That evening I called a candidate who I had worked with over the past year and who worked at a competitor, I believed would be excellent for the job. I assured them that their application and data would be confidential and secure if put forward for the role, and with my team as this new project would take a significant amount of time. I updated my manger stating that I would work the role only if I could negotiate a reasonable rate and could manage both mine and my clients diary to complete the project within the month.
        After a final conversation with the client I compiled a four page pitch document outlining rates and timeschedules, with this agreed and signed which I then sent to finance and legal and attached a secure copy onto our database so give me team members transparncy.
        As a result, if there were any issues further down the line, there would be a clear trail of the process and work that had been completed, fortunately this was not necessary as the suggested candidate secured the role in under a month.
        
        I appreciate that at the DCMS the international and national importance of roles and policys mean that the majority of data is secure and confidential. In my previous role we had regular workshops and updates to the system. In light of the recent hacking of the NHS and the fact that ..private business have been hacked, this is more important than ever. I would be more than happy to attend training sessions on how best to handle secure data.