Director of Modernisation Strategy and Implementation
Term: Permanent - though loans will be considered from other Government Departments
Salary: £71,381 - £88,900 per annum
Location and Type: 10 Clyde Place, Glasgow, G5 8AQ - Hybrid role with 50% office attendance
Closing Date: Friday 3 April 2026, 11.55pm
Contents
Chief Executive Officer's Foreword
3
About The Role
5
Key Responsibilities
6
About CICA
9
The Person
10
The Recruitment Process
12
Indicative Timeline
14
Commitment to Equality, Diversity and Inclusion
15
Contact Us
16
2
Chief Executive Officer's Foreword
Do you have a strong track record of delivering improvements to public services? Are you
passionate about modernisation of services and continuous improvement? Then we have an
exciting opportunity for you at the Criminal Injuries Compensation Authority (CICA) as Director of
Modernisation Strategy and Implementation. This is a new position at the centre of our ambition
to deliver modern, trauma-informed services to those applying for compensation and our staff.
The CICA is an Executive Agency of the Ministry of Justice (MoJ). We are a team of over 350
people, with an office base in central Glasgow.
We are proud to provide government funded compensation to victims of violent crime across Great
Britain. While the financial compensation we can provide will never fully compensate victims for the
“A fantastic
terrible violence or loss they have experienced, we know compensation can make a real difference
opportunity to
in people’s lives.
make a real impact As the Director of Modernisation Strategy and Implementation you will be at the forefront of
for victims of
ensuring CICA delivers our mission to provide a sensitive, trauma-informed service which is fair and
violent crime"
accurate, and makes efficient use of our resources.
You will be an intrinsic part of the senior leadership team at CICA. As we rise to the challenge of
managing increasing demand for compensation, you will lead the critical delivery of our
commitments to continuous improvement and making greater use of modern digital technologies, to
enhance applicant experience and improve our efficiency.
3
Chief Executive Officer's Foreword continued
Your leadership skills will maintain a strong connection between our purpose and our people. You will build strong working
relationships and influence the strategic direction and operational effectiveness of the organisation. Working within the
relevant law and budgetary framework, you will develop and lead implementation of a CICA modernisation strategy. You will
work closely with MoJ Digital colleagues to successfully deliver this. It will be vital that you work collaboratively with our
people, functional experts and external partners.
You will have opportunities to engage with those in similar roles in other agencies and directorates within the Service
Transformation Group and the wider MoJ, bringing opportunity to build strong working relationships and to contribute to
cross-departmental objectives.
This is a fantastic opportunity to make a real impact, enabling our people and strengthening our services to improve delivery
of compensation to victims of violent crime.
Do you have the experience and abilities we are looking for? Do you have the personal drive needed to deliver in a complex
operational environment? Do you want to make a real difference to victims of violent crime? If so, I would be delighted to
receive your application for this role.
Best wishes
Lynne Henderson
Chief Executive Officer, CICA
4
About The Role
This exciting and newly created senior role will be central to continuing to modernise CICA and improving the
experience of victims applying for compensation.
As a member of the Executive Management Team and reporting to the CEO, you will provide visible leadership across
delivery and digital workstreams, ensuring joined up progress and resolving cross-functional challenges. As Senior
Responsible Owner, you will be accountable for achieving the programme’s intended benefits.
You will lead CICA’s modernisation strategy, identifying improvement opportunities, leading the Business Change and
Continuous Improvement team, and working closely with MoJ Digital to deliver modern, trauma-informed services. You
will ensure strong communication, stakeholder engagement and alignment across CICA and the wider MoJ.
As a visible senior leader, you will model Civil Service values, build trusted relationships, champion continuous
improvement, and help shape a culture of respect, empathy and transparency.
The role is likely to evolve over time, offering the right candidate opportunities for development.
5
Key Responsibilities - Senior Leadership
Senior Leadership
• Provide visible, inclusive leadership across CICA, modelling Civil Service values and fostering a culture of delivery,
accountability, and professional excellence.
• Lead organisational change and transformation as SRO, chair key governance forums, and drive continuous
improvement, service enhancement, and modernisation.
• Work with MoJ Digital and cross-functional colleagues to deliver coherent, technology-enabled transformation and
strengthen data-driven decision making.
• Act as Deputy SIRO, ensuring effective project-data governance, identifying risks and opportunities, and enabling
high-quality strategic decisions.
• Contribute to the Executive Management Team, strengthening collaboration, leading cross-CICA initiatives, and
providing stability and clarity during change.
• Represent CICA across MoJ and wider government, deputising for the CEO and jointly sponsoring major
cross-cutting transformation programmes.
6
Key Responsibilities - Strategic Planning
Strategic Planning
• Lead development and delivery of CICA’s multi-year modernisation strategy, ensuring alignment with
organisational objectives, MoJ reform priorities, and Spending Review commitments.
• Provide strategic direction for annual business and planning activity, ensuring alignment with the Justice Delivery
Plan, Service Transformation Group commitments, and CICA priorities.
• Oversee delivery of the CICA Business Plan, including providing quarterly updates to the CICA Board.
• Develop strategies to deliver a modernised, end-to-end, trauma-informed service for those applying for
compensation.
• Work collaboratively across CICA to identify improvement areas and develop initiatives that drive greater efficiency
and enhance the applicant experience.
• Engage MoJ Digital and delivery leaders at the problem-definition stage of strategy development, ensuring
solutions are feasible, scalable, and sustainable.
7
Key Responsibilities - Delivery
Delivery
• Translate strategic objectives into coherent programme and project portfolios with clear outcomes, milestones, and benefits,
supported by robust plans to deliver a modernised CICA.
• Drive delivery excellence across continuous improvement, modernisation, digital and technology initiatives, ensuring
alignment with CICA priorities, capacity, sequencing, governance, and strong risk management, assurance, and reporting.
• Establish and maintain change governance aligned with CICA corporate governance and the project delivery framework,
ensuring projects remain focused on business objectives.
• Track and embed benefits, ensuring improvements are realised and sustained in business-as-usual operations.
• Work collaboratively across CICA, MoJ Digital, and the wider Service Transformation Group and MoJ to enable integrated
planning and shared accountability for delivery outcomes.
• Ensure projects and programmes meet MoJ technical and security standards, using innovative technologies (including AI
and Low Code) to accelerate progress, reuse capability, and reduce cost and risk.
• Drive user-centred service redesign so services are accessible, trauma-informed, efficient, and compliant with legislative
and policy requirements.
• Maintain effective communication with project stakeholders and senior sponsors, building strong relationships,
understanding wider dependencies, and managing interactions effectively.
8
About CICA
CICA is an Executive Agency of the Ministry of Justice (MoJ). As a cross border authority, we administer the Criminal Injuries
Compensation and the Victims of Overseas Terrorism Compensation Schemes on behalf of the UK and Scottish
Governments in the respective jurisdictions. We are a public body with a strong connection to our sponsor department,
delivering our core front-line service with the support of colleagues from a network of MoJ functions.
We share the MoJ vision and core values of Purpose, Humanity, Openness and Together.
Our business plan for 2025-26 is based on the delivery of three strategic outcomes, which contribute to the MoJ outcome of
delivering swifter justice for victims. Our strategic outcomes for 2025-26 are to:
• Provide an accessible service that treats victims with compassion, sensitivity, and fairness
• Invest in an inclusive, diverse, and professional workforce which lives our values and delivers public service with pride
• Operate an efficient and accurate assessment process and account for the public funds we spend
These three strategic outcomes, focused on our applicants, people and processes ensure we continue to drive forward our
commitment to providing a sensitive, fair, and efficient service.
At CICA, our aim is to provide applicants with a sensitive, fair and efficient service ensuring that victims of violent crime
receive the compensation to which they are entitled according to the provisions set by Parliament. In 2024-25, we provided
£164 million to victims and their loved ones. We know that no financial award can undo the harm and trauma they have
experienced but it can help support people to move forward and provide recognition of what they have been through.
More information can be found at: www.cica.gov.uk.
9
The Person
This role requires an experienced, collaborative senior leader with a strong track record in
transformation, digital and service modernisation, and cross disciplinary delivery. You will bring
strategic insight, exceptional communication skills, and the ability to drive high performing teams
through complex change.
Essential Criteria
• Experience in a senior leadership role within a complex delivery organisation.
• A successful track record in leading business transformation through modernisation, innovation and/or continuous
improvement with experience of digital and service transformation, including embedding change into operational delivery.
• A strong track record of motivating staff and building strong cross-disciplinary relationships, delivering successful outcomes
through partnership working.
• Knowledge and leadership experience in one or more areas of project or digital delivery or a related discipline.
• A confident and clear communicator, with strong influencing and negotiation skills able to engage, build trust and energise
others.
• Strong strategic thinking, including an ability to understand a wide range of complex and often sensitive issues, manage
conflicting priorities and translate vision into practical, deliverable plans.
• Expertise in programme and change management, benefits realisation and governance.
• Ability to forecast, plan and achieve stretching performance and service outcomes, aligned with strategic objectives.
• Inclusive and collaborative, able to lead and contribute in multiple team settings, and with functional experts.
10
The Person continued
Desirable Criteria
• Experience leading cross-functional transformation in partnership with
digital and operational teams.
• Experience working in a front-line operational delivery function/
organisation.
• Professional accreditation in programme, project or change management
(e.g. MSP, PRINCE2, Agile, Lean).
• Experience leading trauma-informed or applicant-focused service
redesign.
11
The Recruitment Process
At interview, you will be assessed on the
following behaviours:
Promote diversity, inclusion and equality of opportunity, respecting difference
and external experience. Welcome and respond to views and challenges from
• Working together
others, despite any conflicting pressures to ignore or give in to them. Stand by,
• Leadership
promote or defend own and team’s actions and decisions where needed. Seek
• Communicating and Influencing
• Seeing the Big Picture
out shared interests beyond own area of responsibility, understanding the extent
• Delivering at Pace
of the impact actions have on the organisation. Inspire and motivate teams to be
fully engaged in their work and dedicated to their role.
Examples of behaviours at this level are:
Communicate with others in a clear, honest and enthusiastic way in order to
build trust. Explain complex issues in a way that is easy to understand. Take
into account people’s individual needs. Deliver difficult messages with clarity
and sensitivity, being persuasive when required. Consider the impact of the
language used. Remain open-minded and impartial in discussions, whilst
respecting the diverse interests and opinions of others. Introduce different
methods for communication, including making the most of digital resources
whilst getting value for money. Monitor the effectiveness of own and team
communications and take action to improve where necessary.
12
The Recruitment Process continued
Actively build and maintain a network of colleagues and contacts to achieve progress on shared objectives. Challenge
assumptions while being willing to compromise if beneficial to progress. Build strong interpersonal relationships and show genuine
care for colleagues. Ensure consideration and support for the wellbeing of yourself and individuals throughout the team.
Understand the varying needs of the team to ensure they are supported and their experiences are utilised. Create an inclusive
working environment where all opinions and challenges are taken into account and bullying, harassment and discrimination are
unacceptable. Remain available and approachable to all colleagues and be receptive to new ideas.
Ensure everyone clearly understands and owns their roles, responsibilities and business priorities. Give honest, motivating and
enthusiastic messages about priorities, objectives and expectations to get the best out of people. Comply with legal, regulatory and
security requirements in service delivery. Set out clear processes and standards for managing performance at all levels. Ensure
delivery of timely quality outcomes, through providing the right resources to do the job, reviewing and adjusting performance
expectations and rewarding success. Maintain own levels of performance in challenging circumstances and encourage others to do
the same.
Anticipate the long-term impact on the Department of economic, political, environmental, social and technological developments, at
both national and international levels. Create joined up strategies that put into practice and support the Government’s vision for the
future. Identify and shape how your work area fits within and supports the priorities of the organisation. Develop an in-depth insight
into customers, services, communities and markets affected by your work areas and the wider public sector context. Ensure work is
in the national interest whilst meeting the diverse needs of all end users.
13
Indicative Timeline
•
We will try and offer as much flexibility as we can, but it may not be possible to offer alternative dates for interviews. You
are therefore asked to note the below timetable. Please note that these dates may be subject to change.
•
Regardless of the outcome, we will notify all candidates as soon as possible.
•
This role requires successful completion of pre-employment checks including Baseline Personnel Security Standard
(BPSS) before the appointment can be confirmed.
•
If there are more appointable candidates than we have available positions, you will be placed onto a reserve list for 12
months. Please advise us if you do not wish to be placed on the reserve list.
The anticipated timetable is as follows:
3 April 2026, 11.55pm
Advert closes
Week beginning 6 April 2026
Sift
Sift takes place and applicants notified of outcome
Interviews will be between 20 - 30 April 2026
Panel Interview and Presentation In person at Buchanan Wharf, Glasgow
Week beginning 4 May 2026
Outcome
14
Commitment to Equality, Diversity and Inclusion
At the Ministry of Justice (MoJ) we are committed to building a diverse, talented workforce drawn from the widest range
of backgrounds. Our departmental framework ensures equality, diversity and inclusion are embedded in our policies,
processes and governance, and that we meet our obligations under the Equality Act and Public Sector Equality Duty.
We publish workforce data through our Annual Report and Accounts and Civil Service Statistics, and representation is
monitored through MoJ governance structures to ensure background or protected characteristics are not a barrier to
recruitment, progression or retention.
We aim to create an inclusive culture built on respect, wellbeing and zero tolerance of bullying, harassment,
discrimination or victimisation. We know that diverse teams, supported by an evidence-based approach to inclusion,
help us deliver better, more innovative services for the public.
If you have any reasonable adjustments please contact Corporate Support for assistance.
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Contact Us
Should candidates like to discuss the role in more detail before applying, please contact CEO
lynne.henderson@cica.gov.uk
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