Director of Operations
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: 22 May 2026
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
Note to candidates - Artificial Intelligence
16
Contact Us
17
2
Chief Executive Officer's Foreword
Do you have a strong track record of delivering frontline services? Are you passionate about improving customer
experience and driving efficiency? Then we have an exciting opportunity for you at the Criminal Injuries
Compensation Authority (CICA) as Director of Operations.
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
terrible violence or loss they have experienced, we know compensation can make a real difference in people’s lives.
“A fantastic
The Director of Operations is a critical role in ensuring we deliver on our mandate. You will be an intrinsic part of the
opportunity
executive team at CICA. As we rise to the challenge of managing increasing demand for compensation, you will
to make a
drive the critical delivery of compensation in an accurate, timely and trauma-informed manner. Your leadership skills
real impact
will maintain a strong connection between our purpose and our people. You will build strong working relationships
for victims
and influence the strategic direction and operational effectiveness of the organisation. You will work collaboratively
of violent
with our people, functional experts and external partners.
crime"
This is a fantastic opportunity to make a real impact, enabling our people and strengthening our services to improve
delivery of criminal injuries compensation. Do you have the experience and abilities we are looking for? Do you have
the personal drive 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.
Best wishes
Lynne Henderson
Chief Executive Officer, CICA
3
About The Role
This critical senior leadership role has responsibility for leading delivery of CICA’s mandate to provide compensation to
victims of violent crime and is central to the ongoing modernisation of our services. As a member of the Executive
Management Team, reporting directly to the Chief Executive Officer, you will provide visible leadership across
operational delivery, ensuring compensation is delivered accurately, in a timely manner and in a trauma-informed way.
You will lead an end-to-end service delivery function, working collaboratively with CICA Directors, delivery partners and
other stakeholders. The role includes oversight of around 250 staff, with direct line management of eight senior leaders,
and responsibility for the full application process for over 45,000 cases each year. You will be accountable for delivery
against annual key performance indicators and for managing an annual compensation budget in excess of £150m,
supported by effective controls to ensure accurate assessment of entitlement and appropriate use of discretion.
As a senior leader, you will model Civil Service values, build trusted relationships across CICA and the wider MoJ,
champion continuous improvement, and help shape a culture of respect, empathy and transparency, delivering a
trauma-informed service with victims at its heart.
4
Key Responsibilities
Leadership
Lead and develop a workforce of around 250 people to deliver against demanding key performance metrics, ensuring
high standards of quality, efficiency and professionalism
Provide highly visible leadership across CICA, championing Civil Service values, modelling inclusive leadership, and
fostering a culture where diverse teams can succeed and perform at their best
Embed a strong culture of delivery, accountability and professional excellence, identifying and managing key risks,
resolving challenges, and acting as a stabilising presence during periods of change
Act as the organisational authority on CICA operational delivery, providing assurance to the Executive Management
Team and Board, and leading the Operations Directorates’ contribution to strategic outcomes and Business Plan
commitments
Build and sustain a highly capable leadership and delivery team through investment in training, mentoring, personal
development and robust performance management, while championing the Operational Delivery Profession
Actively contribute as a member of the Executive Management Team, strengthening collaboration, role-modelling
senior leadership visibility, leading cross-CICA activity, and representing CICA on MoJ and cross-government
committees and boards, including deputising for the Chief Executive Officer as appropriate
Build strong internal and external engagement through clear, effective communication with key stakeholders, including
the Scottish Government, maintaining momentum, morale and delivery focus through transition.
5
Key Responsibilities - continued
Operational Delivery
Ensure CICA operational priorities - annual compensation budget, timeliness of decision making and a stable live
caseload - are met, balancing resources accordingly
Drive improvements to performance across the Directorate to improve applicant experience and decision-making
efficiency
Ensure that procedures and ways of working are applicant focussed and trauma-informed
Drive delivery excellence through the expert use of data and understanding of performance to improve decision-
making, productivity and customer experience
Build a quality, right first time, culture across the Directorate.
Financial Management
Manage the operations directorate budget within delegated limits and ensure compliance with CICA corporate
governance protocols
Contribute to the effective financial management and operational efficiency of CICA
Deliver compensation spend in line with Managing Public Money, ensuring tax-payers money is used effectively.
6
Key Responsibilities - continued
Corporate Responsibilities
Proactively identify and manage risks within your own Directorate, and corporately through the Executive
Management Committee and the CICA Audit and Risk Assurance Committee
Contribute to CICA strategic and business planning through membership of the Executive Management Committee,
Transformation and Change Committee and the CICA Board
Work closely with the individual Directors to support operational delivery. Including with the Director of Modernisation
Strategy and Implementation to support the identification and implementation of modernisation to improve service
delivery and applicant experience; Director of Legal & Policy to ensure training needs are addressed and
appropriately supported and operational guidance is followed; and, the Director of Corporate Services to support a
strategic approach to recruitment and ensure operational staff are aware of and compliant with corporate policies
Active member of the CICA Executive Management Team, working collegiately with other Directors to drive forward
cross organisational improvements
Work with government and external auditors as required.
7
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 2026-27 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 2026-27 are:
• We will pay criminal injuries compensation to eligible victims of violent crime in as timely a manner as possible
• We will invest in an inclusive, diverse and professional workforce which lives our values and delivers public service with
pride
• We will provide an accessible, trauma-informed service which treats victims with compassion, sensitivity and fairness
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.
8
The Person
This role requires an experienced, collaborative senior leader with a strong track record in
frontline operational delivery and customer service. You will bring strategic insight, exceptional
communication skills, and the ability to drive high performance.
Essential Criteria:
• Senior Leadership experience in frontline operational delivery or customer facing service role in a case-working organisation
with a successful track record in meeting performance expectations and delivering service improvements
• A strong track record of motivating staff and embedding a culture of continuous improvement to achieve improved customer
outcomes
• 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 this into practical, deliverable plans
• A track record of developing a high-performance culture, through use of effective planning and delivery strategies
• Achievement of improved service and outcomes for customers, through more efficient use of resources and continuous
improvement of operating practice
• Inclusive and collaborative, able to lead and contribute in multiple team settings, and with functional experts
• A willingness to innovate and work with new digital solutions, in situations where these may depend on the professional
expertise of others
• A commitment to your own and your team’s development which has delivered positive value for money and benefits
• Robust personal resilience, flexibility and appetite to drive high performance.
9
The Person continued
Desirable Criteria:
• Professional accreditation in Operational Delivery,
Customer Service or similar, or significant senior level
operational leadership experience in a complex delivery
environment
• Experience working with vulnerable communities, including
victims of violent crime
• Trauma-informed learning or training.
10
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
• Leadership
others, despite any conflicting pressures to ignore or give in to them. Stand by,
• Managing a Quality Service
promote or defend own and team’s actions and decisions where needed. Seek
• Communicating and Influencing
out shared interests beyond own area of responsibility, understanding the extent
• Seeing the Big Picture
of the impact actions have on the organisation. Inspire and motivate teams to be
• Delivering at Pace
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.
11
The Recruitment Process continued
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.
Demonstrate positive customer service by understanding the complexity and diversity of customer needs and expectations.
Deliver a high quality, efficient and cost effective service by considering a broad range of methods for delivery. Make clear,
practical and manageable plans for service delivery. Proactively manage risks and identify solutions. Establish how the
business area compares to industry best practice. Create regular opportunities for colleagues, stakeholders, delivery partners
and customers to help improve the quality of service.
12
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:
25 May 2026, 11.55pm
Advert closes
Week beginning 25 May 2026
Sift
Sift takes place and applicants notified of outcome
Interviews will held week beginning 8 June 2026
Panel Interview and Presentation In person at Buchanan Wharf, Glasgow
Week beginning 15 June 2026
Outcome
13
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.
14
Note to candidates - Artificial Intelligence
Artificial Intelligence can be a useful tool to support your application, however, all examples and statements provided
must be truthful, factually accurate and taken directly from your own experience. Where plagiarism has been identified
(presenting the ideas and experiences of others, or generated by artificial intelligence, as your own) applications may be
withdrawn and internal candidates may be subject to disciplinary action. Please see our candidate guidance for more
information on appropriate and inappropriate use:
https://www.civil-service-careers.gov.uk/artificial-intelligence-and-recruitment/
15
Contact Us
Should candidates like to discuss the role in more detail before applying, please contact CEO
lynne.henderson@cica.gov.uk
16