The Role
The Deputy Director of Performance is a new role that will report directly to the Director of Planning, Performance & Risk. This is a rare opportunity to shape how one of Whitehall’s largest departments understands, challenges and improves performance across a complex justice system.
The Permanent Secretary has set a clear ambition – a step-change in how we manage performance to achieve better outcomes through greater transparency, stronger reporting and increased consistency. The department is committed to building a high-performance culture – setting high standards, supporting and challenging each other, and using innovation to raise our game. The role will also ensure the effective delivery of the Lord Chancellor’s priorities by leading and monitoring accurate and informative Key Performance Indicators (KPIs).
This is a high profile, critical area of work, which will face significant internal and external scrutiny, up to and including ministerial level.
The role requires a confident individual who will maintain strategic relationships across five executive agencies, four HQ groups and Arm's Length Bodies (ALBs).
Working across boundaries, the postholder will build strong and trusted relationships with stakeholders at all levels, ensuring a good level of understanding of the department’s strategy and its system wide outcomes.
The post holder will lead a team of approximately 15–20 people and work as part of a Directorate Leadership Team comprising five other Deputy Directors.
Key Responsibilities
Reporting into the Director of PPRD you will:
- Establish, lead and motivate a high-performing, diverse, inclusive and multidisciplinary team, setting a clear vision, purpose and operating model that strengthens delivery grip across MoJ.
- Conduct high-quality deep dives and evidence- based performance assessments on the department’s highest priority areas, identifying emerging risks, dependencies and good practice.
- Ensure performance data and insight are timely, to a high standard and used effectively to drive decision-making in forums including the Justice Performance Board, Departmental Board, Executive Committee and regular ministerial discussions.
- Effect positive changes to the way we work, delivering a combination of rapid and long-term projects focussed on a limited number of specific priorities, working with the department to drive improvements, linking outcomes, priorities, metrics and delivery plans.
- Use quantitative and qualitative insights to develop delivery improvement hypotheses, working constructively with senior leaders to understand, support and challenge areas that require improvement.
Develop and maintain- working relationships within the department, across government and with key external stakeholders, using collaboration and diversity of thought to better enable the department to understand how it can improve performance priority areas.
- Drive effective governance, performance reporting and assurance across the department and wider justice system, ensuring clear oversight of delivery, identifying risks and dependencies, and providing constructive support and challenge to enable successful outcomes.
- Provide strong leadership, influence and direction; act as a trusted adviser to Ministerial and Executive teams on delivery challenges and performance improvement, building strong relationships with leaders across the justice system to track performance and guide action.
- Promote a culture of continuous improvement, curiosity and constructive challenge by building in a performance routine and a cycle of learning to facilitate high-quality decision-making.
Additional Responsibilities
- Form part of the leadership team of the department, supporting the Director to meet all corporate responsibilities.
The shape of the Directorate is changing and, as a result, the post holder's role and responsibilities may evolve over time to meet emerging business needs and priorities.
