| Position | 10000 - Senior Project Manager (Deputy Head of Change Delivery) - Midlands |
| Posted | 2025 September 19 |
| Expired | 2025 October 19 |
| Company | Ministry of Justice UK |
| Location | Mansfield, Nottinghamshire | GB |
| Job Type | Full Time |
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Job description
The change delivery and system team oversee the HMPPS governance for change referred to as the Gateway Management System (GMS). The GMS is used to triage/approve change activity through to delivery and completion. The Deputy Head of Change Delivery is a senior role that plays a pivotal part in the strategic and operational management of HMPPS change initiatives at an area, prison group and probation regional level. Working directly to the Head of Change Delivery, this role involves working closely with senior leaders so that their team can drive forward local strategic change priorities whilst overseeing and supporting the successful area implementation of nationally led change projects in alignment with the organisation's vision and goals.
Key Responsibilities:
Strategic Leadership: Provide strategic input and oversight for change at an area/prison group/probation regional level using the systems and intelligence available to and maintained by the Change Delivery Team. Contributing to the development of area/regional/group led strategic planning such as business plans, risk management etc as required. Leading or supporting on specific national strategic activity on behalf of all areas/wider change directorate as required.
Team Leadership: Manage and inspire their Change Delivery staff, providing clear guidance and holding them accountable for their roles and responsibilities regarding the Gateway Management System and change management best practice. Lead on recruitment for the team and supporting team development and performance, ensuring that objectives are met, and workloads are managed effectively. Develop a team identity that is built on professional role modelling, inclusivity, consistency of approach and collaborative leadership.
Stakeholder Engagement: Act as the regional probation/prison group face of change delivery, engaging actively with senior stakeholders through reporting, consultation and overseeing tiered change delivery support. Proactively managing local relationships by participating in regional/group/area governance forums and priority change project meetings with internal/external stakeholders including in person in establishments and probation offices. Deputising for the Head of Change Delivery in area/national meetings as required. Providing link between Area and national Change Systems and Delivery colleagues for the purposes of escalation/feedback and providing clear direction to their team.
Compliance: Ensuring compliance with the GMS is a critical aspect of the role. The Deputy Head of Change Delivery will uphold the professional standards within their team confirming we are working according to national expectations as defined in our service level agreement and protocols for GMS and PftW. Ensuring our change reporting is accurate and comprehensive when presented to senior stakeholders or used nationally.
Change Management Excellence: The Deputy Head of Change will ensure their Change Delivery Team utilise best practice methodology in change management through the use of training, continuous professional development and supervision. A flexible tailored approach will be utilised for change delivery based on the tiering principle that resources follow complexity working to nationally defined expectations. By exception, the Deputy Head may lead on or co-manage high priority complex change initiatives.
Performance Monitoring and Reporting: Providing formal reporting at an Area/regional/probation senior leadership level, offering assurance of change load and delivery progress. The Deputy will also use this information to monitor and manage team performance offering assurance of data quality.
Risk Management and Continuous Improvement: The Deputy Head of Change Delivery will build a culture within their team that identifies effective risk management strategies and Continuous Improvement to ensure change is implemented and embedded successfully. Using the methods and systems available to change delivery teams, the Deputy will use reporting outputs to get senior leader engagement. Working with the Change System Team in the ongoing development of the GMS and associated systems/protocols.
About the Change Delivery Group:
Thank you for your interest in joining the HMPPS Change Group which is led by Deputy Director, Matthew Wilson and is part of the Change Directorate (CD), led by Executive Director Matt Grey.
Ø With approximately 175 staff across 3 functions, our Change Group represents half of the Change Directorate.
Ø Whilst we are still in a period of transition due to the ongoing OneHMPPS HQ redesign, we are steadily developing our future vision and priorities, in line with wider HMPPS and ministerial commitments.
Ø Last year, we expanded our transformative Gateway Management System (GMS) to include the prison service which is already paying dividends and enabling us to effectively, capture, coordinate and sequence change, helping to minimise the impact on our frontline colleagues.
Ø There are 6 Area Change Delivery Teams and 3 National Change Delivery Teams. These teams coordinate and schedule the implementation of local, national and programmatic change projects across HMPPS.
Ø The Midlands Area Change Delivery Team is led by Jenna Titley and covers East and West Midlands Probation and Prison Groups.
Ø As a group, we are committed to evolving and enhancing the service we offer. We are privileged to have a wealth of experience and expertise across our directorate, and we look forward to capitalising on your skills and investing in your potential.
An overview of Change within His Majesty's Prison and Probation Service (HMPPS)
Ø Across HMPPS, there are numerous change workstreams operating at any given time.
Ø The number of workstreams fluctuates as new programmes are created and existing programmes close.
Ø Our Change Group is responsible for overseeing change across the agency and providing the drivers and enablers that ensure reforms are successfully implemented and embedded across our frontline services.
Ø In line with agreed criteria such as: programme size, whole life costs, alignment with strategic objectives, some of these programmes may fall within portfolios - including our own HMPPS Change Portfolio - and are therefore subject to specific governance and mandatory reporting.
Ø Other programmes and projects may fall outside the scope of a portfolio; however, it is
Ø still important we are aware of these change initiatives. Plus, in many cases, our teams still provide support, advice and expertise to help progress their delivery.
Ø On a monthly basis, the Change Board, chaired by our Executive Director Matt Grey, reviews change across the agency on behalf of the HMPPS Leadership Team (HLT).
How we capture and manage change in HMPPS
In the fast-paced world of operational delivery, it is crucial that we forecast, coordinate and manage change effectively to help minimise the impact on our frontline services.
➢ The Gateway Management System is our mandatory, centralised system for ensuring change proposals, or information requests for our operational colleagues, are captured, mapped and sequenced accordingly. This process provides leaders with a clear view of incoming changes; allowing for informed decisions on whether changes can be implemented based on current workloads and priorities.
➢ The system is more than just a tool; it's a commitment to operational excellence and testament to ‘modernising our estates and technology' and ‘enabling people to be their best' in line with our HMPPS Strategic Principles.
The basic lifecycle of a Change Programme
Irrespective of the level of governance applied to a change programme, most projects generally follow the same lifecycle.
There are four key stages:
➢ Planning and preparation
➢ Development and initiation
➢ Design and delivery
➢ Handover and closure
Our Change Group provides support throughout the change lifecycle.
Some of our Teams also continue to provide assistance post closure to help evaluate the effectiveness of the change which has been implemented.
There will be a Information briefing about the role and the Team on Weds 1st October 9am-10am - link attached
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