Programme Delivery Manager - Legal Aid Agency

This vacancy is only available to existing Civil Servant employees and employees of accredited non\-departmental public bodies (NDPBs). Please review the "Eligibility" section before you apply.

General Information

Salary
The national salary range is £71,381 \- £80,419, London salary range is £75,674 \- £85,257\. Your salary will be dependent on your base location
Working Pattern
Full Time, Part Time, Part Time/Job Share, Flexible Working
Vacancy Approach
Cross Government
Location
Birmingham, Brighton and Hove, Bristol, Cambridge, Cardiff, Jarrow, Leeds, Liverpool, London, Manchester, Nottingham
Region
East Midlands, East of England, Greater Manchester, London, North East, North West, South East, South West, Wales, West Midlands, Yorkshire and the Humber
Closing Date
02\-Oct\-2026
Post Type
Detached Duty, Loan
Civil Service Grade
Grade 6
Number of jobs available
1
Reserve List
12 Months
Job ID
22399

Descriptions \& requirements

Job description
Job Title \& Grade: Programme Delivery Manager G6

Contract Type: Detached Duty/Loan, 18 months

Salary range (depending on location):

National \- £71,381 \-£80,419

London \- £75,674 \- £85,257

Please note that unless you are currently employed by the Civil Service and are earning more than the minimum above, if successful you will be offered the minimum for the grade depending on your location.

Location: National (any LAA office)

Please note that whilst this role is open to all Civil Servants, you can only apply for London, Cambridge and Brighton offices if you are a current LAA staff member based in those offices. This is due to and in line with the LAA's Location Strategy and the Cabinet Office's Places for Growth Strategy.

Important information for candidates choosing the Liverpool office

If you are successful and choose to be based in our Liverpool office, you will be required to complete Counter Terrorist Check (CTC) clearance in addition to our standard pre\-employment checks.

To obtain CTC clearance, you must meet the current National Security Vetting residency requirements. Under Central Government policy, applicants must normally have been resident in the UK for the last 3 years to be eligible for this level of clearance.

Please consider this requirement carefully when applying if Liverpool is your preferred location.

Minimum Working Pattern:

If you are applying for a part time role, please note that to meet business demands we need cover for a minimum of 30 hours.

The Legal Aid Agency

We are an executive agency of the Ministry of Justice (MoJ). We areresponsible for operationally administering the legal aid fund to provide criminal and civil legal aid advice to people in England and Wales.

Our people are at the heart of achieving excellence. Employing around 1,200 colleagues across England and Wales, we feel proud to have some of the best People Survey results in the Civil Service.

Transformation

Transformation are responsible for continuing to drive forward simplifying the delivery of legal aid. We want to improve the experience for the people who apply for legal aid, the providers who deliver the services and those of us in the LAA who administer the scheme, while ensuring the LAA remains a great place to work.

Transformation Team

This team is leading the transformation of our organisation through innovation, collaboration and inclusion. Originally established in May 2020, the Transformation Team has grown rapidly over the last five years. We are a hybrid team of business change and project delivery experts, and working in partnership with others is at the heart of what we do. We work together with teams across the agency, with the LAA Digital team, MoJ Project Delivery Function experts, MoJ Policy teams and wider stakeholders across the justice system and government.

The transformation portfolio spans multiple services, systems and functions, with significant impacts on:

• Front\-line operational teams


• Policy design and implementation


• Digital systems and data


• External providers and partners

Job Summary

The Programme Delivery Manager (PDM) plays a central role in coordinating and driving delivery across the Legal Aid Agency’s unified portfolio, covering Recovery, Transformation, Policy, and related cross‑cutting initiatives. The role ensures the delivery of prioritised outcomes, supports strengthened governance, and provides high‑quality reporting and assurance into the LAA Portfolio Delivery Board and associated governance forums.

The PDM will play a central role in enabling the team to achieve its goals by providing clear direction, creating the conditions for high performance, and actively removing obstacles to progress. They will foster a collaborative, supportive environment, coaching and motivating colleagues and wider teams, encouraging continuous improvement, and ensuring everyone is focused on priorities that deliver the greatest impact.

W needed, they will take a hands‑on approach to delivery, stepping into tasks to maintain momentum, model expected behaviours, and ensure quality and consistency across deliverables. This role is around leading by example, is comfortable working at both strategic and operational levels, and is committed to helping the team succeed collectively.

Key Responsibilities:

• Portfolio Delivery \& Integration


• Lead the day‑to‑day orchestration of activity across Recovery, Transformation, Policy‑linked work, and other strategic change priorities, ensuring alignment to the unified LAA Change Portfolio.

Consolidate plans, milestones, risks, assumptions, dependencies, and resource positions across workstreams to support the integrated portfolio roadmap. Ensure t* is a capability to continuously update and track the plans – and for the position of the outcomes to be reported on against the agreed cadence.

• Maintain visibility of all in‑flight initiatives and backlog items via the LAA Portfolio Initiative Log and contribute to unified portfolio planning and prioritisation.

The value of horizontal views across plans

• A horizontal view brings together interconnected dependencies, risks and assumptions across Recovery, Transformation and Policy delivery. Rather than looking at plans in isolation, it creates a unified picture of how activities influence one another, showing w decisions in one area accelerate or constrain progress in another. This supports better sequencing, avoids unintended impacts, and enables leaders to make genuinely portfolio‑wide trade‑


• It also strengthens implementation into live, by surfacing cross‑team pinch points, shared milestones, and critical path items that sit between vertical workstreams. This is essential w multiple teams must contribute to the same end‑to‑end outcome, as highlighted in which shows how teams’ work overlaps across user journeys, data flows, security and policy‑driven requirements.

Finally, horizontal views are t* to help keep the user at the centre. By seeing the journey end‑to‑end, not just through a single team’s part of the process we can identify friction points, hand‑offs, policy constraints, and technical dependencies that impact real‑world user experience. It ensures that planning and prioritisation decisions reflect what matters most: delivering cont, usable services for providers, caseworkers and citizens.

• Programme Management \& Delivery Assurance


• Ensure all programmes and initiatives within scope follow consistent lifecycle stages, delivery standards, and change control processes.


• Support definition and delivery of the Recovery scope, Transformation outcomes, and Policy delivery commitments; ensure clarity of ownership, scope, milestones, and deliverables across workstreams.


• Identify and escalate risks, issues, constraints, and cross‑portfolio impacts to the Portfolio Delivery Board and relevant governance forums.


• Governance, Reporting \& Decision Support


• Coordinate and prepare high‑quality inputs, packs, and reporting for the LAA Portfolio Delivery Board and the steering committee, ensuring accuracy, alignment, and readiness for decision.

Lead consolidation of programme status (progress, risks, issues, decisions, blockers, dependencies) to produce co* nt portfolio‑level reporting and updates.

• Support triage of commissions and reporting requests to ensure they align with portfolio priorities and governance pathways.


• Planning, Prioritisation \& Backlog Management


• Lead the development and ongoing refinement of portfolio‑level plans, including short‑term recovery baselines and medium to longer‑term transformation roadmaps.


• Coordinate identification of unplanned activity, backlog items not currently in delivery, and dependencies that affect cross‑team scheduling.

Support the management of prioritisation cycles, ensuring inputs are ready for decisions and that changes are controlled through the Portfolio governance model.

W* plans deviate from agreed baseline, to assess for change exception submission, with resultant impact assessment to reset milestones.

• Stakeholder Engagement \& Cross‑Team Collaboration

Work ly with digital, policy, operational and PMO colleagues to ensure co* nt planning, delivery integration, and forward visibility of needs across teams.

• Maintain strong relationships with Service Owners, initiative leads, planners, Recovery leads, and Policy teams to ensure shared understanding of deliverables and impacts.


• Facilitate collaborative working across Digital and LAA teams to embed joint ownership of outcomes and to break down siloed delivery.


• Benefits, Outcomes \& Change Readiness


• Support benefits identification, tracking, and realisation at programme and portfolio level.


• Own the integrated benefits and work with the Head of Transformation to align to the financial view across

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