27479 - Programme Officer

£32,602 - £46,424 (Salary will depend on location)
2
12 Months
London, National
London , National
CLIVE HOUSE LONDON, SW1H 9EX, NATIONAL
SEO
YJB SEO London, YJB SEO National
Permanent
Full Time
Programme and Project Management

The YJB’s mission statement

The YJB is a non-departmental public body established by the Crime and Disorder Act (1998). Its primary function (The YJB’s primary and unique functions are set out in section 41, part III of the Crime and Disorder Act 1998) is to monitor the operation of the youth justice system (see glossary) and the provision of youth justice services (As defined by section 38, part III of the Crime and Disorder Act 1998). It has a legal duty to advise the Secretary of State on matters relating to the youth justice system, to identify and share examples of good practice and to publish information about the system: reporting on how it is operating and how the statutory aim of the system (‘to prevent offending by children and young people’) can best be achieved. The YJB is the only official body to have oversight of the whole youth justice system and so is uniquely placed to guide and advise on the provision of youth justice services.

Aims of the Youth Justice System

Prevention of offending by children and young people:

  • To reduce the number of children in the youth justice system
  • To reduce reoffending by children in the youth justice system
  • To improve the safety and wellbeing of children in the youth justice system
  • To improve outcomes of children in the youth justice system

YJB’s vision

Every child and young person lives a safe and crime-free life, and makes a positive contribution to society.

The YJB’s Values

Child-centred – we see children first and offenders second. We make every effort to champion the needs of children and young people wherever they are in the youth justice system and ensure we give them a voice. We strongly believe that children and young people can, and should be given every opportunity to make positive changes;

Outcome focused – in fulfilling our statutory functions we provide leadership and expertise and promote effective practice across the youth justice workforce to maximise positive outcomes for children and young people and their victims.

Inclusive – we strive to challenge discrimination and promote equality, and we work with others to try to eliminate bias in the youth justice system;

Collaborative – We encourage system-led change, and are enablers to innovation. We actively encourage, facilitate and engage in partnership working to help meet the needs of children and young people, their victims and their communities;

Trustworthy – we endeavour to act with integrity in everything we do.


Job Summary

The purpose of this role is to deliver the YJB’s objectives through programmes of work determined by the Board. The job holder will work (under the leadership of a Programme Manager) on one or a number of programmes which will change over time, and will be responsible for scoping, shaping, benefits planning, and delivery of the programmes allocated. The role will include working with Board members, partners and stakeholders and maintaining strong communications with other colleagues across the YJB to inform all areas of the organisation’s work. The role may also include working on an intensive basis with local services to support specific performance improvement requirements.

Secondees to this role may be appointed on a fixed term to contribute to the delivery of a specific project or programme as required.

Grade Summary

  • SEOs’ responsibilities include management of a number of discrete areas of work or the management of a complex project/area of work. In this role they will have considerable scope for discretion and will have senior advisory or management responsibilities. They will use their developed management skills combined with technical expertise to make sound and balanced, evidence based judgements.
  • The post holder will often have wide-ranging contacts at a similar or higher level both within and outside the YJB and they may represent the YJB externally and be involved in discussions with a range of external bodies and stakeholders.
  • They will be expected to resolve complex technical or managerial issues using their initiative to develop new solutions or adapting existing ones and will deal with the most difficult cases which cannot be resolved within the normal rules or precedents.
  • The role may include typically research, analysis and evaluating the effects of proposed changes and preparing papers and reports for senior staff or stakeholders.
  • They may be required to manage significant resources across a number of functions including employees and budgetary responsibilities
  • All posts within the YJB operate as a flexible resource to ensure the requirements of the business are met and as such the post holder may be required to undertake other duties in their role or duties in other parts of the business at their grade to meet business priorities.
  • In carrying out their duties the post holder will respect the YJBs commitment to equality of opportunity and the diversity of the YJB and its stakeholders. In addition they will make sure they understand and adhere to their responsibilities in relation to health and safety and data protection.
  • The post holder will work in partnership with colleagues in YJB Cymru and always consider the impact of developments on policy, practice and legislation specific to Wales.

 

Key role accountabilities

1              Working with a range of partners, delivery organisations, practitioners and service users to develop and deliver programmes through a varied range of methods and approaches

2              Ensuring the full range of YJB resource contributes to the development of work, including analysis, intelligence from the sector and policy information from across government departments.

3              Close working with the innovation and engagement teams to ensure consistent and joined up work on the programmes

4              Ensuring that programme aims and objectives are achieved

5              Ensuring a robust audit trail of activity to feed into overall YJB corporate memory.

6              Ensuring working-level join up with other programmes where interdependencies exist.

7              Supporting programme leads to report progress against the programme aims to the Programme Board

8              Communicating the programme aims and co-ordinating YJB activity

 

Professional Experience, Knowledge and/or Qualifications

Professional experience, knowledge and/or qualification, not covered in the competency framework or professional competencies. The successful candidate should demonstrate evidence of this experience, knowledge or qualification in their application/ within their competency evidence

Essential Experience, Knowledge, Qualifications               

  • A thorough understanding of PPM methodology combined with significant experience of successfully managing projects or programmes using PPM methodology
  • Customer focused with the ability to apply methodology in an organisational context

Desirable Experience, Knowledge, Qualifications

  • Knowledge/understanding of the Youth Justice System and the role of the Youth Justice Board

               

Competencies for SEO

2. Changing and Improving

People who are effective in this area are responsive, innovative and seek out opportunities to create effective change. For all staff, it’s about being open to change, suggesting ideas for improvements to the way things are done, and working in ‘smarter’, more focused ways. At senior levels, this is about creating and contributing to a culture of innovation and allowing people to consider and take managed risks. Doing this well means continuously seeking out ways to improve policy implementation and build a leaner, more flexible and responsive Public Service. It also means making use of alternative delivery models including digital and shared service approaches wherever possible.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour - People who are effective are likely to…     

  • Find ways to improve systems and structures to deliver with more streamlined resources           
  • Regularly review procedures or systems with teams to identify improvements and simplify processes and decision making               
  • Be prepared to take managed risks, ensuring these are planned and their impact assessed         
  • Actively encourage initiative and recognise/praise ideas from a wide range of sources and stakeholders and use these to inform own thinking            
  • Be willing to meet the challenges of difficult or complex changes, encouraging and supporting others to do the same            
  • Prepare for and respond appropriately to the range of possible effects that change may have on own role/team          

Ineffective Behaviour - People who are less effective are likely to…

  • Retain resource intensive systems and structures that are considered too difficult to change
  • Repeat mistakes and overlook lessons learned from what has not worked and what has worked in the past
  • Have ideas that are unfocused and have little connection to the realities of the business or customer needs
  • Not listen to suggested changes and not give reasons as to why the suggestion is not feasible
  • Resist changing own approach in response to the new demands - adopting a position of ‘always done things like this’
  • Take little responsibility for suggesting or progressing changes due to perceived lack of control of processes

4. Leading and Communicating

At all levels, effectiveness in this area is about leading from the front and communicating with clarity, conviction and enthusiasm. It’s about supporting principles of fairness of opportunity for all and a dedication to a diverse range of citizens. At senior levels, it is about establishing a strong direction and a persuasive future vision; managing and engaging with people with honesty and integrity, and upholding the reputation of the organisation.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour - People who are effective are likely to…     

  • Continually communicate with staff, helping to clarify goals and activities and the links between these and YJB strategy       
  • Recognise, respect and reward the contribution and achievements of others, valuing difference             
  • Communicate in a straightforward, honest and engaging manner with all stakeholders and stand ground when needed  
  • Communicate using appropriate styles, methods and timing, including digital channels, to maximise understanding and impact          
  • Promote the work of the YJB and play an active part in supporting the YJB values and culture     
  • Role model enthusiasm and energy about their work and encourage others to do the same

Ineffective Behaviour - People who are less effective are likely to…        

  • Be rarely available to staff and others, communicate infrequently
  • Take the credit for others’ achievements
  • Give in readily when challenged
  • Communicate in a set way with little variation, without tailoring messages, style and timing to the needs of the target audience
  • Be ignorant of and/or dismissive of broader organisational values and goals, such as equality and diversity
  • Communicate information without consideration for the audience or with limited/low levels of enthusiasm and effort

5. Collaborating and Partnering

People skilled in this area create and maintain positive, professional and trusting working relationships with a wide range of people within and outside the sector to help get business done. At all levels, it requires working collaboratively, sharing information and building supportive, responsive relationships with colleagues and stakeholders, whilst having the confidence to challenge assumptions. At senior levels, it’s about delivering business objectives through creating an inclusive environment, encouraging collaboration and building effective partnerships including relationships with Ministers.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour - People who are effective are likely to…     

  • Establish relationships with a range of stakeholders to support delivery of business outcomes   
  • Act as a team player, investing time to generate a common focus and genuine team spirit           
  • Actively seek input from a diverse range of people         
  • Readily share resources to support higher priority work, showing pragmatism and support for the shared goals of the organisation             
  • Deal with conflict in a prompt, calm and constructive manner     
  • Encourage collaborative team working within own team and across the YJB        

Ineffective Behaviour - People who are less effective are likely to…

  • Devote little or no time to networking or engaging with immediate stakeholders, preferring to work in isolation
  • Demonstrate limited capability to get the best from people and create barriers or negative feelings between and within teams
  • Display little appreciation of the value of different contributions and perspectives
  • Create reasons why resources and support cannot be shared
  • Show a lack of concern for others’ perspectives
  • Support individual or silo ways of working

6. Building Capability for All

Effectiveness in this area is having a strong focus on continuous learning for oneself, others and the organisation. For all staff, it’s being open to learning, about keeping one’s own knowledge and skill set current and evolving. At senior levels, it’s about talent management and ensuring a diverse blend of capability and skills is identified and developed to meet current and future business needs. It’s also about creating a learning and knowledge culture across the organisation to inform future plans and transformational change.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour - People who are effective are likely to…     

  • Identify and address team or individual capability requirements and gaps to deliver current and future work               
  • Identify and develop all talented team members to support succession planning, devoting time to coach, mentor and develop others       
  • Value and respond to different personal needs in the team using these to develop others and promote inclusiveness    
  • Proactively manage own career and identify own learning needs with line manager, plan and carry out work-place learning opportunities      
  • Continually seek and act on feedback to evaluate and improve their own and team’s performance

Ineffective Behaviour - People who are less effective are likely to…        

  • Manage others in a weak or ineffective manner, allowing capability gaps to persist
  • Choose to only develop team members who reflect own capabilities, styles and strengths
  • Be insensitive to and unaware of the diverse aspirations and capability of all members of the team
  • Passively expect others to identify and manage their learning needs
  • Make no attempt to learn from or apply lessons of feedback

10. Delivering at Pace

Effectiveness in this area means focusing on delivering timely performance with energy and taking responsibility and accountability for quality outcomes. For all staff, it’s about working to agreed goals and activities and dealing with challenges in a responsive and constructive way. At senior levels, it is about building a performance culture to deliver outcomes with a firm focus on prioritisation and addressing performance issues resolutely, fairly and promptly. It is also about leaders providing the focus and energy to drive activities forward through others and encourage staff to perform effectively during challenging and changing times.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour - People who are effective are likely to…     

  • Successfully manage, support and stretch self and team to deliver agreed goals and objectives 
  • Show a positive approach in keeping their own and the team’s efforts focused on the goals that really matter 
  • Take responsibility for delivering expected outcomes on time and to standard, yet allowing the teams space and authority to deliver objectives         
  • Plan ahead but reassess workloads and priorities if situations change or people are facing conflicting demands            
  • Regularly monitor own and team’s work against milestones or targets and act promptly to keep work on track and maintain performance              
  • Coach and support others to set and achieve challenging goals for themselves  

Ineffective Behaviour - People who are less effective are likely to…

  • Give people work to do without supporting them to develop the skills and knowledge they need for the job
  • Allow work flow to lose momentum or drift away from priorities
  • Give little or no support to others in managing poor performance, allow others’ problems and obstacles to hamper progress
  • Show no consideration for diversity-related needs of the team when organising the workload
  • Allow poor performance to go unchallenged, causing workload issues for other team members
  • Allow organisational and other obstacles, including a lack of support, to stand in the way of own and others’ aspirations
The jobholder must be able to fulfil all spoken aspects of the role with confidence in English or (when specified in Wales) Welsh.

Flexible working hours

The Youth Justice Board a flexible working system in many offices.

Benefits

The Youth Justice Board offers a range of benefits:

Annual Leave

Generous allowances for paid holiday starting at 25 days per year, and rising as your service increases. There is also a scheme to allow qualifying staff to buy or sell up to three days leave each year. Additional paid time off for public holidays and 1 privilege day. Leave for part-time and job share posts will be calculated on a pro-rata basis.

Pension

The Civil Service offers a choice of pension schemes, giving you the flexibility to choose the pension that suits you best.

Training

The Youth Justice Board is committed to staff development and offers an extensive range of training and development opportunities.

Expected week commencing 19 August 2019

19/07/2019, 23:55 hours.

If you require any assistance please call 0845 241 5359 (Monday to Friday 8am - 6pm) or e mail Moj-recruitment-vetting-enquiries@sscl.gse.gov.uk Please quote the job reference.
Baseline Personnel Security Standard (BPSS)
Please note the successful applicant will need to undertake a Disclosure and Barring Security Check for this post.

To apply for roles in MOJ you will need to confirm your employment history for at least 3 years prior to the date of application so that pre-employment checks (BPSS) can be undertaken. If you have spent significant time abroad (a total of 6 months in the past 3 years) you would be required to give a reasonable account of the reasons why. 

For some roles you will be required to successfully complete National Security Vetting at Counter Terrorism (CTC), Security Clearance (SC) or Developed Vetting (DV) level as a condition of appointment. To meet CTC/SC/DV requirements you will normally need to have been resident in the UK for at least 3/5/10 years prior to the date of application (The level of checks that are required are stated in the advert).

If you do not meet the above requirements, you may still be considered if, for example:

  • You've been serving overseas with HM Forces or in some other official capacity as a representative of HM Government
  • You were studying abroad
  • You were living overseas with parents

In such cases you will need to be able to provide referee cover for the period(s) of residence overseas. The duration of overseas residence and the country of abode will also be taken into account.

Success Profiles will enable a fairer and more inclusive method of recruitment by enabling us to assess the range of experiences, abilities, strengths, behaviours and technical/professional skills required for different roles. This flexible approach to recruitment focuses more on finding the right candidate for the specific role. To find out more about Success Profiles to support your application please click here for further guidance.

if you feel that your application has not been treated in line with the Civil Service Recruitment Principles, please contact SSCL (Moj-recruitment-vetting-enquiries@sscl.gse.gov.uk) in the first instance

This Vacancy is closed to applications.