26462 - Head of ICT

A reserve list may be held for a period of 12 months from which further appointments can be made.

Who are we?

The YJB is a non-departmental public body (NDPB) established by the Crime and Disorder Act (1998) and accredited by Civil Service Commission. 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. Our primary function is to monitor the operation of the youth justice system and the provision of youth justice services. 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) can best be achieved.

YJB staff are public servants rather than civil servants but, following accreditation by the Civil Service Commission we can accept applications from across Civil Service Departments, their agencies, NDPBs and ALBs as internal applicants.

Benefits of working for the YJB

• Opportunity to work in an organisation that seeks to make a positive difference to the lives of children at risk of entering and within the youth justice system
• Civil Service Pension Scheme, and/or continuous service transfer of Civil Service Pension Scheme as applicable
• Annual leave of 25 days per annum plus public holidays (or for those transferring directly from Civil Service Departments, their Agencies, Arms-Length Bodies (ALBs) and Non-Departmental Public Bodies (NDPB) we will match current annual leave entitlement, up to 30 days
• Special recognition bonus scheme
• Special leave for unplanned emergencies and for voluntary work
• Employee Assistance Programme offering confidential support and advice for personal and work issues and occupational health
• Health and well-being initiatives such as flu-vaccinations
• Free eye tests and eyecare vouchers for VDU workers
• Interest free season ticket loans
• Regular professional development
• Professional HR Case Management support for managers

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

Responsible for the day to day operation of the Youth Justice System (YJS) ICT which facilitates the effective, secure and timely transfer of information between the youth justice agencies. This includes the transfer of information between all Youth Offending Teams, Secure Establishments, Youth Custody Service’s Placements service and the Youth Justice Board.

Responsible for setting and maintaining open technical standards for the transfer of information, consulting and engaging with all organisations and suppliers ensuring that the standards are implemented.

Working closely with Product Owners to facilitate and the delivery of agile application developments as agreed by the YJS ICT Governance group to time, cost and quality.

Accountable for the services which support the YJS ICT, the role will support the YJB’s desire to introduce innovation by creating an environment in which different YJS agencies are supported in finding new delivery models while enabling the secure sharing of information between agencies.

Accountable for the delivery of the ICT services that support YJB’s day to day operation.

Responsible for information assurance and cyber security in the YJB.

Enabling delivery of the Government Digital Strategy: Digital by Default in respect to the Youth Justice System.

Grade Summary

• G7s will often deal with difficult and novel situations. They will regularly use creative thought to develop possible courses of action, to evaluate risks and to make judgements on the most appropriate solution taking into account internal and external requirements. Acting often as team leaders, they will set the framework for the work of junior grades, including embedding organisational vision and values.
• G7s may act as project managers, providing leadership and direction for projects.
• This will include planning, monitoring and controlling activities. They may also give expert advice to senior grades or provide input into other work areas.
• G7s will work within broad guidelines laid down by more senior employees and will work in support of these employees. They will act independently on day-to-day issues and take a strategic view on operational or policy areas. They will only refer to more senior grades issues which have serious policy or resource implications. They will contribute significantly to the achievement of policy or business objectives. They may have a significant influence on important external relationships with the scope to enhance the organisation’s reputation
• 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. The successful day to day operation of YJS (Youth Justice System) ICT systems which facilitate the effective, secure and timely transfer of information between the Youth Justice agencies.

2. Maintenance of the technical standards for the transfer of YJS information.

3. Delivery of agile software development to enhance and maintain the Youth Justice Application Framework and associate systems.

4. Delivery of the services that support the YJS ICT such as first, second and third line support, Hosting and networking.

5. Delivery of the ICT services that supports YJB’s day to day operation by working with YJB’s MoJ Digital and Technology’s Demand and Engagement Manager to ensure that services are reliable and meet YJB’s needs. This includes the ordering and delivery of ICT equipment and software.    

Professional Experience, Knowledge and/or Qualifications

Where professional experience, knowledge and/or qualification, not covered in the competency framework or professional competencies, is a requirement for the role the recruiting manager should identify this below. The successful candidate should demonstrate evidence of this experience, knowledge or qualification in their application/ within their competency evidence

Essential Experience, Knowledge, Qualifications

• Experience of delivering a full ICT Service in a complex multi stakeholder environment.
• Experience of managing and delivering services via a range of third party suppliers
• Good understanding of different project management methodologies
• Good understanding of Agile software development.

Desirable Experience, Knowledge, Qualifications

• Experience building strategic partnerships and collaborations beyond organisational boundaries
• Working knowledge of information Assurance and Cyber security.
• Experience of managing £multimillion ICT Budgets.

Competencies for G7

Competencies are the skills, knowledge and behaviours that lead to successful performance. The framework outlines 10 competencies, which are grouped into 3 clusters: Set Direction; Engage People and Deliver Results.

For each competency there is a description of what it means in practice and some examples of effective and ineffective behaviours at all levels. These indicators of behaviour provide a clear and consistent sense of what is expected from individuals in the YJB

The framework is used for recruitment, performance management and development discussions and for decisions about progression.

CS Competencies

Strategic Cluster – Setting Direction

1. Seeing the Big Picture    

Seeing the big picture is about having an in-depth understanding and knowledge of how your role fits with and supports organisational objectives and the wider public needs. For all staff, it is about focusing your contribution on the activities which will meet organisational goals and deliver the greatest value. At senior levels, it is about scanning the political context and taking account of wider impacts to develop long term implementation strategies that maximise opportunities to add value to the citizen and support economic, sustainable growth.

Effective Behaviour

People who are effective are likely to…

• Anticipate economic, social, political, environmental and technological developments to keep activity relevant and targeted
• Identify implications of YJB priorities and strategy on own area to ensure plans and activities reflect these
• Create policies, plans and service provision to meet citizens’ diverse needs based on an up-to-date knowledge of needs, issues and relevant good practice
• Ensures relevant issues relating to their activity/policy area are effectively fed into strategy and big picture considerations
• Adopt a Government-wide perspective to ensure alignment of activity and policy
• Bring together views and perspectives of stakeholders to gain a wider picture of the landscape surrounding activities and policies

Ineffective Behaviour

People who are less effective are likely to…

• Demonstrate lack of knowledge and insight into wider issues, developments and impacts related to own business area
• Operate within own area without sufficient regard to how it creates value and supports the delivery of YJB goals
• Continue to apply outdated practices which are unable to meet the diverse needs of citizens
• Miss opportunities to ensure important issues are considered by senior staff, raises small details as big picture issues
• Only consider the context of own business area and not those of others or of the organisation as a whole
• Lack clarity of or interest in gaining wider stakeholder perspectives

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.

Effective Behaviour

People who are effective are likely to…

• Understand and identify the role of technology in public service delivery and policy implementation
• Encourage and reward a culture of initiative and innovation focused on adding value – give people space and praise for creativity
• Effectively capture, utilise and share customer insight and views from a diverse range of stakeholders to ensure better policy and delivery
• Spot warning signs of things going wrong and provide a decisive response to significant delivery challenges
• Provide constructive challenge to senior management on change proposals which will affect own business area
• Consider the cumulative impact on own business area of implementing change (culture, structure, service and morale)

Ineffective Behaviour

People who are less effective are likely to…

• Overlook potential learning from what has worked and what hasn’t
• Take a narrow and risk averse approach to proposed new approaches by not taking or following up on ideas seriously
• Fail to effectively capture, utilise and share customer insight appropriately in the development of policies and services
• Remain wedded to the course that they have set and unresponsive to the changing demands of the situation
• Spend limited time on engaging experts and relevant individuals in developing and testing proposals, failing to pass on relevant staff feedback
• Give limited time to acknowledging anxieties and overcoming cynicism

CS Competencies

People Cluster – Engaging People

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.

Effective Behaviour

People who are effective are likely to…

• Actively build and maintain a network of colleagues and contacts to achieve progress on objectives and shared interests
• Demonstrate genuine care for staff and others, is approachable and build strong interpersonal relationships
• Encourage contributions and involvement from a broad and diverse range of staff by being visible and accessible
• Work as an effective team player, managing team dynamics when working across YJB, Youth Justice Sector and other boundaries
• Actively involve partners to deliver a business outcome through collaboration that achieves better results for citizens
• Seek constructive outcomes in discussions, challenge assumptions but remain willing to compromise when it is beneficial to progress

Ineffective Behaviour

People who are less effective are likely to…

• Only seek to build contacts in immediate work group, neglect to create a wider network beyond this
• Neglect to maintain relationships during difficult times
• Operate within a narrow frame of reference and avoid adopting a fuller perspective with associated complexity
• Be overly protective of own initiatives and miss opportunities to network across boundaries
• Struggle to manage, or actively ignore other parties’ agendas
• Push forward initiatives on basis of personal agenda or advantage and refuse to compromise; stay wedded to one outcome

CS Competencies

Performance Cluster – Delivering Results

8. Delivering Value for Money

Delivering value for money involves the efficient, effective and economic use of taxpayers’ money in the delivery of public services. For all staff, it means seeking out and implementing solutions which achieve the best mix of quality and effectiveness for the least outlay. People who do this well base their decisions on evidenced information and follow agreed processes and policies, challenging these appropriately where they appear to prevent good value for money. At senior levels, effective people embed a culture of value for money within their area/function. They work collaboratively across boundaries to ensure that the organisation maximises its strategic outcomes within the resources available.

Effective Behaviour

People who are effective are likely to…

• Understand impacts of financial position in own area and that of the organisation and use insight to curtail or support business and investment activities
• Achieve the best return on investment and deliver more for less on specific budgets by managing resources and maximising the use of assets
• Balance policy aspiration and delivery, outline risk and benefits of different options to achieve value for money ensuring all submissions contain appropriate financial information
• Weigh up priority and benefits of different actions and activities to consider how to achieve cost effective outcomes
• Work with financial processes and tools to evaluate options and ensure financial and management information are accurately reflected in business plans

Ineffective Behaviour

People who are less effective are likely to…

• Overlook the impact of decisions on the whole organisation and make recommendations without awareness of the wider financial position
• Deliberately spend money up to the level of the available budget, ignoring the effectiveness of committing the expenditure
• Be overly focused on minimising expenditure rather than ensuring it is well spent and will provide lasting added value
• Omit financial information from decision making and business planning
• Present business plans and cases that are not supported by robust or accurate financial and management information

9. Managing a Quality Service       

Effectiveness in this area is about being organised to deliver service objectives and striving to improve the quality of service, taking account of diverse customer needs and requirements. People who can effectively plan, organise and manage their time and activities to deliver a high quality and efficient service, applying programme and project management approaches to support service delivery. At senior levels, it is about creating an environment to deliver operational excellence and creating the most appropriate and cost effective delivery models for public services.

Effective Behaviour

People who are effective are likely to…

• Exemplify positive customer service behaviours and promote a culture focused on ensuring customer needs are met
• Establish how the business area compares to customer service expectations and industry best practice and identify necessary improvements in plans
• Make clear, pragmatic and manageable plans for service delivery using programme and project management disciplines
• Create regular opportunities for staff and customers to help improve service quality and demonstrate a visible involvement
• Ensure the service offer thoroughly considers customers’ needs and a broad range of available methods to meet this, including new technology where relevant
• Ensure adherence to legal, regulatory and security requirements in service delivery and build diversity and equality considerations into plans

Ineffective Behaviour

People who are less effective are likely to…

• Take little action when customer needs are not being met
• Ignore external trends that impact on the business area
• Allow programmes or service delivery to lose momentum and focus and have no contingencies in place
• Make changes to service delivery with minimal involvement from others
• Maintain a limited or out-dated view of how to respond to customers’ needs
• Disregard non–compliance with policies, rules and legal requirements and allow unfair or discriminatory practices

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.

Effective Behaviour

People who are effective are likely to…

• Get the best out of people by giving enthusiastic and encouraging messages about priorities, objectives and expectations
• Clarify business priorities, roles and responsibilities and secure individual and team ownership
• Adopt clear processes and standards for managing performance at all levels
• Act as a role model in supporting and energising teams to build confidence in their ability to deliver outcomes
• Maintain effective performance in difficult and challenging circumstances, encouraging others to do the same
• Review, challenge and adjust performance levels to ensure quality outcomes are delivered on time, rewarding success

Ineffective Behaviour

People who are less effective are likely to…

• Lose focus, giving a confusing sense of what is important
• Take the credit for delivery of outcomes without acknowledging the contribution of their teams
• Fail to set standards for timeliness and quality of monitoring in their own area of responsibility
• Keep too tight control over performance at the expense of   motivating and building capability to perform
• Fail to take a constructive approach to adversity, resorting quickly to blaming others for shortcomings
• Allow performance to drop without challenging quickly and responsively - continually focus on the negatives