27761 - Higher Information and Analysis Officer

The YJB’s mission statement

The YJB is a non-departmental public body established by the Crime and Disorder Act (1998). Its primary function[1] is to monitor the operation of the youth justice system (see glossary) and the provision of youth justice services[2]. 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:

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 post will be based in the Oversight & Intelligence Directorate. The purpose of this directorate is to gather and interpret information from a range of sources (including data, research, and wider intelligence) to support the YJB in the exercise of its functions in understanding how the Youth Justice System is operating and whether the system is achieving its aims, as well as identifying future opportunities and challenges for children and the YJS. More generally, the directorate is also expected to lead the organisation in gathering, developing and using data and evidence well.

This post has a range of responsibilities relating to the collection, management, analysis and interpretation of a variety of youth justice data and information. The post holder will support the work of Oversight and Intelligence SEOs and G7 but also have their own set of accountabilities – see 'Key role accountabilities', below.

Post holders at this grade are expected to be able to:

• Work on their own initiative.
• Take responsibility for discrete areas of work.
• Solve problems, making decisions and recommendations based on evidence and information which they have analysed.
• Have or develop expertise in specific areas.
• Develop and maintain wide-ranging contacts both internally and externally.
• Manage or co-ordinate discrete areas of operational, project or policy activity
• Manage staff
• Act as first level of management where the control and monitoring of budgets can be undertaken.

HEO analysts should be able to identify key trends and messages from large, complex datasets. They should know the most appropriate data to use for different purposes and be competent in interpreting the data, explaining the context and explaining analysis to a non-technical audience.

Grade Summary

• HEOs are expected to work on own initiative. They will be responsible for discrete areas of work, problem solving, making decisions and recommendations based on evidence and information which they have analysed. They will be expected to have or develop expertise in specific areas. They will often have wide-ranging contacts both internally and externally. They may manage or co-ordinate discrete areas of operational, project or policy activity and manage employees who are themselves managers. HEO may be the first level where the control and monitoring of devolved budgets will be undertaken.
• 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 Responsible for supporting G7 and SEOs in delivering Oversight and Intelligence responsibilities in respect of the YJB's monitoring and oversight functions, and priority programmes.

2 Accountable for working with Youth Offending Teams to collect and understand key data

3 Accountable for operating flexibly across the team, understanding other areas of team’s work sufficiently so can contribute and cover as required

4 Accountable for responding to requests for data, ensuring accurate and timely data and analysis outputs, and that those requests are properly managed and processed

5 Accountable for quality assurance by checking the work of others, ensuring data have been used, analysed and presented accurately and appropriately

6. Accountable for interpreting data, which may be a smaller part of the big picture but the post-holder will understand what they are providing and so be able to craft their response accordingly.

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

• Strong IT/data handling skills – including advanced working knowledge of Excel and large administrative databases.
• Experience of data analysis and working with large datasets, with excellent attention to detail.
• Ability to use data to identify key trends and issues, and to support decision-making. Able to explain and communicate these data in clear and concise way.

Desirable Experience, Knowledge, Qualifications

• Working knowledge of Pentaho or other reporting packages
• Knowledge or experience of working within the Youth Justice sector

Competencies for HEO

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.

[1] The YJB’s primary and unique functions are set out in section 41, part III of the Crime and Disorder Act 1998

[2] As defined by section 38, part III of the Crime and Disorder Act 1998

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.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour

People who are effective are likely to…

• Be alert to emerging issues and trends which might impact or benefit own and team’s work
• Develop an understanding of own area’s strategy and how this contributes to YJB priorities
• Ensure own area/team activities are aligned to YJB priorities
• Actively seek out and share experience to develop understanding and knowledge of own work and of team’s business area
• Seek to understand how the services, activities and strategies in the area work together to create value for the customer/end user

Ineffective Behaviour

People who are less effective are likely to…

• Ignore changes in the external environment that have implications for YJB policy and considerations
• Shows limited interest in or understanding of YJB priorities and what they mean for activities in their area
• Be overly focused on team and individual activities without due regard for how they meet the demands of the YJB and Youth Justice system as a whole
• Take actions which conflict with or mis-align to other activities
• Commit to actions without consideration of the impact on the diverse needs of customers/end users – apply a ‘one size fits all’ approach

3. Making Effective Decisions        

Effectiveness in this area is about being objective; using sound judgement, evidence and knowledge to provide accurate, expert and professional advice. For all staff, it means showing clarity of thought, setting priorities, analysing and using evidence to evaluate options before arriving at well-reasoned justifiable decisions. At senior levels, leaders will be creating evidence based strategies, evaluating options, impacts, risks and solutions. They will aim to maximise return while minimising risk and balancing social, political, financial, economic and environmental considerations to provide sustainable outcomes.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour

People who are effective are likely to…

• Make decisions when they are needed, even if they prove difficult or unpopular
• Identify a broad range of relevant and credible information sources and recognise the need to collect new data when necessary from internal and external sources
• Recognise patterns and trends in a wide range of evidence/data and draw key conclusions, outlining costs, benefits, risks and potential responses.
• Ensure all government and public data and information is treated with care in accordance with security procedures and protocols.
• Recognise scope of own authority for decision making and empower team members to make decisions
• Invite challenge and where appropriate involve others in decision making to help build engagement and present robust recommendations

Ineffective Behaviour

People who are less effective are likely to…

• Miss opportunities or deadlines by delaying decisions
• Only use evidence sources that support arguments or are easily accessible ignoring wider concerns such as security, legal or technical advice
• Come to conclusions that are not supported by evidence
• Give little consideration to the people and resources impacted by decisions
• Create confusion by omitting to inform relevant people of amendments or decisions causing delays in implementation
• Consistently make decisions in isolation or with a select group

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

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.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour

People who are effective are likely to…

• Make effective use of project management skills and techniques to deliver outcomes, including identifying risks and mitigating actions
• Develop, implement, maintain and review systems and service standards to ensure professional excellence and expertise and value for money
• Work with team to set priorities, goals, objectives and timescales
• Establish mechanisms to seek out and respond to feedback from customers about service provided
• Promote a culture that tackles fraud and deception, keeping others informed of outcomes
• Develop proposals to improve the quality of service with involvement from a diverse range of staff, stakeholders or delivery partners

Ineffective Behaviour

People who are less effective are likely to…

• Has minimal understanding of what could go wrong or needs to be resolved as a priority
• Focus on delivering the task to the exclusion of meeting customer/end user requirements and needs
• Allocate or delegate work without clarifying deadlines or priorities
• Be unable to explain common customer problems or needs and how these are evolving
• Not give sufficient priority and attention to ensuring that fraud and deception is being tackled.
• Generate limited proposals to create service improvements and do so with little involvement of staff