25599 - Senior Executive & Board Support Officer
A reserve list may be held for a period of 12 months from which further appointments can be made.
Who are we?
The Youth Justice Board (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 Arm’s Length Bodies (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
As an accredited NDPB we can accept your continuous service from other Civil Service departments their agencies and ALBs/NDBPs.
Family friendly policies including flexible working opportunities. Many of our staff combine working from our offices in either London or Wales with working from home; compressed hours, part-time working
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
Job Summary
This Executive Officer role within the YJB will be in the CEO team which is part the Strategy and Planning Directorate. The key purpose of the role is to provide high-level support to the Chief Executive, Chief Operating Officer, Board and wider Directorate to ensure the YJB meets its objectives.
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.
The post holder must have effective communication skills, both written and oral. They must show professionalism when dealing with/responding to stakeholders. They will use information gathered to inform the Executive, enabling them to make effective decisions. They will draft communications, correspondence, reports and briefings which will be adapted to suit the needs of the Executive and others. They will manage and prioritise own workload to effectively support the organisation.
The post holder responsibilities may include, but are not limited to;
- Accurate and timely PA support to the Senior Executive including diary and inbox management, escalating priorities, identifying relevant issues and recommending a course of action.
- Administrative support to the Senior Executive as required, including drafting correspondence, accurate and timely minute taking, organising multiple stakeholder meetings for the Senior Executive and Board.
- Maintenance of CEO team spreadsheets/databases such as board travel, meetings and visits
- Administrative support to the wider Strategy and Planning Directorate, including maintaining a joint team inbox, drafting reports, commissioning and collating material for stakeholder meeting briefings, maintaining stakeholder databases and calendars.
Skills required
- Strong prioritisation and planning skills
- Highly organised with an eye for detail
- Excellent written and verbal communications skills
- Ability to work with others to solve problems
- Ability to work under pressure, manage competing priorities and changing deadlines.
- Strong relationship management skills, effective at negotiating and influencing.
- Highly proficient in using IT Systems which includes, but is not limited to the intermediate/expert level use of Microsoft Office suite, e.g. Word, Excel, Microsoft Outlook, PowerPoint
- 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 may work in partnership with colleagues in Innovation and Engagement Cymru team and will consider the impact of developments on policy, practice and legislation specific to both Wales and England.
Key role accountabilities
- Accountable for providing high level PA and secretariat support to the Senior Executive and Board
- Accountable for making sure discretion and confidentiality is applied to all areas of work and in line with the YJB values.
- Accountable for managing own workload and, if applicable, those reporting to them
- Making sure issues and complications are highlighted to senior management in a timely manner, using own judgement in determining solutions which support business needs
- Accountable for developing, maintaining and improving processes, procedures and own work to support the business area/project/programme deliverables.
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
Highly proficient in using IT Systems including Intermediate/expert level use of Microsoft Office suite, e.g. Word, Excel, Microsoft Outlook, PowerPoint and/or Visio.
Excellent written and oral communication skills (although touch typing not required)
Highly organised with strong planning skills
Ability to work under pressure and to meet tight deadlines
Ability to take accurate and timely minutes of fast paced meetings
Competencies for Executive Officer (EO)
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 2 (EO or equivalent)
Effective Behaviour
People who are effective are likely to…
Demonstrate accountability and make unbiased decisions
Examine complex information and obtain further information to make accurate decisions
Speak with the relevant people in order to obtain the most accurate information and get advice when unsure of how to proceed
Explain clearly, verbally and in writing, how a decision has been reached
Provide advice and feedback to support others to make accurate decisions
Monitor the storage of critical data and customer information to support decision making and conduct regular reviews to ensure it is stored securely, accurately, confidentially and responsibly
Ineffective Behaviour
People who are less effective are likely to…
Avoid making decisions that lie within own remit; continually push decisions up
Miss important evidence or make hasty judgements
Encounter problems by failing to check issues and relevance of information before using it
Share decisions in a way that leads to frustration or additional work
Provide limited or no assurance that the right decisions are being made in team/work area
Take little care with data and information storage; allow inaccuracies and mishandling to occur
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 2 (EO or equivalent)
Effective Behaviour
People who are effective are likely to…
Display enthusiasm around goals and activities – adopting a positive approach when interacting with others
Listen to, understand, respect and accept the value of different views, ideas and ways of working
Express ideas effectively, both orally and in writing, and with sensitivity and respect for others
Confidently handle challenging conversations or interviews
Confront and deal promptly with inappropriate language or behaviours, including bullying, harassment or discrimination
Ineffective Behaviour
People who are less effective are likely to…
Express limited interest in goals and activities
Adopt a biased, exclusive or disrespectful manner in their dealings with others
Demonstrate no awareness of the impact of their behaviour on others nor consider the potential reactions of others to the ideas put forward
Unable to deal objectively with conflicts and disputes when they arise
Avoid challenging inappropriate language or behaviours
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 2 (EO or equivalent)
Effective Behaviour
People who are effective are likely to…
Explain clearly to customers what can be done
Work with team to set priorities, create clear plans and manage all work to meet the needs of the customer and the business
Ensure delivery of professional excellence and expertise
Keep internal teams, customers and delivery partners fully informed of plans and possibilities
Promote adherence to relevant policies, procedures, regulations and legislation, including security, equality and diversity and health and safety
Identify common problems or weaknesses in policy or procedures that affect service and escalate these
Ineffective Behaviour
People who are less effective are likely to…
Give customers and delivery partners an unrealistic picture of what is possible or focus on what cannot be done
Always rely on others to focus and plan their work
Focus on immediate service delivery problems and neglect overall quality or customer /end user needs
Provide infrequent, unclear, insufficient updates to others in need of the information
Pay little attention to highlighting and explaining the reasons for compliance
Show a lack of desire to improve the quality of service
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 2 (EO or equivalent)
Effective Behaviour
People who are effective are likely to…
Create regular reviews of what and who is required to make a project/activity successful and make ongoing improvements
Be interested and positive about what they and the team are trying to achieve
Take ownership of problems in their own area of responsibility
Remain positive and focused on achieving outcomes despite setbacks
Check own and team performance against outcomes, make improvement suggestions or take corrective action when problems are identified
Set and achieve challenging goals and monitor quality
Ineffective Behaviour
People who are less effective are likely to…
Fail to maintain pace and progress
Display limited interest or positivity for their role or purpose
Avoid responsibility for dealing with problems
Over control delivery so that teams don't have sufficient space or authority to meet their objectives
Neglect performance reviews and so be unable to give timely and constructive feedback
Blame others for poor quality work or when things go wrong
Please ensure that you bring photo ID documentation with you on the day of the inteview.
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.
23/04/2019, 23:55 hours.
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.
Candidate Information
You may be required to provide statements describing your skills and experience relevant to each of the selection criteria. We recommend that you structure any examples as Situation, Task, Action and Result. For more information about the recruitment process and answers to general queries, please click the below link which will direct you to our Candidate Information Page.
Link: https://justicejobs.tal.net/vx/candidate/cms/About%20the%20MOJ
In the event of a large number of applications, we reserve the right to undertake the following processes:
- An automated online test where a benchmark must be passed to progress;
- A sift on the lead selection criteria. If this happens, the lead criteria will be the first one listed in the advert.
During the selection process, you may be asked to undertake an additional assessment (such as written test). If this is applicable you will be notified of this when you are invited to interview.
We have provided detail of the assessment stages and areas being assessed to help you prepare for completing your application form, and to advise of what will be assessed following this, if you successfully pass the application stage.
Application form stage assessments
Interview stage assessments
A Great Place to Work for Veterans
The "Making the Civil Service a Great Place to work for veterans" initiative includes a guaranteed interview scheme to those who meet the minimum criteria to provide eligible former members of the Armed Forces with opportunities to secure rewarding jobs. Allowing veterans to continue to serve their country, and to bring highly skilled individuals with a broad range of experience into the Civil Service in an environment, which recognises and values your previous service in the Armed Forces.
For further details about the initiative and eligibility requirements visit : https://www.gov.uk/government/news/making-the-civil-service-a-great-place-to-work-for-veterans
Redeployment Interview Scheme
Civil Service departments are expected to explore redeployment opportunities before making an individual redundant. The MoJ are committed, as part of the Redeployment Interview Scheme, to providing opportunities to those who are 'at risk of redundancy'.
MoJ are able to offer an interview to eligible candidates who meet the minimum selection criteria, except in a limited number of campaigns. Candidate's will not be eligible for the Redeployment Interview Scheme if they are applying on promotion.
This job is broadly open to the following groups:
· UK nationals
· nationals of the Republic of Ireland
· nationals of Commonwealth countries who have the right to work in the UK
· nationals of the EU, Switzerland, Norway, Iceland or Liechtenstein and family members of those nationalities with settled or pre-settled status under the European Union Settlement Scheme (EUSS) (opens in a new window) https://www.gov.uk/settled-status-eu-citizens-families
· nationals of the EU, Switzerland, Norway, Iceland or Liechtenstein and family members of those nationalities who have made a valid application for settled or pre-settled status under the European Union Settlement Scheme (EUSS)
· individuals with limited leave to remain or indefinite leave to remain who were eligible to apply for EUSS on or before 31 December 2020
· Turkish nationals, and certain family members of Turkish nationals, who have accrued the right to work in the Civil Service
Further information on nationality requirements (opens in a new window) https://www.gov.uk/government/publications/nationality-rules
This Vacancy is closed to applications.