Job Summary

The YJB ICT team have responsibility for the overall strategy and provision of IT services within the Youth Justice Board and the youth justice system, and for the governance and security of the information held.

Working closely with business stakeholders and external suppliers, the post holder will be responsible for all aspects of the development, implementation and support of ICT Business Systems, and for ensuring their alignment to the needs of the business and their ability to respond to the management information and reporting needs of the youth justice system and its stakeholders.

The post holder will also form part of the YJB’s intelligent client in relation to all activities associated with ICT, and act as the focal point with the Ministry of Justice (MoJ) ICT Customer Service Manager for incident and problem management escalation and resolution in respect to allocated applications. The role also involves the development, maintenance and implementation of a User Support plan to enable users to make best use of IT applications and to keep them informed of any changes or updates to the system.

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:
  • 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 YJB ICT team have responsibility for the overall strategy and provision of IT services within the Youth Justice Board and the youth justice system, and for the governance and security of the information held.

Working closely with business stakeholders and external suppliers, the post holder will be responsible for all aspects of the development, implementation and support of ICT Business Systems, and for ensuring their alignment to the needs of the business and their ability to respond to the management information and reporting needs of the youth justice system and its stakeholders.

The post holder will also form part of the YJB’s intelligent client in relation to all activities associated with ICT, and act as the focal point with the Ministry of Justice (MoJ) ICT Customer Service Manager for incident and problem management escalation and resolution in respect to allocated applications. The role also involves the development, maintenance and implementation of a User Support plan to enable users to make best use of IT applications and to keep them informed of any changes or updates to the system.

Grade Summary

• SEO’s 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

• Accountable for successful management of specified deliverables/projects as defined in the Directorate Business Plan, and outlined in individual objectives.
• Accountable for providing sound, evidence based advice and guidance to senior key stakeholders on the area of work/project/policy as allocated.
• Accountable for successfully managing effective relationships with delivery partners and stakeholders, including MoJ as the YJB sponsor Department, which support the delivery of the statutory functions and enhance the reputation of the YJB.
• Responsible for delivering expected outcomes on time and to standard, giving credit to teams and individuals where appropriate
• Responsible for highly effective oral and written communications, including management papers, reports and submissions, using appropriate styles, methods and timing to maximise impact and understanding.

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

Excellent reporting and business analysis skills, with experience of managing and implementing projects using a structured project management methodology.

Experience in producing and delivering both technical and User Guidance and training.

Desirable Experience, Knowledge, Qualifications

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

Competencies for SEO

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…

• 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

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.

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.

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

7. Achieving Commercial Outcomes

Being effective in this area is about maintaining an economic, long-term focus in all activities. For all, it’s about having a commercial, financial and sustainable mindset to ensure all activities and services are delivering added value and working to stimulate economic growth. At senior levels, it’s about identifying economic, market and customer issues and using these to promote innovative business models, commercial partnerships and agreements to deliver greatest value; and ensuring tight commercial controls of finances, resources and contracts to meet strategic priorities.

Effective Behaviour

People who are effective are likely to…

• Consider, in consultation with commercial experts, alternative ways of working with partners and contractors to identify more efficient outcomes, balancing cost, quality and turn around times
• Work with commercial experts in engaging effectively and intelligently with delivery partners in order to define and /or improve service delivery
• Gather and use evidence to assess the costs, benefits and risks of a wide range of delivery options when making commercial decisions
• Identify and understand relevant legal and commercial terms, concepts, policies and processes (including project approvals and assurance procedures) to deliver agreed outcomes

Ineffective Behaviour

People who are less effective are likely to…

• Overlook opportunities for continuous improvement in service delivery
• Lack impact when engaging with commercial experts and delivery partners through misunderstanding commercial issues
• Take a narrow view of options and focus only on cost, rather than long term value and impact
• Show a lack of understanding about relevant commercial concepts processes and systems

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…

• 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 outcome
• 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

Closing Date: 1st March 2019 at 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.