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
• 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 Purpose

The purpose of the administrative officer role is to provide a high-quality administrative support service to the business.

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 successful applicant may be placed in one or more of the following areas with opportunities for career development:

• Central administrative support team
• Innovation and Engagement with the Youth Justice Sector
• Communications
• Finance
• HR/Organisational Development & Change
• Data Analysis and Research
• Chief Executive’s Office
• Governance and Business Support
• Strategy and Planning
• ICT

Depending on the team you are allocated to responsibilities can include, but are not limited to, setting up and maintaining spreadsheets, databases and general project management documentation, diary management , email management, raising purchase orders, car hire, monitoring and drafting replies to correspondence, creating Word, Excel, PowerPoint and/or Visio documents, requesting and collating briefings, arranging meetings, travel and other events, budget administration, photocopying, electronic filing, co-ordinating expenses and other general administrative duties as required. Post holders may respond to general enquires.

The post holder will require a high level of communication skills, both written and oral and be able to proactively manage their workload and prioritise multiple tasks as directed by various task managers.

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.

Key role accountabilities

• Accountable for providing high quality administrative support which supports the organisation to deliver its functions, programmes and objectives
• Responsible for the quality of own work and keeping their manager informed of how the work is progressing alerting them to any issues or conflicts at the earliest opportunity
• Accountable for reviewing working practices within their area of work and contributing to improving the way things are done.

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

Highly proficient in using IT Systems which includes, but is not limited to the expertise use of Microsoft Office suite, e.g. Word, Excel, Microsoft Outlook, PowerPoint

High standard of both written and oral communication skills.

Evidence of working flexibly under own initiative

Competencies for Administrative Officer (AO)

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. 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 1 (AA and AO or equivalent)

Effective Behaviour

People who are effective are likely to…

Gather information from a range of relevant sources inside and outside their Department to inform own work

Understand what is required of them in their role and how this contributes to team and YJB priorities

Consider how their own job links with and impacts on colleagues and others in partner organisations

Ineffective Behaviour

People who are less effective are likely to…

Take actions/decisions without regard to the bigger picture

Show little interest in the work of the YJB, not appreciating they have a role in meeting priorities

Work on own tasks in isolation showing little interest in the wider context and relevant developments outside their immediate area

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 1 (AA & AO or equivalent)

Effective Behaviour

People who are effective are likely to…

Make and record effective decisions following the appropriate decision-making criteria, framework or guidance

Monitor and store critical data securely and accurately, confidentially and responsibly.

Undertake appropriate analysis to support decisions or recommendations

Investigate and respond to gaps, errors and irregularities in information

Speak up to clarify decisions and query these constructively

Think through the implications of own decisions before confirming how to approach a problem/issue

Ineffective Behaviour

People who are less effective are likely to…

Compromise the consistency and quality of decision making

Fail to research or use relevant information or support to carry out tasks

Make decisions or recommendations without the evidence to back them up

Overlook anomalies in evidence presented

Miss opportunities to take part in constructive conversations about decisions made

Give limited consideration to the impact of their decisions

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 1 (AA & AO or equivalent)

Effective Behaviour

People who are effective are likely to…

Proactively contribute to the work of the whole team

Get to know fellow team members/colleagues and understand their viewpoints and preferences

Seek help when needed in order to complete own work effectively

Be open to taking on different roles

Try to see issues from others’ perspectives and check understanding

Listen to the views of others and show sensitivity towards others

Ineffective Behaviour

People who are less effective are likely to…

Focus on own objectives at the expense of supporting colleagues

Is overly critical and blaming of people who have different working styles or development needs

Miss opportunities to generate better outcomes for the customer through collaboration with others

Assume specific, unvarying role responsibilities

Look at issues from own viewpoint only

Not treat all colleagues fairly, equitably or with respect

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 1 (AA & AO or equivalent)

Effective Behaviour

People who are effective are likely to…

Work in an organised manner using own knowledge and expertise to deliver on time and to standard

Work with energy and pace to get the job done

Take responsibility for the quality of own work and keep manager informed of how the work is progressing

Remain focused on delivery

Maintain consistent performance

Participate in quality assurance of products or services

Ineffective Behaviour

People who are less effective are likely to…

Show little interest in own work or in getting the job done properly

Wait to be told what to do and rely on others to sort out problems

Ignore own part in ensuring their team can deliver and avoid supporting colleagues to get the job done even when the need is clear

Be easily discouraged or distracted

Give up quickly when things do not go smoothly

Miss the opportunity to suggest improvements through quality assurance