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

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 holder will be expected to work flexibly across a region in England with the key focus of the role being identifying and facilitating the sharing of good practice. Responding to risk and demand whilst working closely with the regional heads of innovation and engagement and research colleagues within the programmes and intelligence and oversight teams. As such post holders will expect to work within a matrix management approach often undertaking regular tasks alongside providing project support to wider youth justice priority programmes.

Key tasks will include

• Undertaking assessments, seeking ways to identify, promote and facilitate the sharing of effective practice as key whilst also seeking to improve deficient performance;
• Proactively engaging with stakeholder by facilitating fora and briefings for internal and external stakeholders to promote and collate effective practice including workforce development;
• Brokering support for stakeholders to encourage innovation, evaluate good and resolve poor practice;
• Completing reports and providing other feedback and intelligence to inform YJB oversight responsibilities;
• Taking on responsibilities for the YJB resource HUB by; Building and promoting effective practice tools/materials such as self-assessments and toolkits, evaluation and oversight.
• Undertaking direct stakeholder engagement with both community and secure youth justice invested/related sectors e.g. early intervention and health

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 gained from working directly in youth justice or related provision to make sound and balanced 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 innovative 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

1. Brokering relationships with senior operational youth justice partnership leads (including secure establishments) offering additional innovation and engagement support to those areas that face both the highest risks and opportunities to delivery;
2. Providing oversight intelligence in collaboration with Innovation and Engagement G7 team to inform YJB evaluation of performance;
3. Leading key fora in collaboration with the sector across England or Wales to both promote and collate innovative practice;
4. Advancing youth justice research with academic leaders;
5. Advancing YJB priority programmes, legacy projects and wider youth justice policy aims into operational practice

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

Knowledge/understanding of the Youth Justice System and its interaction with wider services

Desirable Experience, Knowledge, Qualifications

Knowledge/understanding of the role of the Youth Justice Board

Experience of working successfully within a youth justice or justice related field

Competencies for SEO

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

2. Changing and Improving

CS Competencies

People Cluster – Engaging People

5. Collaborating and Partnering

CS Competencies

Performance Cluster – Delivering Results

9. Managing a Quality Service

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.

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 miss-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

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.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour

People who are effective are likely to…

Find ways to improve systems and structures to deliver with more streamlined resources

Regularly review procedures or systems with teams to identify improvements and simplify processes and decision making

Be prepared to take managed risks, ensuring these are planned and their impact assessed

Actively encourage initiative and recognise/praise ideas from a wide range of sources and stakeholders and use these to inform own thinking

Be willing to meet the challenges of difficult or complex changes, encouraging and supporting others to do the same

Prepare for and respond appropriately to the range of possible effects that change may have on own role/team

Ineffective Behaviour

People who are less effective are likely to…

Retain resource intensive systems and structures that are considered too difficult to change

Repeat mistakes and overlook lessons learned from what has not worked and what has worked in the past

Have ideas that are unfocused and have little connection to the realities of the business or customer needs

Not listen to suggested changes and not give reasons as to why the suggestion is not feasible

Resist changing own approach in response to the new demands - adopting a position of ‘always done things like this’

Take little responsibility for suggesting or progressing changes due to perceived lack of control of processes

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

People Cluster - Engaging People

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 3 (HEO & SEO or equivalent)

Effective Behaviour

People who are effective are likely to…

Continually communicate with staff, helping to clarify goals and activities and the links between these and YJB strategy

Recognise, respect and reward the contribution and achievements of others, valuing difference

Communicate in a straightforward, honest and engaging manner with all stakeholders and stand ground when needed

Communicate using appropriate styles, methods and timing, including digital channels, to maximise understanding and impact

Promote the work of the YJB and play an active part in supporting the YJB values and culture

Role model enthusiasm and energy about their work and encourage others to do the same

Ineffective Behaviour

People who are less effective are likely to…

Be rarely available to staff and others, communicate infrequently

Take the credit for others’ achievements

Give in readily when challenged

Communicate in a set way with little variation, without tailoring messages, style and timing to the needs of the target audience

Be ignorant of and/or dismissive of broader organisational values and goals, such as equality and diversity

Communicate information without consideration for the audience or with limited/low levels of enthusiasm and effort

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

6. Building Capability for All          

Effectiveness in this area is having a strong focus on continuous learning for oneself, others and the organisation. For all staff, it’s being open to learning, about keeping one’s own knowledge and skill set current and evolving. At senior levels, it’s about talent management and ensuring a diverse blend of capability and skills is identified and developed to meet current and future business needs. It’s also about creating a learning and knowledge culture across the organisation to inform future plans and transformational change.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour

People who are effective are likely to…

Identify and address team or individual capability requirements and gaps to deliver current and future work

Identify and develop all talented team members to support succession planning, devoting time to coach, mentor and develop others

Value and respond to different personal needs in the team using these to develop others and promote inclusiveness

Proactively manage own career and identify own learning needs with line manager, plan and carry out work-place learning opportunities

Continually seek and act on feedback to evaluate and improve their own and team’s performance

Ineffective Behaviour

People who are less effective are likely to…

Manage others in a weak or ineffective manner, allowing capability gaps to persist

Choose to only develop team members who reflect own capabilities, styles and strengths

Be insensitive to and unaware of the diverse aspirations and capability of all members of the team

Passively expect others to identify and manage their learning needs

Make no attempt to learn from or apply lessons of feedback

Performance Cluster - Delivering Results

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.

Level 3 (HEO & SEO or equivalent)

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 turnaround 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

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.

Level 3 (HEO & SEO or equivalent)

Effective Behaviour

People who are effective are likely to…

Recommend actions to achieve value for money and efficiency

Cultivate and encourage an awareness of cost, using clear simple examples of benefits and how to measure outcomes

Work confidently with performance management and financial data to prepare forecasts and manage and monitor budget against agreed plans

Follow appropriate financial procedures to monitor contracts to ensure deliverables are achieved

Monitor the use of resources in line with organisational procedures and plans and hold team to account

Ineffective Behaviour

People who are less effective are likely to…

Ignore financial experts – not ask for advice or seek advice at the right time

Reserve resources for own team without considering wider business priorities or the organisation’s financial environment

Misinterpret or over-estimate performance and financial data used to forecast and monitor budgets and plans

Ignore the organisation’s financial procedures or break rules for the sake of expediency

Be unable to justify own and their teams’ use of resources

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

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 3 (HEO & SEO or equivalent)

Effective Behaviour

People who are effective are likely to…

Successfully manage, support and stretch self and team to deliver agreed goals and objectives

Show a positive approach in keeping their own and the team’s efforts focused on the goals that really matter

Take responsibility for delivering expected outcomes on time and to standard, yet allowing the teams space and authority to deliver objectives

Plan ahead but reassess workloads and priorities if situations change or people are facing conflicting demands

Regularly monitor own and team’s work against milestones or targets and act promptly to keep work on track and maintain performance

Coach and support others to set and achieve challenging goals for themselves

Ineffective Behaviour

People who are less effective are likely to…

Give people work to do without supporting them to develop the skills and knowledge they need for the job

Allow work flow to lose momentum or drift away from priorities

Give little or no support to others in managing poor performance, allow others’ problems and obstacles to hamper progress

Show no consideration for diversity-related needs of the team when organising the workload

Allow poor performance to go unchallenged, causing workload issues for other team members

Allow organisational and other obstacles, including a lack of support, to stand in the way of own and others’ aspirations