24706 - Director of Innovation & Engagement England, Youth Justice Board

£59,991 - £73,524
12 Months
Grade 6
YJB G6 London
Full Time
Senior Leadership

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.

[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

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;

Honest – we endeavour to act with integrity in everything we do.

Role Purpose

The Director, Engagement and Innovation England will be a member of the Youth Justice Board’s (YJB) leadership team taking responsibility for delivery of the YJB’s strategic priorities and business plan objectives in their area of responsibility in England, but also taking account of the interplay between England and Wales. The post-holder will be expected to work closely with senior executive colleagues and the Chair and other Board members to deliver the organisation’s objectives.

Key accountabilities

1. Accountable for developing, managing and maintaining strategic relationships with national operational partners to support the delivery of the Board’s objectives and the Youth Justice System aims.

2. Accountable for ensuring examples of good and innovative practice in youth justice services are identified and shared with the sector.

3. Accountable for brokering support for poor performance in youth justice services in England as identified through the oversight and intelligence function.

4. Accountable for ensuring intelligence is appropriately shared across the YJB to inform assessment of local service performance and planning advice.

5. Accountable for leading and managing a directorate and effectively managing performance and development.

6. Responsible for working collaboratively across directorates to deliver YJB’s objectives connecting solutions to problems and mobilising resources to deliver successful outcomes.

7. Accountable for providing a sound system of internal and external controls and compliance in their area of work

Grade 6 requirements

Delivery of results through others and effective negotiation at senior levels will be key

Will use significant leadership, management, representational and influencing skills both within the organisation and with external stakeholders. Work at this level can have a major impact on the achievement of YJB objectives or bear a significant risk for the YJB.

Will have overall accountability for their work area, operating with considerable freedom and initiative.

Will use creative thinking to develop new approaches in solving problems.

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 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 diversity and equality of opportunity.

The post holder will always consider the impact of initiatives and developments on policy, practice and legislation specific to Wales.

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

  • Comprehensive understanding of the youth justice context in England, including the implications of devolved services
  • Proven ability to build a network and persuade and influence across varying complex operational contexts

Desirable Experience, Knowledge, Qualifications

  • Experience of working in youth justice services in England
  • Understanding of the role of the Youth Justice Board

Competencies for G6

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    

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…

  • Anticipate economic, social, political, environmental and technological developments to keep activity relevant and targeted
  • Identify implications of YJB priorities and strategy on own area to ensure plans and activities reflect these
  • Create policies, plans and service provision to meet citizens’ diverse needs based on an up-to-date knowledge of needs, issues and relevant good practice
  • Ensures relevant issues relating to their activity/policy area are effectively fed into strategy and big picture considerations
  • Adopt a Government-wide perspective to ensure alignment of activity and policy
  • Bring together views and perspectives of stakeholders to gain a wider picture of the landscape surrounding activities and policies

Ineffective Behaviour

People who are less effective are likely to…

  • Demonstrate lack of knowledge and insight into wider issues, developments and impacts related to own business area
  • Operate within own area without sufficient regard to how it creates value and supports the delivery of YJB goals
  • Continue to apply outdated practices which are unable to meet the diverse needs of citizens
  • Miss opportunities to ensure important issues are considered by senior staff, raises small details as big picture issues
  • Only consider the context of own business area and not those of others or of the organisation as a whole
  • Lack clarity of or interest in gaining wider stakeholder perspectives

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.

Effective Behaviour

People who are effective are likely to…

  • Push decision making to the right level within their teams, not allow unnecessary bureaucracy and structure to suppress innovation and delivery
  • Ensure the secure and careful use of all government and public data and information within their area of activity and YJB
  • Analyse and evaluate data from various sources to identify pros and cons and identify risks in order to make well considered decisions.
  • Draw together and present reasonable conclusions from a wide range of incomplete and complex evidence and data – able to act or decide even when details are not clear
  • Identify the main issues in complex problems, clarify understanding or stakeholder expectations, to seek best option
  • Make difficult decisions by pragmatically weighing the complexities involved against the need to act

Ineffective Behaviour

  • People who are less effective are likely to…
  • Involve only those in their peer group or direct reporting line in decision making
  • Give insufficient consideration to the impacts, constraints and opportunities when evaluating legal, security or HR concerns.
  • Take decisions without regard for the context, organisation risk, alignment with wider agendas or impacts (economic, social and environmental)
  • Get confused by complexity and ambiguity and consider only simple or straightforward evidence
  • Rely too heavily on gut instinct and provide unclear, incoherent or illogical analysis of core issues
  • Make expedient decisions that offer less resistance or risk to themselves rather than decisions that are best for the business

CS Competencies

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.

Effective Behaviour

People who are effective are likely to…

  • Be visible to staff and stakeholders and regularly undertake activities to engage and build trust with people involved in area of work
  • Clarify strategies and plans, communicate purpose and direction with clarity and enthusiasm
  • Stand by, promote or defend own and team’s actions and decisions where needed
  • Confidently engage with stakeholders and colleagues at all levels to generate commitment to goals
  • Lead by example, communicate in a truthful, straightforward manner with integrity, impartiality and promoting a working environment that supports the Civil Service values and code
  • Be open and inviting of the views of others and respond despite pressure to ignore, revert or concede

Ineffective Behaviour

People who are less effective are likely to…

  • Only speak to staff and stakeholders in a face-to-face environment when pressured to do so
  • Leave team unclear about vision and goals of their immediate business area
  • Leave team members to cope alone in difficult situations – provide little support for their teams
  • Miss opportunities to transform the team, wait for others to take the lead
  • Act in ways that are at odds with their expressed beliefs
  • Set out a course of action and apply it without listening to others or adapting where relevant

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…

  • Actively build and maintain a network of colleagues and contacts to achieve progress on objectives and shared interests
  • Demonstrate genuine care for staff and others, is approachable and build strong interpersonal relationships
  • Encourage contributions and involvement from a broad and diverse range of staff by being visible and accessible
  • Work as an effective team player, managing team dynamics when working across YJB, Youth Justice Sector and other boundaries
  • Actively involve partners to deliver a business outcome through collaboration that achieves better results for citizens
  • Seek constructive outcomes in discussions, challenge assumptions but remain willing to compromise when it is beneficial to progress

Ineffective Behaviour

People who are less effective are likely to…

  • Only seek to build contacts in immediate work group, neglect to create a wider network beyond this
  • Neglect to maintain relationships during difficult times
  • Operate within a narrow frame of reference and avoid adopting a fuller perspective with associated complexity
  • Be overly protective of own initiatives and miss opportunities to network across boundaries
  • Struggle to manage, or actively ignore other parties’ agendas
  • Push forward initiatives on basis of personal agenda or advantage and refuse to compromise; stay wedded to one outcome

CS Competencies

Performance Cluster – Delivering Results

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.

Effective Behaviour

People who are effective are likely to…

  • Get the best out of people by giving enthusiastic and encouraging messages about priorities, objectives and expectations
  • Clarify business priorities, roles and responsibilities and secure individual and team ownership
  • Adopt clear processes and standards for managing performance at all levels
  • Act as a role model in supporting and energising teams to build confidence in their ability to deliver outcomes
  • Maintain effective performance in difficult and challenging circumstances, encouraging others to do the same
  • Review, challenge and adjust performance levels to ensure quality outcomes are delivered on time, rewarding success

Ineffective Behaviour

People who are less effective are likely to…

  • Lose focus, giving a confusing sense of what is important
  • Take the credit for delivery of outcomes without acknowledging the contribution of their teams
  • Fail to set standards for timeliness and quality of monitoring in their own area of responsibility
  • Keep too tight control over performance at the expense of motivating and building capability to perform
  • Fail to take a constructive approach to adversity, resorting quickly to blaming others for shortcomings
  • Allow performance to drop without challenging quickly and responsively - continually focus on the negatives

Flexible working hours

The Youth Justice Board a flexible working system in many offices.


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.


The Civil Service offers a choice of pension schemes, giving you the flexibility to choose the pension that suits you best.


The Youth Justice Board is committed to staff development and offers an extensive range of training and development opportunities.

To be confirmed

18/03/2019, 23:55 hours.

Closing Date: 18th 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.

Please note the successful applicant will need to undertake a Disclosure and Barring Security Check for this post.

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.

if you feel that your application has not been treated in line with the Civil Service Recruitment Principles, please contact SSCL (Moj-recruitment-vetting-enquiries@sscl.gse.gov.uk) in the first instance
Seeing the Big Picture
Making Effective Decisions
Leading and Communicating
Collaborating and Partnering
Delivering at Pace

This Vacancy is closed to applications.