24707 - Director Of Oversight, Intelligence & ICT, Youth Justice Board
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;
Honest – we endeavour to act with integrity in everything we do.
Role Purpose
The Director, Oversight and Intelligence 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. 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 ensuring robust collection, collation and interpretation of data and intelligence from a wide range of sources to:
- Make assessments about the relative performance of local youth justice services, and based on the evidence, deciding when action should be taken
- Fulfil the YJB’s oversight function, enabling it to understand how the youth justice system is operating and whether it is meeting its aims
2. Accountable for providing evidence-based information and advice on future opportunities and challenges as they apply to the youth justice system and outcomes for children in England and Wales to YJB Board and sub-committees, ministers and sector stakeholders in England and Wales.
3. Accountable for ensuring the availability of evidence from commissioned or managed research to provide clear and accountable advice to YJB Board and sub-committees, ministers and sector stakeholders in England and Wales.
4. Accountable for leading and managing a directorate, advising the organisation on evidence and analysis and effectively managing performance and development.
5. Responsible for the operation of the Youth Justice System (YJS) ICT which facilitates the effective, secure and timely transfer of information between the youth justice agencies. This includes the transfer of information between all Youth Offending Teams, Secure Establishments, Youth Custody Service’s Placements service and the Youth Justice Board.
6. Responsible for designing, delivering and operating the governance model which oversees the YJS ICT, ensuring that agencies are able to shape and determine the delivery of the YJS.
7. Accountable for the services which support the YJS ICT, the role will support the YJB’s desire to introduce innovation by creating an environment in which different YJS agencies are supported in finding new delivery models while enabling the secure sharing of information between agencies.
8. Responsible for working collaboratively across directorates to deliver YJB’s objectives, connecting solutions to problems and mobilising resources to deliver successful outcomes.
9. Accountable for information security and data protection in the YJB
10. 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
Desirable Experience, Knowledge, Qualifications
- Understanding of the youth justice system
- Understanding of the role of the Youth Justice Board
- Member of a recognised Government Analytical Profession
- Experience of managing a complex ICT service including ICT contracts / service management and budget management
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.
[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
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
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
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.
Effective Behaviour
People who are effective are likely to…
Ensure that individual and organisational learning and talent development opportunities are fully exploited in order to enhance organisational capability
Role model work-place based learning and encourage development, talent and career management for all staff
Coach and support colleagues to take responsibility for their own development (through giving accountability, varied assignments and on-going clear and honest feedback)
Establish and drive intra and inter team discussions to learn from experience and adapt organisational processes and plans
Identify capability requirements needed to deliver future team objectives and support teams to succeed in delivering to meet those needs
Prioritise and role model continuous self-learning and development, including leadership, management and people skills
Ineffective Behaviour
People who are less effective are likely to…
Ignore emerging learning and development opportunities and the sharing of that learning to benefit the organisation
Not follow up on learning to ensure colleagues practise and apply new learning to the benefit of the organisation
Make token efforts to coach and develop people, allow staff to de-prioritise own development
Stay ignorant of the experience of colleagues and take little notice of the potential learning available
Allow team capability needs to go unaddressed and fail to use development opportunities and effective performance management to maximise team capability
Place low priority on people management and development, seldom seek feedback or challenge, and prioritise professional expertise over leadership, management and people skills
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.
Effective Behaviour
People who are effective are likely to…
Exemplify positive customer service behaviours and promote a culture focused on ensuring customer needs are met
Establish how the business area compares to customer service expectations and industry best practice and identify necessary improvements in plans
Make clear, pragmatic and manageable plans for service delivery using programme and project management disciplines
Create regular opportunities for staff and customers to help improve service quality and demonstrate a visible involvement
Ensure the service offer thoroughly considers customers’ needs and a broad range of available methods to meet this, including new technology where relevant
Ensure adherence to legal, regulatory and security requirements in service delivery and build diversity and equality considerations into plans
Ineffective Behaviour
People who are less effective are likely to…
Take little action when customer needs are not being met
Ignore external trends that impact on the business area
Allow programmes or service delivery to lose momentum and focus and have no contingencies in place
Make changes to service delivery with minimal involvement from others
Maintain a limited or out-dated view of how to respond to customers’ needs
Disregard non–compliance with policies, rules and legal requirements and allow unfair or discriminatory practices
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.
19/03/2019, 23:55 hours.
Closing Date: 19th March 2019 at 23:55
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 24707.
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.