24707 - Director Of Oversight, Intelligence & ICT, 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.

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.


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

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.

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
Building Capability for All
Managing a Quality Service

This Vacancy is closed to applications.