The Head of Innovation and Engagement will be a member of the Directorate’s Senior Management Group. Taking responsibility to lead, manage and shape strategic engagement with all key youth justice partners across a specific geographical area. Using specialist knowledge, expertise and influence the main responsibilities will include:
1 Accountable for representing the YJB at a strategic and senior operational level with stakeholders across their allocated region.
2 Accountable for YJB oversight of the whole youth justice in their geographical area, with a focus on performance improvement that supports the delivery of the YJB strategic vision and operational business plan.
3 Contribute to the organisational responsibility to proactively collate, promote and disseminate effective practice.
4 Accountable for promotion of innovation which advances youth justice delivery and contributes to improved outcomes for children, families and communities.
5 Accountable for sharing intelligence to inform the evaluation of service delivery including escalating performance concerns where appropriate, across the YJB and with key strategic partners to inform the YJB oversight and monitoring statutory functions.
6 Accountable for advancing YJB strategic objectives on a regional basis, to support the delivery of the YJB’s strategic vision and improve outcomes for children.
7 Responsible for working collaboratively across directorates to deliver YJB’s objectives, connecting solutions to problems and mobilising resources to deliver successful outcomes.
8 Accountable for providing flexible support and management as required as risk and demand arises. Deputising for the Director for Innovation and Engagement: England as required.
Selection process details
This vacancy is using Success Profiles, and will assess your Technical Skills, Behaviours, Strengths and Experience.
The assessment process will be made up of two parts:
- CV (including suitability statement)
- Interview including 5-6-minute presentation on your communication and influencing style and how it can/has contributed to:
- Making improvements in the youth justice system
- influencing strategic relationships to achieve positive outcomes for children
CV and suitability statement
Please provide a CV and include a suitability statement of no more than 1200 words, setting out why you think you are suitable for this role, include the following essential criteria:
- Experience; and
- Lead behaviour: Communicating & Influencing
Please make sure to include examples of experiences that would contribute and benefit you delivering this role.
The interview will focus on strengths as described in the Success Profiles and a discussion on the following behaviours: Communicating and Influencing, Leadership, Seeing the Big Picture, Changing and Improving, Working Together.
Should a large number of applications be received, the initial sift may be conducted using the lead behaviour: Communicating & Influencing
- Demonstrable experience of influencing and delivering outcomes through effective and positive relationships.
- Demonstrable experience of applying effective strategic thinking and approaches to successfully respond to changing contexts and objectives.
- Project and programme systems understanding
- Clear and succinct written and verbal communication skills that can be readily tailored for varied audiences, ranging from children to Ministers.
- Engage and influence with strategic partners and stakeholders across the whole youth justice system
- Previous experience of successful management or senior role within a youth justice related field.
- Operational and strategic knowledge of the youth justice system and the role of relevant key stakeholders.
- Knowledge/understanding of the Youth Justice Board in relation to the wider children’s and justice agenda.
Communicating and Influencing (Lead Behaviour):
Communicate with others in a clear, honest and enthusiastic way in order to build trust. Explain complex issues in a way that is easy to understand. Take into account people’s individual needs. Deliver difficult messages with clarity and sensitivity, being persuasive when required. Consider the impact of the language used. Remain open-minded and impartial in discussions, whilst respecting the diverse interests and opinions of others. Introduce different methods for communication, including making the most of digital resources whilst getting value for money. Monitor the effectiveness of own and team communications and take action to improve where necessary.
Promote diversity, inclusion and equality of opportunity, respecting difference and external experience. Welcome and respond to views and challenges from others, despite any conflicting pressures to ignore or give in to them. Stand by, promote or defend own and team’s actions and decisions where needed. Seek out shared interests beyond own area of responsibility, understanding the extent of the impact actions have on the organisation. Inspire and motivate teams to be fully engaged in their work and dedicated to their role.
Seeing the Big Picture:
Develop and maintain an understanding of economic, social, political, environmental and technological developments to ensure activity is relevant. Ensure plans and activities in your area of work reflect wider strategic priorities and communicate effectively with senior leaders to influence future strategies. Adopt a government- and sector-wide perspective to ensure alignment of activity and policy. Bring together views, perspectives and diverse needs of stakeholders to gain a broader understanding of the issues surrounding policies and activities.
Changing and Improving
Encourage, recognise and share innovative ideas from a diverse range of colleagues and stakeholders. Give people space to take initiative and praise them for their creativity. Create an environment where people feel safe to challenge and know their voice will be heard. Make changes which add value and clearly articulate how changes will benefit the business. Understand and identify the role of technology in public service delivery and policy implementation. Consider the full impact of implementing changes on culture, structure, morale and the impacts on the diverse range of end users, including accessibility needs. Identify early signs that things are going wrong and respond promptly. Provide constructive challenge to senior management on change proposals.
Actively build and maintain a network of colleagues and contacts to achieve progress on shared objectives. Challenge assumptions while being willing to compromise if beneficial to progress. Build strong interpersonal relationships and show genuine care for colleagues. Ensure consideration and support for the wellbeing of yourself and individuals throughout the team. Understand the varying needs of the team to ensure they are supported and their experiences are utilised. Create an inclusive working environment where all opinions and challenges are taken into account and bullying, harassment and discrimination are unacceptable. Remain available and approachable to all colleagues and be receptive to new ideas.
Benefits of working for the Youth Justice Board
- 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.
- 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
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.
Working to ensure a youth justice system that sees children as children, treats them fairly and helps them to build on their strengths so they can make a constructive contribution to society. This will prevent offending, and create safer communities with fewer victims.
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
Flexible working hours
The Youth Justice Board a flexible working system in many offices.
The Youth Justice Board offers a range of benefits:
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.
06/02/2020, 23:55 hours.
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.
Success Profiles will enable a fairer and more inclusive method of recruitment by enabling us to assess the range of experiences, abilities, strengths, behaviours and technical/professional skills required for different roles. This flexible approach to recruitment focuses more on finding the right candidate for the specific role. To find out more about Success Profiles to support your application please click here for further guidance.