Setting Strategic Direction

1. Setting Strategic Direction

3. Objectives • Identify the YOT’s Strategy • Develop the Strategy • Explore some strategy models • Clarify the YOT’s purpose • Look at how to turn Vision into Reality

4. Strategy Development Establish direction Decide on the long term aims and objectives for the YOT Conduct a strategic analysis External Review = Environment, Story of Place and CJS analysis Internal Review = Internal resource, competence and capability Feedback & Monitoring Decide on strategy Generate options for future action, Evaluate against potential impact on organisations objectives Select strategic options Implement strategy Develop business plans for implementation of strategic options

5. What is Strategy? • A move towards one ideal position • “First or Best” • To provide the greatest ISP in the UK • Have the world drink Coke

6. However….. “Strategy is not the consequence of planning, but the opposite: its starting point” Planning doesn’t produce strategy - it produces plans. • Henry Mintzberg

7. Clarify the strategic imperatives • What are the big strategic issues for ??? Yot? • Clear, concise and concrete • Implementation of the strategy? • What about culture?

8. Level 4- Strategy Connected • Where are we today? • Where do you want to be? • By when? Strategy Execution Shareholder Value Time & Cost Savings Employee Engagement Productivity Goals Employees have clear line of sight to corporate goals. Managers & executive can track progress toward achievement. Company has agile strategy. Level 3-Strategy Aligned Goals Managers & employees set goals & competencies & track progress. Level 2-Strategy Aware PM process is continuous & optimised. PM is tightly linked to the strategy & system becomes a predictor of success – & ultimately increases odds of success. Goals Company strategic goals are well communicated at a high level. Level 1-Strategy Blind PM is an ongoing process. Managers track progress toward goals & have development plans to achieve competencies Goals The strategy is a well-guarded secret Simple forms automation. PM is an event vs a process PM is viewed as a headache

9. A Strategy Focused organisation • mobilise change • translate the strategy • align the organisation • make strategy continual • everyone’s job

10. Strategic Development Staff awareness Connected with strategy Two way Tracking Support and development Link performance to reward

11. Strategy Development Principles • A culture of engagement • On-going dialogue • Championed by the top • Transcends functional barriers • Continuous questioning and challenging of assumptions

12. Levels of Strategy • Corporate Strategy • Business/Unit Strategy • Operational Strategy

13. SWOT Analysis To identify changes in the environment and derive the YOT’s strengths and weaknesses in relation to it Strengths Weaknesses Opportunities Threats internal external

14. VISION What we want to be Why we exist STRATEGY Our game plan MEASUREMENT Translate, focus, align and measure FRAMEWORK The prioritisation of initiatives ACTION PLANNING What we must improve QUALITY IMPROVEMENT What I need to achieve PERSONAL OBJECTIVES The Gap MISSION

15. Interactions Scope Resources Cost Procurement Timescale Stakeholders Risk Management Impact on Strategy Clarity of Scope Dependencies Technical Use of New Technology Social / Culture Business Model Learning Environment Emerging Technology Urgency / Pace Supportive Environment Delivery Strategy Support Structure Level of Industry Regulation Suitable Resources Test Facilities Maturity of the Business Market Final performance targets Changing Norms Maturity of the Organisation Restrictions Environment Innovation Intermediate performance targets Performance Time Programme management diagnostic tool “Why?” Aligned to the strategic targets Know where you are Rationale understood & owned Clear picture of future “What?” Clear steps on the road Clear & agreed scope Prioritised & achievable work Assess complexity, risk & scale “How?” Appropriate governance Organise to deliver Hierarchy of integrated plans Identify & engage stakeholders “How well?” Assure delivery Forward-looking controls Measures of success Active management of risks

16. Balanced Scorecard Money: value for money for stakeholders/Partners Customers: how should we appear? Vision & Strategy = Development: how to we sustain & improve ourselves? Processes: what should the YOT excel at? Kaplan and Norton

17. The balanced scorecard • A management & measurement system • A framework for the internal business • Not just financial measures, people, business processes and customers.

18. Balanced scorecard • Objectives • Targets • Measures • Initiatives

19. Staff Court Stakeholder A great place to work A great YOT to do work with A great YOT to be in partnership with Attraction Retention Motivation • Magistrates’ • satisfaction • Court confidence • Justice balanced • & served LAA/CAA (UK) CSP/CYPP (Wales) Profit Chain

20. What does “good” look like? Real-time, regular and robust performance data Transparent set of performance rewards and sanctions Can-do culture inspired by strong leadership Best practice in local performance management Clear performance management review, combining challenge and support Agreed lines of individual accountability

21. Real Rewards What motivates people? 42% achievement 32% recognition 23% interesting work

22. Management models: a word of warning • “…models and theories offer not solutions to organizational problems, but rather ways to reduce the complexities and uncertainties involved-nothing more, but definitely nothing less.” • “…simple memory aids, useful ways of ordering reality” [Have, Have & Stevens, 2003]

23. But on the up side…? • Models …offer valuable insights and a sound framework on the basis of which the right choices can be made…”

24. Purpose and Priorities

25. Exercise – Purpose 1/2 • What is the purpose of ??? YOT (i.e. what is it for)? • PART 1 – In pairs you have 5 minutes to come up with as many reasons as possible for the purpose of ??? YOT • Using the post-it notes on your table, please only record 1 reason on 1 post-it note • Part 2 – In 2 groups you now have 10 minutes to share your reasons with the group

26. Exercise – Purpose 2/2 • Please theme your reasons into categories by placing like reasons together onto the flip chart • Part 3 - You now have 2 minutes to present your categories to the main group • Part 4 – Now as a main group agree main categories

27. YOTs are responsible for: • Reducing Offending • Co-ordination • Assessment • Intervention • Management of Risk

28. Exercise 2 - Priorities • Using the single Red / Amber / Green sticky dots on your tables, can you please rate the categories in level of priority as follows: • Red = 1st highest priority • Amber = 2nd highest priority • Green = 3rd highest priority

29. A.n. Other YOT’s Purpose • In order of priority: • To Reduce Re-offending • Public Protection • Service the Courts • Safe guarding young people • Reassure the community

30. Translating Purpose & Priorities into the Vision

31. What is a Vision? • A description of what the organisation aspires to be, where it is heading & in the future where it wants to be

32. Vision focused organisations • Linked to activity • Does the Vision drive the YOT ? • Is the Vision isn’t supported in strategy

33. Vision Development 1/2 • Part 1 - In 2 groups you have 10 minutes thinking about the vision statement for ??? YOT • Write it down & be prepared to read it to the whole group • Part 2 - In turn, read your vision statement out to the whole group

34. Vision Development 2/2 • Part 3 - We will now pull together a shared vision • Next steps – The vision statement will be fed back to the Management Board on ???

35. YJB vision is of an effective youth justice system: • more offenders are caught, held to account for their actions, & stop offending • children & young people receive the support they need to lead crime-free lives • victims are better supported • the public has more confidence in the youth justice system

36. A.N Other YOT’s Vision Better outcomes for young people, families/carers, victims, community, courts, partners, staff & managers

37. A.N Other YOT’s Vision • A.N Other YOT is a committed multi-agency partnership working to prevent offending, reduce re-offending & protect the public through: • Inspiring, motivating & supporting young people to lead crime free lives • Providing quality support for victims & involving them in restorative justice processes • Promoting personal responsibility for young people & their families & • Building public confidence & safer communities

38. The Review Process Is the strategy working? Seek feedback from staff, customers, suppliers. Communicate Modify change Do we need to change anything? Generate new ideas / or methods of execution

39. What is our service for? Performance Management Cycle How will we fulfil our purpose? How will we improve and develop? How will we know it’s been achieved?