319 - Chief Operating Officer, Youth Justice Board

The Chief Operating Officer (COO) will be a member of the Youth Justice Board's (YJB) leadership team taking executive responsibility for delivery of the YJB's statutory functions as defined in the Crime and Disorder Act 1998, and the Board's strategic priorities through the business plan across England and Wales. The COO will share corporate responsibility with the Chief Executive Officer (CEO) and other directors and will deputise for the CEO when necessary. To this end, the COO will be a critical member of the Senior Leadership Group. The post-holder will be expected to work closely with senior executive colleagues, the Chair and other non-executive Board members to deliver the organisation's objectives.,

• Delivery of the Board's aims and objectives against the business plan and reporting to the Board on progress against stated commitments;
• Application of effective programme and project management, and robust governance for all business plan activities;
• Driving delivery of the organisations statutory functions as defined in the Crime & Disorder Act (1998);
• Ensuring the allocated budget is managed in line with the principles of Managing public money - GOV.UK, and effective mechanisms are in place to administer a grant to local authorities for the purpose of establishing local youth justice teams;
• Ensuring mechanisms are in place to enable effective oversight of the youth justice system;
• Overseeing and advising on the collection, collation and interpretation of data, intelligence and other evidence to make informed judgements about the performance of the system;
• Ensuring strategic engagement with those working in youth justice services supports the delivery of the Board's aims through innovation and the development and promotion of good practice;
• Ensuring the sharing of innovation and good practice that others can apply and advising on the development and application of funding, workforce development and peer support delivery models;
• Overseeing the brokering of support to poor performing services identified through oversight and intelligence;
• Overseeing strategic stakeholder engagement and communication including deciding on what should be made publicly available;
• Understanding the Welsh context and taking account of the implications of devolved services on the delivery of youth justice. Ensuring strategic engagement with Welsh Government and all Welsh equivalent services and stakeholders to ensure their views are represented;
• Ensuring that the organisation has the skills and resources (within budget) to deliver against the business plan, keeping the operating model under review and taking a transformative approach where necessary;
• Overseeing the effective alignment of activities and using resources in the most flexible way to deliver the organisation's objectives;
• Reducing bureaucracy in the YJB's work, both for internal and external stakeholders; and
• Leading, motivating and coaching direct reports (6) and inspiring their staff to give their best, align their work to the Board's strategic direction and achieve their potential.