YJB TOOLKITS YOT structure review context presentation YJB

YJB TOOLKITS: YOT structure review context presentation YJB owner: Neil Bower Directorate: Performance May 2011 Version 0. 1 (QA LHM)

09. 15 - 09. 30 Arrival and Refreshments 11. 00 - 11. 15 Break 13. 00 - 13. 45 Lunch 15. 00 - 15. 15 Break Where are we now & next steps? Evaluation & Close

Objectives: At the end of the workshop we will have… Reviewed our current structure and the case for change Agreed any required structural changes for consultation Considered Organisation Structures Addressed Culture Change Explored a Communication Strategy

How? Why re-structure? Purpose & core functions YOT vision & mission Review Design Test Selection Next steps

Exercise – Purpose 1/3 What is the purpose of ? ? ? YOT (i. e. what is it for)? PART 1 - On your own 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

Exercise – Purpose 2/3 Part 2 - You now have 10 minutes to share your reasons with the group Please theme your reasons into categories by placing like reasons together onto a flip chart Part 3 - You now have 2 minutes to present your categories to the main group

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

Key Questions to aid your structure review What is your Mission Statement? What is your Vision? What activities must be carried out to achieve these results? What results are needed to achieve these objectives? Who are the key stakeholders? How can each group of activities be best related to one another? What processes are helped or hindered by current structure? What are the YOT’s objectives? How should these activities be split up to work effectively? What resources do you have? (people, skills numbers, experience

Translating Purpose & Priorities into our Vision & Mission

Vision focused organisations Single focus & shared ownership? Does it drive what staff do? Reflected in strategy? Is the Vision linked?

Vision & Mission "An image of our desired future“ A compelling description of how ‘a day in the life of the young person / family / victim / community’ is improved through the provision of YOT services Mission is best described by what we do, how we do it & what benefits we offer

Performance Make delivering the vision a continuous process Mobilise vision through leadership Motivate people to make delivering the vision everyone’s job Leadership Translate the vision into operational terms Align the organisation to vision Engagement

Vision Development 1/2 Part 1 - In your groups you have 10 minutes thinking about the vision statement for our YOT The vision statement must be clear, motivating, memorable, client focused & be able to be turned into strategy Write it down & be prepared to read it to the whole group

Vision Development 2/2 Part 2 - In turn, read your vision statement out to the whole group Part 3 - We will now formulate a shared vision

Review current structure and case for change

SWOT Analysis Internal Factors Strengths Weaknesses Opportunities Threats External Factors

SWOT Exercise Part 1 - In your groups you have 20 minutes to undertake a SWOT analysis of the current structure Please be prepared to feedback to the whole group Part 2 – Please report back on 2 points from each quadrant

Appraising the Structural Change Options

5 Key Elements in Organisation Design Structure Culture Task Strategy Systems

Suggested design principles 1/2 The structure should: Support delivery of YOT strategy Support effective performance management Offer a measure of resilience Promote equitable distribution of workload Ensure service delivery is most effective for the demographics of the area

Suggested design principles 2/2 And in relation to the delivery of change… Avoid unnecessary change Exploit the potential for organisational change to shape culture But anticipate impending changes where possible (futureproofing)

Organisational Design Maximise efficiency & success Facilitate working relationships Maintain order & direction

Guideline for Organisation Design 1/3 Develop organisation chart

Guideline for Organisation Design 2/3 Identify ‘new’ roles Clear documentation Implement process

Guideline for Organisation Design 3/3 Information linkages Vertical linkage Horizontal linkage

From Vision to Structure The process of organising: Division of Work: Linking areas & jobs

The Division of Work Breaking down jobs Specialisation v repetition Structure of Organisations Organisation into logical groupings

Common YOT Organisational Structures Functional Divisional/Generic Hybrid Matrix Strategic Commissioning

Common YOT organisational Structures Functional -if efficiency is Important -if in-depth knowledge and expertise is critical to organisational goals -if need control through vertical hierarchy Divisional / Generic -if in a large organisation with multiple product lines -to give priority to product goals Hybrid -combine elements of the other structures Matrix -if need to give equal priority to both products and functions -because of the dual pressures of both customers and the environment Strategic Commission -contract management of core services provided by third party, voluntary sector, social enterprise etc -Risk transference & potential cost savings - Loss of control in core delivery and potentially strategic direction

Functional Structure

Functional Structure Main Features Organised around tasks to be carried out Centralised Situations Where Appropriate Small organisations, limited product or service diversity Relatively stable situations with repetitive tasks Advantages Controlled by Chief Executive, with relatively simply lines of control Efficient and cost effective Clear lines of internal and external accountability Specialist mangers develop expertise Limitations Succession problems - you create specialists, not generalists Unlikely to be adaptive except at strategic leader level Becomes stretched by growth as responsibilities diversify Functional managers can concentrate on short-term activities at expense of longer-term strategic developments Problems with co-ordinating the different functions and functional specialists may seek to empire-build

Divisional/Generic Board / Strategic Leadership Centralised services : Personnel, Finance, Legal, Planning Team A Team B A B Team C C Functions D Team D

Divisional Structure Main Features Reduced number of management layers & often include core activities within each division e. g. marketing, admin support etc. Each division operates almost as a business in its own right Within each division a functional structure exists Divisions headed up by general managers who are responsible for their own resources Decentralised Situations Where Appropriate Growing size and complexity, where appropriate splits exist (eg where there is a diverse range of products) Turbulent environments Geographic divisions can be used where markets very different and distance great Advantages Spreads responsibility for performance Motivates managers and facilitates development of specialists and generalists Enables adaptive change (‘emergent’ strategy) Chief Exec stays aware from routine decisions and concentrates on corporate strategy Can be innovative / entrepreneurial throughout the organisation Limitations Conflicts between divisions for resources Confusion over locus of responsibility (head office or divisions) Co-ordinating interdependencies difficult

Hybrid structure Specialist Portfolios include: Yot Manager • ETE • CAMHS • Substance misuse Deputy Yot Manager • Parenting • RJ etc Team Manager Specialist Portfolio Area Team Central Services Team Manager Specialist Portfolio Area Team Manager Specialist Portfolio Functional Team Early Interventions Court-based YISP Community Supervision PAYP ISSP YIP LAC Custody

Hybrid Structure Main Features – how the local government structure exists Divisions are strategic business units of their own for planning & control purposes Each Divisions headed up by general managers who are responsible for their own resources Decentralised Situations Where Appropriate Growing size and complexity, where appropriate splits exist (eg where there is a diverse range of products) Turbulent environments Geographic divisions can be used where markets very different and distance great Advantages Spreads responsibility for performance Motivates managers and facilitates development of specialists and generalists Enables adaptive change (‘emergent’ strategy) Chief Exec stays aware from routine decisions and concentrates on corporate strategy Can be innovative / entrepreneurial throughout the organisation Limitations Conflicts between divisions for resources Confusion over locus of responsibility (head office or divisions) Co-ordinating interdependencies difficult

Strengths of the Hybrid Model Allows for single point management accountability for key areas e. g. RJ, FW, ETE etc Reflects the realities on the ground (e. g. location of buildings, courts, travel/geographical logistics, community boundaries) Managers having management responsibility for their teams but also specialist management functions across the YOT Good local integration opportunities

Weaknesses of the Hybrid Model: Does not demonstrate positioning of themed workers i. e. located within team, centralised resource covering all teams etc Roles and responsibilities can become confused because of inevitable overlaps It demands a high level of management team cohesion to negotiate and work with these tensions It demands greater maintenance and communication as its flexibility is exploited over time

Structural Forms: Matrix

Matrix Structure Main Features Permanent and full dual control of operating units - although one wing generally more powerful than the other Authority and accountability defined in terms of particular decisions Situations Where Appropriate Large multi-national, multi-product organisations with significant interrelationships and interdependencies Small sophisticated service companies Advantages Decisions can be taken locally, decentralised within a large organisation, which might otherwise be bureaucratic Optimum use of skills and resources - and high-quality informed decisions, reconciling conflicts within the organisation Enables control of growth and increasing complexity More opportunities for management development Limitations Difficult to implement and dual responsibilities can cause confusion - accountability and control problems Potential conflict between the 2 wings, power issues Decision-making can be slow

Strategic Commissioning Model Main Features Most YOTs have some form of commissioned service (e. g. Parenting, Appropriate Adult, ISS). There are many gradients of commissioning which could be applied to services ranging from corporate support through to core service delivery. Situations Where Appropriate In response to fiscal challenge Where pooling of resources may need to be considered Aligns with new localism bill When the delivery of outcomes may not be met by the current service Advantages Increases business opportunity Risk transference Reduced costs Limitations Profit overtakes welfare as driver Breaking up of the YOT identity & purpose of vision Potential lessening of strategic direction Break up of stakeholder partnership relationships

Group Discussion How would you describe our YOT’s current structural form? What structural forms have been used in past?

Design a new structure

Structure Design Exercise 1/4 You have an unlimited pot of money to design the structure of our YOT using the job post laminates (see notes below) provided. Using the design principles handout you have 30 minutes to:

Structure Design Exercise 2/4 • Determine the YOTs major work divisions • Decide the most appropriate structural form i. e. functional etc • Arrange posts into logical teams • Name the individual teams • Identify key links between posts and teams

Structure Design Exercise 3/4 Part 1 Each table has 5 minutes to present their YOT structure designs Part 2 Taking each structure in turn the whole group undertakes a SWOT analysis on each structure design Part 3 As a group, the strengths and opportunities of each structure design will be amalgamated to design 1 YOT structure

Structure Design Exercise 4/4 Part 4 Each group has 10 minutes to SWOT the amalgamated design Part 5 Each group has 5 minutes to feedback 1 point from each quadrant

What will the change mean to me personally?

Exercise Taking the current structure and the newly designed structure, each group has x minutes to map the changes for individual posts. How we might overcome barriers to this?

How do we all manage the change process as smoothly as possible?

Framework for delivering change effectively Build a compelling case for change Benefits Engage change leaders at every level Drive the programme Speed Design the business to deliver what’s important Outcome Sustainability Risk and complexity Win the commitment of critical stakeholders Focusing everyone involved in the change on the business outcome and the way of delivering it will create the key foundation for success

The change process Willing Unwilling Able Unable Champions Naïve Enthusiasts Watchers Preachers Spoilers Blockers

Types of change Adaptation / Evolution Reconstruction Revolution

Possible reasons for failure…. . No direction or decision making Lack of leadership No CEO support Not managing risks Poor communication Organisational context ignored Too many projects happening at once Insufficient time spent on the right objectives

THE CHANGE CURVE Future State Optimism Acceptance Shock Testing Denial Current State Anger Bargaining Adapting

Exercise to consider where you are currently in the change cycle? Then consider likely reactions Then discuss the likely ways of dealing with this

We also need to be aware of the impact of organisation on YOT culture The influence of working environment How the structure works Working practices C U L T U R E How partnerships work How the organisation communicates

Required Culture Change What are the most important things that need to change to ensure that you work more effectively as a service in the future?

Communications Strategy

Aims of Communications Strategy 1/2 Overcome fear and resistance Win trust, confidence and commitment Explain the rationale Promote benefits

Aims of Communications Strategy 2/2 Promote fairness To outline expectations To outline what’s involved Opportunities for concerns, feedback and answers

Key Principles 1/3 Repetition Actions reinforce words Establishing integrity Stakeholders’ attendance Capable ‘communicators’

Key Principles 2/3 Timely Repetition Updates Reacting to Rumours Consistency Include everyone

Communications Strategy 1/2 Review communication Risk analysis Define priority stakeholders Define the key messages Define the delivery mechanism

Communications Strategy 2/2 Set up a risk log Design feedback mechanisms Define guiding principles Draft the infrastructure, assign roles and accountabilities Integrate with change project

Full staff conference? ●Prepare messages ●Credible presenters ●Sell benefits ●Audience participation ●Anticipate questions and answer ●Answer all questions

Other methods Team Briefings Briefing documentation Regular Newsletter Workshops Intranet

Communication 10 9 8 7 6 5 4 3 2 1 One-to-one Group meeting Conference Live webcast Videoconferencing Audioconferencing Paper (personal) Email (personal) Intranet (dedicated site) Paper (deskdrop) Mass email 68

Communication & Consultation Face to face Electronic communication Team Meeting Management Board Other groups

Other considerations Timeframes Further meeting Implementation plan Connect strategy to staff

Next Steps

Next Steps 1/2 Agree Consultation Strategy Outline Plan for Implementing New Structure Present process for sign-off (MB and Union etc) Consider best way to consult with staff and introduce Change Champions and Restructure Change Team

Next Steps 2/2 External consultation? Agree timescales Team Meeting Presentation – need to confirm closest date after this event Closing date for staff consultation Implementation planning– dates?