YJB TOOLKITS: YOT structure review context presentation

YJB owner: Neil BowerDirectorate: Performance May 2011Version 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

Why re-structure?

Purpose & core functions

YOT vision & mission

Review

Design

Test

Selection

Next steps

How?

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

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 2/3

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 = 1st highest priority• Amber = 2nd highest priority• Green = 3rd highest priority

Key Questions to aid your structure review

What is your Vision?

What is your Mission

Statement?

What results areneeded to achievethese objectives?

What activities must be carried out to achieve

these results?How should these

activities be split upto work effectively?

What are the YOT’s

objectives?

Who are thekey stakeholders?

How can each groupof activities be best

related to oneanother? What resources do you

have? (people, skillsnumbers, experience

What processes are helped or hindered

by current structure?

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

Mobilise vision

through leadership

Translate the vision

into operational

terms

Align theorganisation

to vision

Motivate people to

make deliveringthe vision everyone’s

job

Make delivering the vision

a continuous process

LeadershipPerformance

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

Strengths

Internal Factors

External Factors

Weaknesses

Opportunities Threats

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

Task

Systems

Culture

Strategy

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 (future-proofing)

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.

Division of WorkBreaking down jobs

Specialisation v repetition

Structure of OrganisationsOrganisation into logical groupings

Common YOT Organisational Structures

Functional

Divisional/Generic

Hybrid

Matrix

Strategic Commissioning

Common YOT organisational Structures

FunctionalDivisional /

GenericMatrixHybrid

-if efficiency is Important

-if in-depthknowledge andexpertise iscritical toorganisationalgoals

-if need controlthrough verticalhierarchy

-if in a largeorganisation withmultiple productlines

-to give priorityto product goals

-if need to giveequal priority toboth productsand functions

-because of thedual pressuresof bothcustomers andthe environment

-combineelements of theother structures

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

YOT Manager

Community / Custody/

Resettlement

Specialist Services

Court Services

Administrative Services

Early Interventions

Functional StructureMain FeaturesOrganised around tasks to be carried outCentralised

Situations Where AppropriateSmall organisations, limited product or service diversityRelatively stable situations with repetitive tasks

AdvantagesControlled by Chief Executive, with relatively simply lines of controlEfficient and cost effectiveClear lines of internal and external accountabilitySpecialist mangers develop expertise

LimitationsSuccession problems - you create specialists, not generalistsUnlikely to be adaptive except at strategic leader levelBecomes stretched by growth as responsibilities diversifyFunctional managers can concentrate on short-term activities at expense of longer-term strategic developmentsProblems with co-ordinating the different functions and functional specialists may seek to empire-build

YOT Manager

Community / Custody/

Resettlement

Specialist Services

Court Services

Administrative Services

Early Interventions

Divisional/Generic

Board / Strategic Leadership

Team C

Team A

Team B

Team D

Centralised services: Personnel, Finance, Legal, Planning

C

B

D

A

Functions

Divisional StructureMain FeaturesReduced 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 rightWithin each division a functional structure existsDivisions headed up by general managers who are responsible for their own resourcesDecentralised

Situations Where AppropriateGrowing size and complexity, where appropriate splits exist (eg where there is a diverse range of products)Turbulent environmentsGeographic divisions can be used where markets very different and distance great

AdvantagesSpreads responsibility for performanceMotivates managers and facilitates development of specialists and generalistsEnables adaptive change (‘emergent’ strategy)Chief Exec stays aware from routine decisions and concentrates on corporate strategyCan be innovative / entrepreneurial throughout the organisation

LimitationsConflicts between divisions for resourcesConfusion over locus of responsibility (head office or divisions)Co-ordinating interdependencies difficult

Board / Strategic Leadership

Sales & marketing Dept

Accounting & Finance Dept

Production Dept

Personnel Dept

Centralised services: Personnel, Finance, Legal, Planning

C

B

D

A

Functions

Hybrid structure

Yot Manager

Deputy Yot Manager

Team Manager Team Manager Team Manager Team Manager Team Manager

Area Team

Area Team

Area Team

Functional Team

Functional Team

Team Manager

Functional Team

Central Services

EarlyInterventions

Court-based

Community Supervision

EarlyInterventions

Court-based

Community Supervision

EarlyInterventions

Court-based

Community Supervision

YIP

YISP

PAYP

LAC

SpecialistPortfolio

SpecialistPortfolio

SpecialistPortfolio

SpecialistPortfolio

SpecialistPortfolio

SpecialistPortfolio

ISSP Custody

Specialist Portfolios include:

•ETE

•CAMHS

•Substance misuse

•Parenting

•RJ etc etc

Hybrid StructureMain Features – how the local government structure exists Divisions are strategic business units of their own for planning & control purposesEachDivisions headed up by general managers who are responsible for their own resourcesDecentralised

Situations Where AppropriateGrowing size and complexity, where appropriate splits exist (eg where there is a diverse range of

products)Turbulent environmentsGeographic divisions can be used where markets very different and distance great

AdvantagesSpreads responsibility for performanceMotivates managers and facilitates development of specialists and generalistsEnables adaptive change (‘emergent’ strategy)Chief Exec stays aware from routine decisions and concentrates on corporate strategyCan be innovative / entrepreneurial throughout the organisation

LimitationsConflicts between divisions for resourcesConfusion 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

Board / Strategic Leadership

Area A

Corporate Services

AreaB

Area C

Product A

Product B

ProductC

Operating Unit

Geo

grap

hica

l or

func

tiona

lP

roduct coordination

Matrix Structure

Main FeaturesPermanent and full dual control of operating units - although one wing generally more powerful than the otherAuthority and accountability defined in terms of particular decisions

Situations Where AppropriateLarge multi-national, multi-product organisations with significant interrelationships and interdependenciesSmall sophisticated service companies

AdvantagesDecisions can be taken locally, decentralised within a large organisation, which might otherwise be

bureaucraticOptimum use of skills and resources - and high-quality informed decisions, reconciling conflicts within the

organisationEnables control of growth and increasing complexityMore opportunities for management development

LimitationsDifficult to implement and dual responsibilities can cause confusion - accountability and control problemsPotential conflict between the 2 wings, power issuesDecision-making can be slowHigh overhead costs

Board / Strategic Leadership

Area A

Corporate Services

AreaB

Area C

Product A

Product B

ProductC

Operating Unit

Geo

grap

hica

l or

func

tiona

l

Product

coordination

Strategic Commissioning Model

Main FeaturesMost 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 AppropriateIn response to fiscal challengeWhere pooling of resources may need to be consideredAligns with new localism billWhen the delivery of outcomes may not be met by the current service

AdvantagesIncreases business opportunityRisk transferenceReduced costs

LimitationsProfit overtakes welfare as driverBreaking up of the YOT identity & purpose of visionPotential lessening of strategic directionBreak 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

Focusing everyone involved in the change on the business outcome and the way of delivering it will create the key foundation for success

Build a compellingcase for change

Engage change leaders at every

level

Win the commitment

of critical stakeholders

Design the business to

deliver what’s important

Drive theprogramme

Speed

Benefits

Risk andcomplexity

Sustainability

Outcome

The change process

Champions

Unwilling

Willing

Able Unable

NaïveEnthusiasts

SpoilersBlockers

WatchersPreachers

Types of change

Adaptation / Evolution

Reconstruction

Revolution

Possible reasons for failure…..

No CEO support

Organisational context ignored

Insufficient time spent on the right objectives

Too many projects happening at once

Lack of leadership

Not managing risks Poor communication

No direction or decision making

THE CHANGE CURVE

Shock

Optimism

Denial

Anger

Bargaining

Adapting

Testing

Acceptance

Current State

Future State

Exercise

Exercise to consider where you are currently in the change cycle?

Then consider likely reactions

Then discuss the likely ways of dealing with this

CULTURE

CULTURE

How the structure

works

How the structure

works

The influence ofworking

environment

The influence ofworking

environment

Howpartnerships

work

Howpartnerships

work

How the organisation

communicates

How the organisation

communicates

WorkingpracticesWorkingpractices

We also need to be aware of the impact of organisation on YOT culture

What are the most important things that need to change to ensure that you work

more effectively as a service in the future?

Required Culture Change

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

●Sell benefits

●Anticipate questions and answer

●Credible presenters

●Audience participation

●Answer all questions

Other methods

Team Briefings

Briefing documentation

Regular Newsletter

Workshops

Intranet

68

10

9

8

7

6

5

4

3

2

1Mass email

Paper (deskdrop)

Intranet (dedicated site)

Email (personal)

Paper (personal)

Audioconferencing

Videoconferencing

Live webcast

Conference

Group meeting

One-to-one

Communication

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?