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Setting Strategic Direction. 09.15 - 09.30Arrival and Refreshments 11.00 - 11.15Break 13.00 - 13.45Lunch 15.00 - 15.15Break 15.15 - 15.45Where are we.

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Presentation on theme: "Setting Strategic Direction. 09.15 - 09.30Arrival and Refreshments 11.00 - 11.15Break 13.00 - 13.45Lunch 15.00 - 15.15Break 15.15 - 15.45Where are we."— Presentation transcript:

1 Setting Strategic Direction

2 09.15 - 09.30Arrival and Refreshments 11.00 - 11.15Break 13.00 - 13.45Lunch 15.00 - 15.15Break 15.15 - 15.45Where are we now & next steps? 15.45 - 16.00Evaluation &Close

3 ●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 Objectives

4 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 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 Feedback & Monitoring Strategy Development

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

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

15 Programme management diagnostic tool Assure delivery Clear picture of futureRationale understood & owned Assess complexity, risk & scalePrioritised & achievable workClear & agreed scopeClear steps on the road Identify & engage stakeholdersHierarchy of integrated plansOrganise to deliverAppropriate governance Active management of risksMeasures of successForward-looking controls Know where you are “What?” “Why?” “How?” “How well?” Intermediate performance targets Final performance targets Performance Time ScopeInnovationEnvironmentInteractions Resources Cost Timescale Impact on Strategy Clarity of Scope Use of New Technology Business Model Emerging Technology Urgency / Pace Delivery Strategy Suitable Resources Test Facilities Changing Norms Restrictions Maturity of the Organisation Maturity of the Business Market Level of Industry Regulation Support Structure Supportive Environment Learning Environment Social / Culture Technical Dependencies Risk Management Stakeholders Procurement Aligned to the strategic targets

16 = Balanced Scorecard Vision & Strategy Money: value for money for stakeholders/Partners Development: how to we sustain & improve ourselves? Processes: what should the YOT excel at? Customers: how should we appear? 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 Attraction Retention Motivation Magistrates’ satisfaction Court confidence Justice balanced & served LAA/CAA (UK) CSP/CYPP (Wales) A great place to work A great YOT to do work with A great YOT to be in partnership with StaffCourtStakeholder Profit Chain

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

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=1 st highest priority Amber=2 nd highest priority Green=3 rd 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 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 YJB vision is of an effective 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. Do we need to change anything? Generate new ideas / or methods of execution Modify change Communicate

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

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