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
= 1st highest priority
= 2nd highest priority
= 3rd 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
Leadership
Motivate
people to
make
delivering
the vision
everyone’s
job
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.
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
YOT
Manager
Early
Interventions
Court
Services
Community /
Custody/
Resettlement
Specialist
Services
Administrative
Services
Functional Structure
Main Features
Organised around tasks to be carried out
Centralised
YOT
Manager
Early
Interventions
Court
Services
Community /
Custody/
Resettlement
Specialist
Services
Administrative
Services
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
Board / Strategic
Enables adaptive change (‘emergent’ strategy)
Leadership
Chief Exec stays aware from routine decisions and concentrates on corporate strategy
Can be innovative / entrepreneurial throughout the organisation
Centralised services: Personnel, Finance, Legal, Planning
Limitations
Conflicts between divisions for resources
Confusion over locus of responsibility (head office or divisions)
Co-ordinating interdependencies difficult
Accounting &
Finance Dept
Production Dept
A
B
C
Functions
Sales & marketing
Dept
D
Personnel Dept
Hybrid structure
Specialist Portfolios
include:
Yot Manager
•ETE
•CAMHS
•Substance misuse
•Parenting
•RJ
Deputy
Yot Manager
etc etc
Team Manager
Specialist
Portfolio
Team Manager
Specialist
Portfolio
Area
Team
Team Manager
Specialist
Portfolio
Area
Team
Central
Services
Team Manager
Specialist
Portfolio
Area
Team
Team Manager
Specialist
Portfolio
Functional
Team
Team Manager
Specialist
Portfolio
Functional
Team
Functional
Team
Early
Interventions
Early
Interventions
Early
Interventions
Court-based
Court-based
Court-based
YISP
Community
Supervision
Community
Supervision
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
Board / Strategic
Leadership
Area
A
Product
A
Area
B
Product
B
Area
C
Product
C
Operating Unit
Product
coordination
Geographical
or functional
Corporate Services
Board / Strategic
Leadership
Area
A
Product
A
Area
B
Product
B
Area
C
Product
C
Product
coordination
Matrix Structure
Geographical
or functional
Corporate Services
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
Operating Unit
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
High overhead costs
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
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
One-to-one
10
Group meeting
9
Conference
8
Live webcast
7
Videoconferencing
6
Audioconferencing
5
4
Paper (personal)
Email (personal)
3
Intranet (dedicated site)
2
Paper (deskdrop)
1
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?