Objectives:
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Transcript of Objectives:
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?