Setting Strategic Direction

09.15 - 09.30 Arrival and Refreshments

11.00 - 11.15 Break

13.00 - 13.45 Lunch

15.00 - 15.15 Break

15.15 - 15.45 Where are we now & next steps?

15.45 - 16.00 Evaluation &Close

● 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

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

Feed

back

& M

on

itorin

g

Strategy Development

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

However…..

“Strategy is not the consequence of planning, but the

opposite: its starting point”

Planning doesn’t produce strategy - it produces plans.Henry Mintzberg

Clarify the strategic imperatives

What are the big strategic issues for ??? Yot?

Clear, concise and concrete

Implementation of the strategy?

What about culture?

Strategy ExecutionLevel 4- Strategy

Connected

Level 3-Strategy Aligned

Level 2-Strategy Aware

Level 1-Strategy Blind

GoalsThe strategy is a

well-guarded secret

PM is viewed as a headache

GoalsCompany

strategic goals are well

communicated at a high level.

Simple forms automation. PM is an event vs a

process

GoalsManagers &

employees set goals &

competencies & track progress.

PM is an ongoing process.

Managers track progress toward

goals & have development

plans to achieve competencies

GoalsEmployees 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.

ShareholderValue

Time & Cost Savings

EmployeeEngagement

Productivity

• Where are we today?

• Where do you want to be?

• By when?

A Strategy Focused organisation

● mobilise change

● translate the strategy

● align the organisation

● make strategy continual

● everyone’s job

Strategic Development

Staff awareness

Connected with strategy

Two way

Tracking

Support and development

Link performance to reward

Strategy Development Principles

• A culture of engagement

• On-going dialogue

• Championed by the top

• Transcends functional barriers

• Continuous questioning and challenging of

assumptions

Corporate Strategy

Business/Unit Strategy

Operational Strategy

Levels of Strategy

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

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

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?”What?”

““Why?”Why?”

““How?”How?”

““How well?”How well?”

Intermediateperformance

targets

Final performance

targets

Per

form

ance

Time

ScopeScope

InnovationInnovationEnvironmentEnvironment

InteractionsInteractionsResourcesCost

Timescale

Impact on Strategy

Clarity of Scope

Use of New Technology

Business Model

Emerging Technology

Urgency / Pace

Delivery Strategy

Suitable Resources

Test Facilities

Changing NormsRestrictions

Maturity of the OrganisationMaturity of the Business Market

Level of Industry Regulation

Support Structure

Supportive Environment

Learning Environment

Social / Culture

Technical

Dependencies

Risk Management

StakeholdersProcurement

HeadcountAnnual Cumulative API Weekly API per Salesman

Sales Performance Dashboard - w/c 14th February 2000

Appointments

Number of appointments kept per week 15 12 10

Number of 1st appointments kept per week 10 8 8

Number of 2nd appointments kept per week 45 4

Key indicator Op.Target

ProjectTarget

Achieved this Week

Appointments

Number of appointments kept per week 15 12 10

Number of 1st appointments kept per week 10 8 8

Number of 2nd appointments kept per week 45 4

Key indicator Op.Target

ProjectTarget

Achieved this Week

0

10,000

20,000

30,000

40,000

50,000

60,000

J F M A M J J A S O N D

£k

Budget Target Actual Baseline

0

200

400

600

800

J F M A M J J A S O N D

Actual

Establishment0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

J F M A M J J A S O N D

Weekly API perSM/UMBudget

Target

Sales

No. of Fact Finds from 1st visit calls 7 7 6

Appointment to Fact Find conversion rate (%) 50 50 40

Fact Find to sale conversion rate (%) 4150 50

Number of sales 5 3 3

API / sale (£) 490 490 473

90 90 59Error-free Fact Finds (%)

Key indicator Op.Target

ProjectTarget

Achieved this Week

Management

Number of RSM Field Accompaniments 3 3 2

Number of ASM Field Accompaniments 8 8 7

Percentage of planned 1-2-1s completed (%) 87100 100

Key indicator Op.Target

ProjectTarget

Achieved this Week

Management

Number of RSM Field Accompaniments 3 3 2

Number of ASM Field Accompaniments 8 8 7

Percentage of planned 1-2-1s completed (%) 87100 100

Key indicator Op.Target

ProjectTarget

Achieved this Week

Percentage of Rollout Complete

0%10%20%30%40%50%60%70%80%90%

100%

Launch Seminar1

Seminar2

Seminar3

Seminar4

Seminar5

Percentage Trained Percentage not Trained

Percentage of Rollout Complete

0%10%20%30%40%50%60%70%80%90%

100%

Launch Seminar1

Seminar2

Seminar3

Seminar4

Seminar5

Percentage Trained Percentage not Trained

Project Expenditure

0

1,000

2,000

3,000

4,000

D J F M A M J J

£k

Budget Actual

Cancellations

0

1,000

2,000

3,000

4,000

J F M A M J J A S O N D

Av. W eekly Cancellations

Impact

Probability

H

H

M

M

L

L

Priority

= HI

= MED

= LO

Candidate Projects Scenario Parameters Optimised Scenario Results

Pro

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NP

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Inte

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(F

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Comment

1 3 - - - 222 0 - - - - Enables 33 37 23 113 - -4 6 2 14 - -5 17 14 - - -6 0 - - 25 -7 1 - - 5 -8 9 - - - - Mandatory… … … … … … …n 4 0.7 - - -

Targets & Constraints

050

100150200250300350400450500

1997 1998 1999

0% 20% 40% 60% 80% 100%120%

ARPU

Subscriber acquisition costs

UMTS populationcoverage

GSM market share

Connected &Completed calls

Percent of Target Achieved01/0202/0303/04

Capital Flexibility ($g)

0.00.250.50.751.01.251.51.75

01/02Q1

01/02Q2

01/02Q3

01/02Q4

02/03Q1

02/03Q2

02/03Q3

02/03Q4

03/04Q1

Contracted Publicly Committed Underway

Underway, deferrable Approved, not started Envelope“What ifs”

Candidate Projects Scenario Parameters Optimised Scenario Results

Pro

jec

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NP

V (

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)

Ma

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(c

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Se

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Inte

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(F

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Comment

1 3 - - - 222 0 - - - - Enables 33 37 23 113 - -4 6 2 14 - -5 17 14 - - -6 0 - - 25 -7 1 - - 5 -8 9 - - - - Mandatory… … … … … … …n 4 0.7 - - -

Targets & Constraints

050

100150200250300350400450500

1997 1998 1999

Targets & Constraints

050

100150200250300350400450500

1997 1998 1999

0% 20% 40% 60% 80% 100%120%

ARPU

Subscriber acquisition costs

UMTS populationcoverage

GSM market share

Connected &Completed calls

Percent of Target Achieved01/0202/0303/04

0% 20% 40% 60% 80%0% 20% 40% 60% 80% 100%120%

ARPU

Subscriber acquisition costs

UMTS populationcoverage

GSM market share

Connected &Completed calls

Percent of Target Achieved01/0202/0303/04

Capital Flexibility ($g)

0.00.250.50.751.01.251.51.75

01/02Q1

01/02Q2

01/02Q3

01/02Q4

02/03Q1

02/03Q2

02/03Q3

02/03Q4

03/04Q1

Contracted Publicly Committed Underway

Underway, deferrable Approved, not started Envelope“What ifs”

Est

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Reg

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Cal

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Inte

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Sta

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Alig

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Pla

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All

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Res

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Blu

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and

man

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Tra

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Dev

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Equ

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Networkstructure

MigrationStrategy

ResourceDeployment

BusinessModel

Solution

Communications

BranchConversion

BranchImprovement

ProgrammeInfra-structure

Exe

cutiv

e P

en c

hang

es (

quic

k w

ins

?)

Organisation structure

Logisticsadministrator

Measurementprocess

definition team

Eventpreparation team

CentralSupportteam

Sales

SSU

Compliance

Marketing

Programme office

Design authority

IT

Sales

Sales

Sales Training

Compliance

Rollout teams

Sales support

Programme Office

Sales Support

Sales

Sales Training

SSU

Compliance

Marketing

Measure,analyse andreport team

Review & supportteam

Senior sales person(2 per region)

Senior sales person(2 per region)

Proposed Team Leaders shown underlined

Sales training

Management development

Management development

Marketing

Compliance

Regional RolloutTeam

Senior sales person

Sales Trainer

Senior sales person

Sales Trainer

Logisticsadministrator

RegionalRollout teams

Review &Support teams

Materialsdevelopment

team

Manager

Operation 2000 ProjectManager

Rollout ImplementationManager

Project Controller

Process Assurance - SSUBrand/ Customer ExperienceAssurance - Marketing

Communications Manager

PLAN

DOACT

COMPARE

Reporting

IssueManagement

Change Management

Risk Management

ProgrammeManagement

ResourceManagement

CostManagement

PLAN

DOACT

COMPARE

Reporting

IssueManagement

Change Management

Risk Management

ProgrammeManagement

ResourceManagement

CostManagement

Aligned to the strategic targets

=

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

The balanced scorecard

A management & measurement system

A framework for the internal business

Not just financial measures, people, business processes and customers.

Balanced scorecard

Objectives

Targets

Measures

Initiatives

AttractionRetentionMotivation

Magistrates’ satisfaction

Court confidenceJustice balanced

& served

LAA/CAA (UK)CSP/CYPP

(Wales)

A great place to work

A great YOT to do work with

A great YOT tobe in partnership

with

Staff Court Stakeholder

Profit Chain

Best practice in

local performancemanagemen

t

Agreed lines ofindividual

accountability

Clear performancemanagement review,combining challenge

and support

Transparent set ofperformance

rewardsand sanctions

Can-do culture inspired

by strong leadership

Real-time, regularand robust

performance data

What does “good” look like?

Real RewardsWhat motivates people?

42% achievement

32% recognition

23% interesting work

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]

But on the up side…?

Models …offer valuable insights and a sound framework on the basis of which the right choices can be made…”

Purpose and Priorities

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

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

YOTs are responsible for:

Reducing Offending

Co-ordination

Assessment

Intervention

Management of Risk

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

A.n. Other YOT’s Purpose

In order of priority:

To Reduce Re-offending

Public Protection

Service the Courts

Safe guarding young peopleReassure the community

Translating Purpose & Priorities into the Vision

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

Vision focused organisations

Linked to activity

Does the Vision drive the YOT ?

Is the Vision isn’t supported in strategy

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

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 ???

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:

A.N Other YOT’s Vision

Better outcomes for young people, families/carers, victims, community, courts, partners, staff & managers

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

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

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