Competency Framework for Local Government

The Local Government Staff Commission for Northern Ireland

Local Government in Northern Ireland LOCAL GOVERNMENT IN NORTHERN IRELAND

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK AND INTEGRATED IMPLEMENTATION PLAN

LOCAL GOVERNMENT IN NORTHERN IRELAND

Competency Framework

PEOPLE AND ORGANISATION DEVELOPMENT for LocalSTRATEGIC Government FRAMEWORK

AND INTEGRATED IMPLEMENTATION PLAN

MARCH 2012

'&' !! ! '&( '&)

(&' " $ ! (&( # " $!% " (&) "!$!! # $

)&' ! !# ! $ )&( " "! )&) !" ! )&* ! # !%"!%

*&' # *&( *&) # "! *&* !"" % # # ! CONTEXT

This framework was conceived as part of an Organisational DevelopmentCONTEXT initiative coordinated by the Local GovernmentGovernment Staff Commission for Local Government .and It was funded produced by the through Local Government the involvement Training of employees Group. and Trade Unions from Derry City Council and Coleraine Borough Council and was Thisdesigned framework specifically was conceivedfor Local Government. as part of an OrganisationalIts objective is toDevelopment support delivery initiative of Council coordinateds’ visi on,by thevalues, Local Corporate Government Plan Staff and tCommissionhe People and for OrganisationLocal ItGovernmentDevelopment was produced. StrategicIt wasthrough produced Framework the involvement through for Localthe of involvement employees Government andof inemployees TradeNorthern Unions Ireland.and fromTrade Derry Unions City from Council Derry and City Coleraine Council andBorough Coleraine Council Borough and was Counci designedl and was specificallydesigned specifically for Local Government.for Local Government. Its objective Its isobjective to support is to delivery support of d Councils’elivery of vision,Council values,s’ vision, Corporate values, Corporate Plan and ThePlan People and the and People Organisation and Organisation DevelopmentThe framework Strategic contains Framework 4 Competence for Local Groups Government that contain in Northern14 sets of Ireland. behaviours for employees working at Strategic, Operational and Front Line level within individual Councils which reflects the standards and behaviours expected of employees within Local Government at an individual, team and organisational Thelevel. framework contains 4 Competence Groups that contain 14 sets of behaviours for employees working at Strategic, Operational and Front Line level within individual Councils which reflects the standards and behaviours expected of employees within Local Government at an individual, team and organisational Itlevel. is envisaged that the framework will be integral to joining up all the processes across the lifecycle of the employee within local government, i.e. from attraction to leaving. It is envisaged that the framework will be integral to joining up all the processes across the lifecycle of the employee within local government, i.e. from Councilattractions involvedto leaving. with the initiative to date include:-

DerryCouncil Citys involved Council: with the initiative to(Sinead date include: McNicholl- and Katrina Bradley) Coleraine Borough Council: (Anne Lennon and Brenda Bradley) NewryDerry City and Council: Mourne District Council: (Catherine(Sinead McNicholl Sweeney) and Katrina Bradley) LisburnColeraine City Borough Council: Council: (Caroline(Anne Lennon Magee and and Brenda Sinead Bradley) Clarke) NewryBallymoney and Mourne Borough District Council: Council: (Joan(Catherine Kinnaird) Sweeney) LisburnAntrim Bo Cityrough Council: Council: (Caroline(Stuart Wilson) Magee and Sinead Clarke) Ballymoney Borough Council: (Joan Kinnaird) AntrimThe Local Bo roughGovernment Council: Staff Commission (Stuart was Wilson) represented by Diana Stewart.

The Local Government Staff Commission was represented by Diana Stewart.

OVERVIEW OF AGREED FRAMEWORK The diagram below summarises the agreed high level Framework.

COMPETENCY FRAMEWORK

FRONTLINE OPERATIONAL STRATEGIC

1.1 Setting Direction COMPETENCE GROUP 1 1.2 Leadership How we provide leadership and direction 1.3 Managing Performance

COMPETENCE GROUP 2 2.1 Managing Our Own Work 2.2 Developing Our Own Capacity How we manage ourselves 2.3 Communicating with Impact

3.1 Collaborating in a Political Environment COMPETENCE GROUP 3 3.2 Influencing Outcomes How we work with others 3.3 Meeting Customer Needs 3.4 Respect for Diversity

4.1 Problem Solving and Decision Making COMPETENCE GROUP 4 4.2 Managing Change How we move forward 4.3 Achieving Results 4.4 Continuously Improving Services

Competence Definitions and Behavioural Indicators

COMPETENCE GROUP 1: HOW WE PROVIDE LEADERSHIP AND DIRECTION

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

1.1 Setting Direction • Understands the plan for • Contributes to the development of • Creates a compelling vision for the going forward and shares the organisational strategy by organisation Contributes to the their understanding with bringing insights on customer • Works with senior team to develop a development of a strategy and others feedback and expectations. compelling vision conveys a clear vision led by • Recognises what they have • Communicates a clear and • Provides opportunities for stakeholders to being innovative, ambitious to do to achieve the vision compelling vision of what the influence and support the development of and proactive within their area of work strategy will achieve the vision • Ensures that roles are clearly • Provides a clear direction for their • Clearly links the vision to outcomes for the allocated for the completion department/region/service based citizens and other key partners of tasks on the vision/strategy • Puts plans in place to ensure delivery of the • Communicates clearly about • Communicates clearly what vision and strategy what outcomes will be outcomes will be achieved • Takes account of local capability when achieved planning roll out of strategic goals • Encourages others to ensure that activities take account of short and long term objectives • Ensures that all key Council activity is aligned to the delivery strategic objectives • Takes responsibility for making the vision and strategy a reality

COMPETENCE GROUP 1: HOW WE PROVIDE LEADERSHIP AND DIRECTION (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

1.2 Leadership • Demonstrates confidence in staff • Ensures individuals understand • Takes account of the realities of front line and colleagues to get on with the the contribution they can make to delivery when developing the vision Motivates others to achieve their job corporate and service objectives • Involves staff and elected members and objectives and organisational goals • Demonstrates a level of respect • Involves others, to ensure that other key stakeholders in identifying through involvement and providing with those they work with they are bought into plans. strategic priorities feedback and support. Provides • When mistakes are made focuses • Recognise and celebrate the • Develops and implements effective and supports development to on the lessons to be learned for the success of self and others. communication channels and processes for enable effective delivery. future • Provides relevant support, communicating around the vision and • Strives to achieve a balance training and resources to enable strategy of the organisation allocation of work across the whole individuals to deliver their • Highlights the relevance of the vision and team objectives objectives frequently in their daily • Recognises when others in their • Identifies strengths and interactions with staff, politicians and other team do a good job and gives the weaknesses in the team and puts key stakeholders positive feedback plans that optimise the use of • Motivates staff across the organisation by • Acknowledges others contributions strengths and takes account of taking account of both “hearts and minds” • Maintains enthusiasm and weaknesses. issues commitment • Effectively balances work • Involves staff in planning how the vision demands with the need to and objectives will be achieved develop people • Listens to staff and others to take account • Demonstrates confidence and of feedback judgement when leading others • Adjusts strategic plans on the basis of through difficult situations feedback • Factors in a review of strategy and takes account of feedback in developing plans

COMPETENCE GROUP 1: HOW WE PROVIDE LEADERSHIP AND DIRECTION (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

1.3 Managing Performance • Makes time to prepare for and • Makes time to conduct effective • Develops and manages a clear, simple and participate in effective one to one to one performance transparent corporate performance framework Sets clear, aligned, high standard one performance management management discussions • Ensures that individual and departmental performance goals & objectives for discussions • Sets clear, challenging and objectives are aligned with business plans and self, others and the organisation • Freely passes on skills and realistic objectives corporate strategy knowledge to others • Clearly communicates with regard • Makes time to conduct effective one to one • Help new team members to to the boundaries of delegated performance management discussions learn the job tasks • Sets clear, challenging and realistic objectives • Learns from the experience of • Monitors and provides clear, and ensures that individuals have a clear self and others balanced and constructive understanding of the performance standards • Takes responsibility for feedback on individual and behaviours expected of them ensuring own learning performance • Clearly communicates with regard to the • Ensures that staff are equipped to boundaries of delegated tasks deliver against objectives • Monitors and provides clear, balanced and • Deals with poor performance constructive feedback on individual performance effectively • Ensures that adequate resources are in place • Develops the talent and and that staff are equipped to deliver against recognises high performers objectives • Coaches team members to • Deals with poor performance effectively motivate and optimise • Ensures that staff are equipped to deliver performance against objectives • Develops the talent and recognises high performers based on values of transparency and fairness • Coaches team members to motivate and optimise performance

COMPETENCE GROUP 2: HOW WE MANAGE OURSELVES

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

2.1 Managing Our Own Work • Plans ahead of completing a task • Develops personal plans that • Holds themselves accountable for ensuring their work is organised measurably contribute towards delivering their departments objectives Plans, structures and prioritises • Recognises the difference between achievement of objectives and & business plans own work to achieve optimum urgent and important tasks and targets • Demonstrates commitment & loyalty to results prioritises effectively • Prioritises workload effectively the council and their department • Manages their time to deliver what is • Monitors progress against • Achieves a rigorous balance in required for the team objectives and takes appropriate managing their time across key activities • Follows instructions and knows when actions to deliver results • Delegates work effectively to refer upwards when workload • Uses appropriate tools and • Maintains a focus on strategic rather exceeds their time constraints techniques to plan work than operational issues • Works flexibly – is prepared to get effectively involved in projects and other areas • Strikes an effective balance beyond a narrow scope of their role between adding value and • Takes responsibility and ownership for incurring cost their job • Balances needs of self with those • Asks for assistance when necessary of others when tackling • Maintains confidentiality competing demands • Agrees and sets standards of work • Identifies potential problems and with their manager and works to them develops contingency plans to • Consistently delivers work to the prevent or mitigate them required standard • Manages an effective balance • Understands and has the knowledge between work and home life to work within Council policies

COMPETENCE GROUP 2: HOW WE MANAGE OURSELVES (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

2.2 Developing Our Own • Reviews their own performance as • Actively encourages and values • Acts as a role model – “walks the talk” Capability appropriate feedback from a wide range of • Seeks and responds to constructive • Willing to learn and take on new stakeholders. feedback Looks for opportunities to learn and ways of doing things • Adapts own behaviour to • Understands and optimises their personal develop in order to deliver and add • Willing to take feedback and sees enhance style and improve strengths value to their own role this as an opportunity to develop personal performance • Reviews their own performance • Willing to implement an agreed • Avails of opportunities to learn • Takes responsibility for their development personal development plan and develop needs • Consults with and makes use of experts to enhance effectiveness • Seeks and adopts efficient ways of working • Sets clear performance standards and objectives for self

COMPETENCE GROUP 2: HOW WE MANAGE OURSELVES (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

2.3 Communicating with Impact • Communicates clearly and • Communicates ideas and information • Communicates their point of view clearly positively effectively, both verbally and in and succinctly Presents a positive image by • Listens to, understands and writing • Makes time to communicate with others communicating effectively, being respects others views • Uses language and a style of face to face resilient and treating people fairly • Shares relevant information with communication that is appropriate to • Takes account of how others think and others the Council context and the political feel about issues • Provides follow-up of information to environment • Shares relevant and appropriate relevant stakeholders • Adapts their communication style in information • Has a positive approach response to others and the situation • Develops empathy for others • Keeps relevant people up to date • Listens carefully to understand • Adapts their communication in response and in touch with what is others views to others and the situation happening • Effectively promotes the interests of • Structures their communication logically • Their body language positively the Council and Directorate at local and in a format that suits others’ needs supports what they are saying, use and regional levels • Responds promptly and proportionately body language and tone of voice in • Is concerned with projecting a • Checks that others understand what a positive manner professional, positive consistent they have said • Anticipates the impact of their image in written documents and communication and adapts presentation material accordingly • Is able to utilise persuasive skills to • Communicates in a calm and polite convince others through a well manner structured argument, ensuring commitment • Checks for understanding and is able to build consensus, where disagreement exists

COMPETENCE GROUP 3: HOW WE WORK WITH OTHERS

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

3.1 Collaborating in a Political • Builds effective relationships • Establishes good relationships • Networks externally to understand what is going on Environment with colleagues and their team with relevant stakeholders e.g. • Establishes good relationships with relevant • Listens to colleagues and staff, politicians, unions and stakeholders e.g. staff, politicians, unions, external Develops and manages effective takes on board the views of external agencies. agencies, central government European and International stakeholders networks by establishing common others • Facilitates effective partnership Facilitates effective partnership working with a wide ground Shows an understanding of working with a wide range of • • range of stakeholders outside the Council the priorities of other functions external stakeholders • Works across functional areas and boundaries to • Recognises their role as a • Establishes common goals for achieve corporate objectives public servant working together • Looks for opportunities to share or maximise • Builds their credibility with • Facilitates collaborative working resources others across internal and external • Communicates with key stakeholders to gain their • Defuses conflict situations boundaries buy in, in advance of formal discussions • Keeps others informed on • Engenders the trust and respect • Identifies common ground to move conflict forward relevant issues on a timely of Elected Members and others • Resolves difficult conflict situations effectively and basis • Effectively manages the Member sensitively at early stages • Involves others by asking for / Officer interface with a high • Keeps relevant parties informed of progress and issues their opinions and taking degree of probity and integrity Considers the political impact of actions account of these • Develops and maintains an • Understands the political process and the role of appropriate network across team • • Communicates with Councillors and makes sure their team understands colleagues across functional and/or organisational boundaries too areas to ensure a “joined up” • Shares information & knowledge • Remains professional and impartial when dealing approach to delivering across departmental, political and with elected members services for the customer organisational boundaries • Builds credibility with elected members by • Creates harmonious working • Consults with stakeholders successfully advising and supporting them environment with colleagues

COMPETENCE GROUP 3: HOW WE WORK WITH OTHERS (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

3.2 Influencing Outcomes • Remains constructive when • Presents their ideas and • Understands who the stakeholders are and disagreeing or challenging recommendations persuasively what their positions are in order to influence Adapts style and approach to • Is not afraid to ask questions in • Questions and probes to gain an them achieve effective outcome order to understand understanding of others views • Listens carefully to gain an understanding • Tries to understand other points of • Endeavours to understand others of what is important to others view views and perspectives • Establishes a common vision to motivate • Is persuasive in communicating • Facilitates dialogue between others to work collaboratively their point of view dissenting groups • Tactfully reminds others of common vision • Strives for a win / win outcome • Factors in what is important to when conflict arises others to gain their buy in • Identifies mutual benefits to working • Remains constructive when together disagreeing or challenging • Effectively engages others with their point • Deals with conflict effectively of view • Works toward effective team • Takes account of what is important to working by sensitively challenging others in proposing solutions team members’ views where appropriate • Strives to achieve a win / win outcome where appropriate • Achieves outcomes that satisfy a range of stakeholders

COMPETENCE GROUP 3: HOW WE WORK WITH OTHERS (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

3.3 Meeting Customer Needs • Demonstrates a high level of integrity • Actively listens to customers to • Establishes customers' needs by consulting and fairness in working with others establish their needs broadly Establishes the needs of • Considers issues from the customers • Sets standards of excellence for • Develops and delivers services in line with customers and strives to ensure point of view service delivery the established needs of the customer Places the customer’s needs as the that these are met • • Ensures that the delivery of • Manages any conflict between the Council key focus in all activities customer needs is a priority for strategy and customer / service users • Is knowledgeable in their area and is able to deal with customer queries them and their team • Seeks feedback on the delivery of services effectively • Actively seeks and acts on • Involves customers and service users in • Understands the expectations of the customer feedback developing council strategies and budgets customer • Keeps the customer informed and • Strives to deliver a good service for updated the customer • Communicates in a positive and accurate manner with customers keeping them informed • Is courteous and friendly to customers and takes time to build relationships • Listens to and responds to customers known or perceived needs and seeks direction where appropriate in a timely manner • Does not repeatedly use excuses for not delivering the required services • Works with others to ensure effective delivery of service • Responds promptly in emergency situations • Understands the scope of what they can deliver

COMPETENCE GROUP 3: HOW WE WORK WITH OTHERS (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

3.4 Respect for Diversity and • Treats everyone with respect • Encourages mutual respect, • Treats all stakeholders with fairness, dignity Equality • Takes account of the opinions of support and openness and respect others • Promotes diversity and • Develops and delivers services in line with Treats all individuals with respect, • Creates an environment where recognises its importance in the the diverse needs of the community responds sensitively to differences everyone is valued and fairness is workplace • Communicates effectively with the diverse and encourages others to do promoted and embedded in all • Treats everyone with respect community likewise. Ensures equality of activities • Takes account of the opinions of • Creates a culture where difference is opportunity for all. others celebrated • Creates an environment where • Takes opportunities to demonstrate their everyone is valued and fairness is willingness to engage and work with others promoted and embedded in all • Ensures equality of access to services activities

COMPETENCE GROUP 4: HOW WE MOVE FORWARD

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

4.1 Problem Solving and • Thinks ahead to anticipate and deal • Gathers and analyses relevant information and • Leads the development and Decision Making with issues evidence implementation of corporate policy at a • Recognises when and how to make • Identifies the root causes of a problem strategic level Gathers information from a decisions within remit of role • Considers the financial issues astutely – • Considers the financial issues astutely – understands ways and means of increasing range of sources. Analyses • Interprets relevant legislation within understands ways and means of revenue and reducing costs, without affecting information to identify the context of specific increasing revenue and reducing costs, core services problems and issues. Makes circumstances rather than taking a without affecting core services effective decisions and • Deals positively with ambiguity when not all rigid and inflexible approach information is available to aid decision-making • Makes tough decisions recommendations based on • Exercise good judgement in • Provides a range of options • Manages resources effectively – looks to resolution agreement within problem solving • Explores and evaluates the feasibility of use them in the best way an environment of trust, • Identifies and calculates the level of options • Anticipates problems and takes action to mutual respect and co- risk in a situation • Considers the political environment in avoid or manage these operation • Identifies situations where a conflict assessing options • Takes account of a comprehensive range of interest can arise and manages • Keeps an open mind of issues these effectively • Identifies and manages risks • Considers the pros and cons of strategic • Demonstrates an ability to interpret • Tackles the causes rather than the symptoms issues in advance of reaching a decision and implement policy effectively • Takes ownership of the problems to ensure • Gives balanced consideration to how satisfactory solutions • Makes decisions on a timely basis others think and feel about issues Consults with others to share ideas and considers the impact of these • Considers both the short and long term Considers the pros and cons to come to a • decisions • logical conclusion implications of a decision • Gains buy in to solutions by • Strikes an effective balance between speed of • Accurately assesses and manages involving others decision making and the value of consultation corporate risk • Ensures a clear decision is reached • Comfortable making decisions that involve • Demonstrates a good understanding of “considered” risk governance issues within the Local • Demonstrates a good understanding of Government context and factors these into corporate governance issues in their their decisions decision making

COMPETENCE GROUP 4: HOW WE MOVE FORWARD (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

4.2 Managing Change • Is prepared to change how things • Scans the environment and • Scans the environment and identifies the are done recognises the need for change need for change Promotes change effectively and • Is open to contributing ideas on • Positively sells the benefits of • Proactively prepares for change ensures that changes are delivered how change can be implemented new initiatives • Assesses the business case for change in line with organisational goals • Discusses concerns in a positive • Deals effectively with the barriers • Involves others in planning to gain manner to change commitment • Will engage in changing for the • Confronts resistance positively • Anticipates and manages the emotional benefits of others and actively manages concerns resistance to change • Allows time for people to adapt to • Considers the resource implications of change change • Engages and involves others in • Promotes the benefits of change the change process • Ensures they are visible to staff in times of • Monitors the change change and welcomes opportunities to implementation and adapts as engage and bring them on board required • Develops Champions for change to help engage others in the change process • Encourages others to take ownership for change in their area of responsibility • Reviews progress and adapts plans to deliver effective change • Evaluates the results of change

COMPETENCE GROUP 4: HOW WE MOVE FORWARD (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

4.3 Achieving Results • Understands what is expected in • Self driven to achieve outcomes • Creates a can do culture, where outputs terms of delivery • Knowledge of corporate direction/ are measured and delivered Takes personal responsibility for • Works to deliver and exceed the values • Tolerates mistakes and encourages making things happen. Shows results expected • Understands what is expected people to learn from them motivation and perseverance in • Seeks clarity about priorities • Sets targets with clear outcomes - • Holds themselves and others accountable overcoming obstacles and • Adheres to the Council policies and SMART for achieving results as appropriate achieving results. procedures • Identifies appropriate measures to • Consistent in their approach to all • Uses initiative to get the job done - track outcomes employees and avoids favouritism within acceptable boundaries • Obtains feedback on progress and • Considers the needs of colleagues and is • Sees tasks through to completion acts on it i.e. customer research flexible around them. • Holds themselves and others to • Monitors, reviews and evaluates • Challenges and manages inappropriate account for delivering results as achievement behaviour appropriate • Consults with staff on an ongoing • Treats colleagues and staff with fairness, • Shares knowledge with others basis dignity and respect • Displays drive and commitment to • Challenges and manages • Supports employees in balancing work deliver the service inappropriate behaviour and home life • Works within constraints i.e. • Applies up to date knowledge of employee resources related policies • Works hard to overcome obstacles • Tailors resources and support to individual • Understands the context of results need – cost analysis of results are the cost justified and balanced against the results achieved

COMPETENCE GROUP 4: HOW WE MOVE FORWARD (cont’d)

POSITIVE INDICATORS COMPETENCE AND HIGH LEVEL DEFINITION Frontline Operational Strategic

4.4 Continuously Improving • Contributes to ideas • Challenges the status quo • Acts to take unnecessary bureaucracy out Services • Involves others to agree how the effectively of the systems, in order to streamline service could be improved • Looks for new ways of working in service provision Seeks to continually improve the • Understands the problems in order order to gain efficiencies and • Benchmarks and researches against services and processes that impact to make improvements improve service delivery other services and sectors to ensure best on users • Uses good judgement to see what • Encourages and demonstrates practice improvements could be creativity and innovation • Takes considered risks and is prepared to implemented • Adopts a can do attitude make mistakes • Thinks creatively about how a task • Carries out benchmarking and • Thinks innovatively can best be achieved research into Best Practice • Challenges and supports others to • Seeks and acts on feedback from a • Focuses on the “value add” to the implement new ways of working to variety of sources to improve customer achieve improvements service • Encourages others to take • Secures resources to support • Ensures that improvements in one balanced risks and learn from their improvements area support a “one Council” mistakes • Develops KPIs. links plans, policies and approach • Shares knowledge strategies to encourage “one Council” • Shares good practice across and • Takes an evidence based approach outside the organisation approach in identifying and tracking improvements. • Introduces processes that positively deliver improvements • Ensures that improvements in one area support a “one Council” approach

THE LOCAL GOVERNMENT STAFF COMMISSION FOR NORTHERN IRELAND

Commission House, 18-22 Gordon Street, Belfast BT1 2LG

Tel: (028) 9031 3200 Fax: (028) 9031 3151 Typetalk: 18001 028 9031 3200 E.mail: [email protected] www.lgsc.org.uk