OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

NTPS Capability and Leadership Framework

NTPS Capability and Leadership Framework

• Common language

• Based on the QLD Public Service Capability and

Leadership Framework

• Based on robust, evidence research within a

public sector environment

NTPS Capability and Leadership Framework

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

• 5 Capabilities, which have

3-5 components, which have

2-12 behavioural indicators

• Describes behavioural and leadership capabilities expected

of all employees

• Supports consistent whole of sector capability and

leadership development

• Assists in developing capability and leadership in agenciesNTPS Capability and Leadership Framework

What is the CLF?

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

Why do we need the CLF?

•Increased capability creates better functioning

agencies

•Delivery of responsive quality services

•Builds a performance culture linking business to

people

NTPS Capability and Leadership Framework

NTPS Capability and Leadership Framework

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

Technical Skills• Specific job competencies• Scientific, engineering,

environment, health, education, planning,

business (finance, HR, PR, marketing, law, trades ...)• Project management

Business Skills• Finance• Human resources• Risk management• Asset management• Procurement• Corporate governance

Professional Skills• Formal qualifications• Accreditations• Licences

Capability and

Leadership

BusinessSkills

Technical Skills

Business

Skills

Professional Skills

Capability and

Leadership

CLF• Supports strategic direction• Achieves results• Supports productive working

relationships• Displays personal drive and

integrity• Communicates with influence

NTPS Capability and Leadership Framework

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

TechnicalSkills

Capability and

Leadership

BusinessSkills

Workforce Development Frameworks

Performance Management

LearningAnd

Development

Career Planning

Job DesignAnd

Selection

Job Evaluation

System

Workforce

Planning

Communicates with Influence• Communicates clearly• Listens, understands and adapts

to audience• Negotiates persuasively

• Demonstrate self awareness and personal development

Achieves results• Builds organisational capability and

responsiveness• Marshals professional expertise• Steers and implements change and

deals with uncertainty• Ensures closure and delivers on

intended results

Cultivates productive working relationships

• Nurtures internal and external relationships

• Facilitates corporation and partnerships

• Values individual differences and diversity

• Guides, mentors and develops people

Exemplifies personal drive and integrity

• Demonstrates public service professionalism and probity

• Engages with risk and shows person personal courage

• Commits to action• Displays resilience

Focuses strategicallyHarnesses information and opportunitiesShows judgement, intelligence and commonsense

Cultivates productive working relationships Communicates with influence

• Communicates clearly• Listens, understands and adapts to audience• Negotiates confidently

Exemplifies personal drive and integrity

• Demonstrates public sector professionalism and probity• Engages with risk and shows personal courage

Shapes strategic thinking

•Inspires a sense of purpose and direction•Focuses strategically•Harnesses information and opportunities•Shows judgement, intelligence and commonsense

Cultivates productive working relationships

•Nurtures internal and external relationships•Facilitates cooperation and partnerships•Values individual differences and diversity•Guides, mentors and develops people

Achieves results

• Builds organisational capability and responsiveness

• Marshals professional expertise

• Steers and implements change and deals with uncertainty

• Ensures closure and delivers on intended results

• Commits to action• Displays resilience• Demonstrate self awareness and commitment to personal development

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

What are the CLF Capabilities?

CLF 1 to 7 CLF 8 to CE

1 Supports strategic direction Shapes strategic thinking

2 Achieves results Achieves results

3 Supports productive working

relationships

Cultivates productive working relationships

4 Displays personal drive and

integrity

Exemplifies personal drive and integrity

5 Communicates with influence Communicates with influenceNTPS Capability and Leadership Framework

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

2.4 Takes responsibility for managing work projects to achieve results:

CLF 5Sees tasks through to completion. Works within agreed priorities. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction and seeks guidance when required.

CLF 6Sees projects through to completion. Monitors project progress and manages priorities. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction.

CLF 7Sees projects through to completion. Monitors project progress and adjusts plans as required. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction.

NTPS Capability and Leadership Framework

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

CLF 7 Takes responsibility for managing work projects to achieve results:

Sees projects through to completion. Monitors project progress and adjusts plans as required. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction.

• Seeks regular feedback from supervisor to gauge their satisfaction

• Ensures work is delivered to a high standard• Maintains focus on quality to achieve outcomes• Adheres to documentation procedures• Uses and encourages others to use appropriate

information management systems to keep information up-to-date

• Sees projects through to completion• Monitors projects against plans, manages priorities and

agrees adjustments to milestones as required

NTPS Capability and Leadership Framework

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

Employee Responsibility

Management Responsibility

AgencyResponsibility

• participate in Performance Improvement and Development Planning

• implement and participate in Performance Improvement and Development Planning

• ensure information and systems are available to support management decisions

• self-review against Capability and Leadership Framework

• self-review and coach Capability and Leadership Framework

• support managers and Business Service areas to implement the Leadership Framework

• give and receive constructive feedback

• give and receive constructive feedback

• provide access to programs aligned with leadership development priorities

• seek out and participate in development opportunities

• seek out, participate and provide development opportunities

• develop and implement a strategy to monitor Agency culture and morale

• monitor and review own performance

• monitor and review own and employee performance

• co-ordinate the review of capability and leadership to ensure continued relevance

Roles and responsibilities in managing the CLF

Administrative Career Starters

Physical Technical Professional

CLF 1 AO1 Apprentice Phy1–Phy3

CLF 2 AO2 Trainee Technical

Officer

Phy4–Phy5 T1

CLF 3 AO3 Graduate Trainee

Phy6 T2

CLF 4 AO4 Phy7 T3 P1

CLF 5 AO5 Phy8–Phy9 T4

CLF 6 AO6 T5 P2

CLF 7 AO7 T6

CLF 8 AO8 P3

CLF 9 EO1/ECO1 P4

CLF 10 ECO2

CLF 11 ECO3

CLF 12 ECO4

CE ECO5/ECO6

Alignment of classification levels to the CLF

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

NTPS Capability and Leadership Framework

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

NTPS Capability and Leadership Framework

www.ocpe.nt.gov.au/clf