Policy Capability and Development Framework

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1 Plicy Capability and Develpment Framewrk

2 Cpyright Statement PSC Statement Cpyright 99, 996, Lminger Limited. Inc., a subsidiary f Krn/Ferry Internatinal. ALL RIGHTS RESERVED. This wrk is derived frm the LEADERSHIP ARCHITECT Cmpetency Srt Cards develped by Rbert E. Eichinger and Michael M. Lmbard fr Lminger Limited. Inc., a subsidiary f Krn/Ferry Internatinal. Withut the prir written f Lminger Limited. Inc., n part f this wrk may be used, reprduced, r transmitted in any frm r by any means, by r t any party utside f the State f Queensland. Plicy Capability and Develpment Framewrk

3 Cntents Building Plicy Capability in the Queensland Public Service (QPS)... The Framewrk... 5 Further infrmatin Analytical ability Cmmunicatin Public plicy prcess Strategic Engagement Leadership and management cmpetencies fr plicy fficers (Based n the Lminger Leadership Architect )... Plicy Capability and Develpment Framewrk

4 Building Plicy Capability in the Queensland Public Service (QPS) Plicy fficers in the QPS play a key rle in ensuring that the agenda f the gvernment f the day is delivered in a measured and sustainable way as well as develping and delivering strategic plicy (which lks t the lng term future). Skill shrtages in plicy rles is well knwn acrss the sectr, indeed enhancing plicy capability was identified by the Australian Public Service as ne f the signature refrms fr a high perfrming public sectr. Generally speaking, QPS plicy fficers have learnt their skills and gained experience n the jb and have prgressed prfessinally as these skills develped. There are als plicy fficers wh jin the QPS later in their careers bringing with them a brad range f knwledge and expertise frm either ther gvernment jurisdictins, r the private sectr. Als, plicy rles themselves can be quite different acrss the sectr in relatin t bth purpse and utcmes. As a result, there is an eclectic range f plicy fficers and rles acrss the QPS, resulting in a diverse range f experiences and perspectives n different issues. Over recent years plicy capability develpment in the QPS has been met in the fllwing ways: spnsring senir leaders t participate in the ANZSOG Executive Masters in Public Administratin prgram emplyees self nminating fr the Graduate Certificate in Plicy Analysis ffered by Griffith University (and ptentially supprted by SARAS) Public Service Cmmissin (PSC) crdinatin f a whle f Gvernment plicy graduate prgram as well as departmental graduate prgrams with plicy fcussed psitins. In March 00, PSC and the Department f the Premier and Cabinet identified plicy capability develpment as a pririty acrss the QPS. The Cmmissin Chief Executive presented a strategy t the Chief Executive Officer Leadership Team (CLT) and the Plicy Capability Develpment Taskfrce (PCDT) cmprising senir plicy leaders frm each department. The PCDT cnvened six times between April and Nvember 00. The grup s purpse was t develp a whle f Gvernment plicy capability develpment framewrk thrugh: identifying whle f gvernment plicy capability issues and pririties seeking innvative slutins t plicy capability issues and prgress initiatives creating an envirnment fr strategic discussin at a whle f Gvernment level sharing knwledge f best practice in plicy capability develpment. The PCDT agreed that plicy rles can be specialised in that they serve the industry and stakehlders relevant t their department s respnsibilities, hwever, there are cre plicy cmpetencies that are transferable acrss the service regardless f the tpic the plicy relates t. The resulting framewrk prvides a cmmn language and helps define the skills, knwledge and abilities we value in a plicy career and cvers technical, leadership and management cmpetencies. The Plicy Capability and Develpment Framewrk (the Framewrk) prvides the pprtunity t encurage staff in delivery rles t transitin t plicy rles as pririties shift. Advisry Grup n Refrm f Australian Gvernment Administratin (00) Ahead f the Game: Blueprint fr the Refrm f Australian Gvernment Administratin Plicy Capability and Develpment Framewrk

5 The Framewrk The PCDT identified fur plicy technical capabilities. These are:. Analytical ability. Cmmunicatin. Public plicy prcesses. Strategic engagement. These capabilities were categrised and tailred fr the fllwing grups f plicy fficers: AO and AO (including graduates) AO5 and AO6 AO7 and AO8. The Framewrk als includes the leadership and management capabilities required fr plicy fficers at each f these levels. These were based n plicy capability develpment undertaken by the Department f Emplyment, Ecnmic Develpment and Innvatin (frmerly Mines and Energy). The capabilities are based n the Lminger Leadership Architect cmpetencies (under licence). A full cpy f the Framewrk can be fund at: Further infrmatin Fr mre infrmatin in relatin t this Framewrk r the Capability and Leadership Framewrk, refer t the Public Service Cmmissin website r cntact Plicy Capability and Develpment Framewrk 5

6 . Analytical ability. a. Undertakes literature searches and cllate the results as relevant t plicy. d. Analyses infrmatin gathered frm a variety f surces (e.g. literature reviews) g. Reviews reprts n literature reviews and identifies applicatins fr the plicy prgram in questin. i. Applies a whle fgvernment perspective and multi disciplinary apprach t identifying research and plicy implicatins. b. Knws which infrmatin surces t access: eg. agency data, published research, media c. Undertakes crssjurisdictin plicy analysis e. Distils the key issues h. Identifies apprpriate infrmatin surces and guides staff in undertaking research f. Accesses apprpriate infrmatin surces j. Distils cmplex infrmatin and reframes the infrmatin apprpriately fr the audience k. Identifies new infrmatin surces. l. Builds links, netwrks and cllabrates with the brader plicy cmmunity (e.g. plicy fficers in ther departments, and peple in think tanks, research institutins, the cmmunity sectr, stakehlders) Plicy Capability and Develpment Framewrk 6

7 . Analytical ability cntd. a. Evaluates the integrity and cmparability f data, and identifies gaps in data surces b. Interprets and analyses the meaning f infrmatin, gathered frm a variety f surces, fr the current plicy agenda h. Defines criteria fr selecting amng prpsed ptins f. Interprets and analyses cmplex infrmatin fr the current and future plicy agenda c. Wrks with large scale statistical data sets i. Cmpares prpsed slutins t ne anther and t the current, unchanged situatin in respnse t the plitical cntext t prvide cmpelling evidence n the prpsed slutin. n. Develps r alters a plicy directin/agenda based n the best available evidence, including cst/benefit analysis and risk assessment. d. Analyses infrmatin and develps ptins using decisin analysis methds (e.g. cst benefit, multicriteria analyses, SWOT analyses, issues trees, etc), including risk assessment j. Analyses the underlying factrs cntributing t differences in plicy psitins and latest research.. Thrughly knws and understands the plitical, intergvernmental and inter jurisdictinal pririties, and their ptential impact n plicy agenda e. Makes relevant inferences frm quantitative and qualitative data. Identifies whether plicy is cnsistent with research findings r raw data frm within the Agency. k. Obtains and interprets infrmatin regarding risk and applies it t plicy design p. Analyses lng term trends; makes prjectins, predictins and scenari analyses; and identifies ver the hrizn issues f. Discusses and presents findings in relevant research t senir staff and take respnsibility fr further apprpriate analysis. l. Develps and fster innvative and creative ideas and plicy slutins. g. Evaluates impact f implemented plicy m. Evaluates the effect, impacts and utcmes f plicy, and builds learnings frm this int future plicy develpment Plicy Capability and Develpment Framewrk 7

8 . Cmmunicatin. a. Develps cntacts and netwrks, and builds relatinships with apprpriate internal and external stakehlders b. Maintains cntacts and netwrks with apprpriate internal and external stakehlders e. Wrks with internal and external stakehlders and clients t agree n cmmn gals r reslve particular issues i. Establishes prductive wrking relatinships in situatins where interests are cmpeting c. Negtiates with internal stakehlders, and undertakes at level negtiatins with stakehlders in ther agencies f. Builds cnsensus fr the chsen curse f actin j. Sets agendas and parameters fr negtiatin d. Cllabrates with stakehlders t develp plicy g. Cllabrates and negtiates with stakehlders t develp plicy. k. Able t cmmit the agency t a curse f actin and/r decide n a curse f actin n behalf f the agency h. Able t respnd t emergent issues thrugh establishing and maintaining apprpriate netwrks l. Undertakes high level bargaining, seeks agreement and mandate frm gvernment m. Practively manages cnflict Plicy Capability and Develpment Framewrk 8

9 . Cmmunicatin cntd. n. Writes in plain English and nn emtive language, using crrect grammar, punctuatin and an apprpriate style. s. Writes briefs and crrespndence n nncntentius issues w. Writes and edits cncise, accurate submissins, briefs and crrespndence n cntentius issues y. Sets agenda and directin fr written material. Cllates and summarises infrmatin, cllect evidence fr input int briefs, and prepares meeting ntes t. Understands the sensitivities f the target audience and tailrs ral and written cmmunicatin apprpriately x. Anticipates the sensitivities and needs f the target audience and tailrs ral and written cmmunicatin apprpriately z. Cmmunicates plicy prpsals, plicy decisins plicy and research findings at a range f different frums. p. Tailrs ral and written cmmunicatin apprpriately fr the audience u. Actively listens and uses nn verbal cmmunicatin skills t encurage participatin frm thers q. Uses cmmunicatin skills such as listening, checking, and attending skills, apprpriately v. Knws and uses apprpriate current technlgy t present data r. Knws and uses apprpriate current technlgy t present data. aa. Schedules, attends and cntributes t meetings as a team member bb. Presents factual infrmatin at meetings bth internal and external t the agency cc. Leads meetings within the agency r with ther agencies and stakehlders ee. Leads meetings with gvernment and external stakehlders dd. Clearly articulates the agency s agreed plicy psitin ff. Articulates and negtiates the agency s plicy psitin. Plicy Capability and Develpment Framewrk 9

10 . Public plicy prcess. a. Understands what gvernment is and its varius cmpnents f. Understands and can apply knwledge f gvernment and its cmpnents in plicy develpment j. Develps and implements plicy within the current gvernment cntext n. Prvides verarching strategic directin n the develpment f legislatin, regulatin, and plicy within the current and future gvernment envirnment. b. Understands their rle, accuntabilities and bligatins as Queensland Public Service emplyees g. Uses apprpriate instruments fr plicy develpment k. Understands the infrmal factrs and uncertainties which influence legislative, regulatry and plicy develpment and manages risk accrdingly.. Understands legislatin and plicy in the terms f the brader whle fgvernment perspective c. Understands the different plicy instruments (legislatin, regulatin, guidelines, etc) and knws which t use when h. Understands and applies the prcesses and principles cntained in the Queensland Cabinet, Legislatin, and Executive Cuncil Handbks and the Australian Plicy Handbk l. Knws hw t wrk flexibly with the different plicy instruments as required d. Understands the prcesses and principles cntained in the Queensland Cabinet, Legislatin, and Executive Cuncil Handbks and the Australian Plicy Handbk i. Interprets and applies legislatin and plicy m. Understands and applies existing legislatin/plicy within the current cntext e. Interprets and applies existing legislatin and plicy. Plicy Capability and Develpment Framewrk 0

11 . Strategic Engagement. a. Understands the gvernment s current pririties and hw they affect plicy develpment b. Understands and appreciates issues as they apply t the agency. m. Wrks with stakehlders t implement current plicy n. Wrks with agency cntent experts and delivery grups instructing fficers n the plicy agenda c. Understands the plicy agenda frm gvernment, industry, cmmunity and agency perspectives d. Understands and appreciates the issues frm line, central agency and whle f gvernment perspectives e. Knws the relevant subject matter and is aware f issues fr their relevant stakehlders (e.g. industry, cmmunity). Identifies internal and external issues that may impact delivery f frnt line services p. Evaluates the ptential impacts f plicy change (bth qualitative and quantitative) n stakehlders, the cmmunity, the agency and the gvernment as a whle f. Thrughly understands the gvernment s whle f Gvernment pririties and plicy agenda g. Understands and is aware f crss jurisdictinal issues and directins h. Understands emerging trends with expert knwledge f the subject matters and related industry q. Estimates the ecnmic, administrative, legal, scial, and plitical implicatins f each ptin r. Incrprates evaluatin findings int future planning and analysis effrts i. Thrughly knws crssjurisdictinal, whle f Gvernment and agency agenda, develpments and influences, and is able t apply this knwledge. j. Highly develped understanding and awareness f plitical realities n gvernment s plicy agenda k. Shapes gvernment plicy t supprt the strategic directin f the industry. Thrughly understands industry trends and future directins l. Appreciates and is aware f the subtle internal and external influences n plicy develpment that arise frm time t time u. Significantly cntributes t the directin f a plicy future agenda/framewrk v. Presents and negtiates changes in agency plicy which are based n best available evidence within the agency and acrss gvernment. s. Predicts the feasibility and expected utcmes f each plicy ptin n the industry/ stakehlders and is able t mdify the plicy accrdingly and apprpriately. t. Develps mechanisms t mnitr stakehlder needs and trends w. Guides risk and impact analyses f plicy changes n wn Agency, ther agencies, stakehlders and gvernment x. Makes a clear decisin t alter a plicy psitin and present the supprting evidence fr this decisin at the executive level. Plicy Capability and Develpment Framewrk

12 5. Leadership and management cmpetencies fr plicy fficers (Based n the Lminger Leadership Architect ) 5. Relates well t bsses wh are gd caches and develps well under their tutelage Understands and takes advantage f current and future develpments in technlgy, management and/r business systems t achieve psitive utcmes fr an rganisatin Wrks effectively in a team envirnment, and exercises tact, discretin and prfessinal integrity when prviding advice at all levels Learns quickly when facing new prblems and is pen t change Listens patiently t the views f thers and accurately restates thers' pinins even when disagreeing with them Wrks cperatively as a team player t slve prblems quickly and effectively Readily seeks feedback frm thers and adjusts persnal, interpersnal and managerial behaviurs accrdingly Analyses, interprets and slves difficult prblems, engaging team and management input t prduce accurate and timely slutins Actively wrks fr cntinuus imprvement by using existing strengths and cmpensating fr knwn weaknesses Understands his/her wn strengths and limitatins and is able t learn and grw frm persnal experience Uses r deplys expert writing skills in a variety f settings and styles, sensitive t the cntext and the impact f the message Maintains a cnscius balance between wrk and persnal life t achieve the best pssible utcmes 5. Uses initiative t respnd t challenges in a pressured and changing envirnment Makes decisins in a timely manner, smetimes with incmplete infrmatin and under tight deadlines and pressure. Adheres t the rganisatin's set f cre values and beliefs at all times Pssesses a specific set f functinal and/r technical skills. Keeps cnfidences, admits mistakes and is widely trusted by thers. Makes new cnnectins and generates innvative ideas, adding value and prviding viable alternative slutins t prblems and challenges Cmmunicates the infrmatin required fr timely and accurate decisin making acrss a brad range f clients and stakehlders Learns quickly when facing new prblems and is pen t change Negtiates skilfully in tugh situatins, winning cncessins withut damaging relatinships Utilises time efficiently by priritising a brad range f tasks and fcusing n key issues Remains calm in pressure situatins and makes gd decisins based n analysis, experience and judgment. Shares respnsibility and accuntability by clearly delegating bth rutine and imprtant tasks and decisins. Supervises and wrks with team members t take n challenging tasks and assignments as a way f develping their talent and ptential. Establishes clear directins and delegates wrk effectively t achieve team utcmes Acts fairly in dealings with staff members, treating all direct reprts equitably Successfully leads teams in a highly challenging envirnment. Remains cl under pressure and in stressful situatins. Reads situatins quickly, finds cmmn grund and achieves cperatin with minimum disruptin. Fsters creativity and exercises gd judgement in bringing the creative ideas f thers t the marketplace. Speaks penly and freely n any issue, presenting tugh psitins and taking crrective actin quickly and decisively. Plicy Capability and Develpment Framewrk

13 5. Leadership and management cmpetencies fr plicy fficers (Based n the Lminger Leadership Architect ) cntd Is able t cnceptualise and understand cmplex issues and challenges, dealing cmfrtably with high levels f difficulty. Reviews tasks t achieve efficient wrk flw by separating r cmbining elements, rganising peple and activities and simplifying cmplex wrk prcesses. Uses r deplys expert writing skills in a variety f settings and styles, sensitive t the cntext and the impact f the message Has a natural ability t identify and recruit the best pssible peple frm within r utside an rganisatin Maneuvres thrugh rganisatins and rganisatinal cultures t get things dne quickly thrugh frmal channels and infrmal netwrks Pursues tasks t cmpletin with energy and drive Supervises staff, prvides regular feedback and sets clear bjectives and wrk measures Displays flexibility and adaptability when facing tugh calls, displaying a balanced view despite cnflicting demands Is sensitive t hw peple and rganisatins functin; views rganisatinal plitics as a necessary part f wrking life and adjusts t that reality. Accurately judges the strengths and weaknesses f thers acrss a variety f situatins Priritises and uses time effectively in rder t deliver n a brad range f activities Creates a climate in which individuals and teams feel mtivated t d their best t achieve the gals f the rganisatin. Establishes pririties and rganises wrk flw t meet strict deadlines and prduce quality utcmes. Thinks glbally, taking the bradest pssible view f current issues & challenges and identifying their impacts n the future. Manages peple & prjects well t meet deadlines thrugh effective galsetting, resurce allcatin, cntingency planning and perfrmance evaluatin. Perfrms effectively in a variety f frmal presentatin settings including ne n ne, with small and large grups and acrss a range f emplyment situatins. Cnsistently delivers n gals and bjectives set by themselves and by thers. Demnstrates cnfidence, initiative and the capacity t wrk autnmusly where required. Demnstrates brad knwledge and strategic perspective, anticipating future cnsequences and trends accurately. Designs and implements prcesses and prcedures fr systems which allw fr minimal interventin Leads by example, creating strng mrale and team spirit by fcusing n cmmn gals, pririties & prblems Plicy Capability and Develpment Framewrk

14 5. Leadership and management cmpetencies fr plicy fficers (Based n the Lminger Leadership Architect ) cntd Appreciates the needs and mtivatins f grups and can accurately predict what they will d in different situatins Appreciates the needs and mtivatins f grups and can accurately predict what they will d in different situatins Cmmunicates and shares a cmpelling visin and sense f purpse fr the team, the unit and the rganisatin Plicy Capability and Develpment Framewrk

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