LINCOLNSHIRE COUNTY COUNCIL COMPETENCY FRAMEWORK

LINCOLNSHIRE COUNTY COUNCIL COMPETENCY FRAMEWORK The behaviours, skills and knowledge needed to meet the objectives of the organisation PURPOSE OF THE FRAMEWORK The Framework defines the competencies required of each post in LCC so that individuals can be assessed against them to identify suitability for the posts, areas of strength and areas for further development. It is therefore an integral part of Recruitment, Induction and Performance Appraisal. Competencies can be used to measure how well we do things and are essential to the performance management process. The competencies provide consistent standards across the organisation and help to identify the types of behaviour the Council wishes to promote, develop and engender. The framework is a key building block that links our People Strategy and policies together. COMPETENCY FRAMEWORK CONTENTS The Framework is split into two sections, Core Competencies and Non-Core Competencies. There are eight core competencies (mandatory) and eight non-core competencies (based on job requirements). For each competency area, there are up to seven levels. CORE COMPETENCIES NON-CORE COMPETENCIES 1 Personal Effectiveness 1 Leadership 2 Self Awareness, Development and Self 2 Programme and Project Management Discipline 3 Interpersonal Skills 3 Procurement and Contract Management 4 Customer and Community Focus 4 Managing Risk 5 Organisational Awareness and Joined-Up 5 Financial Management Thinking 6 Health and Safety 6 Managing Performance and Measuring Results 7 Diversity and Equality 7 Managing and Developing People 8 Managing Knowledge, Information and Technology 8 Analysis and Judgement

ASSIGNMENT OF AREAS AND LEVELS The framework is applied to each post by assigning a level for ALL Core competencies but only assigning a level for Non core competencies which are appropriate to the post. The assignment of levels is managed from Human Resources with the input of all directorates. FRAMEWORK AREAS LEVELS APPLICATION Core Competencies 8 Up to 7 ALL POSTS Non Core Competencies 8 Up to 7 AS APPROPRIATE The assigned levels of each competency will differ depending on the responsibilities of the post. A post may require a higher level of competence in one area than in others; for example a receptionist may require higher level competency in Customer and Community Focus than in Leadership. The levels within each competency are cumulative i.e. if a level 3 is assigned to a post, this will include the behaviours and skills at levels 1 and 2. The framework has been developed with the following levels in mind: Typically, levels 1 and 2 cover non managerial roles, levels 3 and above will apply to managerial levels from first level line management through to Corporate Director and Chief Executive positions. Where person specifications are sent to HR by managers, a central Competency Framework library will be created. Every postholder will have a copy of the competencies that apply to their post in the form of a PERSON SPECIFICATION. The assessment of Core and Non-core competencies should inform any recruitment decision. HOW DO THE COMPETENCIES AFFECT JOB EVALUATION? The competencies within this framework, when part of a person specification, will not affect the grading of a job description. The GLEA job evaluation scheme requires evaluators to looks at levels of responsibility and complexity of tasks, not at the behaviours and skills required to do this. In the case of the Knowledge & Skills section on the job description, the GLEA scheme requires evaluators to look at the range and complexity of knowledge and skills required rather than the skills themselves. It will be necessary, however, to link the content of the knowledge & skills section on job descriptions with the same section on person specifications.

HOW CAN I USE THE FRAMEWORK AND PERSON SPECIFICATION? You can use the framework and person specification for recruitment and selection, induction and performance management purposes. RECRUITMENT AND SELECTION If as a manager you wish to amend a job description and please also review the person specification and submit both of these to your HR adviser who will arrange the Job Evaluation and record the assignment of competencies where appropriate. Use Competencies assigned to the role to word the advert. Use selection methods which allow applicants to demonstrate the Competencies required for the post. Score applicants against these areas and select the most appropriate person for the post. INDUCTION Identify areas for development as assessed in the selection process. Ensure that the post holder has a copy of their person specification and is aware of the Competencies they are expected to develop. Ensure that the post holder has a wider understanding of the Framework and the importance of its application. PERFORMANCE MANAGEMENT Reflect, discuss and assess whether the postholder, meets, exceeds or falls short of Competency levels assigned to the post. Identify areas for development and appropriate practical opportunities to address these. Use the Competency Framework database to identify areas of development to assist with career progression. Compare currently demonstrated levels with the levels required for other posts on the database to identify which areas they would need to develop in case of future vacancies.

LINCOLNSHIRE COUNTY COUNCIL CORE COMPETENCIES 1 Personal Effectiveness Key Elements: Drive and Energy; Flexibility and Adaptability; Priority Management and Planning; Assertiveness and Influence; Innovation and Initiative; Decisiveness; and Open-Mindedness. Page 4 2 Self-Awareness, Development and Self Discipline Key Elements: Self-Awareness; Self-Discipline and Integrity; Self-Development and Continuous Learning 6 3 Interpersonal Skills Key Elements: Team and Partnership Working; Community Engagement; Developing and Maintaining Relationships; Spoken, Written and IT supported Communication; and Sensitivity to Others 8 4 Customer and Community Focus Key Elements: Understanding Community and Customer Needs and Expectations; Community Engagement; Developing and Using Customer Experience Standards; Using Customer/Community Feedback in Continuous Improvement; and Commercial Astuteness 10 5 Organisational Awareness & Joined-Up Thinking Key Elements: Personal Credibility; Providing Clear Direction; Promoting and Leading Change; Passion for Quality and Excellence; Promoting Quality Customer Service 12 6 Health and Safety Key Elements: Demonstrates a clear awareness of Health and Safety policies, legislation, responsibilities and issues relevant to role 14 7 Diversity and Equality Key Elements: Behaves in a way that is clearly consistent with the Council s Values and effectively promotes Equality of Opportunity and Diversity across the organisation 16 8 Managing Knowledge, Information and Technology Key Elements: Demonstrates a clear understanding of Knowledge Management, Information Management and Technology procedures and legislation, their importance to the successful operation of the organisation, and is able to apply them effectively within the demands of a role. 18

1 PERSONAL EFFECTIVENESS Key Elements: Drive and Energy; Flexibility and Adaptability; Priority Management and Planning; Assertiveness and Influence; Innovation and Initiative; Decisiveness; and Open-Mindedness. Level 1 Level 2 Level 3 Level 4 Level 5 1 Receptive and positive towards new idea 2 Displays high level of personal drive and commitment to goals and objectives 3 Takes time to reflect on actions and selects appropriate activity to enhance future performance 4 Adapts to changing tasks, responsibilities or work activities as required and will seek clarification from line manager as appropriate 5 Manages time effectively within individual tasks 1 Copes effectively with regular interruptions and distractions to the normal routine 2 Responds enthusiastically to new ways of working 3 Identifies and actions minor improvements to how own tasks are completed 4 Manages time and prioritises own work effectively 5 Monitors own work to ensure that tasks are completed on schedule 1 Recognises the need for change and identifies ways of addressing the uncertainties that are created 2 Takes responsibility for own development, actively pursuing learning and career development opportunities 3 Is excited and motivated by demanding challenges and objective, even when success is not guaranteed 4 Delivers demanding targets to high standards, even when pressurised by time constraints 5 Continues to be effective in situations when tasks, responsibilities, priorities and/or work environment changes significantly 1 Seizes opportunities and shows initiative 2 Widens own responsibilities to complete a task or improve performance 3 Resolves underlying issues that go beyond immediate demands 4 Addresses challenges and works creatively, coming up with innovative ideas 1 Deals effectively with new or unfamiliar situations 2 Challenges current approaches with suggested improvements 3 Collaborates with and influences others to develop fresh approaches to complete a task or improve performance 4 Makes well-considered decisions about ideas and courses of action within realistic timescales 5 Is not afraid to push difficult issues towards a decision and take responsibility for the outcome 6 Reviews and assesses any planning process on the completion of significant tasks or projects to enhance future design

1 PERSONAL EFFECTIVENESS Key Elements: Drive and Energy; Flexibility and Adaptability; Priority Management and Planning; Assertiveness and Influence; Innovation and Initiative; Decisiveness; and Open-Mindedness. Level 6 Level 7 Enjoys challenges and willingly takes on new responsibilities Exhibits a high level of resilience and a proven ability to work Identifies and acts upon external factors that may impact under pressure upon the organisation s performance Quickly modifies behaviour or approach to meet changing Continually reviews and challenges current strategies and needs practice to anticipate change Consistently identifies and develops contingencies to meet Wins the support and commitment of those who are internal / external changes that may impact on current apprehensive or reluctant to change organisational priorities and/or the achievement of Challenges others to do business in a more corporate way organisational goals Champions key change initiatives, promoting the benefits to all stakeholders Assists others in understanding the strategic need for change Develops strategies to influence and gain the support of external stakeholders or interested parties Undertakes a structured approach to decision making considering all relevant factors

2 SELF-AWARENESS, DEVELOPMENT AND SELF DISCIPLINE Key Elements: Self-Awareness; Self-Discipline and Integrity; Self-Development and Continuous Learning Level 1 Level 2 Level 3 Level 4 Level 5 1 Accepts feedback and constructive criticism and uses that feedback to govern future actions 2 Maintains high ethical standards both personally and professionally 3 Seeks help and guidance from colleagues and managers 4 Reflects on own actions to improve future performance 5 Demonstrates a commitment to own development 6 Displays an awareness of the County Council s Values 1 Reports difficulties immediately to manager 2 Sees work through to completion fulfilling tasks as required 3 Takes responsibility for own development by agreeing and following a individual development plan 4 Is self-critical, and consistently seeks out and acts upon feedback 5 Pursues goals with enthusiasm and learns from failures 6 Maintains an awareness of service standards and codes of practice relevant to own work. 7 Ensures that any registration requirements for own profession are maintained 1 Displays an awareness of the impact their own behaviour and decisions have on staff and colleagues 2 Manages pressure at work, remaining objective and calm in challenging situations 3 Is consistently impartial in their dealings with others 4 Persists with change initiatives, even when meeting resistance 1 Understands how own personal strengths and development areas impact on others 2 Only gives commitments that can be met and ensures that these are honoured 3 Is willing to publicly admit making a mistake and does not blame others 4 Develops key skills through involvement in appropriate development opportunities 1 Displays tenacity in coping with major disappointments and setbacks 2 Adopts and operates within the County Council s Values and requires others to do so 3 Takes time to help staff and colleagues understand their role

2 SELF-AWARENESS, DEVELOPMENT AND SELF DISCIPLINE Key Elements: Self-Awareness; Self-Discipline and Integrity; Self-Development and Continuous Learning Level 6 Level 7 1 Generates confidence in others through their actions, 1 Displays an awareness of how visible their actions are to knowledge and experience and integrity staff, stakeholders and elected members and the impact of 2 Exhibits impartiality and honesty in their dealings with their behaviour and decisions on morale and reputation of everyone, holding firm to the core values of the County the County Council Council 2 Displays a high degree of probity and integrity, and is willing 3 Acts according to the Organisational Values, even when to challenge unethical practice to safeguard organisational there is a cost associated with this, and promotes these values values to others 3 Displays a confidence in and a commitment to their role and 4 Accepts accountability for success/failure in uses their own profile to positively raise the standing of the organisational performance County Council 5 Develops key skills through involvement in appropriate 4 Consistently exhibits behaviour that builds credibility and development opportunities commands the confidence of Council Members, Governing bodies, Managers, employees, External Partners and other Key Stakeholders 5 Acts as a positive role model to help others develop requisite skills and behaviours

3 INTERPERSONAL SKILLS Key Elements: Team and Partnership Working; Developing and Maintaining Relationships; Spoken, Written and IT supported Communication; and Sensitivity to Others Level 1 Level 2 Level 3 Level 4 Level 5 1 Displays consideration, concern and respect for other people s opinions and feelings 2 Co-operates and works well with others in pursuit of team goals 3 Shares all relevant information 4 Responds positively to requests for help and/or support 5 Regularly attends and contributes to Team Meetings 6 Develops positive working relationships with others both internal and external and seeks to understand their roles 1 Works collaboratively with people in other teams, sections, directorates and partner organisations 2 Communicates in a manner that is clear, concise and informative 3 Is aware of the affect of own actions on the work environment and seek to actively reduce areas of tension 4 Demonstrates the ability to access and communicate information through the use of Information Technology 5 Ensures that confidentiality is maintained where appropriate 1 Uses appropriate methods and language to help others understand own views, opinions or ideas 2 Ensures that issues, conflicts and disagreements are brought out into the open in order to identify mutually acceptable solutions 3 Ensures that the views, opinions and ideas of others are sought and valued when dealing with issues affecting them 4 Actively listens to others and displays genuine empathy for their issues, problems and concerns 1 Works collaboratively with other teams to achieve organisational goals and objectives 2 Builds a climate of trust, honesty and openness with others 3 Embraces, develops and maintains partnerships with other providers to deliver the most efficient and flexible services to customers 4 Develops trust between self and individual partner colleagues in usual day-to-day work, monitoring progress as directed and exchanging feedback 1 Undertakes activities that encourage team development to improve individual and team performance 2 Seeks to instil a sense of pride in the organisation and what it is trying to achieve 3 Establishes strong interpersonal relationships by helping people feel valued, appreciated and included

3 INTERPERSONAL SKILLS Key Elements: Team and Partnership Working; Developing and Maintaining Relationships; Spoken, Written and IT supported Communication; and Sensitivity to Others Level 6 Level 7 1 Uses ongoing discussions and surveys to ensure that 1 Forms and continually develops long-term relationships and the organisation values the views and opinions of its partnerships staff 2 Harnesses the skills and expertise of people from outside of 2 Undertakes activities that encourage team development own service or the County Council who would benefit the in order to improve individual, team and organisational organisation and ultimately the customer performance 3 Produces a wide range of communications on complex 3 Frames any communication in line with audience needs subjects, both verbally and in writing, that are clear, concise, and changes own style or approach as required informative and jargon free 4 Seeks to retain the trust, commitment and motivation of 4 Effectively builds alliances by involving others in the staff throughout the organisation through effective twoway communication Council development of strategy and planning for the County 5 Generates enthusiasm and commitment in others 5 Reacts quickly to the needs of Elected Members, working through the style and content of communication closely with them to achieve their objectives within the legal 6 Actively promotes cross-department / organisational framework of the authority communication 6 Is able to negotiate with members in order to attain mutually acceptable outcomes

4 CUSTOMER AND COMMUNITY FOCUS Key Elements: Understanding Community and Customer Needs and Expectations; Community Engagement; Developing and Using Customer Experience Standards; Using Customer/Community Feedback in Continuous Improvement; and Commercial Astuteness Level 1 Level 2 Level 3 Level 4 Level 5 1 Consistently gives high priority to customer satisfaction 2 Promotes and gives a positive image of both the County Council and own service 3 Demonstrates an awareness of the Council s community engagement and customer experience principles & standards and aims consistently to achieve these 1 Seeks out and listens to the needs/views of people, summarising and checking to ensure mutual understanding 2 Immediately reports any shortfalls in service delivery to manager 3 Displays empathy when speaking to customers and communities and employs tact and diplomacy when dealing with sensitive issues 1 Consistently achieves customer experience standards, identifying and reporting exceptions and making suggestions for improvements 2 Deals effectively and appropriately with difficult situations 3 Takes ownership of community and customer issues and seeks to help resolve them effectively 4 Consistently demonstrates a clear understanding of customer/client needs 5 Constantly looks for ways to add value to customer experience through change initiatives 1 Seeks regular feedback from customers about services provided and uses this to recommend continuous improvements. 2 Appreciates the demands and approach of different stakeholders 3 Manages own workloads and the work of others effectively so that customer needs continue to be met 4 Seeks to make access to services as simple and as straightforward as possible 1 Develops clear customer experience standards and ensures that self and others work to these 2 Consistently goes the extra mile to ensure the quality of service and customer/community satisfaction is achieved/maintained 3 Develops a close rapport with communities, customers, stakeholders and external partners to establish an understanding of their underlying needs 4 Demonstrates an awareness of the Council s community engagement policy and strategy

4 CUSTOMER AND COMMUNITY FOCUS Key Elements: Understanding Community and Customer Needs and Expectations; Community Engagement; Developing and Using Customer Experience Standards; Using Customer/Community Feedback in Continuous Improvement; and Commercial Astuteness Level 6 Level 7 1 Demonstrates a community and customer centred 1 Ensures that the County Council develops services that approach to public services meet both customer needs and corporate objectives by 2 Uses improved understanding of the local environment encouraging user involvement in needs assessment and and enhanced channels of communication to manage service planning. community and customer expectations and define 2 Increases efficiency by developing effective measures of effective interventions continuous improvement and regularly reviews the current 3 Implements effective systems and processes to monitor validity of these measures and evaluate customer concerns, issues and levels of 3 Uses current best practices and organisation wide satisfaction benchmarking activities to ensure improved performance 4 Clearly identifies who should be involved in any and service delivery consultation process and sets up consultation groups with representatives from all parties involved 5 Anticipates and initiates appropriate action to meet future needs and improve services

5 ORGANISATIONAL AWARENESS & JOINED-UP THINKING Key Elements: Personal Credibility; Providing Clear Direction; Promoting and Leading Change; Passion for Quality and Excellence; Promoting Quality Customer Service Level 1 Level 2 Level 3 Level 4 Level 5 1 Understands the purpose of own job and where it fits into the work of the team and service area 2 Makes suggestions about the provision of service outside of immediate responsibilities 3 Understands and applies the values of the organisation 4 Displays a basic understanding of related products and services offered by other sections and directorates within the County Council 5 Demonstrates a basic understanding of the Council s internal structures, rules, regulations, policies and procedures 1 Understands how own objectives link to those of the team and service area 2 Understands the objectives of their department and Directorate, and broadly understands the wider goals of the County Council 3 Displays an understanding of local service delivery conditions and client requirements 4 Displays a basic understanding of related products and services offered by strategic partners and external providers 5 Knows who the key figures are in the Council and the Elected Members responsible for their specific service area 1 Recognises how own team contributes to and works with others to achieve organisational objectives 2 Understands how the Councils political framework operates 3 Make decisions that contribute to the longer term direction and vision of the team, service area and organisation 4 Demonstrates and regularly applies an indepth knowledge of a wide range of products and services 1 Understands the roles of members and officers, and the tensions that can arise in the working relationships between members and officers. 2 Understands how the County Council s decision-making framework operates 3 Effectively manages relationships with Elected Members responsible for the specific service area 4 Seeks involvement in supportive networks and cross-functional groups within the organisation 1 Understands the overall functions and wider aims of the County Council, strategic objectives and action plans 2 Displays an awareness of projected future policy and strategy changes and how these might impact on the organisation 3 Works with others to ensure that future strategies for the organisation include contingency plans to reflect anticipated events 4 Operates closely with members within service areas to achieve their objectives within the legal, policy and ethical frameworks 5 Integrates plans to fit in with those of others, taking into account critical dependencies

5 ORGANISATIONAL AWARENESS & JOINED-UP THINKING Key Elements: Personal Credibility; Providing Clear Direction; Promoting and Leading Change; Passion for Quality and Excellence; Promoting Quality Customer Service Level 6 Level 7 1 Utilises and shares knowledge with clients, focus groups, 1 Creates a climate that regularly encourages others to set partner organisations etc. in order to stimulate use of up teams/work groups to ensure effective cross-functional services and positively raise the County Council s profile and cross-business solutions 2 Effectively manages relationships with the Elected 2 Produces long-term strategic plans for the organisation Members of the Council and regularly reviews progress, monitoring ongoing 3 Links objective setting and service/business planning validity and revising where necessary activities to the corporate plan 3 Develops and articulates a clear direction for the 4 Measures performance of service/county Council against service/county Council that engages staff and other agreed targets and objectives by benchmarking with other stakeholders services and organisations and identifies necessary 4 Demonstrates the ability to step back and see the bigger improvements picture for the County Council 5 Achieves an appropriate balance between own service 5 Learns where services overlap through proactive delivery and corporate delivery and effectively manages communication with colleagues in other areas; can identify the politics involved in corporate working links between own and other service, other Councils and 6 Understands the context of national and local politics, and strategic partners demonstrates the ability to interpret political wishes sensitively and relate these to organisational structures, processes and outputs 7 Sets priorities, objectives, standards and service delivery targets as a means of meeting wider organisational goals

6 HEALTH AND SAFETY Key Elements: Demonstrates a clear awareness of Health and Safety policies, legislation, responsibilities and issues relevant to role Level 1 Level 2 Level 3 Level 4 Level 5 1 Demonstrates knowledge and awareness of personal H&S duties for self and others 2 Acquires knowledge and skills to be able to follow H&S policies and procedures 3 Demonstrates knowledge and awareness of common workplace hazards and measures to reduce the associated risks 4 Demonstrates knowledge and awareness of specific hazards from their activities and the measures to reduce the associated H&S risks 5 Recognises and reports to management situations where there might be a need for further improvement in H&S standards. 6 Actively assists managers as necessary to enable risks to be controlled. As at level 1 1 Demonstrates ability to monitor and maintain standards of H&S 2 Able to use experience and skills to interpret the Council s H&S policies and procedures and apply these to the work activities of their staff through suitable arrangements 3 Demonstrates an ability to carry out ongoing H&S risk assessments and implement control measures for varying situations likely to occur in their activities. 4 Acquires knowledge and skills to be able to provide basic H&S advice on their activities. 1 Able to advise on safe systems of work relevant to their activities and provide appropriate instruction and supervision 2 Able to gather and interpret H&S data, and to articulate cost benefit analysis of effective health and safety behaviour 3 Able to use experience and enhanced skills to interpret H&S legislation relevant to their activities, apply the principles of hazard and risk control, and undertake a range of risk assessments without supervision 4 Builds on competent practice and is able to communicate and negotiate for H&S strategies at operational level 5 Able to monitor H&S arrangements to ensure they remain effective 1 Recognises the importance of integrating H&S objectives with other business objectives in order to minimize the overall risk 2 Understands the principles of H&S management as required by legislation 3 Ensures that managers are competent in H&S management 4 Acts as an advocate for occupational H&S in the Council 5 Ability to empower people to realise and maintain their potential in relation to occupational H&S

6 HEALTH AND SAFETY Key Elements: Demonstrates a clear awareness of Health and Safety policies, legislation, responsibilities and issues relevant to role Level 6 Level 7 As at level 5 1 Possesses additional knowledge and experience to provide expert interpretation and advice on H&S legislation and hazard and risk control 2 Able to communicate and negotiate for H&S strategies at operational and strategic levels. 3 Contributes to the development and implementation of corporate H&S policies throughout the Council. 4 Competent in a wide range of risk assessment strategies and able to generate and disseminate effective H&S management reports 5 Has advanced interpretative skills, and can manage and lead on the gathering, interpretation and dissemination of H&S data. Articulates the cost benefit analysis of effective H&S behaviour for individuals and groups, and influences safety behaviour at an organisational level.

7 DIVERSITY AND EQUALITY Behaves in a way that is clearly consistent with the Council s Values and effectively promotes Equality of Opportunity and Diversity across the organisation Level 1 Level 2 Level 3 Level 4 Level 5 1 Treats everyone with dignity and respect, at all times 2 Behaves consistently with the County Council s Values 3 Ensures that own behaviours words and actions support the Council s commitment to diversity and equality of opportunity 4 Demonstrates an understanding of the need to support and respect diversity 5 Takes the opportunity to input into team/service area planning in respect of equality and diversity 1 Ensures that behaviours, words and actions of colleagues support the Council s commitment to equality of opportunity and diversity 2 Understands personal responsibility and liability under equality legislation and any relevant codes of practice. 3 Displays an awareness of the differing needs, abilities and values among staff and customers 4 Consistently uses communication styles that are appropriate to different people and situations 1 Ensures own actions and commitment within area of responsibility promote equality and the rights and responsibilities of individuals 2 Gives due consideration to issues of equality and diversity when planning, setting team and individual objectives and making decisions. 3 Ensures that the Council s written Equality and Diversity policy is communicated to all relevant parties 1 Acts as a positive role-model, promoting a culture where the staff feel able to question and challenge discriminatory practices 2 Identifies the needs of customers and seeks to ensure that services are planned and delivered with full consideration of equality and diversity issues 3 Takes opportunities to share good practice and learn with partner organisations and local communities 4 Regularly consults with colleagues and is prepared to seek specialist advice regarding Equality and Diversity issues 1 Effectively promotes the equality, diversity, rights and responsibilities of individuals 2 Monitors, reviews and reports progress in relation to Equality and Diversity issues; clearly identifying required actions and changes of practice 3 Ensures that working arrangements, resources and business practices support differing staff needs, abilities and values 4 Consistently challenges attitudes and behaviours that conflict with the Council s commitment to Equality and Diversity 5 Recognises the opportunities presented by the diversity of people; encouraging the use of skills and experience of different groups of staff

7 DIVERSITY AND EQUALITY Key Elements: Behaves in a way that is clearly consistent with the Council s Values and promotes Equality of Opportunity and Diversity across the organisation Level 6 Level 7 1 Ensures that Equality & Diversity policy is supported by a 1 Consistently demonstrates an understanding of equality clear action plan that is communicated across the Council and diversity in professional practice and conduct. 2 Identifies and prioritises key improvement areas in relation 2 Inspires and champions organization-wide awareness of to Equality and Diversity policy and practices; ensuring the impact of equality and diversity on employment, policy relevant resources are available making and service delivery functions 3 Actively promotes the Values of Lincolnshire County 3 Ensures equality and diversity legislation is an integral Council, and ensures they underpin the policy making part of the process for creating future organisational policy process across the organisation and processes 4 Seeks to benchmark current Equality and Diversity best 4 Displays a clear understanding of and a proven record of practice; applying key lessons to own organisation achievement in promoting Diversity and Equality of 5 Effectively contributes to the development, maintenance Opportunity in employment, policy making and service and evaluation of systems to promote the rights, delivery responsibilities, equality and diversity of individuals

8 MANAGING KNOWLEDGE, INFORMATION AND TECHNOLOGY Key Elements: Demonstrates a clear understanding of Knowledge Management, Information Management and Technology procedures and legislation, their importance to the successful operation of the organisation, and is able to apply them effectively within the demands of a role Level 1 Level 2 Level 3 Level 4 Level 5 1 Understands basic service requirements for information, collection, storage and handling; particularly within the context of the Data Protection and Freedom of Information Acts 2 Demonstrates accuracy in data entry, amendment and checking, with regard to manual and computerised records 3 Understands and observes confidentiality rules, particularly with regard to personal and sensitive information 4 Understands and consistently observes the organisations IT Security policy and other relevant 1 Displays familiarity with the basic functions of the email system, and an awareness of the importance of effective email data management 2 Understands the role of the intranet and organisation website in providing information 3 Demonstrates a clear understanding of the importance of IT systems and processes within their own role, and their relevance to effective and efficient communications within the organisation. 4 Shares knowledge and information appropriately and participates in activities to facilitate sharing 1 Consistently meets expected and agreed standards for information collection, handling and processing 2 Demonstrates an awareness of the importance of accurate records and information as assets to the organisation 3 Demonstrates and applies knowledge of commonly used facilities within the systems software e.g. use of tables, appropriate fonts, page formatting, deletion of emails, etc. 4 Makes efficient and effective use of records in order to comply with official requests for information 5 Develops and supports processes, 1 Demonstrates a clear understanding of the requirements for records management within the service, and effectively contributes to these by making proficient use of filing and folder systems for paper and electronic documents, and by developing facilities for efficient access and retrieval 2 Displays proficiency in navigating the intranet, LCC website and other work-related sites, to develop professional and technical expertise and also identify publication needs for service 1 Ensures that official requests for information are handled in a timely and effective manner and that relevant staff have received the necessary training and support 2 Effectively contributes to the development of IT and management strategies within the context of corporate planning 3 Ensures that information and records management requirements are effectively incorporated into service planning 4 Regularly monitors observance of Information Security, IT Security, and confidentiality 5 Allocates responsibility for gathering and

guidelines 5 Aware of the knowledge and information relevant to their roles 5 Contributes to the development of knowledge and information management processes, tools and standards tools and standards for knowledge sharing and capture 6 Enables staff to find relevant knowledge and information information 3 Regularly uses knowledge and experience to assist colleagues in developing understanding/skill s in relevant software systems and applications collating information and data to meet statutory requirements 6 Develops strategies for making effective use of knowledge, records and information, including training and induction requirements

8 MANAGING INFORMATION AND TECHNOLOGY Key Elements: Demonstrates a clear understanding of Information Management and Technology procedures and legislation, their importance to the successful operation of the organisation, and is able to apply them effectively within the demands of a role Level 6 Level 7 1 Understands the implications of E-Government for 1 Helps to ensure ICT systems and processes consistently relationships with internal and external stakeholders, and meet the needs of internal and external customers for policies, structures and processes. 2 Develops strategies and organisational capability to guide 2 Understands and articulates the strategic role of ICT growth and enhancement, and to promote the use of e- knowledge, information and records within the Authority, tools within service areas and the wider organisation and ensures that the relevant policies are effectively 3 Recognises and works to demonstrate a clear communicated understanding of the impact of ICT and e-enabled tools and 3 Contributes effectively to the development of the LCC services on organisational culture and processes website and intranet facilities 4 Participates in creating structures, frameworks, systems and 4 Provides effective oversight of Directorate processes for processes in which ICT and e-enabled decisions are made management and control of records and data, particularly and accountability determined with regard to email. 5 Creates a vision of how ICT and e-enabled services can 5 Demonstrates an in-depth knowledge of more complex transform the Council s relationships with its stakeholders, programmes and applications in order to meet specific improve the quality of services and support local community service requirements and economic development 6 Effectively researches opportunities methods and 6 Fosters a knowledge and information rich culture and approaches for delivering value added service through ensures that Knowledge and Information management efficient information and knowledge management strategies are embedded within corporate strategies and key business processes

LINCOLNSHIRE COUNTY COUNCIL NON-CORE COMPETENCIES 1 Leadership (Levels 2-7only) Key Elements: Accountability; Achieving Objectives; Managing Change; Developing Organisational Vision and Values; and Strategic Leadership. Page 22 2 Programme and Project Management Key Elements: Demonstrates a clear understanding of Project and Contract Management techniques and is able to apply them effectively within the demands of a role 24 3 Procurement and Contract Management Key Elements: Demonstrates a clear understanding of Procurement and Contract Management policy, procedures and techniques and is able to apply them effectively within the demands of a role 26 4 Managing Risk Key Elements: Demonstrates a clear understanding of Risk Management Policy, procedures and ongoing assessment and is able to apply them effectively within the demands a role 28 5 Financial Management Key Elements: Clearly understands and applies the relevant Budgetary and Cost Control techniques required within a role: including: Best Value, Sustainability and Environmental policies 30 6 Managing Performance and Measuring Results Key Elements: Consistently adheres to performance measures and customer service standards. Looks to continuously assess, advance and deliver the organisation s objectives. 32 7 Managing and Developing People Key Elements: Provides opportunities and supports change that enables the development and improvement of capabilities for the benefit of the individual and the organisation 34 8 Analysis and Judgement Key Elements: Gathers and evaluates relevant information to form ideas, understand issues and identify the most appropriate and effective solutions 36

1 LEADERSHIP (Levels 2 7 only) Key Elements: Accountability; Achieving Objectives; Managing Change; Developing Organisational Vision and Values; and Strategic Leadership. Level 1 Level 2 Level 3 Level 4 Level 5 1 When asked, prepared to share experience and expertise with others, providing help and guidance 2 Takes responsibility for own area of work and deals effectively with problems as and when they arise 3 Helps to clarify the way forward for others when situations need resolving 4 Understands own role and responsibilities and is prepared to let others know what is expected from them 5 Manages all resources efficiently and effectively achieving Best Value 1 Ensures that the team takes credit for its successes 2 Gains the trust of others by showing an awareness of their needs and priorities 3 Acts as a role model, supporting and encouraging improvement of individual and team performance 4 Builds a climate of trust by voicing own concerns and uncertainties to encourage others to share their opinions 1 Possesses the personal credibility to influence and direct the work of others and to inspire loyalty 2 Supports new initiatives and encourages others to make a positive contribution to change 3 Makes a major contribution to initiatives and projects that help shape thinking and generate positive change 4 Encourages staff to adopt a quality approach and a philosophy of continuous improvement 5 Helps others adapt to and cope with change, through empathy, discussion and debate 1 Champions new initiatives, encourages others to respond positively and see the strategic benefits of change 2 Prepared to challenge existing practices and procedures to achieve better performance 3 Confronts issues through open, objective and constructive challenge of others to ensure achievement of objectives 4 Promotes a culture where staff feel able to question and challenge the status quo 5 Effectively mobilises necessary resources and devolves responsibilities to ensure timescales and objectives are met 6 Regularly reviews progress with key managers to, ensure the service meets the challenge of Best Value

1 LEADERSHIP (Levels 2 7 only) Key Elements: Accountability; Achieving Objectives; Managing Change; Developing Organisational Vision and Values; and Strategic Leadership. Level 6 Level 7 1 Leads by example, remaining positive and approachable, 1 Leads by example, remaining positive and approachable, consistently providing strong and supportive leadership consistently creating a sense of passion and belief in the 2 Guides and motivates others to recognise the importance shared organisational vision of the Council s Vision and Values and to take actions that 2 Demonstrates the ability to provide strategic leadership, positively support them ensuring that the organisational culture is consistently 3 Accepts responsibility for outcomes, admitting mistakes empowering, enabling and motivating. and refocusing efforts and resources when/where 3 Demonstrates outstanding negotiation, interpersonal and appropriate communications skills to relate to all stakeholders 4 Ensures all staff are positively engaged in the process of 4 Exhibits determination and effectiveness in change, recognising and rewarding staff who contribute communication, inspiring others through the ethical use of towards effective and efficient change initiatives persuasion and negotiation 5 Assists stakeholders in applying e-technology and new 5 Continually reviews and challenges current strategies and processes effectively, developing a climate where these practices to anticipate external changes and maximise are viewed as an integral part of continuous change and organisational effectiveness improvement

2 PROGRAMME AND PROJECT MANAGEMENT Key Elements: Demonstrates a clear understanding of Programme and Project Management techniques and is able to apply them effectively within the demands of a role Level 1 Level 2 Level 3 Level 4 Level 5 1 Demonstrates an awareness of basic project management 1 Demonstrates an understanding of basic project management concepts and techniques, including: scope, objective setting, deliverables, milestones and activity planning 2 Uses simple project management techniques on smaller and less complex projects e.g. work scheduling 3 Maximises resources to deliver improved services for the same or less cost 1 Demonstrates and applies a working knowledge of project management concepts and techniques, including: initiation, planning, project stages, risk management, reporting communications, closure and handover 2 Able to successfully develop a business case in support of a project 3 Demonstrates to others the benefits of developing an effective business case 4 Able to effectively plan, manage and lead projects 5 Able to define and implement appropriate project governance structures 1 Demonstrates a proven track record in the management of projects that have delivered expected outputs and benefits 2 Effectively monitors and helps others monitor progress against the project plan, and to revise and reschedule, where appropriate 3 Demonstrates and effectively applies a thorough working knowledge of project management concepts and techniques, including: critical path, work breakdown structures, budget management and change control 4 Clearly understands and applies the benefits realisation methods to keep track of benefits delivered 5 Able to define a baseline to measure improvements in service delivery, quality and value 1 Demonstrates a proven track record in the management of complex projects that have delivered expected outputs and benefits 2 Provides guidance and support to others to help them understand project management concepts and techniques 3 Demonstrates and applies a working knowledge of programme management concepts and techniques, with a clear understanding of how programmes and projects fit together 4 Regularly applies an extensive knowledge and experience of project management incorporating the full range of tools, including: scheduling, estimating, cost control and performance management

2 PROGRAMME AND PROJECT MANAGEMENT Key Elements: Demonstrates a clear understanding of Programme and Project Management techniques and is able to apply them effectively within the demands of a role Level 6 Level 7 1 Demonstrates and applies a thorough working knowledge 1 Determines the strategic value of programmes and of programme management concepts and techniques, projects by clearly demonstrating fit and contribution to the including: programme vision, planning, portfolio corporate objectives and vision management, risk management, project dependencies 2 Routinely uses business case methodology to appraise and change management programmes and projects to facilitate decision making 2 Able to effectively translate overall programme objectives relating to business investments and targets into specific project plans and deliverables 3 Able to identify the benefits of programmes and projects 3 Demonstrates a proven track record in the management and displays the ability to appraise these against their and co-ordination of a portfolio of projects and activities to potential cost, viability, risk and operational impact achieve outcomes and realised strategic benefits 4 Able to develop a clear strategy for realising programme 4 Able to define and implement appropriate programme and project benefits governance structures 5 Demonstrates a depth of knowledge that enables them to act as a reference point for others on programme and project management concepts and techniques

3 PROCUREMENT AND CONTRACT MANAGEMENT Key Elements: Demonstrates a clear understanding of Procurement and Contract Management policy, procedures and techniques and is able to apply them effectively within the demands of a role Level 1 Level 2 Level 3 Level 4 Level 5 1 Able to apply procurement related policy for expense expenditure e.g. rail travel, car parking 2 Understands the use of and is able to complete a purchase requisition 3 Is aware of what procurement is, what a contract is and how it is formed. 4 Is aware of what contract management is. 5 Knows when and to whom to refer any purchasing or contract management queries or concerns 1 Complies with procurement policy and procedures relevant to purchase to pay under close supervision 2 Is aware of relevant markets and able to find out what corporate contracts are available 3 Is able to deal with basic supplier nonconformances by following the correct procedures 4 Understands the importance of achieving Best Value 1 Complies with policy and procedures relevant to purchasing 2 Awareness of markets, corporate contracts and sources of supply. 3 Is aware of the purchasing process and is involved in a supporting capacity. 4 Is able to perform and support the contract management role. 5 Is able to support others in dealing with basic supplier non-conformances 1 Aware of strategic issues. 2 Aware of the risks of non-compliance of procurement policy and procedures 3 Is aware of markets and products and able to apply basic procurement techniques to achieve value for money 4 Able to apply basic purchasing process to routine situations. 5 Displays a clear understanding of all aspects of contract management 6 Able to manage supplier performance against predetermined milestones 1 Understands the Corporate Procurement Strategy 2 Is able to evaluate and recommend exceptions to procurement policy and procedures where appropriate 3 Experience and knowledge of their relevant specific markets with the ability to exploit them 4 Is able to put corporate arrangements in place. 5 Knowledgeable and comfortable with the purchasing process. 6 Is able to develop and manage commercial relationships

3 PROCUREMENT AND CONTRACT MANAGEMENT Key Elements: Demonstrates a clear understanding of Procurement and Contract Management policy, procedures and techniques and is able to apply them effectively within the demands of a role Level 6 Level 7 1 Understands the strategic importance of procurement and 1 Demonstrates a high level of expertise in corporate contract management. procurement strategy and leads development. 2 Understands market exploitation and positioning and 2 Is able to identify and implement appropriate procurement follows the category strategies. strategies and approaches for each project. 3 Understands all aspects of the corporate procurement 3 Interfaces with elected members and senior officers strategy and procurement policies and procedures. providing procurement advice. 4 Understands all aspects of the purchasing process, the 4 Leads on implementation of corporate arrangements rational for it and follows the process and system 5 Demonstrates a high level of expertise in all aspects of strategies. procurement processes 5 Understands the importance of managing and developing 6 Able to manage contract and supplier relationships key relationships with suppliers. effectively including monitoring of performance and 6 Knows to ask for the involvement of procurement in Best developing supplier capabilities Value (or similar) Reviews, contract negotiations and supplier relationship management.

4 MANAGING RISK Key Elements: Demonstrates a clear understanding of Risk Management Policy, procedures and assessment and is able to apply them effectively within the demands a role Level 1 Level 2 Level 3 Level 4 Level 5 1 When not confident, asks questions about potential risks and how to deal with them 2 Co-operates with managers as necessary to enable risks to be controlled 3 Recognises and accepts responsibility in area of risk management for self and others 1 Understands and escalates issues that may result in risk to the organisation. 2 Complies fully with standard operating procedures and policies 3 Demonstrates knowledge and awareness of specific hazards related to their role / area of work, and the measures required to reduce the associated risks 1 Demonstrates an ability to carry out ongoing risk assessments and implement control measures for varying situations likely to occur in their role / area of work 1 Identifies and schedules required training to improve individual / organisational Risk Management 2 Checks own work and that of team members to assess all risks on an ongoing basis 3 Develops processes and approaches to mitigate risk using appropriate corporate tools eg. 4Ts, cost/benefit, Ease of Implementation/I mpact 1 Anticipates future organisational risks and develops approaches to minimise their impact and/or likelihood 2 Develops ongoing organisational processes to understand and manage all types of risk 3 Promotes and embeds risk management approaches across the Council and partnership organisations 4 Ensures records of all relevant information are maintained effectively 5 Uses appropriate risk management techniques to effectively evaluate information and take appropriate action 6 Encourages well managed risk taking, enabling the organisation to seize opportunities

4 MANAGING RISK Key Elements: Demonstrates a clear understanding of Risk Management Policy, procedures and assessment and is able to apply them effectively within the demands a role Level 6 Level 7 1 Secures resources to ensure actions can be taken with an 1 Accepts accountability for Corporate Risk Management appropriate level of risk control 2 Adopts a risk based approach to both corporate and service planning

5 FINANCIAL MANAGEMENT Key Elements: Clearly understands and applies the relevant Budgetary and Cost Control techniques required within a role: including: Best Value, Sustainability and Environmental policies Level 1 Level 2 Level 3 Level 4 Level 5 1 Understands the basic purposes and function of a budget 2 Understands the basic concept of system controls and their purpose 3 Exhibits a basic awareness of approved financial procedures 4 Displays an awareness of the responsible budget holder for individual transactions being processed 1 Undertakes a range of basic and more advanced financial processes e.g. ordering, invoice payment, debtor account creation, imprest account reconciliation and construction industry tax scheme; that feed transactions into the accounts of the authority 2 Liaises with and provides direct input to the relevant budget holder as part of the ongoing budget management process 3 Understands the importance of accuracy and timeliness in relation to basic financial processes 1 Effectively undertakes supervisory duties in respect of those responsible for basic financial processes, e.g. monitoring, control, compliance and reconciliation activity 2 Understands, in detail, all relevant financial procedures relevant to activities undertaken 3 Demonstrates ownership of budget management responsibilities for simple and/or low value budget area 4 Understands the requirements of financial and contract regulations and how these fit into the constitution 5 Authorises and approves transactions against those budgets 1 Understands the basic principles of budget management and possesses basic budget management skills and can directly access/interpret appropriate information to support this task 2 Understands the principles of budget preparation and displays the skills and knowledge to facilitate this task 3 Exhibits a broad appreciation of the relevant aspects of maintenance and closure of the Council s accounts 4 Formulates and implements plans of action to address budget/actual spending variances 1 Demonstrates ownership of budget management responsibilities for complex and/or high value budget area(s)

5 FINANCIAL MANAGEMENT Key Elements: Clearly understands and applies the relevant Budgetary and Cost Control techniques required within a role; including: Best Value, Sustainability and Environmental policies Level 6 Level 7 1 Demonstrates a broad appreciation of local government 1 Demonstrates leadership in any major budget review or finance, including sources of funding resource allocation exercise in respect of their areas of 2 Displays a broad understanding of the Council s medium function and/or budget responsibility term performance and budget planning process 2 Exhibits the ability to liaise with relevant Elected Members on budgetary issues as they impact upon their areas of functional responsibility 3 Displays the ability to manage the translation of Council and Directorate priorities and targets into actual budgetary provision

6 MANAGING PERFORMANCE AND MEASURING RESULTS Key Elements: Consistently adheres to performance measures and customer service standards. Looks to continuously assess, advance and deliver the organisation s objectives Level 1 Level 2 Level 3 Level 4 Level 5 1 Follows guidelines, standards and procedures for completing tasks 2 Understands Service Level Agreement/ contracts and relates to own day-to-day job under close direction 3 Understands their expected level of performance and works to meet targets and objectives set by manager 1 Accepts responsibility for delivery of results to quality and required deadline standards 2 Checks own work for thoroughness and accuracy 3 Sees work through to completion, achieving requisite quality standards 4 Accurately measures output from time to time, as directed by manager 5 Ensures an appropriate level of confidentiality in systems and processes 6 Understands targets and their link to KPI s and their importance to the work of the team and wider organisation 7 Meets requirements and contributes to Quality Assurance Assessment/ Inspections (where appropriate) 1 Undertakes staff appraisals to corporate requirements; reviewing performance accurately against objectives; providing objective feedback and assessing the effectiveness of staff development interventions 2 Demonstrates and applies basic knowledge of operational planning and control procedures 3 Ensures all staff are clear about what is expected of them in achieving personal objectives and their contribution to team/organisational objectives; including their role to suggest improvements 4 Accurately and regularly measures and compares output with targets and reports results to manager with suggestions for improvement 5 Plans for implementation of improved systems and processes 1 Applies knowledge of the authority to support the implementation of basic improvements in the areas of process design/redesign, work/job design and performance measurement, whilst identifying the links with other teams and services 2 Takes charge of implementing change and reviews the results 3 Understands a particular process, why it works, how to minimise its associated risks, how to critically examine and suggest improvements 4 Ensures a continuous improvement ethos across the team, service and organisation 1 Applies council and business related knowledge to develop medium term strategies to resolve performance and service delivery barriers 2 Encourages an understanding of cost effectiveness and ensures best quality is delivered within budget constraints 3 Maximises resources to deliver improved services for the same or less cost 4 Actively manages budgets as part of managing performance 5 Demonstrates a clear vision of the desired outcome, setting deliverables and milestones, measuring progress to ensure objectives are achieved 6 Clearly demonstrates how consultation and engagement with customers (existing and potential) has been used to inform improvements or developments in service provision

6 MANAGING PERFORMANCE AND MEASURING RESULTS Key Elements: Consistently adheres to performance measures and customer service standards. Looks to continuously assess advance and deliver the organisation s objectives Level 6 Level 7 1 Supports key strategies with transparent, informed, 1 Remains conscious of developments in the local and/or appropriate and timely decisions national agenda, responding to them quickly and 2 Displays the ability to propose, plan, develop, resource effectively and implement effective strategies in pursuit of agreed 2 Readily accepts accountability for the success or failure of organisational goals, identified in the corporate plan and organisational performance and pursues any emerging by elected members issues directly 3 Manages all resources efficiently and effectively, achieving 3 Displays a thorough understanding of current priorities for Best Value in a Local Authority setting the council its employees, elected members, customers, 4 Encourages suggestions from all employees to deliver strategic partners and other stakeholders focussing on improvement in quality and processes and is able to and improving issues of primary importance demonstrate how these have been used to improve 4 Encourages a bottom-up information flow and staff systems and services feedback on obstacles to organisational performance 5 Involves all employees in identifying how they contribute to the delivery of corporate objectives and performance targets in the business plan

7 MANAGING AND DEVELOPING PEOPLE Key Elements: Provides opportunities, supports change that enables the development and improvement of capabilities for the benefit of the individual and the organisation Level 1 Level 2 Level 3 Level 4 Level 5 1 Displays an awareness that training and coaching may be required for self and others to improve their performance 2 Gives practical support and assistance to enable colleagues to get a job done 3 Responds quickly and positively to changing task priorities, adapting to and effectively implementing new learning opportunities 1 Helps to allocate routine tasks to another member of staff or to a small group 2 Helps to foster a spirit of cooperation and team working 3 Shares information with other staff/team members in an open and timely way 4 Offers praise and encourages good performances by others 5 Seeks ongoing support and guidance from line management, mentor, peers on all aspects of learning, development and best practice 1 Identifies and discusses the strengths and development needs of individuals in relation to their job/career 2 Plans and delegates tasks as appropriate to colleagues, with suitable support and development 3 Consistently seeks to help others see the personal and organisational benefits and opportunities to be derived from any change initiatives 4 Follows local and national (where appropriate) induction procedures for all staff 5 Understands own role in the continuing professional development of others 1 Communicates in an open and honest way, encouraging feedback and discussion, including difficult or contentious issues 2 Frequently undertakes one to one coaching with staff. 3 Carries out some basic and more extensive training, allowing staff to learn from their mistakes 4 Makes effective use of the performance and appraisal system, evaluating progress and setting meaningful development objectives 5 Ensures effective corrective action is taken as a result of monitoring / reviewing the progress and performance of others 6 Provides direct and regular feedback to the team in a way that ensures individuals are clear about expectations and current performance levels 1 Works closely with individuals and teams to identify areas for development, to help them understand the need for improvement and set specific development goals or objectives 2 Provides specific feedback on performance related to established goals, highlighting key positive and less effective performance issues and adjusts plans to ensure development and goal achievement 3 Offers others the opportunity for new and stretching roles and provides support through coaching and mentoring 4 Understands the importance of local induction and national induction standards (where appropriate)

7 MANAGING AND DEVELOPING PEOPLE Key Elements: Provides opportunities and supports change that enables the development and improvement of capabilities for the benefit of the individual and the organisation Level 6 Level 7 1 Prepared to act as a long-term mentor or coach to promote 1 Ensures that the service/council seeks expert advice and effective development and support organisational adopts recognised best practice in recruitment and succession planning selection methods both internal and external and 2 Encourages a climate that promotes interdependent benchmarks own processes against the best in class learning and feedback and involves others in setting their Councils and Authorities own developmental challenges 2 Encourages others to think corporately and fosters a corporate identity by establishing organisational principles, beliefs and priorities 3 Secures the resources required to support development efforts and initiatives 4 Ensures that opportunities for development are open and available for all staff and offers assistance to help individuals overcome obstacles to effective learning and development

8 ANALYSIS AND JUDGEMENT Key Elements: Gathers and evaluates relevant information to form ideas, understand issues and identify the most appropriate and effective solutions Level 1 Level 2 Level 3 Level 4 Level 5 1 Uses established procedures to break simple problems down into constituent parts 2 Demonstrates an awareness of information sources connected with immediate job and is able to access the information needed under the direction of manager 3 Seeks out relevant information for problem solving and decision making, consulting with others as necessary, under close supervision of manager 4 Displays the ability to analyse straightforward problems logically and objectively 1 Uses established procedures to break both simple and occasionally more complex problems down into constituent parts and can relate the parts to each other within own job area and that of team 2 Collects a broad range of information about an issue, including less obvious sources 3 Uses open and probing questions to get others to provide information, views and feelings 4 Provides options or suggestions to resolve a problem 5 Uses previous ideas and approaches to provide a solution to an existing problem 6 Demonstrates the ability to contribute to the development of creative solutions 1 Demonstrates the ability to link information together so that an event, problem or issue is fully understood 2 Effectively recognises patterns or links between situations that are not obviously related and understands the less apparent implications 3 Exhibits an understanding of what effect the implications of an existing or potential problem will have on future operations 4 Displays the ability to draw sound conclusions from information available, makes use of logic and contributes to a range of feasible and innovative solutions 1 Displays an awareness of a wide range of information sources, both internally and externally, connected with work of section and is able to get the information needed without direction of manager 2 Demonstrates the ability to use own initiative to consult with others on relevant information sources for problem solving and decision making 3 Steps back from a situation and considers the different interests and points of view held by others clients, colleagues, elected members, others services strategic partners or other stakeholders that are affected by the problem or issue 4 Effectively thinks through the consequences of implementing different options, identifying the pros and cons of each 1 Regularly uses both established and innovative procedures to break complex problems down into constituent parts and can relate the parts to each other within the team; can see how these fit into the wider picture of the service 2 Displays the ability to make rational, realistic and sound decisions based on consideration of all the facts and alternatives available 3 Effectively simplifies information to help form new ideas and aid others understanding of issues and problems 4 Successfully implements ongoing processes or systems to maintain an information base both internally and externally

8 ANALYSIS AND JUDGEMENT Key Elements: Gathers and evaluates relevant information to form ideas, understand issues and identify the most appropriate and effective solutions Level 6 Level 7 1 Seeks broad, in-depth information from a variety of internal 1 Displays the ability to use strategies such as crossfunctional project teams or working parties to generate and external sources regarding customers, the demographic, political and economic developments and ideas, options and recommendations that will enhance the technological innovations responsiveness of the Council to the environment and 2 Consistently identifies different ways of looking at issues formulate future policy and direction by formulating alternative approaches that allow two or 2 Proactively develops links with the European Union, more viable options to be generated Government Departments, Voluntary organisations and 3 Effectively evaluates options fully by considering the other professional bodies to gain insight and perspective risks/benefits of each and by comparing each of the on broader issues evaluated options develops superior plans or ideas in line 3 Demonstrates a willingness to make decisions or with corporate values and objectives recommendations in uncertain situations by building valid 4 Exhibits a willingness to take calculated risks and do support from restricted or incomplete data things differently, whilst remaining aware of the need to balance stable procedures with the need for innovation and change Date last updated 14.05.07