APPENDIX A

COMPETENCY FRAMEWORK
INTRODUCTION
Local government faces many challenges. Meeting the changing needs of customers and the wider community,
which emphasise more choice and tailored services, at the same time as fulfilling the expectations of
government for performance and efficiency will be difficult. It will require new approaches to organisations, to
services, to service delivery and to customer engagement.
Every successful organisation owes its success to the efforts of its employees. To create and maintain this
success, we must ensure that our employees are clear about what is expected of them, how they will be udged
and how they can develop their careers to benefit both themselves and the !ouncil.
The purpose of this competence framewor" is to provide employees of the !ouncil with a clear statement of the
s"ills and behaviours needed to sustain continuous improvement in service delivery and how they will be
rewarded.
So what is competence?
!ompetence means the behaviours and s"ills that the organisation requires of its employees in order to achieve
high levels of performance. !ompetence development aims to ensure that each member of staff is enabled to do
their ob effectively. The collective performance of the organisation is achieved through the individual effort and
contribution of every employee.
OUR CORE COMPETENCIES AT A GLANCE
COMPETENCE DEFINITION
!" IT MATTERS
PLANS AND
ORGANISES
Manage wor"loads and pressures and
delivers within given timescales
It is important targets and deadlines are set and
met. #rocesses in place to ensure that this
happens. In order to ma"e the most of the
!ouncil$s resources, actions should be planned
across service groups and with team members
COMMUNICATION
%eeping people informed and receiving
information & two way communications.
!ommunicating in the best way so that people
understand us.
PROFESSIONALISM
'emonstrates a positive behaviour and
acts in a business(li"e manner.
Is it vital that our customers receive a
professional service and they are met by a
professional approach from the !ouncil.
TEAM OR#ING
) genuine commitment to wor" co(
operatively with others *both internal and
external+ rather than wor"ing separately
or competitively.
Effective team wor"ing promotes the sharing of
information and prioritisation of limited
resources. Team wor"ing is critical so problems
can be identified and common solutions found.
SOL$ES PRO%LEMS
AND MA#ES DECISIONS
)nalyses issues, identifies priorities,
creates and implement solutions.
Local government faces challenges which
requires innovative and analytical thin"ing.
Individuals need to be equipped with the ability
to solve problems and develop imaginative
solutions.
CUSTOMER FOCUS
The ability to listen to and address the
needs of customers. This includes
feedbac" and acting upon it. )ims to
improve the customer experience.
!ustomers are at the heart of what we do and
we must ensure that we deliver high standards of
customer delivery throughout the !ouncil.
!O ILL T!E FRAMEOR# %E USED
App&aisa'
,e want to ma"e this framewor" as relevant to you and the !ouncil as possible. Inevitably every ob within the
organisation is different and we all have our individual characteristics which impact upon how we do our obs.
-or appraisees who are staff with no line management responsibility
The "ey principles for using the framewor" are as follows.
/+ )t the initial review and target setting discussion, the manager will discuss with the member of staff which
of the competences need further development during the year ahead. This will be based on the
manager$s assessment and udgement of the appraisee$s performance against the relevant
competences in the past performance year. The identified competence areas should be noted on the
initial review form.
2) #erformance against these competences will then be reviewed at the end of year appraisal by the
manager. This will then help to inform competence development needs for the following year.
-or appraisees with line management responsibility
In preparation for the end of year appraisal, the manager$s manager will.
/+ 0end the competence feedbac" form *see section 1+ to at least 2 people *selected from a prior agreed
possible 3pool$ of observers+ who have wor"ed closely with the appraisee. They should also complete
one themselves and as" the appraisee to do the same by way of self assessment.
4+ 5pon return, complete the annual competency feedbac" summary form *on the end of year appraisal
form on the appraisals database+ and discuss the feedbac" with the appraisee as part of the end of year
appraisal meeting, This form will record a summary of all the feedbac" received relating to the
appraisee$s "ey strengths and "ey development needs.
2+ The competency feedbac" received will be used by the manager *along with their own views and their
assessment of the wor" performance of the appraisee+ to help inform the performance rating they give
to the appraisee.

6+ This feedbac" will then inform the competence development needs for the following year. #erformance
gainst these competences will be reviewed at mid year and again at the end of year appraisal.
Pe&sona' De(e'opment
,e all have aspects of our roles where we could perform more effectively. )s the wor"ing environment
changes, we all face new challenges to which we need to respond. This framewor" identifies the
characteristics which we believe will maximise the performance of our staff team.
,e want managers and all staff to use this framewor" and the actions identified from the annual competency
assessment as a guide to preparing a clear plan for future development for the forthcoming year. )reas for
competency development and a personal development plan form part of the appraisal system and should be
used to record these development needs.
Rec&)itment an* Se'ection
The most important decisions we ma"e are about who we recruit to wor" with us. ,e need to employ people
across the organisation that share our values, behave in ways which complement the rest of the staff and
demonstrate the competencies that we believe are important.
)nyone involved in recruiting staff should ensure that the selection process assesses whether potential new
employees demonstrate the types of behaviours included within this framewor". )ny selection process
should include assessments designed to highlight the behavioural traits of each candidate in relation to the
competencies which are udged to be particularly relevant to each role. The 7uman 8esources team can
advise you on the design of these assessments.
COMPETENCE+ PLANS AND ORGANISES
DEFINITION+ Manage wor"loads and pressures and delivers within given timescales
!" IT MATTERS+ It is important targets and deadlines are set and met. In order to ma"e the most of the !ouncil$s resources,
actions should be planned across service groups and with team members.
Le(e' , Le(e' - Le(e' . Le(e' /
)chieves targets on time through
good planning and time
management
9enerally meets deadlines and
gives reasons as to why the
deadline will not be met and will
propose revised deadlines
#lans ahead to ensure deadlines
are met and amends plans to
reflect changing circumstances
5ses the #roect Management
methodologies
Manages budgets
Ensures that appraisals contain
lin"s between business plans and
individuals$ targets
'raw up business plans with the
team and other service teams
where relevant
'elivers on multiple demands and
utilises forward plans to maintain
focus
#lans the allocation of resources
to proects or wor" streams
'elegates wor" to other people
based on their strengths and how
much time they have
Ensures that the !ouncil ta"es a
long term view and anticipates
local and national needs and
requirements
:versees the development and
implementation of strategic plans
COMPETENCE+ COMMUNICATION
DEFINITION+ %eeping people informed and receiving information & two way communications
!" IT MATTERS+ !ommunicating in the best way so that people understand us.
Le(e' , Le(e' - Le(e' . Le(e' /
Is clear and concise, uses
language relevant to the customer
to aid understanding and
incorporating plain English
guidelines
#resents information and ideas in
an easy to use format
Listens actively and as"s
questions when unsure
)ware of all communications
methods and channels
0hares information with others
5ses a good business style,
grammatically correct, accurate
spelling, logical structure, argon
"ept to a minimum, technical
terms explained, short clear
sentences and paragraphs
0hare relevant and important
information with team.
7appy to say what needs to be
said but is tactful
Ensures two(way communications
happens with team *i.e. !ore
;rief<Team Tal"+
)dapts the methods and style of
communication to differing styles
and needs
Ma"e sure that people have
understood you and "now to pass
the message on to others
Ma"es sure that everyone
understands the main issues and
reasons for change
9ives consistent messages to
other people to focus them on
important !ouncil and service
targets
0etting up ways to encourage
people to exchange views
Identifies and overcomes barriers
to effective communication
Ta"e responsibility for explaining
clearly to people how the future
will be following change and how
this will impact on individuals,
groups and services
)nalyse the reasons for success
and failure and communicates the
reasons
!ommunicates the !ouncil$s
vision, strategy and =bigger
picture>, and help people identify
see how they, and their role, fit in
it
COMPETENCE+ PROFESSIONALISM
DEFINITION+ 'emonstrates positive behaviour and acts in a business(li"e manner.
!" IT MATTERS+ Is it vital that our customers receive a professional service and they are met by a professional approach from
the !ouncil.
Le(e' , Le(e' - Le(e' . Le(e' /
Is able to show self control and
awareness of own actions in most
circumstances
!omes to meetings on time
having read any bac"ground
information and has carried out
any actions required of them for
the meeting
Ta"es full responsibility for own
issues and problems and ta"es
steps to rectify them
)cts as an ambassador for their
team and !ouncil
5nderstands the causes of
personal behaviour and actions
and li"ely impact on others and
ta"es steps to amend behaviour
5nderstands and identifies the
need for self development and will
develop plans and implement
them
8ecognises strengths and
limitations and adapts style to
reflect this
0ee"s #eer 8eview of
performance, acts on feedbac"
and can demonstrate
improvement as a result
'emonstrates a full range of
interpersonal s"ills in handling
difficult, sensitive or political
situations
#romotes and develops
professionalism across the
!ouncil
Is adept at handling council wide
technical and political issues
COMPETENCE+ TEAM OR#ING
DEFINITION+ ) genuine commitment to wor" co(operatively with others *both internal and external+ rather than wor"ing separately
or competitively.
!" IT MATTERS+ Effective team wor"ing promotes the sharing of information and prioritisation of limited resources. Team
wor"ing is critical so problems can be identified and common solutions found.
Le(e' , Le(e' -

Le(e' . Le(e' /
0hows commitment to team goals
and targets
0upport colleagues. :ffers
support without being as"ed
!elebrate team success and
congratulate others who do well
Is sensitive to diversity in dealing
with colleagues and other groups
?ou wor" with other people to find
ways of solving problems
8ecognises conflict and acts
quic"ly to deal with it
constructively
'raws contributions from across
different teams. @alue and uses
input from all sides
Encourage ideas and inputs to
help form specific decisions or
plans
Ma"e time to meet people and
develop a shared understanding
of customers needs
-inds ways of improving wor"ing
with other teams
Identify and welcome
opportunities for staff to
participate in corporate and multi(
service teams
#rovides guidance and advice to
other and contributes to the
success of team performance
9ives constructive feedbac" and
gives suggestions as to how to
improve
Motivates and influences others
to deliver their tas"s and proects
on time
Ensure that a corporate approach
is ta"en on "ey proects
;uilds constructive partnerships
)chieves obectives in the most
efficient and effective way, ta"ing
into account organisational or
group culture or dynamics
!an anticipate when group
politics are li"ely to cause
problems and plans to ensure that
they are minimised<ta"en into
account
)cts as effective ambassador for
public sector and the council
COMPETENCE+ SOL$ES PRO%LEMS AND MA#ES DECISIONS
DEFINITON+ )nalyses issues, identifies priorities, creates and implement solutions.
!" IT MATTERS+ Local government faces challenges which requires innovative and analytical thin"ing. Individuals need to be
equipped with the ability to solve problems and develop imaginative solutions.
Le(e' , Le(e' - Le(e' . Le(e' /
8esolves problems and ma"es
decisions by adopting a logical
and methodical approach
Ma"es decisions within clear
operating procedures and
guidelines
Ma"es decisions based on sound
udgement and evidence
Monitor own performance against
the targets set and ta"es action to
improve
Ma"es the =right decisions> even
if they are not popular.
Explains difficult decisions openly
and clearly
8eviews wor"ing practices,
recommends and implements
change
0ee"s to identify causes of
problems before implementing
change
Ma"es sound decisions in non(
standard situations based on
clear thin"ing and experience
#lans ahead to ensure
appropriate resources are
available and in place
Minimises potential problems
through forward thin"ing
0cans the horiAon for potential
opportunities and trends
Ta"es responsibility for the
outcome resulting from a decision
Evaluates complex information
positively to ma"e imaginative
and creative solutions
Thin"s creatively and uses lateral
thin"ing engaging sta"eholders,
as appropriate, in analysing
issues and implementing
transparent solutions
#uts in place long term plans to
sustain and improve performance
Ta"es responsibility for and
manages high profile decisions
with long(term impact
COMPETENCE+ CUSTOMER FOCUS
DEFINITION+ The ability to listen to and address the needs of customers. This includes feedbac" and acting upon it. )ims to
improve the customer experience.
!" IT MATTERS. !ustomers are at the heart of what we do and we must ensure that we deliver high standards of customer
delivery throughout the !ouncil.
Le(e' , Le(e' - Le(e' . Le(e' /
Treats customers fairly and
consistently whilst consider
equality and diversity issues
#rovides a professional, polite
and high quality service
0orts out enquiries and problems
promptly
0hows empathy as to how the
customer feels and shows this in
the way customers are dealt with
0pots mista"es and apologies for
them
%eeps customers up to date by
giving them as much suitable and
correct information as possible.
-ollows up customer requests to
ma"e sure actions are ta"en and
issues resolved
Measure customer satisfaction to
find out what needs to be
improved
Explains to customers how and
why we can$t meet their needs
and offer alternatives
0pots mista"es and ta"es action
to stop them getting worse
Ma"e sure there is continuity of
service as far as possible
)lways uses plain English and
customer friendly language in
customer information
Evaluate customer satisfaction
data and change processes
where necessary
'evelop and change services to
meet the long term needs of
customers
8ealise when more than a
standard process is required and
ta"e appropriate action
#roactively see"s new and
improved ways of communicating
with the public
Encourage people to share
information so they achieve the
right outcome
Instil high customer service focus
in others. 'rive team to thin" in
terms of customer impact
!hallenge lac" of customer
service awareness and poor
customer focus in others
#ut in place mechanisms to build
services that meet the needs of
our present customers and those
in the future
;uild relationship with external
organisations so that customers
receive a oined(up service