Policy Capability and Development Framework

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Policy Capability and Development

Framework

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Policy Capability and Development Framework 2

Copyright

Statement

PSC Statement

This work is derived from the LEADERSHIP ARCHITECT® Competency Sort Cards developed by Robert E. Eichinger and Michael M. Lombardo for Lominger Limited. Inc., a subsidiary of Korn/Ferry International. Without the prior written of Lominger Limited. Inc., no part of this work may be used, reproduced, or transmitted in any form or by any means, by or to any party outside of the State of Queensland.

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Building

Policy

Capability

in

the

Queensland

Public

Service

(QPS)

Policy officers in the QPS play a key role in ensuring that the agenda of the ‘government of the day’ is delivered in a measured and sustainable way as well as developing and delivering strategic policy (which looks to the long term future). Skill shortages in policy roles is well known across the sector, indeed enhancing policy capability was identified by the Australian Public Service as one of the signature reforms for a high performing public sector1. Generally speaking, QPS policy officers have learnt their skills and gained experience on‐the‐job and have progressed professionally as these skills developed. There are also policy officers who join the QPS later in their careers bringing with them a broad range of knowledge and expertise from either other government jurisdictions, or the private sector. Also, policy roles themselves can be quite different across the sector in relation to both purpose and outcomes. As a result, there is an eclectic range of policy officers and roles across the QPS, resulting in a diverse range of experiences and perspectives on different issues.

Over recent years policy capability development in the QPS has been met in the following ways:

o sponsoring senior leaders to participate in the ANZSOG Executive Masters in Public Administration program o employees self‐nominating for the Graduate Certificate in Policy Analysis offered by Griffith University (and

potentially supported by SARAS)

o Public Service Commission (PSC) coordination of a whole‐of‐Government policy graduate program as well as departmental graduate programs with policy‐focussed positions.

In March 2010, PSC and the Department of the Premier and Cabinet identified policy capability development as a priority across the QPS. The Commission Chief Executive presented a strategy to the Chief Executive Officer Leadership Team (CLT) and the Policy Capability Development Taskforce (PCDT) comprising senior policy leaders from each department.

The PCDT convened six times between April and November 2010. The group’s purpose was to develop a whole‐of‐ Government policy capability development framework through:

o identifying whole of government policy capability issues and priorities

o seeking innovative solutions to policy capability issues and progress initiatives o creating an environment for strategic discussion at a whole‐of‐Government level o sharing knowledge of best practice in policy capability development.

The PCDT agreed that policy roles can be specialised in that they serve the industry and stakeholders relevant to their department’s responsibilities, however, there are core policy competencies that are transferable across the service regardless of the topic the policy relates to.

The resulting framework provides a common language and helps define the skills, knowledge and abilities we value in a policy career and covers technical, leadership and management competencies. The Policy Capability and

Development Framework (the Framework) provides the opportunity to encourage staff in delivery roles to transition to policy roles as priorities shift.

1

Advisory Group on Reform of Australian Government Administration (2010) Ahead of the Game: Blueprint for the Reform of Australian Government Administration

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The

Framework

The PCDT identified four policy ‘technical’ capabilities. These are: 1. Analytical ability

2. Communication 3. Public policy processes 4. Strategic engagement.

These capabilities were categorised and tailored for the following groups of policy officers:

o AO3 and AO4 (including graduates)

o AO5 and AO6

o AO7 and AO8

o SO and above.

The Framework also includes the leadership and management capabilities required for policy officers at each of these levels. These were based on policy capability development undertaken by the Department of Employment, Economic Development and Innovation (formerly Mines and Energy). The capabilities are based on the Lominger Leadership Architect® competencies (under licence). A full copy of the Framework can be found at:

www.psc.qld.gov.au.

Further

information

For more information in relation to this Framework or the Capability and Leadership Framework, refer to the Public Service Commission website or contact [email protected].

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1. Analytical

ability

1 Grads AO3 to AO4 2 Mid AO5 to AO6 3 Seniors AO7 to AO8 4 Executive level SO and above 1.1 a. Undertakes literature

searches and collate the

results as relevant to policy.

d. Analyses information

gathered from a variety of

sources (e.g. literature

reviews)

g. Reviews reports on

literature reviews and

identifies applications for

the policy program in

question.

i. Applies a whole‐of‐

government perspective and

multi‐disciplinary approach

to identifying research and

policy implications.

b. Knows which information

sources to access: eg.

agency data, published

research, media

e. Distils the key issues h. Identifies appropriate

information sources and

guides staff in undertaking

research

j. Distils complex

information and reframes

the information

appropriately for the

audience

c. Undertakes cross‐

jurisdiction policy analysis

f. Accesses appropriate

information sources

k. Identifies new

information sources.

l. Builds links, networks and

collaborates with the

broader policy community

(e.g. policy officers in other

departments, and people in

think tanks, research

institutions, the community

sector, stakeholders)

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1. Analytical

ability

contd…

1 Grads AO3 to AO4 2 Mid AO5 to AO6 3 Seniors AO7 to AO8 4 Executive level SO and above

1.2 a. Evaluates the integrity

and comparability of data,

and identifies gaps in data

sources

b. Interprets and analyses

the meaning of information,

gathered from a variety of

sources, for the current

policy agenda

h. Defines criteria for

selecting among proposed

options

f. Interprets and analyses

complex information for the

current and future policy

agenda

c. Works with large scale

statistical data sets

i. Compares proposed

solutions to one another

and to the current,

unchanged situation in

response to the political

context to provide

compelling evidence on the

proposed solution.

n. Develops or alters a policy

direction/agenda based on

the best available evidence,

including cost/benefit

analysis and risk

assessment.

d. Analyses information and

develops options using

decision analysis methods

(e.g. cost‐benefit, multi‐

criteria analyses, SWOT

analyses, issues trees, etc),

including risk assessment

j. Analyses the underlying

factors contributing to

differences in policy

positions and latest

research.

o. Thoroughly knows and

understands the political,

intergovernmental and

inter‐jurisdictional priorities,

and their potential impact

on policy agenda

e. Makes relevant inferences

from quantitative and

qualitative data. Identifies

whether policy is consistent

with research findings or

raw data from within the

Agency.

k. Obtains and interprets

information regarding risk

and applies it to policy

design

p. Analyses long term

trends; makes projections ,

predictions and scenario

analyses; and identifies

‘over the horizon issues’

f. Discusses and presents

findings in relevant research

to senior staff and take

responsibility for further

appropriate analysis.

l. Develops and foster

innovative and creative

ideas and policy solutions.

g. Evaluates impact of

implemented policy

m. Evaluates the effect,

impacts and outcomes of

policy, and builds learnings

from this into future policy

development

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2. Communication

2.1 a. Develops contacts and

networks, and builds

relationships with

appropriate internal and

external stakeholders

b. Maintains contacts and

networks with appropriate

internal and external

stakeholders

e. Works with internal

and external stakeholders

and clients to agree on

common goals or resolve

particular issues

i. Establishes productive working

relationships in situations where

interests are competing

c. Negotiates with internal

stakeholders, and

undertakes at‐level

negotiations with

stakeholders in other

agencies

f. Builds consensus for the

chosen course of action

j. Sets agendas and parameters for

negotiation d. Collaborates with stakeholders to develop policy g. Collaborates and negotiates with stakeholders to develop policy.

k. Able to commit the agency to a

course of action and/or decide on a

course of action on behalf of the

agency

h. Able to respond to

emergent issues through

establishing and

maintaining appropriate

networks

l. Undertakes high level bargaining,

seeks agreement and mandate from

government

m. Proactively manages conflict

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2. Communication

contd…

2.2 n. Writes in plain English

and non‐emotive language,

using correct grammar,

punctuation and an

appropriate style.

s. Writes briefs and

correspondence on non‐

contentious issues

w. Writes and edits concise,

accurate submissions, briefs

and correspondence on

contentious issues

y. Sets agenda and direction

for written material

o. Collates and summarises

information, collect

evidence for input into

briefs, and prepares meeting

notes

t. Understands the

sensitivities of the target

audience and tailors oral

and written communication

appropriately

x. Anticipates the

sensitivities and needs of

the target audience and

tailors oral and written

communication

appropriately

z. Communicates policy

proposals, policy decisions

policy and research findings

at a range of different

forums.

p. Tailors oral and written

communication

appropriately for the

audience

u. Actively listens and uses

non‐verbal communication

skills to encourage

participation from others

q. Uses communication skills

such as listening, checking,

and attending skills,

appropriately

v. Knows and uses

appropriate current

technology to present data

r. Knows and uses

appropriate current

technology to present data

2.3 aa. Schedules, attends and

contributes to meetings as a

team member

bb. Presents factual

information at meetings

both internal and external

to the agency

cc. Leads meetings within

the agency or with other

agencies and stakeholders

ee. Leads meetings with

government and external

stakeholders

dd. Clearly articulates the

agency’s agreed policy

position

ff. Articulates and

negotiates the agency’s

policy position.

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3. Public

policy

process

1 Grads AO3 to AO4 2 Mid AO5 to AO6 3 Seniors AO7 to AO8 4 Executive level SO and above 3.1 a. Understands what

government is and its

various components

f. Understands and can

apply knowledge of

government and its

components in policy

development

j. Develops and implements

policy within the current

government context

n. Provides overarching

strategic direction on the

development of legislation,

regulation, and policy within

the current and future

government environment.

b. Understands their role,

accountabilities and

obligations as Queensland

Public Service employees

g. Uses appropriate

instruments for policy

development

k. Understands the informal

factors and uncertainties

which influence legislative,

regulatory and policy

development and manages

risk accordingly.

o. Understands legislation

and policy in the terms of

the broader whole‐of‐

government perspective

c. Understands the different

policy instruments

(legislation, regulation,

guidelines, etc) and knows

which to use when

h. Understands and applies

the processes and principles

contained in the

Queensland Cabinet,

Legislation, and Executive

Council Handbooks and the

Australian Policy Handbook

l. Knows how to work

flexibly with the different

policy instruments as

required

d. Understands the

processes and principles

contained in the

Queensland Cabinet,

Legislation, and Executive

Council Handbooks and the

Australian Policy Handbook

i. Interprets and applies

legislation and policy

m. Understands and applies

existing legislation/policy

within the current context

e. Interprets and applies

existing legislation and

policy.

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4. Strategic

Engagement

1 Grads AO3 to AO4 2 Mid AO5 to AO6 3 Seniors AO7 to AO8 4 Executive level SO and above 4.1 a. Understands the government’s current

priorities and how they

affect policy development

c. Understands the policy

agenda from government,

industry, community and

agency perspectives

f. Thoroughly understands

the government‘s whole‐of‐

Government priorities and

policy agenda

i. Thoroughly knows cross‐

jurisdictional, whole‐of‐

Government and agency

agenda, developments and

influences, and is able to

apply this knowledge. b. Understands and

appreciates issues as they

apply to the agency

d. Understands and

appreciates the issues from

line, central agency and

whole of government

perspectives

g. Understands and is aware

of cross‐jurisdictional issues

and directions j. Highly developed understanding and awareness of political realities on government’s policy agenda e. Knows the relevant

subject matter and is aware

of issues for their relevant

stakeholders (e.g. industry,

community)

h. Understands emerging

trends with expert

knowledge of the subject

matters and related industry

k. Shapes government policy

to support the strategic

direction of the industry.

Thoroughly understands

industry trends and future

directions

l. Appreciates and is aware

of the ‘subtle’ internal and

external influences on policy

development that arise from

time to time

4.2 m. Works with stakeholders

to implement current policy

o. Identifies internal and

external issues that may

impact delivery of front‐line

services

q. Estimates the economic,

administrative, legal, social,

and political implications of

each option

u. Significantly contributes

to the direction of a policy

future agenda/framework n. Works with agency

content experts and delivery

groups instructing officers

on the policy agenda

p. Evaluates the potential

impacts of policy change

(both qualitative and

quantitative) on

stakeholders, the

community, the agency and

the government as a whole

r. Incorporates evaluation

findings into future planning

and analysis efforts

v. Presents and negotiates

changes in agency policy

which are based on best

available evidence within

the agency and across

government.

s. Predicts the feasibility and

expected outcomes of each

policy option on the

industry/ stakeholders and

is able to modify the policy

accordingly and

appropriately.

w. Guides risk and impact

analyses of policy changes

on own Agency, other

agencies, stakeholders and

government

t. Develops mechanisms to

monitor stakeholder needs

and trends

x. Makes a clear decision to

alter a policy position and

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5. Leadership

and

management

competencies

for

policy

officers

(Based

on

the

Lominger

Leadership

Architect®)

5.1 Relates well to bosses who are good coaches and develops well under their tutelage

Understands and takes advantage of current and future developments in technology, management and/or business

systems to achieve positive outcomes for an organisation

Works effectively in a team environment, and exercises tact, discretion and professional integrity when providing advice at

all levels

Learns quickly when facing new problems and is open to change

Listens patiently to the views of others and accurately restates others' opinions even when disagreeing with them

Works cooperatively as a team player to solve problems quickly and effectively

Readily seeks feedback from others and adjusts personal, interpersonal and managerial behaviours accordingly

Analyses, interprets and solves difficult problems, engaging team and management input to produce accurate and timely

solutions

Actively works for continuous improvement by using existing strengths and compensating for known weaknesses

Understands his/her own strengths and limitations and is able to learn and grow from personal experience

Uses or deploys expert writing skills in a variety of settings and styles, sensitive to the context and the impact of the

message

Maintains a conscious balance between work and personal life to achieve the best possible outcomes

5.2 Uses initiative to respond to

challenges in a pressured

and changing environment

Makes new connections and

generates innovative ideas,

adding value and providing

viable alternative solutions

to problems and challenges

Remains calm in pressure

situations and makes good

decisions based on analysis,

experience and judgment.

Successfully leads teams in a

highly challenging

environment.

Makes decisions in a timely

manner, sometimes with

incomplete information and

under tight deadlines and

pressure.

Communicates the

information required for

timely and accurate

decision‐making across a

broad range of clients and

stakeholders

Shares responsibility and

accountability by clearly

delegating both routine and

important tasks and

decisions.

Remains cool under

pressure and in stressful

situations.

Adheres to the

organisation's set of core

values and beliefs at all

times

Learns quickly when facing

new problems and is open

to change

Supervises and works with

team members to take on

challenging tasks and

assignments as a way of

developing their talent and

potential.

Reads situations quickly,

finds common ground and

achieves cooperation with

minimum disruption.

Possesses a specific set of

functional and/or technical

skills.

Negotiates skilfully in tough

situations, winning

concessions without

damaging relationships

Establishes clear directions

and delegates work

effectively to achieve team

outcomes

Fosters creativity and

exercises good judgement in

bringing the creative ideas

of others to the

marketplace. Keeps confidences, admits

mistakes and is widely

trusted by others.

Utilises time efficiently by

prioritising a broad range of

tasks and focusing on key

issues

Acts fairly in dealings with

staff members, treating all

direct reports equitably

Speaks openly and freely on

any issue, presenting tough

positions and taking

corrective action quickly and

decisively.

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5. Leadership

and

management

competencies

for

policy

officers

(Based

on

the

Lominger

Leadership

Architect®)

contd…

Is able to conceptualise and

understand complex issues

and challenges, dealing

comfortably with high levels

of difficulty.

Reviews tasks to achieve

efficient work flow by

separating or combining

elements, organising people

and activities and

simplifying complex work

processes.

Has a natural ability to

identify and recruit the best

possible people from within

or outside an organisation

Manoeuvres through

organisations and

organisational cultures to

get things done quickly

through formal channels

and informal networks Pursues tasks to completion

with energy and drive

Uses or deploys expert

writing skills in a variety of

settings and styles, sensitive

to the context and the

impact of the message

Supervises staff, provides

regular feedback and sets

clear objectives and work

measures

Displays flexibility and

adaptability when facing

tough calls, displaying a

balanced view despite

conflicting demands Prioritises and uses time

effectively in order to

deliver on a broad range of

activities

Creates a climate in which

individuals and teams feel

motivated to do their best

to achieve the goals of the

organisation.

Is sensitive to how people

and organisations function;

views organisational politics

as a necessary part of

working life and adjusts to

that reality.

Establishes priorities and

organises work flow to meet

strict deadlines and produce

quality outcomes.

Accurately judges the

strengths and weaknesses of

others across a variety of

situations

Thinks globally, taking the

broadest possible view of

current issues & challenges

and identifying their impacts

on the future.

Demonstrates confidence,

initiative and the capacity to

work autonomously where

required.

Manages people & projects

well to meet deadlines

through effective goal‐

setting, resource allocation,

contingency planning and

performance evaluation.

Demonstrates broad

knowledge and strategic

perspective, anticipating

future consequences and

trends accurately.

Performs effectively in a

variety of formal

presentation settings

including one‐on‐one, with

small and large groups and

across a range of

employment situations.

Designs and implements

processes and procedures

for systems which allow for

minimal intervention

Consistently delivers on

goals and objectives set by

Leads by example, creating

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5. Leadership

and

management

competencies

for

policy

officers

(Based

on

the

Lominger

Leadership

Architect®)

contd…

Appreciates the needs and

motivations of groups and

can accurately predict what

they will do in different

situations

Appreciates the needs and

motivations of groups and

can accurately predict what

they will do in different

situations

Communicates and shares a

compelling vision and sense

of purpose for the team, the

unit and the organisation

Policy Capability and Development Framework