Catherine Booth College:
School for Learning & Development
The Salvation Army Capability
Framework:
Generic Matrix
Contents
ATTRIBUTES ... 5
SERVICE USER PERSPECTIVE ... 6
TEAM PERSPECTIVE ... 7
ORGANISATIONAL PERSPECTIVE ... 9
COMMON PERSPECTIVE ... 11
TSA Capability Framework Resources
This matrix forms part of The Salvation Army Capability Framework suite of products (see below).
Quality Assurance
Developed by: Jim Weymouth, Director, School for Learning & Development
Janelle Murley, L&D Consultant, School for Learning & Development
Date:
24.07.14
Approved by:
Territorial Policy Council
Date:
16.09.14
Introduction
NOTE
: This document is intended to be read in conjunction with The Salvation Army Capability Framework Handbook.
Please ensure you have read this Handbook before proceeding.
The
TSA Capability Framework
is a tool that builds on our organisational values to identify the skills,
knowledge and attributes that are needed by the people working across TSA.
The focus of this document is the ‘generic’ attributes and competencies, as highlighted by the red box in TSA
Capability Framework model below. This structure of this generic matrix is explained in more detail on the next page.
This document is subject to regular review. Your comments on ways to improve it will be gladly received by the
Catherine Booth College School for Learning & Development.
For more information on the specialist sections of the Framework, or to access the Handbook, go to the Catherine
Booth College website below, then click on the School for Learning & Development > Capability Framework links in
the menu on the left hand side of the page.
http://www.salvationarmy.org.au/cbc
Generic Matrix
The TSA Capability Framework generic matrix includes 10 generic attributes as well as 21 generic competency areas.
The structure of the competency section of the generic framework is captured in the model and explanation below.
Each of the attributes and competencies are then listed in detail in the remainder of this document.
Four
Perspectives
All competencies are grouped in terms of whether they focus on meeting the needs of the
service user
, the
team
, and the
organisation
. All of these perspectives are needed
across all roles throughout TSA. (The term
service user
is intended to indicate all those to
whom any type of ‘service’ is provided, whether inside or outside the organisation, and
within any department, division, headquarters, programme or corps.)
In addition to the client, team and organisation perspectives, there is also a cluster of
common
competencies that are applicable across all roles, perspectives and layers.
Four Layers
The layers reflect the change in competence that is required depending on the level of focus
and responsibility of the role.
Service Delivery
competencies relate to front-line activities, often undertaken in direct
contact with
external
clients, but also with
internal
clients.
Management
competencies enable leaders, regardless of the scale of their operations, to
work with and through others to achieve their goals. This layer relates to team leaders, corps
officers, program managers etc, as well as those who manage other managers.
Senior Management
competencies enable leaders and specialist experts to inform
territorial policy and to interpret, contextualise and implement approved plans, policies and
systems.
Governance
competencies enable leaders to receive expert input, set strategic direction,
and establish policies and systems for the territory and where appropriate for divisions or
networks. While our trustees (generally members of the Territorial Policy Council and
Finance Council) have a clear governance mandate, those in divisional or network leadership
will exercise some governance competencies where local policies and systems are necessary.
Some positions may require a
mix of competencies
from different layers. For example,
senior roles may call for senior management as well as governance competencies.
Service
Delivery
Manager
Senior
Manager
Governance
Client
Team
Organisation
Common
P
e
rs
p
e
ct
iv
e
s
Attributes
Attributes Indicative Behaviours
P1
Collaborative
o Treats others with dignity & respect
o Encourages and cooperates with others to achieve common goals
o Inspires trust and confidence
o Actively supports agreed policies & decisions
o Ready to put aside personal preferences for wider benefit
P2
Inclusive
o Respects difference in all its forms
o Values diversity as a strength
o Positively utilises diversity
o Recognises the rights of others
o Is non-judgemental
P3
Innovative
o Finds ways to work better and smarter
o Generates options and ideas
o Is open to change and alternatives
o Questions the status quo
P4
Analytical
o Collects, organises and applies information relevant to specific needs
o Researches & reviews arguments and opinions before making judgement
o Recognises the impact of feelings and facts in decision making
P5
Outcome focussed
o Aims for optimum outcomes
o Sets a clear path/goals and manages time to achieve key outcomes
o Avoids distraction and diversions
o Follows through with commitments
o Is thorough
o Is proactive and self-motivated
o Needs minimal direct supervision
P6
Resilient
o Displays an optimistic approach to work
o Remains calm, focused and maintains perspective when faced with change, crisis and difficulty
o Does not give up when faced with obstacles
o Recovers from and deals with setbacks and challenging or stressful experiences
o Is flexible
o Maintains appropriate self-care
P7
Self-aware
o Recognises impact of own behaviour and emotions on others
o Reflects on and learns from experience
o Receives and responds to constructive advice
o Recognises own limitations
o Presents a personal image and demeanour that promotes credibility and is appropriate to work setting and
role
P8
Ethical
o Is credible and truthful – shows integrity
o Is reliable and trustworthy
o Reflects expected standards of behaviour and/or codes of conduct
o Acknowledges and learns from mistakes
P9
Service user focussed
(service user = client, customer, stakeholder, corps member/attender, community member etc)
o Committed to and acts for well-being of internal and external service users
o Is mindful of impact of own role on those TSA serves in the community
o Demonstrates empathy
o Ensures needs of service users remain key focus
o Respects TSA’s social justice identity and activities
P10
Spiritually respectful
o Alert to and respectful of spiritual beliefs and practices of others
Service user perspective
Competency Areas Service Delivery Competencies Management Competencies
C1
Leading mission (Leads the vision, mission, values and culture of TSA)
o Actively supports and works within the mission,
vision, values and culture of the TSA
o Drives ownership of and adherence to vision,
mission and values
o Celebrates the achievement of successful
outcomes
o Implements initiatives designed to strengthen or
transform organisational culture
C2
Strategic focus (Contributes to long-term organisation and local planning)
o Supports achievement of goals
o Provides feedback and other input for ongoing
planning
o Contributes to planning processes
o Translates strategic plans into clear goals,
timelines and budgets
o Ensures activities are aligned to TSA objectives
o Monitors and reports on progress against local
plans, and makes appropriate adjustments
C3
Service delivery (Ensures service user needs are identified and met)
Note: The term ‘service user’ is a universal term to include client, customer, stakeholder, corps member/attender, community member etc.
o Develops positive relationships with service
users
o Identifies and analyses service user needs
o Provides service appropriate to needs
o Recognises the need for referral and takes
appropriate action
o Confirms satisfaction with service
o Addresses or escalates complaints
o Maintains confidentiality of service users
o Respects boundaries and limits of own role and
capabilities
o Looks for ways to exceed service user
expectations
o Advocates and negotiates effectively for service
users
o Shows detailed knowledge of service user issues
and provides advanced level care
o Implements policies for protection of
confidentiality of service users
o Oversees service delivery
o Focuses team on best practice outcomes for
service users
o Ensures that advocacy occurs as part of support
for service users
o Acts to correct areas of poor service
C4
Continuous improvement (Brings about improvements to policies, programs and practices)
o Contributes to evidence based practice
o Reflects on practice
o Records stakeholder complaints and feedback
o Participates in review of policies, programmes
and services
o Identifies opportunities for improvement
o Acts to implement improvement
o Encourages reflective, evidence based practice
and innovative thinking
o Implements systems to address complaints,
problems and critical incidents
o Identifies improvement priorities
o Provides expert input to influence industry or
sector development
o Conducts relevant research and consults with
stakeholders to assist development of clear and workable models, programmes, policies and procedures
Service user perspective
Senior Management Competencies Governance Competencies Competency Areas
o Articulates and inspires ownership of vision,
mission and values
o Sets high standards of performance for self
and others
o Recognises and enacts responsibilities for the
strengthening or changing of organisational culture
o Establishes, articulates and inspires ownership of
vision, mission and values
o Drives a culture of high performance
o Models TSA values
o Leads the strengthening or transformation of
TSA culture to ensure it supports the achievement of TSA mission and strategy
C1
Leading mission (Leads the vision, mission, values and culture of TSA)
o Drives strategy and big picture focus within
own area of responsibility
o Establishes local strategic plan aligned to TSA
strategic plan
o Monitors and reviews progress against local
and TSA plans
o Adjusts local plans in light of review outcomes
o Drives long-term, strategic planning processes
across TSA
o Establishes, monitors, evaluates and makes
appropriate adjustments to the TSA strategic plan and long-term goals
C2
Strategic focus (Contributes to long-term organisation and local planning)
o Maintains high level awareness of issues
affecting service users
o Advocates and negotiates for service user
issues within the social, political and/or other external environments as appropriate
o Ensures user access to services
o Fosters a culture of respect for service user
dignity and excellence in service delivery
o Establishes targets for services; holds others
accountable for strong results
o Advocates and negotiates for service user issues
at the highest levels within the social, political and other arenas as appropriate
o Establishes organisational measures and targets
for services and holds others accountable for achieving them
C3
Service delivery (Ensures service user needs are identified and met)
Note: The term service useris used as a universal term to include client, customer, stakeholder, corps member, community member etc
o Fosters a research culture
o Keeps informed of changing political and
industry/sector context
o Undertakes regular reporting and review of
processes, incorporating stakeholder feedback
o Establishes innovative and effective models
for service delivery
o Envisions and evaluates new and innovative
possibilities and actions those with significant benefits
o Provides leadership in innovation and best
practice that establishes our services as a leader in the sector
o Ensures improvement priorities inform
activities
o Provides high level consultation and advice to
influence strategy
o Establishes systems for regular organisational
reporting, feedback and review
o Uses reports and feedback to inform governance
activities
o Understands emerging internal and external
issues and their impact on the long-term strategy of the organisation
o Encourages an innovative approach to policy,
programme and service development
C4
Continuous improvement (Brings about improvements to policies, programs and practices)
Competency Areas Service Delivery Competencies Management Competencies
T1
Team dynamics
(Engages effectively with team)
o Engages and contributes to team activities
including discussions
o Contributes to team spirit
o Models and promotes teamwork and
collaboration
o Fosters productive working relationships and
team well-being
o Builds culture of consultation
o Adapts leadership style to individual needs
T2
People management (Makes things happen through others)
o Participates in, and responds to supervision o Leads others to optimal individual and team
performance
o Accepts responsibility for actions of team
members and teams under authority
o Provides timely, appropriate, constructive
feedback
o Recognises good performance
o Addresses poor performance
o Ensures support for stressful or critical incidents
o Provides appropriate supervision
o Ensures team members receive appropriate
entitlements
T3
People capability (Ensures the right people are in the right places with the right skills)
o Maintains awareness of own skills strengths and
gaps
o Seeks, and is open to, feedback on own
effectiveness
o Proactively identifies areas for self-development
o Actively works to address skill and knowledge
gaps
o Assists others to identify training needs
o Maintains and updates technical proficiency
o Recruits and selects team members with strong
and appropriate skill bases from diverse backgrounds
o Effectively inducts new team members
o Promotes and supports training and personal
development
o Monitors, reviews and builds team members’
capabilities
o Develops team members through coaching,
mentoring and delegation
T4
Change management (Ensures change is planned and
implemented effectively)
o Actively supports organisational or local change
in words and actions
o Asks questions and sources information to better
understand the need for change
o Voices concerns and provides feedback about
change in a constructive way
o Positively communicates the nature of and
reasons for change
o Actively implements change within team
o Recognises the impact of change on the team
o Implements proactive strategies to assist team to
cope with change
T5
Diversity & conflict (Works effectively with differences)
o Recognises and respects differences in culture,
style and viewpoint
o Responds in culturally appropriate ways
o Respectfully provides own point of view
o Minimises and resolves tensions in the
workplace
o Actively and calmly works to solve problems and
resolve conflicts
o Identifies and acts on underlying causes
o Promotes inclusive and culturally appropriate
practice
o Effectively negotiates agreement between
parties to achieve win-win outcomes
Senior Management Competencies Governance Competencies Competency Areas
o Engenders wellbeing, synergy and a spirit of
collaboration across teams
o Engenders organisational wellbeing, synergy
and a spirit of collaboration
T1
Team dynamics
(Engages effectively with team)
o Drives systems for performance management
and supervision
o Implements strategies for managing specialist
functions
o Empowers others to achieve results
o Takes action on escalated cases of ongoing
poor performance
o Ensures affirmation of good performance
o Establishes systems and structures to enable
effective supervision and performance management
o Empowers managers by investing them with the
authority and latitude to accomplish tasks
T2
People management (Makes things happen through others)
o Reviews and plans people resources to ensure
effective and efficient use of personnel
o Prioritises and leads people development to
support a learning & development culture
o Balances individual and organisational
capability needs
o Encourages and contributes to development
of existing and emerging leaders
o Implements and promotes local succession
planning processes
o Establishes systems that position TSA as an
employer of choice
o Establishes organisational succession planning
systems and processes
o Fosters an organisational culture of learning and
development
o Ensures equitable and appropriate access to
development opportunities
T3
People capability (Ensures the right people are in the right places with the right skills)
o Understands change management
methodologies and concepts and the impact of change on people
o Considers change management implications of
projects and initiatives as standard practice
o Designs responsive change management
strategies
o Effectively manages and addresses barriers to
change
o Establishes effective change management
policies and practices
o Holds others accountable for implementing
change in accordance with established policies and practices
o Effectively leads organisational /
transformational change
T4
Change management (Ensures change is planned and
implemented effectively)
o Implements processes for the management of
conflict and disputes, aligned to organisational protocols
o Takes action on escalated issues
o Takes a persuasive stand on difficult,
high-impact issues
o Explores positions, alternatives and objections
to reach optimal outcomes that gain acceptance of parties with divergent goals
o Establishes systems and protocols for
management of conflict and disputes
o Confronts difficult situations that have serious
implications for TSA
T5
Diversity & conflict (Works effectively with differences)
Competency Areas Service Delivery Competencies Management Competencies
O1
Organisational knowledge
(Develops and maintains appropriate
organisational knowledge)
o Demonstrates a basic understanding of TSA
identity, mission, history, structure
o Keeps up-to-date with relevant organisational
information through standard channels and resources
o Draws on the knowledge of others for relevant
information as required
o Demonstrates knowledge of TSA structure,
communication channels, decision-making processes
o Instils and strengthens applicable organisational
knowledge within team
o Understands current TSA issues, obligations and
priorities
o Understands the purpose and priorities of other
TSA departments and settings
o Connects with others outside own team/dept
for information and expertise to support own activities/objectives.
O2
Financial management (Manages financial resources)
o Handles finances and records accurately and in
accordance with policy and procedures
o Produces required reports
o Uses funds responsibility
o Prepares budgets, controls expenditure, reviews
financial performance and adjusts accordingly
o Understands and implements existing fundraising
initiatives
o Explores and activates new funding sources
o Reports to funding bodies
O3
Resource management (Manages non-financial resources)
o Shows care and respect in use of property and
equipment
o Documents/captures and shares relevant
knowledge
o Supervises care, maintenance and replacement
of property and equipment
o Monitors contracts and checks that contractual
obligations of both parties are met
o Utilises resources efficiently and respectfully
o Implements processes and systems for capturing
relevant workplace knowledge
O4
Relationship management
(Builds relationships with internal and external stakeholders)
o Cooperates with other TSA centres and services
o Supports effective integration of corps/social
programmes or other departments as applicable
o Develops networks and cooperates with
community, and related agencies and allied professionals
o Promotes the TSA in all interactions
o Builds connections with other TSA centres and
services
o Works intentionally towards effective integration
of corps/social programmes
o Works intentionally towards effective integration
with other divisions/departments as applicable
o Builds and uses interagency and community
connections and partnerships
o Enhances the reputation of the service and TSA
O5
Policy & quality compliance (Meets broad compliance requirements)
o Understands and complies with relevant
legislation and TSA systems, policies and procedures
o Applies TSA policy and practice models
o Ensures relevant legislation and TSA systems,
policies and procedures are accurately interpreted, communicated, implemented and adhered to
o Contributes to the ongoing development and
improvement of systems and policies
O6
Risk management (Manages risk to the achievement of organisational objectives)
o Ensures that risks to people, assets, programmes
and reputation are identified and reported in own work context
o Conducts regular risk reviews to identify,
evaluate and treat risk within area of responsibility
o Records risks and risk treatments in the risk
register
o Monitors risk treatments
o Reports risks and risk treatments as per TSA
reporting framework
Senior Management Competencies Governance Competencies Competency Areas
oUnderstands TSA legal and governance
structure, delegations of authority
oUnderstands how own area of responsibility
impacts – and is impacted on by – others
oUnderstands TSA’s climate and culture and its
implications for the local setting
oKeeps informed of changing political and
industry context and identifies underlying issues / trends
oCultivates and uses a variety of formal and
informal sources to gather and build strong organisational/industry knowledge
oHas an in depth knowledge of internationally
mandated TSA policies, processes and structures
oUnderstands high level strengths, weaknesses,
opportunities and threats affecting the organisation
oRecognises the strengths and limitations of TSA’s
climate and culture
oBuilds awareness of emerging internal and
external issues and their impact on the long-term strategic goals of the organisation
oSources strategic information from local,
interstate and overseas networks
O1
Organisational knowledge
(Develops and maintains appropriate
organisational knowledge)
o Negotiates, according to authority, for
resources with government & philanthropic agencies
o Implements and monitors sustainable
financial practices for own area
o Establishes financial systems, budgets and
sustainable practices
o Ensures long term availability of adequate
resources
O2
Financial management (Manages financial resources)
o Negotiates and establishes contracts
o Ensures work-related knowledge is captured,
shared and retained in line with organisational policies
o Ensures long term availability of adequate
resources
o Establishes systems and policies for capturing,
sharing and retaining work-related knowledge
O3
Resource management (Manages non-financial resources)
oMaintains effective relationships with
senior/executive internal and external stakeholders including service providers, government and other agencies
o Fosters cooperation across silos
o Drives strategies for effective integration of
corps/social programmes
o Drives strategies for effective integration
within/between divisions or departments as applicable
oSuccessfully negotiates strategic and complex
outcomes with government and other agencies
o Creates and sustains dynamic, strategic and
productive relationships & partnerships that inform strategic decision-making
o Develops frameworks for effective integration of
corps/social programmes
o Develops frameworks for effective integration
within/between divisions and/or departments as applicable
o Operates in political environments and key
networks to promote organisational interests
O4
Relationship management
(Builds relationships with internal and external stakeholders)
o Implements and monitors processes for
compliance with legal and quality
requirements and TSA systems, policies and procedures
o Contributes to the establishment of policies
ensuring compliance
o Identifies and implements improvements to
ensure ongoing compliance
o Establishes, reviews and improves systems to
ensure compliance with legal and quality requirements and TSA systems, policies and procedures
O5
Policy & quality compliance (Meets broad compliance requirements)
o Implements TSA risk management systems
and establishes local plans and processes
o Accepts responsibility for positive and
negative outcomes
o Takes proactive steps to ensure that local risks
are managed
o Ensures activities positively promote the
public image of TSA
o Establishes a TSA risk management framework
o Sees emerging problems for TSA and ensures
that risks are managed
o Establishes systems and protocols to protect
public image of TSA
O6
Risk management (Manages risk to the achievement of organisational objectives)
Common Perspective
A1
Interpersonal dynamics & communication (Engages and communicates
effectively with others)
o Regulates own behaviour
o Listens actively
o Speaks with courtesy
o Gives constructive feedback
o Conveys information effectively – verbally and in
writing
o Adapts style to audience
o Uses appropriate interpersonal styles and
methods to assert own ideas and gain agreement or acceptance of others
o Leads discussions effectively
o Chairs formal meetings efficiently and effectively
o Provides informed, meaningful and relevant
messages when communicating with team members and service users
o Facilitates effective workplace communication
o Presents with confidence and clarity
o Uses multiple strategies to influence the thinking
and behaviour of others and gain their support and commitment
A2
Time and task management (Organises self and others)
o Performs own role and responsibilities efficiently
o Manages time and responsibilities
o Prioritises work and addresses what is most
important
o Uses available tools effectively to assist with
planning and organising
o Clarifies roles and responsibilities of team
members
o Identifies and communicates team priorities
o Structures time and tasks to achieve priority
outcomes within required timeframes
o Monitors task completion for self and team
o Delegates activities appropriately
A3
Safety & wellbeing (Contributes to a safe workplace)
o Performs all duties in a safe manner, ensuring
the safety of self and others
o Understands and adheres to Work Health and
Safety (WHS) policies and procedures
o Participates and contributes in consultation
forums
o Identifies and reports all hazards, near misses
and incidents
o Communicates and manages WHS expectations
and responsibilities
o Consistently communicates with workers about
safety
o Implements and monitors WHS management
system procedures
o Achieves WHS measurable objectives & targets
o Reviews WHS performance for area of
responsibility and takes action to improve
A4
Administration
(Manages administrative and reporting tasks)
o Completes accurate reports, logs, case notes and
files
o Uses technology and software applications
effectively in accordance with task requirements
o Collects, uses and shares information in line with
TSA policy and guidelines
o Prepares accurate reports, tenders and
documents that meet audience needs
o Ensures personnel and program records are
maintained
o Applies systems and processes to manage
information in line with TSA guidelines
A5
Project management (Ensures initiatives are planned and
implemented efficiently and effectively)
o Contributes to project implementation by
fulfilling and reporting on specific tasks and actions within required timeframes
o Has knowledge of project management concepts
and practices
o Creates project plans and associated
documentation
o Provides support to project team members
o Holds project team members accountable for
delivering on tasks
o Manages, monitors and reports on projects to
address issues and ensure achievement of project objectives
A6
Decision making (Contributes to effective decision-making)
o Gathers appropriate information
o Understands the immediate implications of
decisions
o Makes sound, timely decisions leading to
effective service delivery
o Gives appropriate rationale for decisions
o Consults with appropriate stakeholders
o Understands the impact of decisions within and
outside own team/dept
o Makes decisions in the face of diverse opinions or
complex/crisis situations
o Holds others accountable for upholding decisions
Common Perspective
o Sets high standards for all interactions and
communications
o Motivates others through personal
interactions
o Provides considered responses and confident,
clear messages to inspire trust and confidence of others
o Establishes processes for effective
communication within and outside area of responsibility
o Establishes a framework for effective
communication between levels, units and functions A1 Interpersonal dynamics & communication (Engages and communicates
effectively with others)
o Effectively manages operational activities with
competing and contradictory priorities and requirements
o Ensures time and tasks are managed across
the department to achieve priority outcomes
o Clarifies and prioritises responsibilities and
activities
o Prioritises governance activities to focus on
organisational sustainability
o Clarifies distinction between governance and
management responsibilities
o Makes and communicates timely decisions in
relation to strategy
A2
Time and task management (Organises self and others)
oReviews WHS performance and identifies WHS
key risk areas for area of responsibility
oEnsures action is taken to continually improve
WHS
oOversees, measures and ensures WHS
measurable objectives and targets are met
o Commits to, engages in and implements the 9
TSA principles of safety leadership
oEstablishes the WHS Management System,
aligned to the Work Health and Safety (WHS) Act, Regulation and Codes of Practice
oMonitors organisational WHS performance and
ensures strategies are in place to optimise performance
o Advocates, models and drives WHS leadership
principles, responsibilities and accountabilities
A3
Safety & wellbeing (Contributes to a safe workplace)
o Writes succinct and lucid reports and
documents for boards and councils, funding bodies and key stakeholders
o Implements processes for data management
and reporting, aligned to organisational framework
o Establishes systems, processes and policies for
effective management and reporting of data and information
A4
Administration
(Manages administrative and reporting tasks)
o Leads projects using formal project
management methodology
o Drives effective project management practice
throughout area of responsibility
o Provides support and guidance to project
managers
o Promotes projects with key stakeholders in
appropriate forums to ensure support is gained and maintained
o Monitors project finance throughout the
project lifecycle to enable decisions on progression of projects
o Establishes systems, processes and policies for
effective project management
o Adopts an overarching view of organisational
projects to enable effective approval, prioritisation and monitoring
o Provides high level support for projects
A5
Project management (Ensures initiatives are planned and
implemented efficiently and effectively)
o Systematically weighs up competing views and
priorities
o Ensures that information being used to make
decisions is valid, reliable and sufficient
o Draws on key organisational drivers and
indicators when making decisions to achieve optimal outcomes
o Makes high impact decisions lacking
precedents
o Understands the far reaching implications of
decisions
o Establishes systems, processes and policies for
effective decision making
o Draws on key internal and external drivers and
indicators when making decisions to achieve optimal outcomes
o Prepared to mandate organisational decisions
and ensure compliance
o Manages the consequences associated with
difficult organisational decisions
A6
Decision making (Contributes to effective decision-making)
