OFFICE OF THE

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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
NTPS Capability and Leadership Framework
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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

• NTPS Capability and Leadership Framework
• Common language
• Based on the QLD Public Service Capability and
• Leadership Framework
• Based on robust, evidence research within a
• public sector environment

NTPS Capability and Leadership Framework
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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
What is the CLF?

• 5 Capabilities, which have
• 3-5 components, which have
• 2-12 behavioural indicators
• Describes behavioural and leadership
  capabilities expected
• of all employees
• Supports consistent whole of sector capability
  and
• leadership development
• Assists in developing capability and
  leadership in agencies

NTPS Capability and Leadership Framework
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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

• Why do we need the CLF?
• Increased capability creates better functioning
  agencies
• Delivery of responsive quality services
• Builds a performance culture linking business to
  people

NTPS Capability and Leadership Framework
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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

• Technical Skills
• Specific job competencies
• Scientific, engineering, environment, health,
  education, planning,
• business (finance, HR,
• PR, marketing, law,
• trades ...)
• Project management

• Business Skills
• Finance
• Human resources
• Risk management
• Asset management
• Procurement
• Corporate governance

Business Skills
Technical Skills
Capability and Leadership
Professional Skills

• CLF
• Supports strategic direction
• Achieves results
• Supports productive working relationships
• Displays personal drive and integrity
• Communicates with influence

• Professional Skills
• Formal qualifications
• Accreditations
• Licences

Capability and Leadership
Business Skills
NTPS Capability and Leadership Framework
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Workforce Development Frameworks
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
Performance Management
Learning And Development
Job Design And Selection
Technical Skills
Capability and Leadership
Business Skills
Job Evaluation System
Career Planning
Workforce Planning
NTPS Capability and Leadership Framework
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• Achieves results
• Builds organisational capability and
  responsiveness
• Marshals professional expertise
• Steers and implements change and deals with
  uncertainty
• Ensures closure and delivers on intended results

• Exemplifies personal drive and integrity
• Demonstrates public service professionalism and
  probity
• Engages with risk and shows person personal
  courage
• Commits to action

• Exemplifies personal drive and integrity
• Demonstrates public sector
• professionalism and probity
• Engages with risk and shows personal
• courage

• Achieves results
• Builds organisational capability and
  responsiveness
• Marshals professional expertise
• Steers and implements change and deals with
  uncertainty
• Ensures closure and delivers on intended results

Cultivates productive working relationships

• Commits to action
• Displays resilience
• Demonstrate self awareness and
• commitment to personal
• development

• Displays resilience

• Demonstrate self awareness and personal
  development

• Communicates with influence
• Communicates clearly
• Listens, understands and
• adapts to audience
• Negotiates confidently

• Focuses strategically
• Harnesses information and opportunities
• Shows judgement, intelligence and commonsense

• Cultivates productive working relationships
• Nurtures internal and external relationships
• Facilitates corporation and partnerships
• Values individual differences and diversity
• Guides, mentors and develops people

Cultivates productive working relationships
Shapes strategic thinking

• Communicates
• with Influence
• Communicates clearly
• Listens, understands and adapts to audience
• Negotiates persuasively

• Inspires a sense of purpose and direction
• Focuses strategically
• Harnesses information and opportunities
• Shows judgement, intelligence and
• commonsense

• Nurtures internal and external
• relationships
• Facilitates cooperation and partnerships
• Values individual differences and diversity
• Guides, mentors and develops people

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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
What are the CLF Capabilities?
CLF 1 to 7 CLF 8 to CE
1 Supports strategic direction Shapes strategic thinking
2 Achieves results Achieves results
Supports productive working relationships Cultivates productive working relationships
Displays personal drive and integrity Exemplifies personal drive and integrity
5 Communicates with influence Communicates with influence
NTPS Capability and Leadership Framework
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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
2.4 Takes responsibility for managing work
projects to achieve results
CLF 5 Sees tasks through to completion. Works within agreed priorities. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction and seeks guidance when required. CLF 6 Sees projects through to completion. Monitors project progress and manages priorities. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction. CLF 7 Sees projects through to completion. Monitors project progress and adjusts plans as required. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction.
NTPS Capability and Leadership Framework
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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
CLF 7 Takes responsibility for managing work
projects to achieve results
Sees projects through to completion. Monitors project progress and adjusts plans as required. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction. Seeks regular feedback from supervisor to gauge their satisfaction Ensures work is delivered to a high standard Maintains focus on quality to achieve outcomes Adheres to documentation procedures Uses and encourages others to use appropriate information management systems to keep information up-to-date Sees projects through to completion Monitors projects against plans, manages priorities and agrees adjustments to milestones as required
NTPS Capability and Leadership Framework
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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
Roles and responsibilities in managing the CLF
Employee Responsibility Management Responsibility Agency Responsibility
participate in Performance Improvement and Development Planning implement and participate in Performance Improvement and Development Planning ensure information and systems are available to support management decisions
self-review against Capability and Leadership Framework self-review and coach Capability and Leadership Framework support managers and Business Service areas to implement the Leadership Framework
give and receive constructive feedback give and receive constructive feedback provide access to programs aligned with leadership development priorities
seek out and participate in development opportunities seek out, participate and provide development opportunities develop and implement a strategy to monitor Agency culture and morale
monitor and review own performance monitor and review own and employee performance co-ordinate the review of capability and leadership to ensure continued relevance
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Alignment of classification levels to the CLF
Administrative Career Starters Physical Technical Professional
CLF 1 AO1 Apprentice Phy1Phy3
CLF 2 AO2 Trainee Technical Officer Phy4Phy5 T1
CLF 3 AO3 Graduate Trainee Phy6 T2
CLF 4 AO4 Graduate Trainee Phy7 T3 P1
CLF 5 AO5 Phy8Phy9 T4 P1
CLF 6 AO6 T5 P2
CLF 7 AO7 T6 P2
CLF 8 AO8 P3
CLF 9 EO1/ECO1 P4
CLF 10 ECO2
CLF 11 ECO3
CLF 12 ECO4
CE ECO5/ECO6
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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
NTPS Capability and Leadership Framework
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OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
www.ocpe.nt.gov.au/clf
NTPS Capability and Leadership Framework