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

2. 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 OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

3. OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT 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 What is the CLF?

4. 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

5. 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 Professional Skills Formal qualifications Accreditations Licences Capability and Leadership Business Skills Technical Skills Business Skills Professional Skills Capability and Leadership CLF Supports strategic direction Achieves results Supports productive working relationships Displays personal drive and integrity Communicates with influence

6. NTPS Capability and Leadership Framework OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT Technical Skills Capability and Leadership Business Skills CLF Workforce Development Frameworks Performance Management Learning And Development Career Planning Job Design And Selection Job Evaluation System Workforce Planning

7. Communicates with Influence Communicates clearly Listens, understands and adapts to audience Negotiates persuasively Demonstrate self awareness and personal development 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 Nurtures internal and external relationships Facilitates corporation and partnerships Values individual differences and diversity Guides, mentors and develops people Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Engages with risk and shows person personal courage Commits to action Displays resilience Focuses strategically Harnesses information and opportunities Shows judgement, intelligence and commonsense Cultivates productive working relationships Communicates with influence Communicates clearly Listens, understands and adapts to audience Negotiates confidently Exemplifies personal drive and integrity Demonstrates public sector professionalism and probity Engages with risk and shows personal courage Shapes strategic thinking Inspires a sense of purpose and direction Focuses strategically Harnesses information and opportunities Shows judgement, intelligence and commonsense Cultivates productive working relationships Nurtures internal and external relationships Facilitates cooperation and partnerships Values individual differences and diversity Guides, mentors and develops people 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 Commits to action Displays resilience Demonstrate self awareness and commitment to personal development

8. OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT What are the CLF Capabilities? CLF 1 to 7CLF 8 to CE 1 Supports strategic directionShapes strategic thinking 2 Achieves resultsAchieves results 3Supports productive working relationships Cultivates productive working relationships 4Displays personal drive and integrity Exemplifies personal drive and integrity 5 Communicates with influenceCommunicates with influence NTPS Capability and Leadership Framework

9. 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

10. 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

11. OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT 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 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 Roles and responsibilities in managing the CLF

12. AdministrativeCareer Starters PhysicalTechnicalProfessional CLF 1AO1ApprenticePhy1–Phy3 CLF 2AO2Trainee Technical Officer Phy4–Phy5T1 CLF 3AO3Graduate Trainee Phy6T2 CLF 4AO4Phy7T3P1 CLF 5AO5Phy8–Phy9T4 CLF 6AO6T5P2 CLF 7AO7T6 CLF 8AO8P3 CLF 9EO1/ECO1P4 CLF 10ECO2 CLF 11ECO3 CLF 12ECO4 CEECO5/ECO6 Alignment of classification levels to the CLF

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

16. OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT NTPS Capability and Leadership Framework www.ocpe.nt.gov.au/clf