Introduction to the Capability Framework

What is the Local Government Capability Framework? sets out core capabilities expected of all elected members and local government employees in NSW covers areas such as relationships, planning & prioritising and leadership that are essential to positive and productive functioning of councils describes observable behaviour so that everyone knows what is expected for employees, complements the LG State Award, providing a foundation for the full range of workforce management and development activities: role design and description, recruitment and selection, performance management, learning and development and strategic workforce planning for elected members, provides a clear basis for councillors professional development in line with new legal requirements.

What is the background? LGNSW consulted with a wide range of councils and found a common strong desire to have a set of capabilities that provides clear expectations about performance and behaviour for all people in the sector. The framework was developed by LGNSW with significant involvement from elected and workforce representatives across the state. It was completed and approved by the LGNSW Board in August 2017. The Local Government Framework is based on the NSW Public Sector framework, but is very different: it covers elected members as well as the workforce has some different capabilities e.g.. resources and workforce leadership; and uses the language of councils eg. community We already have a wealth of skill and knowledge in local government in NSW. If we do capability well, we can expect to see this grow exponentially. This will mean the community sees the local government sector even more positively, it will help us build performance over time

Why is it important? The framework provides a strong common basis for elected members and employees to bring a positive common approach to delivery of community outcomes. It brings into sharp focus the behaviours and attitudes that make up our desired culture in serving the community. It makes transparent what ‘good’ looks like. Implemented well, we expect to see sector-wide capability building resulting in measurable improvements in council performance and community perceptions of local government, also enhancing NSW local government as an employer of choice. There are many benefits that come from the Local Government Capability Framework. Ultimately, the framework will support NSW councils to: align the workforce and elected members in delivering community outcomes improve performance and capacity attract and retain highly capable people provide a shared basis for workforce planning provide broader career options and develop the next generation of local government leaders in NSW provide a common basis for professional development to build capability in local government. Capability building is central to local government performance. Communities rely on local government and performance depends on the joint efforts of elected and employed people. We all need the right skills and capabilities to do our jobs, and deliver for the community. We already have a wealth of skill and knowledge in local government in NSW. If we do capability well, we can expect to see this grow exponentially. This will mean the community sees the local government sector even more positively, it will help us build performance over time

What are the key features? 24 capabilities organised into 6 capability groups: 16 core capabilities for all people in local government 4 additional capabilities for people managers 4 additional capabilities for elected people Different capability levels each with its own set of behavioural indicators: 5 levels for the workforce, reflecting the varying skill and complexity requirements of different positions Councillor level and Mayor level for elected members

Capability Framework Groups Capabilities 16 core capabilities 4 capabilities for people managers 4 capabilities for elected members Groups Capabilities There are six capability groups across the framework. The capability groups represent the high level capability requirements. The capability groups work together to provide an understanding of the core capabilities required by local government employees and elected members. Then we see the 24 capabilities, You will note they are established in 3 distinct groups: 16 Core Capabilities that apply to all workforce and elected members 4 capabilities for people managers, and 4 capabilities for elected members The Workforce Leadership capabilities apply to anyone who manages staff at any level.

Capability levels 5 capability levels for the workforce, from Foundational to Highly Advanced 2 levels (Councillor and Mayor) for elected members Each level has its own set of ‘behavioural indicators’, statements illustrating the type of behaviours expected at that level Behavioural indicators are not an exhaustive list and some of them may not apply to particular workforce roles. Rather, they illustrate the sorts of behaviours expected. The behavioural indicator levels for the core capabilities and people manager capabilities are: Foundational Intermediate Adept Advanced Highly advanced There are also 2 behavioural indicator levels for elected members, one being for Councillors and the other for Mayors

Example Workforce: Manage Self Each capability has five levels, depicting increasingly complex requirements in the capability area. The appropriate expected level needs to be selected for each position or role. Occupants of roles are expected to demonstrate behaviours at the specified level. The capability framework is designed to define what is expected in positions or roles. It is not a scale to assess the level of capability of an individual without reference to position or role. The degree of capability expected at each level is illustrated by the behavioural indicators.  The behavioural indicators are indicative behaviours that illustrate effective performance. They are not an exhaustive list, nor is every indicator necessarily relevant to every role. The five levels do not correspond to grade. Each role will require capabilities at different levels, depending on the nature of its functions.

Example Workforce Leadership: Manage and Develop People

Example Elected Members: Communicate and Engage The councillor and mayor capabilities largely overlap but there are some additional inclusions for mayors for some capabilities.

How can councils use the framework? Councils can use the framework to build a common culture and expected behaviours across elected members and workforce. Workforce implementation should be subject to established consultation arrangements. For employees of councils, the framework may be used as a complement to the LG State Award to underpin all aspects of people management. For elected members, the framework may be used as a basis for community and prospective candidate information, councillor induction and professional development. A suite of support materials provided by LGNSW will assist councils realise the benefits of the framework. These include: An implementation and change management guide A guide on how to use capabilities in workforce planning A Position Description Builder tool – an online interactive tool to enable the development of position descriptions that include capabilities. A guide on how to use capabilities in recruitment and selection A guide on how to use capabilities in performance development Professional Development in a Box (PD-in-a-Box) – professional development for councillors and mayors. There are many benefits to be gained by using the Local Government Capability Framework. This is potentially a huge game changer for the Local Government sector. By Councils using the Local Government Capability Framework and over time, more and more people will be recruited against capabilities; performance will be measured against capabilities; business plans will talk about capabilities needed to deliver outcomes; and – for elected people - professional development will be based on capabilities. When implementing and using the capability framework, it is important that Councils engage with all relevant stakeholder, including their consultative committees. Important Note 1: The capability framework does not displace or override the LG State Award, which establishes skills requirement for classification levels. Instead, it complements the award by describing core capabilities that apply to all jobs. Important Note 2: The capability framework is not mandatory for use by councils. However, widespread use will bring enhanced benefits to the local government sector as a whole. Important Note 3: The capability framework is freely available for use by councils. However, its content is copyright and should not be changed without prior discussion with LGNSW.

How do I find out more? Access the Capability Framework on the Local Government NSW website www.lgnsw.org.au/capability Contact the LGNSW Capability Framework Team member.services@lgnsw.org.au