OFFICE OF THE
COMMISSIONER FOR PUBLIC EMPLOYMENT
NTPS Capability and Leadership Framework
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
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
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
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
Professional Skills
• Formal qualifications
• Accreditations
• Licences
Technical
Skills
Professional
Skills
NTPS Capability and Leadership Framework
Business
Skills
Business Skills
• Finance
• Human resources
• Risk management
• Asset management
• Procurement
• Corporate governance
Capability
CLF
Capability
Business
Supports strategic direction
and
and •Skills
Leadership• Achieves results
Leadership
• Supports productive working
relationships
• Displays personal drive and
integrity
• Communicates with influence
Workforce Development Frameworks
OFFICE OF THE
COMMISSIONER FOR PUBLIC
EMPLOYMENT
Performance
Management
Learning
And
Development
Job Design
And
Technical Selection
Skills
CLF
Job
Evaluation
System
Capability
Business
Career
and
Skills
Leadership
Planning
Workforce
Planning
NTPS Capability and Leadership Framework
Achieves
results
Exemplifies
personal
and
Achieves
results
Exemplifies
personal
drivedrive
and integrity
• Builds organisational capability and
integrity
responsiveness
• Builds
organisational
• • Demonstrates
publicservice
sector
Demonstrates public
• Marshalsand
professional
expertise
capability
responsiveness
professionalism
andprobity
probity
professionalism and
• Steers and
implements change and
• Marshals
professional
• • Engages
riskand
andshows
shows
personal
Engages with
with risk
person
deals with uncertainty
expertise
courage
personal courage
Cultivates
•
Ensures
closure
and
delivers
on
• Commits
• Steers and implements change
• Commits
to action to action
productive working
intended
results
• • Displays
resilience
and
deals with
uncertainty
relationships
Displays resilience
• Demonstrate
self awareness
and
• Ensures closure and delivers Communicates with influence
• Demonstrate
self
commitment
to personal
on intended results
awareness
and personal
• Communicates clearly
development
development
• Listens, understands and
Focuses strategically
adapts to audience
Harnesses information and
opportunities• Negotiates confidently
Shows judgement, intelligence and
commonsense
Cultivates productive working
relationships
Cultivates
productive
• Nurtures
internal and external
working
relationships
relationships
Facilitates
corporation
and
• •Nurtures
internal
and external
partnerships
relationships
Values individual
differences
and
• •Facilitates
cooperation
and partnerships
diversity
• Values
individual differences and diversity
Guides,mentors
mentors and develops
• •Guides,
develops people
people
Shapes
strategic thinking
Communicates
•
•
•
•
with Influence
Inspires a sense of purpose and direction
• Communicates clearly
Focuses strategically
• Listens, understands and adapts
Harnesses information and opportunities
to audience
Shows judgement, intelligence and
• Negotiates persuasively
commonsense
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
3 Supports productive working
relationships
4 Displays personal drive and
integrity
5 Communicates with influence
NTPS Capability and Leadership Framework
Achieves results
Cultivates productive working
relationships
Exemplifies personal drive and
integrity
Communicates with influence
OFFICE OF THE
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2.4 Takes responsibility for managing work projects
to achieve results:
CLF 5
CLF 6
CLF 7
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.
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.
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
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
OFFICE OF THE
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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
Alignment of classification levels to the CLF
Administrative
Career
Starters
Physical
CLF 1
AO1
Apprentice
Phy1–Phy3
CLF 2
AO2
Trainee
Technical
Officer
Phy4–Phy5
T1
CLF 3
AO3
Phy6
T2
CLF 4
AO4
Graduate
Trainee
Phy7
T3
CLF 5
AO5
Phy8–Phy9
T4
CLF 6
AO6
T5
CLF 7
AO7
T6
CLF 8
AO8
P3
CLF 9
EO1/ECO1
P4
CLF 10
ECO2
CLF 11
ECO3
CLF 12
ECO4
CE
ECO5/ECO6
Technical
Professional
P1
P2
OFFICE OF THE
COMMISSIONER FOR PUBLIC EMPLOYMENT
NTPS Capability and Leadership Framework
OFFICE OF THE
COMMISSIONER FOR PUBLIC EMPLOYMENT
www.ocpe.nt.gov.au/clf
NTPS Capability and Leadership Framework