NTPS Capability and Leadership Framework

OFFICE OF THE
COMMISSIONER FOR PUBLIC EMPLOYMENT www.nt.gov.au
NTPS Capabilities and

Leadership Framework
1
Contents
Introducing the CLF 3

What is the CLF? 3
Who does the CLF apply to? 4
What is the purpose of the CLF? 4
How can the CLF be used? 5
Understanding the background to the CLF 5
Why was the Queensland Public Service CLF chosen? 5
Alignment of classifications levels to the CLF 6
Individual Profiles –
including all capabilities and components for:
CLF 1 7
CLF 2 13
CLF 3 21
CLF 4 29
CLF 5 36
CLF 6 43
CLF 7 51
CLF 8 62
CLF 9 70
CLF 10 80
CLF 11 92
CLF 12 105
CLF CE 117
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Introducing the CLF
The Northern Territory Public Sector (NTPS) Capability and Leadership Framework
(CLF) provides a common language to support consistent whole of sector capability
development for the public sector and is designed to ensure leadership capabilities
and behaviours exist to meet the challenges for the future.
The CLF is a valuable tool, which can be used to develop people and strive for
continuous improvement.
The framework can be used as a centerpiece for discussion around strengthening

the work performance of individuals and teams and to inform decisions around
determining and prioritising appropriate professional development and learning.
What is the CLF?

The CLF describes the behaviour expected of public sector employees at every
level, from entry level to the Chief Executive.
There are 13 levels in the CLF, which align with the following NTPS classifications
(and their equivalents):
CLF 1 to CLF 8 AO1 to AO8

CLF 9 EO1/EO1C
CLF 10 to CLF 12 EO2C to EO4C
CE EO5C to EO6C
The framework is based on five capabilities, which have:

three to five components, which have
two to twelve behavioural indicators.
The five capabilities are:
CLF 1 to 7 CLF 8 to 12 and CE

Supports strategic direction Shapes strategic thinking
Achieves results Achieves results
Supports productive Cultivates productive
working relationships working relationships
Displays personal drive and Exemplifies personal drive and
integrity integrity
Communicates with influence Communicates with influence
The components and behavioural indicators get more complex at each level in
line with the expected increase in accountability, level of stakeholder engagement
responsibility, and strategic focus.
3
The component descriptions and behavioural indicators provide a guide to a range
of behaviours that can be expected at each level. From these identified behaviours,
the ones that are critical to a particular job will depend on the focus of the role at the
time. The need for management skills, teamwork and leadership will vary within
most levels. For this reason, behavioural indicators can be customised and
prioritised by agencies to emphasise tasks that are relevant and most important for
that job.
The component descriptions highlighting the new behaviours at each level are
shown in italics. Some aspects of the capability may be essential on entry and
others can be acquired over time. Critical transition points at each level show which
components require a significant development of skills from the previous level and
are shaded in grey.
Who does the CLF apply to?

The CLF is for all levels of public sector employees employed under the Public
Sector Employment and Management Act.
It is intended that all agencies will adopt the CLF; however, it is acknowledged that
some agencies may need to implement the CLF in a flexible way to reflect some
unique occupation specific standards.
The CLF will apply to permanent and temporary employees, including casual
employees.
What is the purpose of the CLF?

The CLF provides a common language to talk about the work of public servants and
is a foundation for developing capability and leadership in the public sector.
Using the CLF will:

• support managers to describe staff performance expectations clearly
• support individuals and supervisors to identify and address learning and
development needs
• strengthen public sector standards of performance
• aid movement between agencies with common expectations
• lead to highly functioning organisations focused on delivering quality outcomes.
4
How can the CLF be used?
The CLF explains the generic behaviours that are described at each level to
achieve effective outcomes. Along with specific behaviours and occupation specific
expertise required of each job, these can be used for:
• self-reflection and personal career planning
• selection and prioritisation of professional development
• meaningful performance development discussions
• personnel performance advice.
Understanding the background to the CLF?

The CLF is based on the Queensland Public Service Capability and Leadership
Framework, which was introduced in 2009. The Queensland Public Service adopted
its framework from the Australian Public Service Integrated Leadership System
(ILS), which commenced in 2004. It is based on research from the fields of
workplace and organisational psychology and workforce capability, and job analysis
interviews conducted by Saville & Holdsworth Limited (SHL).
Why was the Queensland Public Service CLF chosen?

The Office of the Commissioner for Public Employment looked at frameworks
across national and international jurisdictions. The advantages of the Queensland
CLF are:
• the behaviours are based on public sector functions and context
• it shows increasing complexity through levels so has a close alignment,
particularly at the high levels, with the growing breadth, impact of decisions and
responsibility of senior staff
• it identifies critical transition points and behaviours required, making it easy to
plan learning and development as people progress
• it can operate comfortably with other frameworks
• it’s based on the Australian Government framework with accessible tools.
5
Alignment of classifications levels to the CLF
Administrative Career Physical Technical Professional
Starters
CLF 1 AO1 Apprentice Phy1–Phy3
CLF 2 AO2 Trainee T1
Technical
Phy4–Phy5
Officer
CLF 3 AO3 Graduate Phy6 T2
Trainee
CLF 4 AO4 Phy7 T3 P1
CLF 5 AO5 Phy8–Phy9 T4
CLF 6 AO6 T5 P2
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
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INDIVIDUAL PROFILE CLF 1
ALL CAPABILITIES AND COMPONENTS FOR CLF 1
1 2 3 4 5
Suppor
Supports str
strategic Achieves
hieves results Suppor
Supports Displays
Displays per
personal
sonal Commu
ommunicnicates
dir
direction productive drive and with influen
influenc
uence
work
working int
integrity
relation
lationship
ships
1.1 Suppor
Supports 2.1 Identifies 3.1 Nur
Nurtur
tures 4.1 Demon
Demonstr strates 5.1 Communicates
shared purpose and and uses in nal and
intterna
ernal pub
public sector
sector cle
clearly
dir
direction resour
sources wisely ext
external
ernal profession
ionalism Communicates
Supports the Tells supervisor if relationship
lationships and probity messages clearly
organisation’s work won’t be Is friendly, polite Acts in line with and concisely.
business finished on time. and helpful with Code of Conduct.
objectives. Follows Uses their skills team members
supervisor’s effectively. and clients. Joins
direction. in with team
Recognises how activities.
their work connects
to others.
1.2 Think
Thinks 2.2 Applies 3.2 Listens 4.2 Eng
En gages 5.2 Listens,
str
strategic
gically and builds to, under
nderstands with risk and understands and
Understands the professional
ofessional and recogni
ognises show
shows
ows per
persona
sonal
nal adapts to
work environment. expertise
exper the needs of courage audience
Shows an Helps the team other
others Gives accurate
Listens carefully
awareness of where they can. Shares information related
and checks they
issues that may information and to their work.
understand.
help or hinder their cooperates with
work. team members.
1.3 Harnes
Harnesses 2.3 Responds
Responds 3.3 Values 4.3 Commit
ommits 5.3 Neg
Negotiat
otiates
infform
in ormation and pos
positively to indiv
indi vidua
idual to action confidently
onfidently
oppor
opportunities change diff
differenc
ences and Works hard and Explains a problem
Knows who to ask Shares information diver
diversity takes care to do a and helps find a
for help. Asks with others. Can Can accept other good job. solution.
questions to resolve adapt and be points of view.
issues. Checks to flexible as things Treats people
see what information change. with respect.
can be given to
others.
1.4 Shows 2..4 Takes 3.4 Shares 4.4 omottes
Promo
judgement, respons
esponsibility
nsibility for learning and and adopt
adopts a
int
intellig
ligenc
ence and managing work suppor
supports other
others pos
positive and
common
ommonsensense project
ojects to Supports balanc
lanced
Refers problems to achieve result
esults members of the appr
approac
oach to work
supervisor. Looks for Finishes tasks as team. Stays calm and
ways to improve directed. Checks carries out tasks
work practices. with supervisor as directed.
that their work is
satisfactory and
gets help if they
need it.
4.5 Demon
Demonstr
strates
selff-awarenes
sel eness
and a commitment
to personal
development
Checks how they
are going. Talks to
supervisor about
where to improve.
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1 SUPPORTS STRATEGIC DIRECTION CLF 1
Description Behavioural Indicators
1.1 Suppor
Supports shared purpose and dir
direction • Knows the agency’s main function and
why it is important.
Supports the organisation’s business • Sees how their work fits into the priorities
objectives. Follows supervisor’s direction. of the team.
• Knows what other team members do
Recognises how their work connects to others.
and why.
• Understands and follow supervisor’s
directions.
1.2 Thinks strategically • Understands what has to be done and how
to get it done.
Understands the work environment. Shows • Understands how other issues might
an awareness of issues that may help or impact on the work – e.g. absences, lack of
hinder their work. supplies.
• Joins in team goal setting.
• Thinks through tasks and plans ahead to
get work done on time.
1.3 Harnesses information and
and • Pays attention to relevant staff notices.
opportunities • Shows ability to find contact details for
staff members.
Knows who to ask for help. Asks questions to • Knows where to find information and
resolve issues. Checks to see what resources.
information can be given to others. • Asks questions to understand an issue.
• Knows what they can tell others.
1.4 Shows judgement,
judgement, intelligence and • Uses commonsense to get work done.
commonsense • Knows when they need to ask for help.
• Joins in discussions about solving
Refers problems to supervisor. Looks for problems.
ways to improve work practices. • Helps to improve work practices.
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2 ACHIEVES RESULTS CLF 1
2.1 Identifies and uses resources wisely • Puts in a good effort and keeps trying when
it is hard.
Tells supervisor if work won’t be finished on • Uses their time well to meet priorities.
time. Uses their skills effectively. • Takes care of resources and minimises
waste.
• Checks how they are going and tells
supervisor if they will not finish on time.
• Suggests ways to save time.
2.2 Applies and builds professional • Learns new skills on the job through
expertise practise with help from colleagues and
supervisor.
Helps the team where they can. • Shows willingness to help the team.
• Shares knowledge and skills with team
members.
2.3 Responds positively to change • Keeps a list of tasks to do.
• Reorganises work to make best use of
Shares information with others. Can adapt time.
and be flexible as things change. • Tells supervisor and team members if
circumstances change.
• Shows willingness to change tasks and
ways of doing things when asked.
2.4 Takes responsibility for managing work • Does the job they are asked to do with
projects to achieve results regular guidance from supervisor.
• Takes pride in their work and in finishing a
Finishes tasks as directed. Checks with job well.
supervisor that their work is satisfactory and • Asks supervisor if work is OK and looks for
gets helps if they need it. ways to improve.
• Records basic information correctly.
9
3 SUPPORTS PRODUCTIVE WORKING RELATIONSHIPS CLF 1
3.1 Nurtures internal and external • Answers the telephone in a business-like

relationships way.
• Uses appropriate language at work.
Is friendly, polite and helpful with team • Offers help to team members and supports
members and clients. Joins in with team them willingly where they can.
activities. • Finds out what clients want and passes on
messages accurately to the right person.
3.2 Listens to, understands and • Cooperates with team members.
recognis
recognises the needs of others • Keeps staff and clients informed of
progress and issues.
Shares information and cooperates with team
members.
3.3 Values individual differences and • Tries to see things from the other person’s
diversity perspective.
• Stays clam when others express different
Can accept other points of view. Treats opinions.
people with respect. • Treats others fairly and is tolerant of
different lifestyles and beliefs.
3.4 Shares learning and supports others • Helps new team members to fit in.
• Show others how to do the job for times
Supports members of the team. when they are not there.
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4 DISPLAYS PERSONAL DRIVE AND INTEGRITY CLF 1
4.1 Demonstrates public sector

sector • Obeys the law and is honest.
professionalism and probity • Takes care of public resources.
• Understands they work in the public sector
Acts in line with Code of Conduct. and must act in line with Code of Conduct.
• Dresses appropriately and speaks
appropriately to staff and clients.
4.2 Engages with risk and shows
shows personal • Tells supervisor of risks.
courage • Follows safety rules.
• Takes proper care of themselves and
Gives accurate information related to their property.
work.
4.3 Commits to action • Gets on with the job.
• Demonstrates reliability and makes sure
Works hard and takes care to do a good job. they are fit for work.
• Exhibits punctuality at meetings and for
work.
4.4 Promotes and adopts a positive and • Stays controlled when under pressure.
balanced
balanced approach to work • Does not react personally to criticism.
• Looks for the positive in difficult situations.
Stays calm and carries out tasks as directed. • Supports a positive work environment.
4.5 Demonstrates self-
self-awareness and a • Recognises where they have done well or
commitment to personal development need to improve.
• Shows keenness to learn and willingness to
Checks how they are going. Talks to try.
supervisor about where to improve. • Learns from mistakes and listens to advice.
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5 COMMUNICATES WITH INFLUENCE CLF 1
5.1 Communicates
Communicates clearly • Gives messages orally and in writing.
• States the key points clearly and
Communicates messages clearly and accurately.
concisely.
5.2 Listens, understands and adapts to • Pays attention and takes in the key points
audience of the speaker.
• Checks with the speaker to see they have
Listens carefully and checks they understand. understood the message correctly.
• Takes notes to help them remember.
5.3 Negotiates confidently • Explains a problem clearly, who it affects
and why it is important.
Explains a problem and helps find a solution. • Suggests ways to fix the problem.
• Understands what is reasonably expected
of them at work.
• Seeks help when needed to meet own
workplace rights and responsibilities.
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1 2 3 4 5
Suppor
Supports str
strategic Achieves
Supports Displays
Displays per
personal
sonal Commu
ommunicnicates
dir
influenc
uence
work
working int
integrity
relation
lationship
ships
1.1 Suppor
Supports 2.1 Identifies and 3.1 Nur Nurtur
tures 4.1 Demon
Demonstrstrates 5.1 Communicates
shared purpose and uses resour
sources in nal and
intterna
ernal pub
public sector
sector clearly
dir
direction wisely ext
external
ernal profession
ionalism Communicates
Understands and Monitors task relationship
supports the progress against Builds and Adopts a principled and concisely.
organisation’s performance sustains positive approach and Focuses on key
business expectations. relationships with adheres to public points and uses
objectives. Follows Alerts supervisor team members sector values and appropriate
direction provided early if work is and clients. Code of Conduct. language.
by supervisor. behind schedule. Participates Acts professionally Structures written
Recognises how own Makes effective actively in at all times and and oral
work contributes to use of own teamwork and operates within the communication so it
the achievement of capabilities. activities. boundaries of is easy to follow.
team goals. Responds under organisational
Understands the direction to processes and legal
reasons for decision changes in client and public policy
and needs and constraints.
recommendations. expectations.
1.2 Think
Thinks 2.2 Applies and 3.2 Li
Listens to, 4.2 Eng
Engages with 5.2 Listens,
str
strategic
gically builds under
nderstands risk and show
shows
ows understands and
ognises per
persona
sonal
nal courage adapts to
work environment exper
expertise the needs of Provides accurate audience
and participates in Contributes own other
others advice on less Adapts
team goal setting. expertise to Actively listens to complex issues. communication
Demonstrates an achieve outcomes colleagues and Acknowledges style and approach
awareness of issues for the business clients. Shares mistakes and learns to ensure they
that may impact on unit. information and from them, and address the needs
designated work contributes to seeks guidance and of different people
tasks. team discussions. advice when or audiences.
Works closely required. Listens carefully to
with team others and checks
members to to ensure their
achieve results views have been
and operates as understood. Checks
an effective team own understanding
member. of others’
comments.
1.3 Harnesses 2.3 Responds
Responds 3.3 VaValues 4.3 Commi
Commit
ommits to 5.3 Negotiates
information and pos
po sitively to indiv
indi vidua
idual action confidently
differenc
ences and Takes personal Listens to, and
Knows where to find Creates and diver
diversity responsibility for considers different
information, and asks maintains Understands accurate completion ideas. Discusses
questions to ensure a schedules. values and of work and seeks issues without
better understanding Responds in a responds to assistance when getting personal or
of issues. Seeks positive manner to different personal required. Commits aggressive.
guidance to change. Shares styles. Tries to energy and drive to
determine what information with see things from see that goals are
information should others. Is different achieved.
be conveyed to adaptable and perspectives.
others. Keeps flexible to Treats people with
supervisors informed accommodate the respect and
on work progress. changing needs of courtesy.
the team.
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1.4 Shows 2..4 Ta
Takes 3.4 Shares 4.4 Pr
Promot
omotes
judgement,,
judgement respons
esponsibility
adopts a
intelligence and managing work suppor
supports other
others pos
positive and
commonsense project
ojects to Identifies learning balanc
lanced
Researches achieve result
esults opportunities. appr
approac
oach to work
information relevant Sees tasks through Supports the Works as directed
to work tasks and to completion. contribution of to achieve work
responsibilities. Works within others. objectives, even in
Participates in agreed priorities, Understands and difficult
discussions around and works acts on circumstances.
issues and refers independently on constructive Remains positive
problems to routine tasks. feedback. and responds to
supervisor. Maintains accurate pressure in a calm
Recognises the need records and files. manner.
for improved work Seeks feedback
practices. from supervisor to
gauge satisfaction
and seeks
assistance when
required.
4.5 Demon
Demonstr
strates
selff-awarenes
sel eness
and a commitment
to personal
development
Seeks feedback
from others.
Understands areas
of strengths and
works with
supervisor to
identify
development
needs. Is aware of
the impact of own
behaviour on
others. Seeks self-
development
opportunities.
14
1.1 Suppor
Supports shared purpose and dir
direction • Follows direction provided by supervisor
and asks for clarification if needed.
Understands and supports the organisation’s • Is aware of the relationship between team
business objectives. Follows direction provided priorities and specific tasks.
by supervisor. Recognises how own work • Understands how own work contributes to
contributes to the achievement of team goals. team goals.
Understands the reasons for decision and • Understands and supports the
recommendations. organisation’s vision, mission and business
objectives.
• Takes time to learn about other areas of
the organisation.
• Asks questions to ensure an accurate
understanding of decisions and
recommendations.
• Is able to explain how decisions and
recommendations are relevant to their
work.
1.2 Thinks strategically • Demonstrates an awareness of issues that
may impact on designated work tasks.
Understands the work environment and • Thinks and plans ahead.
participates in team goal setting. Demonstrates • Understands the work environment.
an awareness of issues that may impact on
• Informs supervisor of potential issues that
designated work tasks.
• Participates in team goal setting.
1.3 Harnesses information and • Is aware of corporate goals and
opportunities understands team priorities.
• Keeps supervisor informed on work
Knows where to find information, and asks progress.
questions to ensure a better understanding of • Knows where to find relevant information.
issues. Seeks guidance to determine what
• Asks questions to gain better
information should be conveyed to others. Keeps
understanding of an issue.
supervisors informed on work progress.
• Seeks supervisor guidance to determine
what information should be conveyed to
others.
judgement, intelligence and • Researches information relevant to work
commonsense tasks and responsibilities.
• Identifies issues that could impact on
Researches information relevant to work tasks and designated tasks and alerts supervisor.
responsibilities. Participates in discussions around • Participates in discussions around issues.
issues and refers problems to supervisor. • Refers problems to supervisor.
Recognises the need for improved work practices.
• Participates in decision making.
• Organises information to help others make
quick, informed decisions.
• Recognises the need to improve work
practices.
15
2.1 Identifies
Identifies and uses
uses resources wisely • Makes effective use of own capabilities.
• Monitors task progress against
Monitors task progress against performance performance expectations.
expectations. Alerts supervisor early if work is • Alerts supervisor early if work is behind
behind schedule. Makes effective use of own schedule or can’t be done.
capabilities.
• Reschedules and reorganises work to
reflect changes in priority.
• Adjusts own schedule to suit colleagues’
and business needs.
2.2 Applies and builds professional • Applies and develops capabilities to meet
expertise performance expectations.
• Demonstrates knowledge of the features of
Contributes own expertise to achieve outcomes new programs, products or services
for the business unit. relevant to the position.
• Contributes own expertise for the benefit of
the business unit.
2.3 Responds positively to change • Creates and maintains schedules.
• Links day-to-day tasks to performance
Creates and maintains schedules. Responds in a expectations and team outcomes.
positive manner to change. Shares information • Demonstrates flexibility and adaptability to
with others. Is adaptable and flexible to meet changing work requirements.
accommodate the changing needs of the team. • Informs supervisor of potential impact of
proposed change.
• Shares appropriate information with
colleagues during times of change.
• Responds to change under guidance from
supervisor.
2.4 Takes responsibility for managing • Seeks feedback from supervisor on the
work projects to achieve results performance of assigned tasks and
incorporates this feedback into the
Sees tasks through to completion. Works within performance of new tasks.
agreed priorities, and works independently on • Maintains accurate records and files.
routine tasks. Maintains accurate records and • Sees tasks through to completion.
files. Seeks feedback from supervisor to gauge
• Performs under direction from supervisor
satisfaction and seeks assistance when required.
and works to agreed priorities and
outcomes.
• Completes routine tasks.
• Takes on additional duties when required.
• Is responsive to changes in requirements.
16
3.1 Nurtures internal and external • Develops positive relationships with team
relationships members.
• Participates actively in teamwork and
Builds and sustains positive relationships with group activities.
team members and clients. Participates actively in • Builds and sustains relationships, liaising
teamwork and activities. Responds under direction with team members and clients.
to changes in client needs and expectations.
• Responds under direction to changes in
client needs and expectations.
• Manages client expectations by clarifying
expectations and deadlines.
• Keeps clients informed on progress.
• Provides courteous, prompt and
professional service to clients.
3.2 Listens to, understands and • Operates as an effective member of the
recognises
recognises the needs of others team.
• Works closely with team members to
Actively listens to colleagues and clients. Shares achieve results.
information and contributes to team discussions. • Actively listens to colleagues and clients
Works closely with team members to achieve and reports their needs to supervisor.
results and operates as an effective team • Supports team members in achieving
member. goals, especially during busy or difficult
working periods.
• Shares information with own team and
contributes to team discussions.
• Informs supervisor of work progress.
3.3 Values individual differences and • Recognises the value of individual
diversity differences and understands that others
may work in different ways.
Understands values and responds to different • Recognises that others have different views
personal styles. Tries to see things from different and experience.
perspectives. Treats people with respect and • Tries to see things from the other person’s
courtesy. perspective.
• Maintains an awareness of personalities,
motivations and other diverse qualities of
people.
• Treats people with respect and courtesy.
3.4
3.4 Shares learning and supports others • Supports the contribution of others.
• Identifies development opportunities for
Identifies learning opportunities. Supports the self and shares learning with others.
contribution of others. Understands and acts on • Congratulates people on achievements.
constructive feedback.
• Understands and acts on constructive
feedback.
17
4.1 Demonstrates public sector

sector • Understands and applies public sector
professionalism and probity values and Code of Conduct and behaves
consistently in an honest, ethical and
Adopts a principled approach and adheres to professional way.
public sector values and Code of Conduct. Acts • Treats people fairly and equitably and is
professionally at all times and operates within transparent in dealings with them.
the boundaries of organisational processes and • Makes decisions for the corporate good
legal and public policy constraints. without favouritism or bias.
• Places the aims of the organisation above
personal ambitions.
• Takes time to learn policies, regulations
and standard operating procedures and
understands why they exist.
• Understands and complies with procedures,
legislative, policy and regulatory
frameworks.
• Maintains strict confidentiality of
information.
4.2 Engages with risk and shows • Listens when own ideas are challenged.
personal courage • Provides accurate advice to colleagues and
clients on less complex issues.
Provides accurate advice on less complex issues. • Makes sure that all work is checked and
Acknowledges mistakes and learns from them, proofed.
and seeks guidance and advice when required. • Takes responsibility for mistakes and learns
from them.
• Acknowledges when in the wrong.
• Seeks advice and assistance from
colleagues and supervisor when uncertain.
4.3 Commits to action • Takes personal responsibility for accurate
completion of work.
Takes personal responsibility for accurate completion • Knows who can provide assistance with the
of work and seeks assistance when required. achievement of goals and seeks help when
Commits energy and drive to see that goals are required.
achieved. • Gets on with the job at hand and applies
self with energy and drive.
• Commits to meeting objectives.
• Follows up to ensure that issues are
finalised.
• Informs supervisor of issues impacting on
the achievement of designated tasks.
4.4 Promotes and adopts a positive and • Stays focused and productive in difficult
balanced
balanced approach to work circumstances.
• Works as directed to achieve objectives.
Works as directed to achieve work objectives, • Maintains an optimistic outlook and focuses
even in difficult circumstances. Remains positive on positives in difficult situations.
and responds to pressure in a calm manner.
• Supports a positive working environment.
• Stays calm in difficult situations and when
dealing with difficult people.
• Does not become defensive when faced
with criticism.
self-awareness and a • Demonstrates awareness of the impact of
commitment to personal own behaviours on others.
development • Seeks self-development opportunities.
• Shows willingness to learn new approaches
Seeks feedback from others. Understands areas and acquire new capabilities.
of strengths and works with supervisor to
• Applies new knowledge in the workplace.
identify development needs. Is aware of the
impact of own behaviour on others. Seeks self- • Develops an understanding of personal
development opportunities. strengths and capabilities.
• Works with supervisor to identify individual
developmental requirements needed to
complete assigned tasks.
• Agrees on performance standards with
supervisor.
• Seeks feedback on behaviour and work
18
performance from supervisor, and is
responsive to guidance.
• Seeks input from supervisor when
assessing performance.
• Identifies strengths as well as
19
5.1 Communicates clearly • Focuses on clear communication of key

points.
• Limits the use of jargon and abbreviations.
Communicates messages clearly and
concisely. Focuses on key points and uses • Explains complex information using
appropriate language. Structures written and language appropriate for the audience.
oral communication so it is easy to follow. • Presents messages clearly.
• Speaks at an appropriate volume and pace.
• Conveys information succinctly.
• Structures written communication so it is
easy to follow, and uses correct spelling
and grammar.
5.2 Listens, understands and adapts to • Is aware of how own communication style
audience affects others.
• Pays close attention to others when they
Adapts communication style and approach to are speaking.
ensure they address the needs of different people • Checks own understanding of others’
or audiences. Listens carefully to others and comments by asking clarifying questions.
checks to ensure their views have been
• Checks to ensure their own views have
understood. Checks own understanding of others’
been understood.
comments.
• Adapts communication style and approach
to ensure they address the needs of
different people or audiences.
5.3 Negotiates confidently • Listens to, considers and acknowledges
differing ideas.
Listens to, and considers different ideas. • Discusses issues without getting personal
Discusses issues without getting personal or or aggressive.
aggressive.
20
1 2 3 4 5
Suppor
Supports str
strategic Achieves
Supports Displays
Displays per
personal
sonal Commu
ommunicnicates
dir
influenc
uence
work
working int
integrity
relation
lationship
ships
1.1 Suppor
tures 4.1 Demon
Demonstr strates 5.1 Communicates
sources intterna
in ernal
nal and pub
pu blic sector
sector cle
clearly
dir
external
ernal professionionalism Communicates
Understands and Monitors task relationship
supports the progress against Builds and Adopts a principled and concisely.
organisation’s performance sustains positive approach and Focuses on key
vision, mission and expectations. Alerts relationships with adheres to public points and uses
business objectives. supervisor early if team members sector values and appropriate
Follows direction work is behind and clients. Code of Conduct. language.
provided by schedule and Participates Acts professionally Structures written
supervisor. makes alternative actively in at all times and and oral
Recognises how own arrangements. teamwork and operates within the communication so it
work contributes to Makes effective use activities. boundaries of is easy to follow.
the achievement of of own capabilities. Responds under organisational
team and section direction to processes and legal
goals. Understands changes in client and public policy
the reasons for needs and constraints.
decisions and expectations.
recommendations.
1.2 Think
Listens to, 4.2 Eng
str
strategic
shows
ows understands
understands and
ognises per
persona
sonal
and contributes to Contributes own other
others advice on less Adapts
the development of expertise to Actively listens to complex issues. communication
work plans and team achieve outcomes colleagues and Acknowledges style and approach
goals. Demonstrates for the business clients. Shares mistakes and learns to ensure they
an awareness of unit. information and from them, and address the needs
issues that may contributes to seeks guidance and of different people
impact on designated team discussions. advice when or audiences.
work tasks. Works closely required. Listens carefully to
with team others and checks
members to to ensure their
achieve results views have been
and operates as understood. Checks
an effective team own understanding
member. of others’
comments.
Responds 3.3 Values 4.3 Commi
Commit
information and pos
po sitively to indiv
indi vidua
differenc
ences and Takes personal Listens to, and
Knows where to find Creates and diver
information, and maintains Understands, accurate completion ideas. Discusses
asks questions to schedules. values and of work and seeks issues without
ensure a better Responds in a responds to assistance when getting personal or
understanding of positive manner to different personal required. Commits aggressive.
issues. Uses change. Shares styles. Tries to energy and drive to
established information with see things from see that goals are
guidelines to others. Is different achieved.
determine what adaptable in perspectives.
information should approach and Treats people with
be conveyed to willing to be respect and
others. Keeps flexible to courtesy.
supervisor informed accommodate the
on work progress. changing needs of
the team.
21
1.4 Shows 2..4 Takes 3.4 Sh
Shares 4.4 Pr
Promot
omotes
judgement, respons
esponsibility
adopts a
supports other
others pos
positive and
commonsense project
lanced
Researches and achieve result
esults opportunities. appr oach to work
approac
analyses information Sees tasks through Supports the Works as directed
relevant to work to completion. contribution of to achieve work
tasks and Works within others. objectives, even in
responsibilities. agreed priorities, Understands and difficult
Identifies issues that works acts on circumstances.
may impact on independently on constructive Remains positive
designated tasks and routine tasks and feedback. and responds to
alerts supervisor. accepts more pressure in a calm
Suggests challenging tasks. manner.
improvements to Maintains accurate
work tasks. records and files.
Seeks feedback
from supervisor to
gauge satisfaction
and seeks
assistance when
required.
4.5 Demon
Demonstr
strates
selff-awarenes
sel eness
and a commitment
ommitment
to personal
development
Seeks feedback
from others.
Understands areas
of strengths and
works with
supervisor to
identify
development
needs. Is aware of
the impact of own
behaviour on
others. Seeks self-
development
opportunities.
22
1.1 Suppor
Supports shared purpose and • Follows direction provided by supervisor
dirrection
di and asks for clarification if needed.
• Understands the relationships between
Understands and supports the organisation’s team priorities and specific tasks.
vision, mission and business objectives.
• Understands how own work contributes to
Follows direction provided by supervisor.
the team and sectional goals.
Recognises how own work contributes to the
achievement of team and section goals. • Understands and supports the
Understands the reasons for decisions and organisation’s vision, mission and business
recommendations. objectives.
• Takes time to learn about other areas of
the organisation.
• Asks questions to ensure an accurate
understanding of decisions and
recommendations.
• Demonstrates ability to explain how
decisions and recommendations are
relevant to their work.
1.2 Thinks strategically • Demonstrates an awareness of issues that
contributes to the development of work plans and • Understands the work environment.
team goals. Demonstrates an awareness of issues
• Informs supervisor of potential issues that
that may impact on designated work tasks.
• Contributes to the development of work
plans and team goals.
1.3 Harnesses information and • Shows awareness of corporate goals and
opportunities understands team priorities.
• Keeps supervisor informed on work
Knows where to find information, and asks progress.
questions to ensure a better understanding of • Knows where to find relevant information.
issues. Uses established guidelines to determine
• Asks questions to gain better
what information should be conveyed to others.
understanding of an issue.
Keeps supervisor informed on work progress.
• Uses established guidelines to determine
what information should be conveyed to
others.
judgement, intelligence and • Researches and analyses information
commonsense relevant to work tasks and responsibilities.
• Identifies issues that could impact on
Researches and analyses information relevant to designated tasks and alerts supervisor.
work tasks and responsibilities. Identifies issues • Refers difficult problems to supervisor.
that may impact on designated tasks and alerts • Participates in decision-making.
supervisor. Suggests improvements to work
• Organises information to help others make
tasks.
quick, informed decisions.
• Suggests improvements to work practices
and work tasks.
23
2.1 Identifies and uses resources wisely • Identifies key individuals who need to be
involved.
Monitors task progress against performance • Makes effective use of own capabilities.
expectations. Alerts supervisor early if work is • Monitors task progress against
behind schedule and makes alternative performance expectations to ensure
arrangements. Makes effective use of own deadlines are met.
capabilities.
• Alerts supervisor early if work is behind or
can’t be done and, where appropriate,
makes alternative arrangements.
• Reschedules and reogranises work to
• Adjusts own schedule to suit colleagues’
and business needs.
expertise
the business unit.
2.3 Responds positively to change • Creates and maintains schedules for self
and, where relevant, others.
Creates and maintains schedules. Responds in a • Links day-to-day tasks to performance
positive manner to change. Shares information expectations and team outcomes.
with others. Is adaptable in approach and willing • Demonstrates flexibility and adaptability to
to be flexible to accommodate the changing needs meet changing work requirements.
of the team. • Informs supervisor of potential impact of
proposed change.
supervisor.
2.4 Takes responsibility for managing • Seeks feedback from supervisor on the
work projects to achieve results performance of assigned tasks and
incorporates this feedback into the
Sees tasks through to completion. Works within performance of new tasks.
agreed priorities, works independently on routine • Maintains accurate records and files.
tasks and accepts more challenging tasks. • Sees tasks through to completion.
Maintains accurate records and files. Seeks
• Performs under direction from supervisor
feedback from supervisor to gauge satisfaction
and works to agreed priorities and
and seeks assistance when required.
outcomes.
• Completes routine tasks and accepts more
challenging tasks.
• Takes on additional duties when required.
• Responds to changes in requirements.
24
Description Behavioural
Behavioural Indicators
3.1 Nurtures internal and external • Develops positive relationships with team
relationships members.
team members and clients. Participates actively in • Builds and sustains relationships, liaising
teamwork and activities. Responds under direction with team members and clients.
recognises
recognises the needs of others team.
• Works closely with team members to
Actively listens to colleagues and clients. achieve results.
Shares information and contributes to team • Actively listens to colleagues and clients.
discussions. Works closely with team members
• Supports team members in achieving
to achieve results and operates as an effective
goals, especially during busy or difficult
team member.
working periods.
contributes to team discussions.
• Informs supervisor of work progress.
diversity differences and understands that others
may work in different ways.
Understands, values and responds to different • Recognises that others have different views
personal styles. Tries to see things from different and experiences.
perspectives. Treats people with respect and • Tries to see things from the other person’s
courtesy. perspective.
people.
3.4 Shares learning and supports others • Supports the contribution of others.
Identifies learning opportunities. Supports the self and shares learning with others.
contribution of others. Understands and acts on • Congratulates people on achievements.
constructive feedback.
feedback.
25
4.1 Demonstrates
Demonstrates public sector
sector • Understands and applies public sector
professionalism and probity values and Code of Conduct and behaves
consistently in an honest, ethical and
Adopts a principled approach and adheres to professional way.
public sector values and Code of Conduct. Acts • Treats people fairly and equitably and is
professionally at all times and operates within transparent in dealings with them.
the boundaries of organisational processes and • Makes decisions without favouritism or
legal and public policy constraints. bias.
personal ambitions.
• Takes time to learn policies, regulations
and standard operating procedures and
understands why they exist.
frameworks.
• Maintains strict confidentiality of
information.
clients on less complex issues.
Provides accurate advice on less complex issues. • Makes sure that all work is checked and
Acknowledges mistakes and learns from them, proofed.
and seeks guidance and advice when required.
• Takes responsibility for mistakes, learns
from them and acknowledges when in the
wrong.
• Seeks advice and assistance from
colleagues and senior managers when
uncertain.
completion of work.
Takes personal responsibility for accurate completion • Knows who can provide assistance with the
of work and seeks assistance when required. achievement of goals and seeks help when
Commits energy and drive to see that goals are required.
achieved. • Gets on with the job at hand and applies
self with energy and drive.
finalised.
• Informs supervisor of issues impacting on
the achievement of designated tasks.
4.4 Promotes and adopts a positive and • Stays focused and works effectively in
balanced approach to work difficult circumstances.
• Works to achieve objectives.
Works as directed to achieve work objectives, • Maintains an optimistic outlook and focuses
even in difficult circumstances. Remains positive on the positives in difficult situations.
• Stays calm in difficult situations and when
dealing with difficult people.
• Does not become defensive when faced
with criticism.
self-awareness and a • Is aware of the impact of own behaviour on
commitment to personal others.
• Shows willingness to learn new approaches
Seeks feedback from others. Understands areas and acquire new capabilities.
of strengths and works with supervisor to
identify development needs. Is aware of the
impact of own behaviour on others. Seeks self- • Develops an understanding of personal
development opportunities. strengths and capabilities.
• Works with supervisor to identify individual
supervisor.
• Seeks feedback on behaviour and work 26
• Seeks input from supervisor when
assessing performance.
• Identifies strengths as well as
27

points.
• Limits the use of jargon and abbreviations.
Communicates messages clearly and
concisely. Focuses on key points and uses • Explains complex information using
appropriate language. Structures written and language appropriate for the audience.
oral communication so it is easy to follow. • Presents messages clearly.
• Speaks at an appropriate volume and pace.
• Conveys information succinctly.
• Structures written communication so it is
easy to follow.
• Uses correct spelling and grammar.
5.2 Listens, understands and adapts to • Shows awareness of how own
audience communication style affects others.
• Pays close attention to others when they
Adapts communication style and approach to are speaking.
ensure they address the needs of different people • Checks own understanding of others’
or audiences. Listens carefully to others and comments by asking clarifying questions.
understood. Checks own understanding of others’
been understood.
comments.
• Adapts communication style and approach
to ensure they address the needs of
different people or audiences.
differing ideas.
Listens to, and considers different ideas. • Discusses issues without getting personal
Discusses issues without getting personal or or aggressive.
aggressive.
28
1 2 3 4 5
Suppor
Supports str
strategic Achieves
Supports Display
Displays
plays per
personal
sonal Commu
ommunicnicates
dir
influenc
uence
work
working int
integrity
relation
lationship
ships
1.1 Suppor
Supports 2.1 Identifies 3.1 Nur Nurtur
tures 4.1 5.1 Communicates
shared purpose and and uses intterna
in ernal
nal and Demon
Demonstr strates clearly
dir
direction resour
sources wisely ext
external
ernal pub
public sector
sector Presents messages
Understands and Reviews task relationship
lationships professionionalism confidently in a
supports the performance and Builds and and probity clear, concise
organisation’s vision, communicates sustains positive Adopts a principled manner. Focuses on
mission and business outcomes to relationships with approach and key points and uses
objectives. Follows supervisor. team members adheres to public appropriate
direction provided by Understands and clients. sector values and language. Structures
supervisor. individual and team Participates Code of Conduct. written and oral
Recognises how own capabilities and actively in Acts professionally communication to
work contributes to makes effective use teamwork and at all times and ensure clarity.
the achievement of of own capabilities. activities. operates within the
organisational goals. Responds under boundaries of
Understands the direction to organisational
reasons for decisions changes in client processes and legal
and needs and and public policy
recommendations. expectations. constraints.
Operates as an
effective
representative of the
work area in internal
forums.
1.2 Think
Listens to, 4.2 Eng
str
strategic
shows
ows understands and
Understands the work professional
ognises per
persona
sonal
environment and exper
contributes to the Contributes own other
others advice on issues. Seeks to understand
development of work expertise to Actively listens to Acknowledges the audience and
plans and team goals. achieve outcomes colleagues and mistakes and learns tailors
Demonstrates an for the business clients. Shares from them, and communication style
awareness of the unit. information and seeks guidance and and message
implications of issues ensures others advice when accordingly. Listens
that may impact on are kept informed required. carefully to others
own work objectives. of issues. Works and checks to
collaboratively ensure their views
and operates as have been
an effective team understood. Checks
member. own understanding
of others’
comments.
Responds 3.3 Values 4.3 Commit
ommits 5.3 Negotiates
Negotiates
information and pos
positively to indiv
indi vidua
idual to action confidently
differenc
ences and Takes personal Listens to and
Knows where to find Establishes task diver
information, and asks plans to deliver Understands, accurate completion ideas, and discusses
questions to ensure a objectives. values and of work. Commits issues credibly and
full understanding of Responds in a responds to energy and drive to thoughtfully.
an issue. Uses positive and different personal see that goals are Identifies relevant
commonsense to flexible manner to styles. Tries to achieved. stakeholders.
recognise the change. Shares see things from
importance of information with different
available information. others and adapts perspectives.
Keeps self and others to a changing Treats people with
well informed on work environment. respect and
progress. courtesy.
29
1.4 Shows 2..4 Takes 3.4 Shares 4.4 Pr
Promot
omotes
judgement, respons
esponsibility
adopts a
supports other
others pos
positive and
commonsense project
lanced
Researches and achieve result
esults opportunities. appr
approac
oach to work
analyses information Sees tasks through Makes time for Focuses on
and makes to completion. people and achieving objectives
recommendations Works within supports the even in difficult
based on evidence. agreed priorities. contribution of circumstances.
Identifies issues that Commits to others. Remains positive
may impact on tasks. achieving quality Understands and and responds to
Suggests outcomes. acts on pressure in a calm
improvements to Maintains accurate constructive manner.
work tasks and records and files. feedback.
business practices. Seeks feedback
from supervisor to
gauge satisfaction
and seeks
assistance when
required.
4.5 Demon
Demonstr
strates
selff-awarenes
sel eness
and a commitment
to personal
development
Seeks feedback
from others.
Communicates
areas of strength
and works with
supervisor to
identify
development needs.
Reflects on own
behaviour and
recognises the
impact on others.
Seeks self-
development
opportunities.
30
1.1 Suppor
Supports shared purpose and • Follows direction provided by supervisor.
dir
direction • Understands the relationships between
team priorities and specific tasks.
Understands and supports the organisation’s • Understands and supports the
vision, mission and business objectives. Follows organisation’s vision, mission and business
direction provided by supervisor. Recognises how objectives.
own work contributes to the achievement of • Understands the reasons for decisions and
organisational goals. Understands the reasons for recommendations and is able to explain
decisions and recommendations. how they are relevant to their work.
1.2 Think
Thinks str
strategic
gically • Demonstrates an awareness of the
implications of issues for own work.
Understands the work environment and contributes
• Thinks and plans ahead.
to the development of work plans and team goals.
Demonstrates an awareness of the implications of • Understands the work environment.
issues that may impact on own work objectives. • Informs supervisor of potential issues that
may impact on work objectives.
• Contributes to the development of work
plans and team goals.
1.3 Harnesses information and • Demonstrates awareness of corporate
opportunities goals and understands team priorities.
• Keeps self and others well informed on
Knows where to find information, and asks work progress.
questions to ensure a full understanding of an • Knows where to find relevant information.
issue. Uses commonsense to recognise the
• Asks questions to gain full understanding of
importance of available information. Keeps self
an issue.
and others well informed on work progress.
• Uses commonsense and established
guidelines to determine what information
should be conveyed to others.
judgement, intelligence
intelligence and • Researches and analyses information and
commonsense makes recommendations based on
evidence.
Researches and analyses information and makes • Identifies issues that could impact on
recommendations based on evidence. Identifies designated tasks.
issues that may impact on tasks. Suggests • Identifies uncertainties of processes and
improvements to work tasks and business practices. designated tasks.
• Participates in decision-making.
• Suggests improvements to work practices,
work tasks and business practices.
31
involved.
Reviews task performance and communicates • Understands team and individual
outcomes to supervisor. Understands individual capabilities and makes effective use of own
and team capabilities and makes effective use of capabilities.
own capabilities. • Monitors task progress against
performance expectations to ensure
deadlines are met.
• Communicates outcomes to supervisor.
the business unit.
2.3 Responds positively to change • Constructs task plans to deliver objectives.
• Demonstrates flexibility and copes
Establishes task plans to deliver objectives. effectively with day-to-day work changes
Responds in a positive and flexible manner to and shifting priorities.
change. Shares information with others and • Shares appropriate information with
adapts to a changing environment. colleagues during times of change.
supervisor.
2.4 Takes responsibility for managing • Seeks regular feedback from supervisor to
work projects to achieve results gauge their satisfaction and incorporates
this feedback into the performance of new
Sees tasks through to completion. Works within tasks.
agreed priorities. Commits to achieving quality • Maintains accurate records and files.
outcomes. Maintains accurate records and files. • Uses appropriate information management
Seeks feedback from supervisor to gauge systems to keep information up to date.
satisfaction and seeks assistance when required. • Sees tasks through to completion.
• Works to agreed priorities, outcomes, and
time constraints.
• Responds to changes in requirements.
32
3.1 Nurtures internal and external • Develops positive relationships with

relationships team members.
team members and clients. Participates actively in • Builds and sustains relationships.
teamwork and activities. Responds under direction
• Liaises with team members and clients.
• Manages client expectations by
clarifying expectations and deadlines.
recognises
recognis es the needs of others team.
• Works collaboratively.
Actively listens to colleagues and clients. Shares • Actively listens to colleagues and
information and ensures others are kept informed clients.
of issues. Works collaboratively and operates as
• Supports team members and is aware
an effective team member.
of the contributions made by other
people.
seeks input from others.
• Contributes to team discussions and
planning.
• Ensures people are kept informed of
diversity differences and understands that
others may work in different ways.
Understands, values and responds to different • Recognises that others have different
personal styles. Tries to see things from different views and experiences.
perspectives. Treats people with respect and • Tries to see things from the other
courtesy. person’s perspective.
• Maintains an awareness of
personalities, motivations and other
diverse qualities of people.
• Treats people with respect and
courtesy.
3.4 Shares learning and supports others • Makes time for people and supports the
contribution of others.
Identifies learning opportunities. Makes times for • Identifies development opportunities
people and supports the contribution of others. for self and shares learning with
Understands and acts on constructive feedback. others.
• Congratulates people on achievements.
feedback.
33
4.1 Demonstrates public sector • Adheres to public sector values and Code of
professionalism and probity Conduct and behaves consistently in an
honest, ethical and professional way.
Adopts a principled approach and adheres to public • Treats people fairly and equitably and is
sector values and Code of Conduct. Acts transparent in dealings with them.
professionally at all times and operates within the • Makes decisions for the corporate good
boundaries of organisational processes and legal without favouritism or bias.
and public policy constraints. Operates as an • Places the aims of the organisation above
effective representative of the work area in internal personal ambitions.
forums. • Understands and complies with procedures,
frameworks.
• Operates in a professional manner when
representing the work area in internal
forums.
clients.
Provides accurate advice on issues. Acknowledges • Checks and confirms the accuracy of
mistakes and learns from them, and seeks guidance information prior to release.
and advice when required. • Takes responsibility for mistakes and learns
from them.
• Seeks advice and assistance from colleagues
and supervisor when uncertain.
completion of work and seeks help when
Takes personal responsibility for accurate required.
completion of work. Commits energy and drive to • Gets on with the job at hand and applies self
see that goals are achieved. with energy and drive.
finalised.
• Recognises issues impacting on achievement
of desired outcomes.
4.4 Promotes and adopts a positive and • Maintains effective performance levels even
balanced
balanced approach to work in difficult circumstances.
Focuses on achieving objectives even in difficult • Maintains an optimistic outlook and focuses
circumstances. Remains positive and responds to on positives in difficult situations.
pressure in a calm manner.
• Stays calm under pressure.
• Does not react personally to criticism.
self-awareness and a • Reflects on own behaviours and work style
commitment to personal and is aware of how they impact on others.
• Demonstrates willingness to learn new
Seeks feedback from others. Communicates areas approaches and acquire new capabilities.
of strength and works with supervisor to identify
development needs. Reflects on own behaviour and
recognises the impact on others. Seeks self- • Communicates areas of strength, and works
development opportunities. with supervisor to identify individual
development requirements needed to
supervisor.
• Reviews performance and identifies
strengths as well as development
requirements needed to complete assigned
tasks.
34

points.
Presents messages confidently in a clear, concise • Limits the use of jargon and abbreviations.
manner. Focuses on key points and uses • Explains information using language
appropriate language. Structures written and oral appropriate for the audience.
communication to ensure clarity. • Presents messages confidently.
• Structures messages clearly and succinctly,
both orally and in writing.
5.2 Listens, understands and adapts to • Adjusts presentation style on the basis of
audience non-verbal cues.
• Maximises personal communication
Seeks to understand the audience and tailors strengths and takes into account
communication style and message accordingly. shortcomings.
Listens carefully to others and checks to ensure • Focuses on gaining a clear understanding
their views have been understood. Checks own of others’ comments by listening and
understanding of others’ comments. asking questions.
been understood.
• Understands the key concerns of the
audience.
• Tailors communication style and language
to the needs of individuals or the audience.
differing ideas.
Listens to and considers different ideas, and • Discusses issues credibly and thoughtfully
discusses issues credibly and thoughtfully. Identifies without getting personal or aggressive.
relevant stakeholders. • Identifies relevant stakeholders.
35
1 2 3 4 5
Suppor
Supports str
strategic Achieves
Supports Displays
Displays per
personal
sonal Commu
ommunicnicates
dir
direction productive drive and int
integrity with influen
influenc
uence
work
working
relation
lationship
ships
1.1 Suppor
Supports 2.1 Identifies 3.1 Nurtures 4.1 Demonstrates 5.1 Communicates
shared purpose and and uses internal and public sector clearly
dir
direction resources wisely external professionalism Presents messages
Understands and Reviews task relationships and probity confidently in a
supports the performance and Builds and Adopts a clear, concise
organisation’s vision, communicates sustains positive principled manner. Focuses on
mission and business outcomes to relationships with approach and key points and uses
objectives. supervisor. Makes team members adheres to public appropriate
Communicates and effective use of and clients. Is sector values and language.
follows direction individual and responsive to Code of Conduct. Structures written
provide by team capabilities. changes in client Acts and oral
supervisor. Is responsive to needs and professionally at communication to
Recognises how own changes in expectations. all times and ensure clarity.
work contributes to requirements. operates within
the achievement of the boundaries of
organisational goals. organisational
Understands the processes and
reasons for decisions legal and public
and policy constraints.
recommendations. Operates as an
effective
representative of
the work area in
internal forums.
1.2 Think
Thinks 2.2 Applies 3.2 Listens 4.2 Engages 5.2 Listens,
str
strategic
gically and builds to, understands with risk and understands and
Understands the work professional and recognises shows personal adapts to
environment and expertise the needs of courage audience
contributes to the Contributes own others Provides accurate Seeks to
development of plans, expertise to achieve Actively listens to advice on issues. understand the
strategies and team outcomes for the colleagues and Acknowledges audience and tailors
goals. Identifies business unit. clients. Shares mistakes and communication
issues and problems information and learns from them, style and message
that may impact on ensures others and seeks accordingly. Listens
own work objectives. are kept informed guidance and carefully to others
Demonstrates an of issues. Works advice when and checks to
awareness of the collaboratively required. ensure their views
implications of issues and operates as have been
for own work. an effective team understood. Checks
member. own understanding
of others’
comments.
36
1.3 Harnesses 2.3 Responds 3.3 Values 4.3 Commits 5.3 Negotiates
Negotiates
information and positively to individual to action confidently
opportunities change differences and Takes personal Listens to, and
Draws on information Establishes task diversity responsibility for considers different
from multiple plans and simple Recognises the accurate ideas and discusses
sources and uses project plans with positive benefits completion of issues credibly and
agreed guidelines to measurable that can be work and seeks thoughtfully.
analyse what milestones to gained from guidance when Identifies other
information is deliver objectives. diversity. required. Shows people’s
important and how it Responds in a Recognises the initiative and does expectations and
should be used. positive and flexible different working what is required. concerns.
Keeps self and manner to change. styles of Commits energy
others well informed Shares information individuals, and and drive to see
on work progress. with others and factors this into that goals are
adapts to a the management achieved.
changing of tasks. Tries to
environment. see things from
different
perspectives.
Treats people
with respect and
courtesy.
1.4 Shows 2.4 Takes 3.4 Shares 4.4 Promotes

judgement, responsibility for learning and and adopts a
intelligence and managing work supports others positive and
commonsense projects to Identifies balanced
Undertakes analysis achieve results learning approach to work
and draws accurate Sees tasks through opportunities. Focuses on achieving
conclusions based on to completion. Makes time for objectives even in
evidence. Thinks Works within people and difficult
laterally and agreed priorities. supports the circumstances.
identifies and Commits to contribution of Remains positive and
implements achieving quality others. responds to pressure
improved work outcomes and Understands and in a calm manner
practices. adheres to acts on
documentation constructive
procedures. Seeks feedback.
feedback from
supervisor to gauge
satisfaction and
seeks guidance
when required.
4.5 Demonstrates
self-
self-awareness
and a
commitment to
personal
development
Seeks feedback
from others.
Communicates
areas of strengths
and works with
supervisor to
identify
development
needs. Reflects on
own behaviour and
recognises the
impact on others.
Seeks self-
development
opportunities.
37
1.1 Suppor
Supports shared purpose and • Follows direction provided by supervisor and
dir
direction communicate it to others.
• Understand the relationship between
Understands and supports the organisation’s business priorities and specific tasks.
vision, mission and business objectives. • Understands and supports the organisations
Communicates and follows direction provided by vision, mission and business objectives.
supervisor. Recognises how own work contributes • Understands the reasons for decisions and
to the achievement of organisational goals. recommendations and is able to explain how
Understands the reasons for decisions and they are relevant to their work.
recommendations.
1.2 Thinks strategically • Demonstrates an awareness of the

contributes to the development of plans, • Understands the work environment.
strategies and team goals. Identifies issues and
• Identifies issues and problems that may
problems that may impact on own work
impact on achievement of own work
objectives. Demonstrates an awareness of the
objectives.
• Contribute to the development of plans,
strategies and team goals.
1.3 Harnesses information and • Understanding the corporate priorities and
opportunities the business context of the organisation.
• Keeps self and others informed well on
Draws on information from multiple sources and work progress.
uses agreed guidelines to analyse what • Draws on information from appropriate
information is important and how it should be sources.
used. Keeps self and others well informed on work • Uses commonsense to analyse what
progress. information is important.
• Works within agreed guidelines to make
decisions about the use of dissemination of
information.
judgement, intelligence and • Researches and analyses information and
commonsense draws accurate conclusions based on
evidence.
Undertakes analysis and draws accurate • Analyses and interprets information to
conclusions based on evidence. Thinks laterally inform decision makers.
and identifies and implements improved work • Anticipate issues and problems which could
practices. impact on designated task.
• Identified risks and uncertainties of process
and tasks.
• Participates actively in decision making.
• Thinks laterally, is innovative, identifies
and implements improved work practices.
• Identifies potential solutions for key
problems.
38
involved.
Reviews task performance and communicates • Makes effective use of team and individual
outcomes to supervisor. Makes effective use capabilities.
of individual and team capabilities. Is • Monitors task progress against
responsive to changes in requirements. performance expectations to ensure
deadlines are met.
• Communicates outcomes to supervisor.
the business unit.
2.3 Responds positively to change • Constructs task plans and single project
plans with measurable milestones to
Establishes task plans and simple project plans deliver objectives.
with measurable milestones to deliver • Demonstrates flexibility and copes
objectives. Responds in a positive and flexible effectively with day-to-day work changes,
manner to change. Shares information with shifting priorities and periods of
others and adapts to a changing environment. uncertainty.
supervisor.
work projects to achieve results gauge their satisfaction and incorporates
this feedback into the performance of new
Sees tasks through to completion. Works within tasks.
agreed priorities. Commits to achieving quality • Adheres to documentation procedures.
outcomes and adheres to documentation
• Uses, and encourages others to use,
procedures. Seeks feedback from supervisor to
appropriate information management
gauge satisfaction and seeks guidance when
systems to keep information up to date.
required.
• Sees tasks through to completion.
• Works to agreed priorities, outcomes, time
constraints and assigned resources.
• Assists with monitoring projects against
plans and is responsive to changes in
requirements.
39
3 SUPPORTS PRODUCTIVE WORKING RELATIONSHIPS CFL 5
3.1 Nurtures internal and external • Develops and maintains positive

relationships relationships with team members.
• Builds and sustains relationships.
Builds and sustains positive relationships with • Liaises with team members, other teams,
team members and clients. Is responsive to colleagues and clients.
changes in client needs and expectations. • Responds to changes in client needs.
recognises the needs of others team and works collaboratively.
• Actively listens to colleagues and clients.
• Supports team members.
Actively listens to colleagues and clients. Shares
information and ensures others are kept informed • Shows awareness of the contributions
of issues. Works collaboratively and operates as made by other people.
an effective team member. • Shares information with own team and
seeks input from others.
• Contributes to team discussions and
planning.
3.3 Values individual differences and • Recognises the differing working styles of
diversity individuals and factors this into the
management of tasks.
Recognises the positive benefits that can be • Recognises that others have different views
gained from diversity. Recognises the different and experience.
working styles of individuals, and factors this into • Tries to see things from the other person’s
the management of tasks. Tries to see things perspective.
from different perspectives. Treats people with
respect and courtesy.
people.
3.4 Shares learning and supports others • Makes time for people and supports the
contribution of others.
Identifies learning opportunities. Makes time for • Actively requests coaching from supervisor
people and supports the contribution of others. or peers.
Understands and acts on constructive feedback. • Identifies development opportunities for
self and shares learning with others.
• Congratulates people on achievements.
feedback.
40
• Treats people fairly and equitability and is
Adopts a principled approach and adheres to transparent in dealings with them.
public sector values and Code of Conduct.
• Makes decisions for the corporate good
Acts professionally at all times and operates
without favouritism or bias.
within the boundaries of organisational
processes and legal and public policy • Places the aims of the organisation above
constraints. Operates as an effective personal ambitions.
representative of the work area in internal • Understands and complies with procedures,
forums. legislative, policy and regulatory
frameworks.
representing the work area in internal
forums.
4.2 Engages with risk and shows personal • Listens when own ideas are challenged.
courage • Provides accurate advice to colleagues and
clients.
Provides accurate advice on issues. • Checks and confirms the accuracy of
Acknowledges mistakes and learns from information prior to release.
them, and seeks guidance and advice when • Takes responsibility for mistakes and learns
required. from them.
completion of work and seeks guidance when
Takes personal responsibility for accurate required.
completion of work and seeks guidance when • Takes the initiative to progress work when
required. Shows initiative and does what is required.
required. Commits energy and drive to see • Gets on with the job at hand and applies self
that goals are achieved. with energy and drive.
• Follows up to ensure that issues are finalised.
• Recognises issues impacting on achievement
of desired outcomes.
4.4 Promotes and
and adopts a positive and • Maintains effective performance levels even in
balanced
balanced approach to work difficult circumstances.
Focuses on achieving objectives even in difficult • Maintains an optimistic outlook and focuses on
circumstances. Remains positive and responds to positives in difficult situations.
pressure in a calm manner.
commitment to personal and is aware of how they impact on others.
development
• Demonstrates willingness to learn new
Seeks feedback from others. Communicates approaches and acquire new capabilities.
areas of strength and works with supervisor to
identify development needs. Reflects on own
behaviour and recognises the impact on others. • Communicates areas of strength and works
Seeks self-development opportunities. with supervisor to identify individual
development requirements needed to
supervisor.
• Reviews performance and identifies strengths
as well as development needs.
41

points.
manner. Focuses on key points and uses
• Explains information using language
appropriate language. Structures written and oral
appropriate for the audience.
communication to ensure clarity.
• Presents messages confidently.
audience non verbal cues.
Listens carefully to others and checks to ensure
• Focuses on gaining a clear understanding
their views have been understood. Checks own
understanding of others’ comments. of others’ comments by listening and
asking clarifying questions.
been understood.
• Understands the key concerns of the
audience.
to the needs of individuals or the audience.
5.3 Negotiates confidently • Listens to differing ideas and views to
develop a clear understanding of the
Listens to, and considers different ideas and issues.
discusses issues credibly and thoughtfully. • Discusses issues credibly and thoughtfully
Identifies other people’s expectations and without getting personal or aggressive.
concerns. • Identifies relevant stakeholders.
• Identifies other people’s expectations and
concerns.
42
INDIVIDAUL PROFILE CLF 6
1 2 3 4 5
Suppor
Supports str
strategic Achieves
Supports Displays
Displays per
personal
sonal Commu
ommunicnicates
dir
influenc
uence
work
working int
integrity
relation
lationship
ships
1.1 Suppor
tures 4.1 Demon
sources intterna
in ernal
nal and public sector clearly
dir
external
ernal profession
ionalism and Presents messages
Understands and Reviews project relationship
lationships probity confidently in a
supports the performance and Builds and Adopts a principled clear, concise and
organisation’s vision, identifies sustains positive approach and articulate manner.
mission and business opportunities for relationships with adheres to public Focuses on key
objectives. Identifies improvement. team members, sector values and points and uses
the relationship Makes effective use stakeholders and Code of Conduct. appropriate,
between of individual and clients. Is Acts professionally unambiguous
organisational goals team capabilities responsive to at all times and language. Selects
and operational and negotiates changes in client operates within the the most
tasks. Communicates responsibility for and stakeholder boundaries of appropriate
with others regarding work outcomes. Is needs and organisational medium for
the purpose of their responsive to expectations. processes and legal conveying
work. Understands changes in and public policy information and
and communicates requirements. constraints. structures written
the reasons for Operates as an and oral
decisions and effective communication to
recommendations to representative of the ensure clarity.
others. organisation in
internal forums.
1.2 Think
Thinks 2.2 Applies 3.2 Li
Listens to, 4.2 Eng
str
strategic
gically and builds under
shows
ows understands and
ognises per
persona
sonal
expertise the needs of Provides impartial audience
and contributes to Values specialist other
others and forthright Seeks to
the development of expertise and Actively listens to advice. Justifies own understand the
plans, strategies and capitalises on the staff, colleagues, position when audience and tailors
team goals. knowledge and clients and challenged. communication
Identifies broader skills of others stakeholders. Acknowledges style and message
influences that may within the Involves others mistakes and learns accordingly. Listens
impact on the team’s organisation. and recognises from them, and carefully to others
work objectives. Contributes own their seeks guidance and and checks to
Demonstrates an expertise to contributions. advice when ensure their views
awareness of the achieve outcomes Consults and required. have been
implications of issues for the business shares understood. Checks
for own work and unit. information and own understanding
work area. ensures others of others’
are kept informed comments and does
of issues. Works not allow
collaboratively misunderstandings
and operates as to linger.
an effective team
member.
43
Responds 3.3 Va
Values 4.3 Commi
Commit
information and pos
positively to indiv
indi vidua
differenc
ences and Takes personal Approaches
Draws on information Establishes clear diver
diversity responsibility for negotiations with a
from diverse sources plans and Recognises the meeting objectives clear understanding
and uses experience timeframes for positive benefits and progressing of key issues.
to analyse what project that can be work. Shows Understands the
information is implementation. gained from initiative and does desired outcomes.
important and how it Responds in a diversity and what is required. Identifies relevant
should be used. positive and explores diverse Commits energy and stakeholders’
Maintains an flexible manner to views. Recognises drive to see that expectations and
awareness of the change and the different goals are achieved. concerns. Discusses
organisation and uncertainty. Shares working styles of issues credibly and
keeps self and others information with individuals and thoughtfully.
well informed on others and factors this into Encourages the
issues that may encourages the management support of relevant
affect work progress. cooperation in of people and stakeholders.
coping with tasks. Tries to see
change. things from
different
perspectives.
Treats people with
respect and
courtesy.
1.4 Shows 2..4 Takes 3.4 Sh
Shares 4.4 Pr
Promot
omotes and
judgement, respons
esponsibility
nsibility for learning and adoptts a pos
adop positive
supports other
others and
and balanc
lanced
commonsense project
ojects to Identifies learning appr
approac
oach to work
Undertakes achieve result
esults opportunities for Persists with, and
objective, systematic Sees projects others and focuses on achieving
analysis and draws through to delegates tasks objectives even in
accurate conclusions completion. effectively. Agrees difficult
based on evidence. Monitors project on clear circumstances.
Identifies problems progress and performance Remains positive
and works to resolve manages priorities. standards and and responds to
them. Thinks Commits to gives timely pressure in a calm
laterally, identifies achieving quality praise and manner.
and implements outcomes and recognition.
improved work adheres to Makes time for
practices. documentation people and offers
procedures. Seeks full support when
feedback from required. Provides
supervisor to gauge constructive
satisfaction. feedback.
Recognises and
notes under
performance
where
appropriate.
4.5 Demon
Demonstr
strates
selff-awarenes
sel eness and
a commitment to
personal
development
Seeks feedback from
others.
Communicates areas
of strength and
acknowledges
development needs.
Reflects on own
behaviour and
recognises the
impact on others.
Shows commitment
to learning and self-
development.
44
1 SUPPORTS STRATEGIC DIRECTION CFL 6
Description
1.1 Suppor
Supports shared purpose and • Communicates with others regarding the
dir
direction purpose of their work.
• Identifies the relationship between
Understands and supports the organisation’s organisational goals and operational tasks.
vision, mission and business objectives. Identifies
• Understands and supports the organisation’s
the relationship between organisational goals and
operational tasks. Communicates with others vision, mission and business objectives.
regarding the purpose of their work. Understands • Understands and communicates the reasons
and communicates the reasons for decisions and for decisions and recommendations to
recommendations to others. others.
1.2 Think
Thinks str
strategic
gically • Demonstrates an awareness of the
implications of issues for own work and work
Understands the work environment and area.
contributes to the development of plans, • Thinks about the future and considers
strategies and team goals. Identifies broader implications of own work.
influences that may impact on the team’s work • Understands the strategic objectives of the
objectives. Demonstrates an awareness of the organisation.
• Identifies broader influences that may
area.
impact on achievement of work objectives.
• Contributes to the development of plans,
strategies and team goals.
1.3 Harnesses information and • Monitors corporate priorities and business
opportunities context of the organisation.
• Keeps self and others well informed on
Draws on information from diverse sources and issues that may affect work progress.
uses experience to analyse what information is • Draws on information from a variety of
important and how it should be used. Maintains sources.
an awareness of the organisation and keeps self
• Uses experience and judgement to analyse
and others well informed on issues that may
what information is important.
affect work progress.
decisions about use and dissemination of
information.
judgement, intelligence and • Researches and analyses information and
commonsense draws accurate conclusions based on
evidence.
Undertakes objective, systematic analysis and • Analyses and interprets information to
draws accurate conclusions based on evidence. inform decision makers.
Identifies problems and works to resolve them. • Identifies issues and problems and works to
Thinks laterally, identifies and implements resolve them.
improved work practices.
• Identifies risks and uncertainties and takes
account of these in planning and priority
setting.
• Participates actively in decision-making and
incorporates outcomes of decision making
into work plans.
• Thinks laterally, is innovative, and identifies
and implements improved work practices.
• Selects the best option from a range of
potential solutions for key problems.
45
involved.
Reviews project performance and identifies • Makes best use of team and individual
opportunities for improvement. Makes effective capabilities and negotiates responsibilities
use of individual and team capabilities and for work outcomes.
negotiates responsibility for work outcomes. Is • Evaluates project performance, identifies
responsive to changes in requirements. need for change and initiates change when
required.
• Reschedules and reorganises work to reflect
changes in priority.
2.2 Applies and builds professional • Consults internal experts and taps into their
expertise occupation specific knowledge and
experience to improve work outcomes for
Values specialist expertise and capitalises on the the business unit.
knowledge and skills of others within the • Applies and develops capabilities to meet
organisation. Contributes own expertise to performance expectations.
achieve outcomes for the business unit. • Contributes own expertise for the benefit of
the business unit.
2.3 Responds positively to change • Constructs project plans that have clear and
appropriate milestones, goals, timeframes
Establishes clear plans and timeframes for project and budgets.
implementation. Responds in a positive and • Demonstrates flexibility and copes
flexible manner to change and uncertainty. effectively with day-to-day work changes,
Shares information with others and encourages shifting priorities and periods of uncertainty.
cooperation in coping with change. • Shares appropriate information with
• Assesses impact of change and encourages
cooperation in coping with change.
work projects to achieve results gauge their satisfaction.
• Maintains focus on quality to achieve
Sees projects through to completion. Monitors outcomes.
project progress and manages priorities. Commits • Adheres to documentation procedures.
to achieving quality outcomes and adheres to • Uses, and encourage others to use,
documentation procedures. Seeks feedback from
supervisor to gauge satisfaction.
• Sees projects through to completion.
• Monitors projects against plans, manages
priorities and is responsive to changes in
requirements.
46

Indicators
3.1 Nurtures internal and external • Develops and maintains positive

relationships relationships with team members.
Builds and sustains positive relationships with • Liaises with a range of stakeholders
team members, stakeholders and clients. Is including team members, other teams,
responsive to changes in client and colleagues and clients.
stakeholder needs and expectations.
• Responds to changes in client and
stakeholder needs.
• Provides courteous, prompt and professional
service to clients.
3.2 Listens
Listens to, understands and • Operates as an effective member of the
recognises
• Draws on team strength.
Actively listens to staff, colleagues, clients and • Actively listens to colleagues, clients and
stakeholders. Involves others and recognises stakeholders.
their contributions. Consults and shares • Involves others and recognises the
information and ensures others are kept informed
contributions made by other people.
of issues. Works collaboratively and operates as
an effective team member. • Consults and shares information with own
team and seeks input from others.
management of people and tasks.
gained from diversity and explores diverse views. and experiences, and explores their
Recognises the different working styles of contributions.
individuals and factors this into the management • Tries to see things from the other person’s
of people and tasks. Tries to see things from
perspective.
different perspectives. Treats people with respect
and courtesy. • Maintains an awareness of personalities,
people.
3.4 Shares learning and supports others • Makes time for people despite competing
priorities.
Identifies learning opportunities for others and • Provides guidance and offers full support
delegates tasks effectively. Agrees on clear when required.
performance standards and gives timely praise • Works with staff to identify areas for
and recognition. Makes time for people and
development, and encourages staff to
offers full support when required. Provides
engage in development opportunities.
constructive feedback. Recognises and notes
under performance where appropriate. • Actively requests coaching from supervisor
or peers.
self.
• Shares learning with others.
• Delegates tasks effectively.
• Congratulates people on achievements and
gives timely recognition for good
performance.
• Provides constructive and regular feedback.
• Agrees on performance standards with staff
and conducts regular reviews.
• Identifies and notes under performance
where appropriate.
47
4.1 Demonstrates public

public sector • Adheres to public sector values and Code of
Adopts a principled approach and adheres to • Treats people fairly and equitably and is
public sector values and Code of Conduct. Acts transparent in dealings with them.
and public policy constraints. Operates as an
effective representative of the organisation in
internal forums. personal ambitions.
frameworks.
representing the organisation in internal
forums.
4.2 Engages with risk and shows • Listens when own ideas are challenged, and
personal courage can justify own position and actions.
• Provides accurate, impartial and forthright
Provides impartial and forthright advice. Justifies advice to colleagues, stakeholders and
own position when challenged. Acknowledges clients.
mistakes and learns from them, and seeks • Checks and confirms the accuracy of
guidance and advice when required. information prior to release.
wrong.
completion of work within timeframes and
Takes personal responsibility for meeting quality requirements.
objectives and progressing work. Shows initiative • Takes the initiative to progress work when
and does what is required. Commits energy and required.
drive to see that goals are achieved. • Gets on with the job at hand and applies self
with energy and drive.
finalised.
• Recognises and understands issues
impacting on the achievement of desired
outcomes.
4.4 Promotes and adopts a positive and • Maintains effective performance levels even
balanced
balanced approach to work in challenging, uncertain or difficult
circumstances.
Persists with, and focuses on achieving objectives • Demonstrates persistence and works to
even in difficult circumstances. Remains positive achieve objectives.
• Maintains an optimistic outlook and focuses
on the positives in difficult situations.
• Maintains a positive and balanced working
environment while responding to service and
implementation schedules.
commitment to personal and understands how they impact on others
development and on job performance.
• Demonstrates commitment to self-
Seeks feedback from others. Communicates areas development and seeks opportunities to
of strength and acknowledges development extend skills and knowledge, including
needs. Reflects on own behaviour and recognises management, leadership and supervisory
the impact on others. Shows commitment to skills.
learning and self-development.
• Communicates areas of strength, and
acknowledges development needs.
48
supervisor.
performance from supervisor, peers and
subordinates, and is responsive to guidance.
• Reviews performance and identifies
strengths as well as development needs.
49

points.
Presents messages confidently in a clear, • Limits the use of jargon and abbreviations.
concise and articulate manner. Focuses on • Explains complex information using
key points and uses appropriate, language appropriate for the audience.
unambiguous language. Selects the most • Presents messages confidently, using an
appropriate medium for conveying
appropriate medium for conveying
information and structures written and oral
information.
audience subtle non-verbal cues.
Listens carefully to others and checks to ensure • Focuses on gaining a clear understanding of
their views have been understood. Checks own others’ comments by listening, asking
understanding of others’ comments and does not
clarifying questions and reflecting back.
allow misunderstandings to linger.
• Checks to ensure their own views have been
understood.
• Understands and addresses the key
concerns of the audience.
• Tailors communication style and language to
the audience’s level of knowledge, skill and
experience.
develop a clear understanding of the issues.
Approaches negotiations with a clear • Discusses issues credibly and thoughtfully
understanding of key issues. Understands the without getting personal or aggressive.
desired outcomes. Identifies relevant • Encourages relevant stakeholders in
stakeholders’ expectations and concerns.
supporting the position.
Discusses issues credibly and thoughtfully.
Encourages the support of relevant stakeholders. • Identifies other people’s expectations and
concerns.
• Commences negotiations with a clear
understanding of the desired outcomes.
50
1 2 3 4 5
Suppor
Supports str
strategic Achieves
Supports Displays
Displays per
personal
sonal Commu
ommunic
nicates with
dir
direction productive drive and int
integrity influen
influenc
uence
work
working
relation
lationship
ships
1.1 Suppor
Supports 2.1 Identifies 3.1 Nurtures 4.1 Demonstrates 5.1
shared purpose and and uses internal and public sector Communicates
dir
direction resources wisely external professionalism clearly
Understands, Reviews project relationships and probity Presents messages
supports and performance and Builds and Adopts a principled confidently in a
promotes the identifies sustains positive approach and clear, concise and
organisation’s vision, opportunities for relationships adheres to public articulate manner.
mission, and improvement. with team sector values and Focuses on key
business objectives. Makes effective members, Code of Conduct. points and uses
Identifies the use of individual stakeholders and Acts professionally appropriate,
relationship between and team clients. at all times and unambiguous
organisational goals capabilities and Proactively offers operates within the language. Selects
and operational negotiates assistance for a boundaries of the most
tasks. responsibility for mutually organisational appropriate
Communicates goals work outcomes. Is beneficial processes and legal medium for
and objectives responsive to relationship. and public policy conveying
clearly to others. changes in Anticipates and constraints. information and
Understands, requirements. is responsive to Operates as an structures written
supports and client and effective and oral
communicates the stakeholder representative of communication to
reasons for decisions needs and the organisation in ensure clarity.
and expectations. internal forums.
recommendations.
1.2 Thinks 2.2 Applies 3.2 Listens 4.2 Engages 5.2 Listens,
strategically and builds to, understands with risk and understands and
Understands the professional and recognises shows personal adapts to
work environment expertise the needs of courage audience
and initiates and Values specialist others Provides impartial Seeks to
develops team expertise and Actively listens and forthright understand the
goals, strategies and capitalises on the to staff, advice. Challenges audience and
work plans. knowledge and colleagues, issues tailors
Identifies broader skills of others clients and constructively and communication
factors, trends and within the stakeholders. can justify own style and message
influences that may organisation. Involves others position when accordingly. Listens
impact on the Contributes own and recognises challenged. carefully to others
team’s work expertise to their Acknowledges and checks to
objectives. achieve outcomes contributions. mistakes and ensure their views
Considers the for the business Consults and learns from them, have been
ramifications of unit. shares and seeks guidance understood. Checks
issues and longer information and and advice when own understanding
term impact of own ensures others required. of others’
work and work area. are kept comments and
informed of does not allow
issues. Works misunderstandings
collaboratively to linger.
and operates as
an effective team
member.
51
1.3 Harnesses 2.3 Responds 3.3 Values 4.3 Commits 5.3 Negotiates
information
information and positively to individual to action confidently
opportunities change differences and Takes personal Approaches
Gathers and Establishes clear diversity responsibility for negotiations with a
investigates plans and Recognises the meeting objectives clear
information from timeframes for positive and progressing understanding of
diverse sources and project benefits that work. Shows key issues.
explores new ideas implementation. can be gained initiative and does Understands the
and different Responds in a from diversity. what is required. desired outcomes.
viewpoints. Uses positive and Encourages the Commits energy Anticipates and
experience to flexible manner to exploration of and drive to see identifies relevant
analyse what change and diverse views that goals are stakeholders’
information is uncertainty. and harnesses achieved. expectations and
important and how it Shares information the benefits of concerns.
should be used. with others and such views. Discusses issues
Maintains an assists them to Recognises the credibly and
awareness of the adapt. different thoughtfully and
organisation and working styles presents
keeps self and of individuals, persuasive
others well informed and factors this counterarguments.
on work issues and into the Encourages the
finds out about best management of support of relevant
practice approaches. people and stakeholders.
tasks. Tries to
see things from
different
perspectives.
Treats people
with respect
and courtesy.
1.4 Shows 2.4 Takes 3.4 Shares 4.4 Promotes
judgement, responsibility for learning and and adopts a
intelligence and managing work supports others positive and
commonsense projects to Identifies balanced
Undertakes achieve results learning approach to work
objective, Sees projects opportunities for Persists with, and
systematic analysis through to others and focuses on
and draws accurate completion. delegates tasks achieving
conclusions based Monitors project effectively. objectives even in
on evidence. progress and Agrees on clear difficult
Recognises the links adjusts plans as performance circumstances.
between required. Commits standards and Remains positive
interconnected to achieving gives timely and responds to
issues. Identifies quality outcomes praise and pressure in a calm
problems and works and adheres to recognition. manner.
to resolve them. documentation Makes time for
Thinks laterally, procedures. Seeks people and offers
identifies, feedback from full support when
implements and supervisor to required.
promotes improved gauge satisfaction. Provides
work practices. constructive and
regular feedback.
Deals with
under-
performance
promptly.
52
4.5 Demonstrates
self-
self-awareness
and a
commitment to
personal
development
Self-evaluates
performance and
seeks feedback
from others.
Communicates
areas of strength
and acknowledges
development
needs. Reflects on
own behaviour and
recognises the
impact on others.
Shows commitment
to learning and
self-development.
53
Description
1.1 Suppor
Supports shared purpose and • Communicates with others regarding the
dir
direction purpose of their work.
Understands, supports and promotes the • Identifies the relationship between
organisation’s vision, mission, and business organisational goals and operational tasks
objectives. Identifies the relationship between and clarifies this for their team.
organisational goals and operational tasks. • Understands, supports and promotes the
Communicates goals and objectives clearly to organisation’s vision, mission and business
others. Understands, supports and communicates objectives.
the reasons for decisions and recommendations.
• Sets appropriate direction for the team in
line with broader objectives.
• Supports and communicates the reasons for
decisions and recommendations to others.
• Clarifies expectations regarding key
deliverables.
1.2 Thinks strategically • Demonstrates an awareness of the
Understands the work environment and initiates area.
and develops team goals, strategies and work • Thinks about the future and considers the
plans. Identifies broader factors, trends and longer term implications of own work.
influences that may impact on the team’s work
• Understands the strategic objectives of the
objectives. Considers the ramifications of issues
organisation.
and longer term impact of own work and work
area. • Identifies broader factors, trends and
influences that may impact on achievement
of work objectives.
• Initiates and develops plans, strategies and
team goals.
1.3 Harnesses information and • Sources information on best practice
opportunities approaches adopted in both the public and
private sectors.
Gathers and investigates information from • Scans the organisational environment and
diverse sources and explores new ideas and monitors the corporate priorities and the
different viewpoints. Uses experience to analyse business context of the organisation.
what information is important and how it should
• Keeps self and others well informed on work
be used. Maintains an awareness of the
organisation and keeps self and others well issues.
informed on work issues and finds out about best • Gathers and investigates information from a
practice approaches. variety of sources.
• Uses experience and judgement to analyse
what information is important.
decisions about the use and dissemination of
information.
• Explores new ideas with an open mind.
judgement, intelligence and • Researches and analyses information to
commonsense identify relationships between factors.
• Draws accurate conclusions based on
Undertakes objective, systematic analysis and evidence.
draws accurate conclusions based on evidence. • Analyses and interprets information to
Recognises the links between interconnected inform decision makers.
issues. Identifies problems and works to resolve
• Identifies issues and problems and works to
them. Thinks laterally, and identifies, implements
resolve them.
and promotes improved work practices.
• Identifies risks and uncertainties and takes
account of these in planning, decision-
making and priority setting.
• Participates actively in decision making and
incorporates outcomes of decision-making
into work plans.
• Encourages participation in decision-making.
• Thinks laterally, is innovative, and identifies,
implements and promotes improved work
practices.
potential solutions for key problems.
54
2 ACHIEVES RESULTS CFL 7
2.1 Identifies and uses resources

resources wisely • Identifies key individuals who need to be
involved.
Reviews project performance and identifies • Makes effective use of team and individual
opportunities for improvement. Makes effective capabilities and negotiates responsibilities
use of individual and team capabilities and for work outcomes.
negotiates responsibility for work outcomes. Is • Evaluates project performance, identifies
responsive to changes in requirements. need for change and initiates change when
required.
• Reschedules and reorganises work to reflect
changes in priority.
2.2 Applies and builds professional • Consults internal experts and taps into their
expertise occupation specific knowledge and
experience to improve work outcomes for
Values specialist expertise and capitalises on the the business unit.
knowledge and skills of others within the • Applies and develops capabilities to meet
organisation. Contributes own expertise to performance expectations.
achieve outcomes for the business unit. • Contributes own expertise for the benefit of
the business unit.
• Encourages others to draw upon this
knowledge.
2.3 Responds positively to change • Constructs project plans that have clear and
appropriate milestones, goals, timeframes
Establishes clear plans and timeframes for project and budgets.
implementation. Responds in a positive and • Deals positively with uncertainty and copes
flexible manner to change and uncertainty. effectively in an environment characterised
Shares information with others and assists them by change.
to adapt.
• Determines a course of action despite a lack
of clarity.
colleagues during times of change and helps
others adapt to ensure a smooth transition.
work projects to achieve results gauge their satisfaction.
• Ensures work is delivered to a high
Sees projects through to completion. Monitors standard.
project progress and adjusts plans as required. • Maintains focus on quality to achieve
Commits to achieving quality outcomes and outcomes.
adheres to documentation procedures. Seeks
• Adheres to documentation procedures.
feedback from supervisor to gauge satisfaction.
• Uses and encourages others to use
• Sees projects through to completion.
• Monitors projects against plans, manages
priorities and agrees on adjustments to
milestones as required.
55
3.1 Nurtures
Nurtures internal and external • Develops and maintains a network with
relationships others internally and externally.
• Builds and sustains relationships, liaising
Builds and sustains positive relationships with with a range of stakeholders including team
team members, stakeholders and clients. members, other teams, colleagues and
Proactively offers assistance for a mutually clients.
beneficial relationship. Anticipates and is • Offers reciprocal assistance in achieving
responsive to client and stakeholder needs and
mutually beneficial outcomes.
expectations.
• Anticipates and is responsive to changes in
client and stakeholder needs.
• Provides courteous, prompt and professional
service to clients.
• Draws on team strengths.
Actively listens to staff, colleagues, clients and • Actively listens to staff, colleagues, clients
stakeholders. Involves others and recognises their and stakeholders.
contributions. Consults and shares information • Involves others and recognises the
and ensures others are kept informed of issues.
contributions made by other people.
Works collaboratively and operates as an effective
team member. • Consults and shares information with own
team and seeks input from others.
• Consults other team members prior to
making decisions that affect them.
gained from diversity. Encourages the and experiences, explores their
exploration of diverse views and harnesses contributions and encourages the
the benefits of such views. Recognises the exploration of diverse views.
different working styles of individuals, and
• Tries to see things from the other person’s
factors this into the management of people
perspective.
and tasks. Tries to see things from different
perspectives. Treats people with respect and • Maintains an awareness of personalities,
courtesy. motivations and other diverse qualities of
people, and uses this to enhance
interactions.
3.4 Shares learning and supports others • Makes time for people despite competing
priorities.
Identifies learning opportunities for others and • Provides guidance and offers full support
delegates tasks effectively. Agrees on clear when required.
performance standards and gives timely praise • Works with staff to identify areas for
and recognition. Makes time for people and offers development.
full support when required. Provides constructive
• Encourages staff to engage in development
and regular feedback. Deals with under
opportunities.
performance promptly.
• Proactively requests coaching from
supervisor or peers.
• Identifies development opportunities for self
and shares learning with others.
• Delegates tasks effectively.
• Balances workloads amongst team members
and provides appropriate guidance to team.
performance.
• Provides constructive and regular feedback.
• Agrees on performance standards with staff
and conducts regular reviews.
• Addresses under performance promptly,
identifies causes and agrees on 56
improvement targets.
57
4 DISPLAYS PERSONAL DRIVE AND INTEGRITY CFL 7
Adopts a principled approach and adheres to • Treats people fairly and equitably and is
and public policy constraints. Operates as an
effective representative of the organisation in
internal forums. personal ambitions.
frameworks.
representing the organisation in internal
forums.
4.2 Engages with risk and shows • Listens when own ideas are challenged, and
personal courage can justify own actions.
Provides impartial and forthright advice. • Challenges issues constructively.
Challenges issues constructively and can justify • Discusses alternatives to find a way forward.
own position when challenged. Acknowledges
• Provides accurate, impartial and forthright
mistakes and learns from them, and seeks
advice to colleagues, stakeholders and
guidance and advice when required.
clients.
• Checks and confirms the accuracy of
information prior to release.
wrong.
and supervisor when uncertain
completion of work within timeframes and
Takes personal responsibility for meeting quality requirements.
objectives and progressing work. Shows initiative • Takes the initiative to progress work when
and does what is required. Commits energy and required.
drive to see that goals are achieved.
• Gets on with the job at hand and applies self
with energy and drive.
finalised.
• Recognises and understands issues
outcomes.
4.4 Promotes and adopts a positive and • Maintains effective performance levels, even
balanced
balanced approach to work in challenging, uncertain or difficult
circumstances.
Persists with, and focuses on achieving objectives • Demonstrates persistence and works to
even in difficult circumstances. Remains positive achieve objectives.
• Maintains a positive and balanced working
environment while responding to service and
implementation schedules.
commitment to personal and understands how they impact on others
development and on job performance.
Self-evaluates performance and seeks feedback development and seeks opportunities to
from others. Communicates areas of strength and extend skills and knowledge, including
acknowledges development needs. Reflects on management, leadership and supervisory
own behaviour and recognises the impact on skills.
others. Shows commitment to learning and self- 58
development. • Communicates areas of strength and
acknowledges development needs.
supervisor.
performance from supervisor, peers and
subordinates, and is responsive to guidance.
• Spends time critically analysing own
performance and identifies strengths as well
as development needs.
59

points.
and articulate manner. Focuses on key points and • Explains complex information using
uses appropriate, unambiguous language. Selects language appropriate for the audience.
the most appropriate medium for conveying • Presents messages confidently and selects
information and structures written and oral
the appropriate medium for conveying
information.
Listens carefully to others and checks to ensure
• Focuses on gaining a clear understanding of
their views have been understood. Checks own
others’ comments by listening, asking
allow misunderstandings to linger. clarifying questions and reflecting back.
• Checks to ensure their own views have been
understood.
experience.
develop a clear understanding of the issues.
Approaches negotiations with a clear • Presents persuasive counterarguments.
understanding of key issues. Understands the • Discusses issues credibly and thoughtfully
desired outcomes. Anticipates and identifies without getting personal or aggressive.
relevant stakeholders’ expectations and concerns. • Encourages relevant stakeholders in
Discusses issues credibly and thoughtfully and
supporting the position.
presents persuasive counterarguments.
Encourages the support of relevant stakeholders. • Anticipates and identifies other people’s
expectations and concerns and develops
own case accordingly.
• Commences negotiations with a clear
understanding of the desired outcomes.
60
INDIVIDUAL PROFILE CLF8
1 2 3 4 5
Shapes str
strategic Achieves
hieves results Cultivates Exemplifies Commu
ommunicnicates
thinking productive
oductive per
personal
sonal drive with influen
influenc
uence
work
wor king and int
integrity
relation
lationship
ships
1.1 Inspires a 2.1

1 Builds 3.1 Nurtures 4.1 Demon
Demonstr strates 5.1 Comm
Commu
ommunicnicates
sense of purpose organisational int
interna
ernal
nal and public sector cle
clearly
and direction capability and ext
external
ernal profession
Provides direction to responsiveness relationship
others regarding the Reviews project Builds and Adopts a principled clear, concise and
purpose and performance and sustains approach and articulate manner.
importance of their focuses on relationships with adheres to public Focuses on key
work. Illustrates the identifying a network of key sector values and points and uses
relationship between opportunities for people internally Code of Conduct. appropriate,
operational tasks and continuous and externally. Acts professionally unambiguous
organisational goals. improvement. Proactively offers and impartially at all language. Selects
Sets work tasks that Identifies key assistance for a times and operates the most
align with the talent to support mutually within the appropriate
strategic objectives performance. beneficial boundaries of medium for
and communicates Remains flexible relationship. organisational conveying
expected outcomes. and responsive to Anticipates and is processes and legal information and
changes in responsive to and public policy structures written
requirements. internal and constraints. and oral
external client Operates as an communication to
needs. effective ensure clarity.
representative of the
organisation in
public and internal
forums.
1.2 Focuses 2.2 Marshals 3.2 Facilitates 4.2 Eng
strategically professional cooperation and risk and show
shows
ows understands and
Understands the expertise partnerships per
persona
sonal
organisation’s Values specialist Involves people, Provides impartial audience
objectives and aligns expertise and encourages them and forthright Seeks to
operational activities capitalises on the and recognises advice. Challenges understand the
accordingly. expert knowledge their important issues audience and tailors
Considers the and skills of others. contribution. constructively, communication
ramifications of Contributes own Consults and stands by own style and message
issues and longer expertise to shares position when accordingly. Listens
term impact of own achieve outcomes information and challenged. carefully to others
work and work area. for the business ensures others Acknowledges and checks to
unit. are kept informed mistakes and learns ensure their views
of issues. Works from them, and have been
collaboratively seeks guidance and understood. Checks
and operates as advice when own understanding
an effective team required. of others’
member. comments and does
not allow
misunderstandings
to linger.
61
1.3 Harnesses 2.3 Steers and 3.3 VaValues 4.3 Commi
Commit
Negotiates
information and implements change indiv
indi vidua
idual action persuasively
opportunities and deals with diff
differenc
ences and Takes personal Approaches
Gathers and uncertainty diver
diversity responsibility for negotiations with a
investigates Establishes clear Recognises the meeting objectives strong grasp of the
information from a plans and positive benefits and progressing key issues, having
variety of sources, timeframes for that can be work. Shows prepared in
and explores new project gained from initiative and advance.
ideas and different implementation diversity and proactively steps in Understands the
viewpoints. Probes and outlines encourages the and does what is desired objectives
information and specific activities. exploration of required. Commits and associated
identifies any critical Responds in a diverse views. energy and drive to strengths and
gaps. Maintains an positive and Harnesses see that goals are weaknesses.
awareness of the flexible manner to understanding of achieved. Anticipates the
organisation, change and differences to position of the
monitors the context uncertainty. Shares enhance other party, and
in which the information with interactions. frames arguments
organisation others and assists Recognises the accordingly.
operates and finds them to adapt. different working Encourages the
out about best styles of support of relevant
practice approaches. individuals, and stakeholders.
tries to see things Strives to achieve
from different an outcome that
perspectives. delivers benefits for
both parties.
1.4 Shows 2.4 Ensures 3.4 Guides, 4.4 Displays
judgement, closure and delivers mentors and
and resilience
intelligence and on intended results develops people Persists and focuses
commonsense Sees projects Identifies learning on achieving
Undertakes through to opportunities for objectives even in
objective, systematic completion. others and difficult
analysis and draws Monitors project empowers them circumstances.
accurate conclusions progress and by delegating Remains positive
based on evidence. adjusts plans as tasks. Agrees on and responds to
Recognises the links required. Commits clear performance pressure in a
between to achieving quality standards and controlled manner.
interconnected outcomes and gives timely Continues to move
issues. Breaks ensures praise and forward despite
through problems documentation recognition. criticism or
and weighs up the procedures are Makes time for setbacks.
options to identify maintained. Seeks people and offers
solutions. Explores feedback from full support when
possibilities and stakeholders to required. Delivers
innovative gauge satisfaction. constructive,
alternatives. objective
feedback in a
manner that gains
acceptance and
achieves
resolution. Deals
with under
performance
promptly.
62
4.5 Demon
Demonstr
strates
selff-awarenes
sel eness and
a commitment to
personal
development
Self-evaluates
performance and
seeks feedback from
others.
Communicates and
acts on strengths
and acknowledges
development needs.
Reflects on own
behaviour and
recognises the
impact on others.
Shows strong
commitment to
learning and self-
development, and
accepts challenging
new opportunities.
63
1 SHAPES STRATEGIC THINKING CLF 8
1.1 Inspires a sense of purpose and • Communicates with others regarding the
direction purpose of their work and the relationship
between operational activities and
organisational goals.
Provides direction to others regarding the
• Translates high-level goals and outcomes
purpose and importance of their work. Illustrates
into appropriate tasks for others.
the relationship between operational tasks and
organisational goals. Sets work tasks that align • Conveys expectations regarding outcomes
with the strategic objectives and communicates and the timely achievement of objectives.
expected outcomes.
1.2 Focuses strategically • Demonstrates an awareness of the

Understands the organisation’s objectives and area.
aligns operational activities accordingly. Considers • Thinks about the future and considers the
the ramifications of issues and longer term impact longer term implications of own work.
of own work and work area. • Understands the strategic objectives of the
organisation and develops work plans
accordingly.
1.3 Harnesses information and • Identifies critical information gaps and asks
opportunities a range of questions to uncover valuable
information.
Gathers and investigates information from a • Sources information on best practice
variety of sources, and explores new ideas and approaches adopted in both the public and
different viewpoints. Probes information and private sectors.
identifies any critical gaps. Maintains an
• Scans the organisational environment.
awareness of the organisation, monitors the
context in which the organisation operates and • Monitors corporate priorities, business
finds out about best practice approaches. context and organisational culture.
• Gathers and investigates information and
alternate viewpoints from a variety of
sources through formal and informal means.
judgement, intelligence and • Analyses information systematically to
commonsense identify relationships between factors.
• Identifies problems and assesses their
Undertakes objective, systematic analysis and significance.
draws accurate conclusions based on evidence. • Takes appropriate action to resolve them.
Recognises the links between interconnected
• Checks and clarifies information and avoids
issues. Breaks through problems and weighs up
the options to identify solutions. Explores unwarranted assumptions.
possibilities and innovative alternatives. • Draws accurate conclusions and presents
logical arguments.
• Explores various possibilities and generates
innovative alternatives.
potential solutions.
• Demonstrates how recommendations solve
the key problems identified.
64
2.1 Builds organisational capability and • Identifies and utilises key individuals who
2.1
responsiveness will contribute to deliver the best results.
• Evaluates projects to understand critical
Reviews project performance and focuses on factors for success, and engages in activities
identifying opportunities for continuous to achieve continuous improvement.
improvement. Identifies key talent to support • Responds flexibly to changing demands
performance. Remains flexible and responsive to whilst maintaining sight of the end goal.
changes in requirements.
2.2 Marshals professional expertise • Consults internal and external experts.
• Taps into their occupation specific
Values specialist expertise and capitalises on the knowledge and experience to improve work
expert knowledge and skills of others. outcomes.
Contributes own expertise to achieve outcomes • Contributes own expertise for the benefit of
for the business unit. the business unit.
knowledge.
2.3 Steers and implements change and • Constructs project plans that have clear and
deals with uncertainty appropriate goals, timeframes and budgets.
• Anticipates change and builds contingencies
Establishes clear plans and timeframes for project
into plans.
implementation and outlines specific activities.
Responds in a positive and flexible manner to • Deals positively with uncertainty and copes
change and uncertainty. Shares information with effectively in an environment characterised
others and assists them to adapt. by change.
• Determines a course of action despite lack
of clarity.
• Shares appropriate information with staff
and colleagues during times of change.
• Helps others adapt to ensure a smooth
transition.
2.4 Ensures closure and delivers on • Seeks regular feedback from stakeholders to
intended results gauge their satisfaction.
• Ensures work is delivered to a high
Sees projects through to completion. Monitors standard.
project progress and adjusts plans as required. • Maintains focus on quality to achieve key
Commits to achieving quality outcomes and outcomes.
ensures documentation procedures are • Adheres to documentation procedures.
maintained. Seeks feedback from stakeholders to
• Sees tasks through to completion.
gauge satisfaction.
• Monitors projects against plans.
• Manages priorities and agrees on
adjustments to milestones as required.
65
3 CULTIVATES PRODUCTIVE WORKING RELATIONSHIPS CLF 8
3.1 Nurtures internal and external • Develops and maintains a network with
relationships others internally and externally.
Builds and sustains relationships with a network of • Liaises with a range of stakeholders
key people internally and externally. Proactively including other teams, peers and colleagues
offers assistance for a mutually beneficial across the organisation, and in other
relationship. Anticipates and is responsive to organisations.
internal and external client needs.
• Offers reciprocal assistance in achieving
mutually beneficial outcomes.
• Anticipates the needs of clients and provides
courteous, prompt and professional service
to them.
3.2 Facilitates cooperation and • Operates as an effective member of the
partnerships team.
• Works collaboratively and cooperatively.
Involves people, encourages them and recognises
their contribution. Consults and shares • Draws on team strengths.
information and ensures others are kept informed • Involves others and encourages their input.
of issues. Works collaboratively and operates as • Recognises the contributions made by other
an effective team member. people.
• Consults and shares information with own
team and upwards.
3.3 Values individual differences and • Discerns the differing and preferred working
diversity styles of individuals and factors this into the
gained from diversity and encourages the and experience, explores their contributions
exploration of diverse views. Harnesses and capitalises on the differing perspectives.
understanding of differences to enhance
interactions. Recognises the different working
styles of individuals, and tries to see things from perspective.
different perspectives. • Maintains an awareness of personalities,
interactions.
3.4 Guides, mentors and develops • Makes time for people despite competing
people priorities.
• Provides guidance and offers full support
Identifies learning opportunities for others
when required.
and empowers them by delegating tasks.
Agrees on clear performance standards and • Encourages staff to engage in development
gives timely praise and recognition. Makes opportunities.
time for people and offers full support when • Identifies knowledge gaps and works with
required. Delivers constructive, objective them to determine appropriate development
feedback in a manner that gains acceptance activities.
and achieves resolution. Deals with under
• Delegates tasks effectively, providing clear
performance promptly.
direction and articulating parameters.
performance.
• Provides clear, constructive and timely
feedback (both positive and negative) in a
manner that encourages learning and
achieves any required resolution.
• Agrees on performance standards and
conducts regular reviews.
• Addresses under performance promptly,
identifies causes and agrees on
66
4 EXEMPLIFIES PERSONAL DRIVE AND INTEGRITY CLF 8
professionalism and probity Conduct and consistently behaves in an
• Treats people fairly and equitably and is
Adopts a principled approach and adheres to
transparent in dealings with them.
public sector values and Code of Conduct. Acts
professionally and impartially at all times and • Makes decisions for the corporate good
operates within the boundaries of organisational without favouritism or bias.
processes and legal and public policy constraints. • Places the aims of the organisation above
Operates as an effective representative of the personal ambitions.
organisation in public and internal forums. • Understands and operates within legal and
public policy constraints and limitations.
representing the organisation in public and
internal forums.
4.2 Engages with • Listens when own ideas are challenged.

with risk and shows
personal courage • Stands ground and defends own views when
appropriate.
Provides impartial and forthright advice. • Challenges issues and raises objections
Challenges important issues constructively, stands constructively.
by own position when challenged. Acknowledges • Discusses alternatives to find a way forward.
mistakes and learns from them, and seeks
• Provides impartial and forthright advice.
guidance and advice when required.
• Takes responsibility for mistakes and learns
from them.
and senior managers when uncertain.
• Takes the initiative.
4.3 Commits to action • Progresses work, and engages in additional
tasks as required.
Takes personal responsibility for meeting • Gets on with the job at hand and applies self
objectives and progressing work. Shows initiative with energy and drive.
and proactively steps in and does what is
required. Commits energy and drive to see that
goals are achieved. • Recognises and seeks to resolve issues
outcomes.
• Maintains effective performance levels in
4.4 Displays resilience highly charged or high pressure situations.
• Demonstrates persistence and works hard to
Persists and focuses on achieving objectives even
achieve objectives.
in difficult circumstances. Remains positive and
responds to pressure in a controlled manner. • Maintains an optimistic outlook and focuses
Continues to move forward despite criticism or on the positives in difficult situations.
setbacks. • Stays controlled when under pressure.
• Reflects on own behaviours and work style
self-awareness and and considers how they impact on others
a commitment to personal and on job performance.
development
development and capitalises on
Self-evaluates performance and seeks feedback opportunities to extend skills and
from others. Communicates and acts on strengths
knowledge.
and acknowledges development needs. Reflects
on own behaviour and recognises the impact on • Accepts challenging new opportunities.
others. Shows strong commitment to learning and • Communicates areas of strength, and
self-development, and accepts challenging new acknowledges development needs.
opportunities. • Seeks feedback on behaviour and work
performance and is responsive to guidance.
67
5.1 Communicates clearly • Focuses on communicating key points

clearly.
and articulate manner. Focuses on key points
• Explains complex information using
and uses appropriate, unambiguous language.
language appropriate for the audience.
Selects the most appropriate medium for
conveying information and structures written and • Presents messages confidently and selects
oral communication to ensure clarity. the appropriate medium for maximum
effect.
5.2 Listens, understands and adapts • Adjusts presentation style on the basis of
to audience subtle non-verbal cues.
Seeks to understand the audience and tailors
strengths and takes into account
communication style and message accordingly.
Listens carefully to others and checks to ensure shortcomings.
their views have been understood. Checks own • Focuses on gaining a clear understanding of
understanding of others’ comments and does not others’ comments by listening, asking
allow misunderstandings to linger. clarifying questions and reflecting back.
the audiences’ level of knowledge, skill and
experience.
5.3 Negotiates persuasively • Presents persuasive counterarguments.
• Puts forward a case firmly, without getting
Approaches negotiations with a strong grasp of personal or aggressive.
the key issues, having prepared in advance. • Encourages relevant stakeholders in
Understands the desired objectives and associated supporting the position.
strengths and weaknesses. Anticipates the
• Anticipates the stance of other parties in
position of the other party, and frames arguments
accordingly. Encourages the support of relevant advance and positions own case accordingly.
stakeholders. Strives to achieve an outcome that • Commences negotiations with a clear
delivers benefits for both parties. understanding of the organisation’s
objectives and desired outcomes.
68
1 2 3 4 5
Shapes str
strategic Achieves
hieves results Cultivates Exemplifies Commu
ommunic
nicates with
thinking productive per
personal
sonal drive and influen
influenc
uence
work
working int
integrity
relation
lationship
ships
1.1 Inspires a 2.1 Builds 3.1 Nurtur

Nurtures 4.1 Demon
sense of purpose organisational interna
ernal
nal and public sector cle
clearly
and dir
direction capability and ext
external
ernal profession
Translates the responsiveness relationship
strategy into Evaluates ongoing Builds and Adopts a principled clear, concise and
operational goals and project sustains approach and articulate manner.
creates a shared performance and relationships with adheres to public Translates
sense of purpose identifies critical a network of key sector values and information for
within the business success factors. people internally Code of Conduct. others, focusing on
unit. Engages others Instigates and externally. Acts professionally key points and
in the strategic continuous Recognises shared and impartially at all using appropriate,
direction of the work improvement agendas and times and operates unambiguous
area, encourages activities. Responds works towards within the language. Selects
their contribution flexibly to changing mutually beneficial boundaries of the most
and communicates demands. Builds outcomes. organisational appropriate
expected outcomes. teams with Anticipates and is processes and legal medium for
complementary responsive to and public policy conveying
skills and allocates internal and constraints. information and
resources in a external client Operates as an structures written
manner that needs. effective and oral
delivers results. representative of the communication to
organisation in ensure clarity.
public and internal
forums.
1.2 Focuses 2.2 Marshals 3.2 Facilitates 4.2 Eng
Engages 5.2 Listens,
strategically professional
professional cooperation and with risk and show
shows
ows understands and
Understands the expertise partnerships per
persona
sonal
organisation’s Values specialist Brings people Provides impartial audience
objectives and links expertise and together and and forthright Seeks to
between the capitalises on the encourages input advice. Challenges understand the
business unit, knowledge within from key important issues audience and tailors
organisation and the the organisation as stakeholders. constructively, communication
whole-of-sector well as consulting Finds stands by own style and message
agenda. Considers externally as opportunities to position and accordingly. Listens
the ramifications of a appropriate. share information supports others carefully to others
wide range of issues, Manages contracts and ensures when required. and checks to
anticipates priorities judiciously. others are kept Acknowledges ensure their views
and develops long- Contributes own informed of mistakes and learns have been
term plans for own expertise to issues. Fosters from them, and understood.
work area. achieve outcomes teamwork and seeks guidance and Anticipates
for the business rewards advice when reactions and is
unit. cooperative and required. prepared to
collaborative respond. Checks
behaviour. own understanding
Resolves conflict of others’
using appropriate comments and does
strategies. not allow
misunderstandings
to linger.
69
1.3 Harnesses 2.3 Steers and 3.3 Values 4.3 Commits to 5.3 Negotiates
information and implements change indiv
individual action persuasively
opportunities and deals with differences and Takes personal Approaches
Gathers and uncertainty diversity responsibility for negotiations with a
investigates Establishes clear Recognises the meeting objectives strong grasp of the
information from a plans and positive benefits and progressing key issues, having
variety of sources, timeframes for that can be gained work. Shows prepared well in
and explores new project from diversity and initiative and advance.
ideas and different implementation encourages the proactively steps in Understands the
viewpoints. Probes and outlines exploration of and does what is desired objectives
information and specific activities. diverse views. required. Commits and associated
identifies any critical Responds in a Harnesses energy and drive to strengths and
gaps. Maintains an positive and understanding of see that goals are weaknesses.
awareness of the flexible manner to differences to achieved. Anticipates the
organisation, looks change and anticipate reactions position of the
for recent uncertainty. Shares and enhance other party, and
developments that information with interactions. adapts approach
may impact on own others and assists Recognises the accordingly.
business area and them to adapt. different working Encourages the
finds out about best styles of support of relevant
practice approaches. individuals, and stakeholders.
tries to see things Encourages debate
from different and identifies
perspectives. common ground to
facilitate agreement
and acceptance of
mutually beneficial
solutions.
1.4 Shows 2..4 Ensures 3.4 Guides, 4.4 Displays
judgement, closure and delivers mentors and resilience
commonsense Strives to achieve Encourages and on achieving
Undertakes and encourages motivates people objectives even in
objective, critical others to do the to engage in difficult
analysis and distils same. Monitors continuous circumstances.
the core issues. progress and learning, and Remains positive
Presents logical identifies risks that empowers them and responds to
arguments and may impact on by delegating pressure in a
draws accurate outcomes. Adjusts tasks. Agrees on controlled manner.
conclusions. plans as required. clear performance Maintains
Anticipates and Commits to standards and momentum and
seeks to minimise achieving quality gives timely sustains effort
risks. Breaks through outcomes and praise and despite criticism or
problems and weighs ensures recognition. setbacks.
up the options to documentation Makes time for
identify solutions. procedures are people and offers
Explores possibilities maintained. Seeks full support when
and creative feedback from required. Delivers
alternatives. stakeholders to constructive
gauge satisfaction. feedback in a
manner that gains
acceptance and
achieves
resolution. Deals
with under
performance
promptly.
70
4.5 Demon
Demonstr
strates
selff-awarenes
sel eness and
a commitment to
personal
development
development
Critically analyses
own performance
and seeks feedback
from others.
Communicates
strengths confidently
and acknowledges
development needs.
Acts on negative
feedback to improve
performance.
Reflects on own
behaviour and
recognises the
impact on others.
Shows strong
commitment to
learning and self-
development and
embraces
challenging new
opportunities.
71
1.1 Inspires a sense of purpose and • Encourages others to provide input and
dir
direction comment on the strategic direction of the
business unit.
Translates the strategy into operational goals and • Communicates with others regarding the
creates a shared sense of purpose within the purpose of their work and the relationship
business unit. Engages others in the strategic between work unit objectives and
direction of the work area, encourages their organisational goals.
contribution and communicates expected • Builds a shared sense of purpose and
outcomes. direction.
• Translates the vision into shorter-term goals
and objectives.
• Frames objectives in a meaningful way and
communicates expectations of their
achievement.
1.2 Focuses strategically • Considers a wide range of issues and their

implications for the business unit.
Understands the organisation’s objectives and • Thinks about the future.
links between the business unit, organisation and • Develops long-term plans and anticipates
the whole-of-sector agenda. Considers the likely priorities.
ramifications of a wide range of issues, • Understands the organisation’s direction and
anticipates priorities and develops long-term how the work of own business area fits into
plans for own work area. the organisation, wider community and
whole-of-sector agenda.
1.3 Harnesses information and opportunities • Identifies critical information gaps and asks
opportunities
a range of questions to uncover valuable
Gathers and investigates information from a information.
variety of sources, and explores new ideas and • Sources information on best practice
different viewpoints. Probes information and approaches adopted in both the public and
identifies any critical gaps. Maintains an private sectors.
awareness of the organisation, looks for recent
• Scans the internal and external environment
developments that may impact on own business
for new trends and recent developments
area and finds out about best practice
approaches. that are likely to affect own business area.
• Gathers and investigates information and
alternate viewpoints from a variety of
sources through formal and informal means.
1.4 Shows judgement, • Distils the core issues from complex

judgement, intelligence and
commonsense information and identifies relationships
between factors.
Undertakes objective, critical analysis and distils • Anticipates problems and takes steps to
the core issues. Presents logical arguments and minimise or prevent them.
draws accurate conclusions. Anticipates and seeks • Identifies and articulates potential risks.
to minimise risks. Breaks through problems and • Draws accurate conclusions and presents
weighs up the options to identify solutions. logical arguments that address key issues.
Explores possibilities and creative alternatives.
• Explores various possibilities and generates
innovative alternatives.
potential solutions.
• Demonstrates how recommendations solve
the key problems identified.
72
2.1 Builds organisational capability and • Builds effective teams with complementary
responsiveness skills.
• Allocates resources in a flexible manner
Evaluates ongoing project performance and across work area to deliver the best results
identifies critical success factors. Instigates for the organisation.
continuous improvement activities. Responds • Evaluates projects and business processes
flexibly to changing demands. Builds teams with to understand critical factors for success.
complementary skills and allocates resources in a • Engages in and encourages others to
manner that delivers results. contribute to continuous improvement.
• Responds flexibly to changing demands
whilst maintaining sight of the end goals.
2.2 Marshals professional expertise • Supplements internal knowledge with
technical expertise from external providers
Values specialist expertise and capitalises on the and other government organisations.
knowledge within the organisation as well as • Manages contracts judiciously.
consulting externally as appropriate. Manages • Consults internal and external experts.
contracts judiciously. Contributes own expertise • Taps into their occupation specific
to achieve outcomes for the business unit. knowledge and experience to improve work
outcomes.
the business unit.
knowledge.
2.3 Steers and implements change and deals
deals with • Constructs project plans that have clear and
uncertainty appropriate goals, timeframes and budgets.
• Anticipates change and builds contingencies
Establishes clear plans and timeframes for project
implementation and outlines specific activities. into plans.
Responds in a positive and flexible manner to • Deals positively with uncertainty and copes
change and uncertainty. Shares information with effectively in an environment characterised
others and assists them to adapt. by change.
• Determines a course of action despite lack
of clarity.
• Shares appropriate information with staff
and colleagues during times of change.
• Helps others adapt to ensure a smooth
transition.
2..4 Ensures closure and delivers on • Commits to targets and strives to achieve
intended results results.
• Encourages others to do the same.
Strives to achieve and encourages others to do • Identifies and addresses risks that may
the same. Monitors progress and identifies risks impede work completion.
that may impact on outcomes. Adjusts plans as
• Proactively escalates issues that have not
required. Commits to achieving quality outcomes
and ensures documentation procedures are been controlled, to ensure work remains on
maintained. Seeks feedback from stakeholders to track.
gauge satisfaction. • Seeks regular feedback from stakeholders to
gauge their satisfaction.
• Acts to ensure work is delivered to a high
standard.
• Maintains focus on quality to achieve key
outcomes.
• Adheres to documentation procedures and
sees tasks through to completion.
• Monitors projects against plans.
• Manages priorities and agrees on
adjustments to milestones as required.
73
3.1 Nurtur
Nurtures int
internal
nal and ext
external
ernal • Develops and maintains a network with
relationship
lationships others internally and externally.
• Builds and sustains long-term relationships.
Builds and sustains relationships with a network of • Liaises with a range of stakeholders
key people internally and externally. Recognises including other teams, peers and colleagues
shared agendas and works towards mutually across the organisation, and in other
beneficial outcomes. Anticipates and is responsive organisations.
to internal and external client needs.
• Recognises shared agendas and works
towards mutually beneficial outcomes.
• Anticipates the needs of clients and provides
courteous, prompt and professional service
to them.
3.2 Facilitates cooperation and partnerships • Uses appropriate strategies to resolve

conflicts and address concerns rapidly.
Brings people together and encourages input from • Fosters teamwork by working collaboratively
key stakeholders. Finds opportunities to share and cooperatively.
information and ensures others are kept informed • Encourages and rewards those behaviours in
of issues. Fosters teamwork and rewards others.
cooperative and collaborative behaviour. Resolves
• Brings people together and ensures the key
conflict using appropriate strategies.
stakeholders are involved in discussions.
• Encourages people’s input and seeks
contribution.
• Consults and promotes open discussion.
• Shares information with key stakeholders
internally and externally.
• Ensures people in own team and upwards
are kept informed of progress and issues.
3.3 Values indiv • Discerns the differing and preferred working

individua
idual diff
differenc
ences and
diver
diversity styles of individuals and factors this into the
gained from diversity and encourages the and experience.
exploration of diverse views. Harnesses • Explores their contributions and capitalises
understanding of differences to anticipate
on the differing perspectives.
reactions and enhance interactions. Recognises
the different working styles of individuals, and • Tries to see things from the other person’s
tries to see things from different perspectives. perspective.
• Anticipates their reactions and adopts
strategies to address them.
interactions.
3.4 Guides, mentors and develops people • Makes time for people despite competing
priorities.
• Provides guidance and offers full support
Encourages and motivates people to engage in
continuous learning, and empowers them by when required.
delegating tasks. Agrees on clear performance • Acts as a coach and works with people to
standards and gives timely praise and recognition. facilitate their development.
Makes time for people and offers full support • Identifies development opportunities and
when required. Delivers constructive feedback in a encourages continuous learning.
manner that gains acceptance and achieves
• Delegates tasks effectively, providing clear
resolution. Deals with under performance
direction and articulating parameters.
promptly.
performance.
• Agrees on performance standards and
conducts regular reviews.
• Addresses under performance promptly, 74
identifies causes and agrees on
75
4.1 Demon • Adheres to public sector values and Code of

Demonstr
strates public sector
profession
ionalism and probity Conduct and behaves consistently in an
Adopts a principled approach and adheres to
professionally and impartially at all times and • Makes decisions for the corporate good
operates within the boundaries of organisational without favouritism or bias.
processes and legal and public policy constraints. • Places the aims of the organisation above
Operates as an effective representative of the personal ambitions.
organisation in public and internal forums. • Understands and operates within legal and
representing the organisation in public and
internal forums.
4.2 Eng • Listens when own ideas are challenged,

Engages with risk and show
shows
ows per
persona
sonal
nal
courage stands own ground and supports others
when appropriate.
Provides impartial and forthright advice. • Challenges issues and raises objections
Challenges important issues constructively, stands constructively.
by own position and supports others when • Discusses alternatives to find a way forward.
required. Acknowledges mistakes and learns from • Provides impartial and forthright advice.
them, and seeks guidance and advice when • Takes responsibility for mistakes and learns
required.
from them.
and managers when uncertain.
4.3 Commit • Takes the initiative, progressing work, and

ommits to action
engaging in additional tasks as required.
Takes personal responsibility for meeting • Works to get results.
objectives and progressing work. Shows initiative • Shows energy and drive.
and proactively steps in and does what is • Commits to meeting objectives.
required. Commits energy and drive to see that • Recognises and seeks to resolve issues
goals are achieved. impacting on the achievement of desired
outcomes.
4.4 Displays resilience • Sustains high levels of effort and energy

following a setback.
Persists and focuses on achieving objectives • Maintains momentum and continues to
even in difficult circumstances. Remains positive move forward.
and responds to pressure in a controlled manner. • Demonstrates persistence, adapts approach
Maintains momentum and sustains effort despite when required and works hard to achieve
criticism or setbacks. objectives.
• Withstands criticism from stakeholders and
maintains composure when under pressure.
4.5 Demon
Demonstr
strates self
self-awarenes
eness and a • Reflects on own behaviours and work style
commitment to personal development and considers how they impact on others
and performance on the job.
Critically analyses own performance and seeks • Demonstrates commitment to self-
feedback from others. Communicates strengths development.
confidently and acknowledges development • Steps out of own comfort zone and
needs. Acts on negative feedback to improve embraces challenging opportunities for
performance. Reflects on own behaviour and growth.
recognises the impact on others. Shows strong • Communicates areas of strength confidently
commitment to learning and self-development and
and acknowledges development needs.
embraces challenging new opportunities.
• Seeks feedback regarding performance.
• Acts on feedback to achieve continual
improvement.
76
5.1 Communicates cle • Translates information for others and

clearly
focuses on communicating key points
Presents messages confidently in a clear, concise clearly.
and articulate manner. Translates information for • Limits the use of jargon and abbreviations.
others, focusing on key points and using • Explains complex information using
appropriate, unambiguous language. Selects the language appropriate for the audience.
most appropriate medium for conveying • Presents messages confidently and selects
information and structures written and oral the appropriate medium for maximum
communication to ensure clarity. effect.
their views have been understood. Anticipates
others’ comments by listening, asking
reactions and is prepared to respond. Checks own
allow misunderstandings to linger. • Anticipates others’ reactions and is prepared
to respond.
experience.
5.3 Negotiates persuasively • Ensures debate and seeks to develop a clear

understanding about conflicting issues.
• Puts forward a case firmly, without getting
Approaches negotiations with a strong grasp of
the key issues, having prepared well in advance. personal or aggressive.
Understands the desired objectives and associated • Encourages relevant stakeholders in
strengths and weaknesses. Anticipates the supporting the position.
position of the other party, and adapts approach • Anticipates the stance of other parties in
accordingly. Encourages the support of relevant advance and positions own case accordingly.
stakeholders. Encourages debate and identifies
• Identifies common ground.
common ground to facilitate agreement and
acceptance of mutually beneficial solutions. • Develops a convincing argument and
presents the rationale with solid supporting
evidence.
77
1 2 3 4 5
Shapes str
strategic Achieves results Cultivates Exemplifies Communicates
thinking productive personal drive with influence
working and integrity
relationships
1.1 Inspires a 2.1 Builds 3.1 Nurtures 4.1 Demonstrates 5.1 Communicates
sense of purpose and
and organisational internal and public sector clearly
direction capability and external
external professionalism and Presents messages
Develops the responsiveness relationships probity confidently in a
strategic direction for Investigates ways Builds and Adheres to and clear, concise and
the business unit and to improve sustains promotes public articulate manner.
creates shared sense effectiveness by relationships sector values and Focuses on key
of purpose by harnessing within the Code of Conduct points for the
demonstrating how technology and organisation, with and acts with audience, uses
elements of the implementing the Minister’s utmost integrity appropriate,
strategy fit together continuous office, across the and unambiguous
and contribute to improvement public sector and professionalism. language, and
higher level goals. activities. Builds with a diverse Encourages these explains the
Encourages others’ teams with range of external standards in others. implications and
input and complementary stakeholders. Operates ensures the
communicates skills and engages Looks for shared professionally and conclusion is
required actions and in succession agendas and uses within the conveyed clearly.
expected outcomes. planning. Responds these to bring boundaries of Selects the most
flexibly to changing people together. organisational appropriate
circumstances, Shows a processes and legal medium for
deploys resources commitment to and public policy conveying
astutely and client service constraints. information and
identifies optimum through own Represents the structures written
resourcing actions and those organisation and oral
combinations. of the business effectively in public communication to
Creates a flexible unit. and internal forums ensure clarity.
environment that and advocates the
enables others to corporate agenda.
meet changing
demands.
1.2 Focuses 2.2 Marshals
Marshals 3.2 Facilitates 4.2 Engages 5.2 Listens,
strategically professional cooperation and with risk and shows understands and
Understands the expertise partnerships personal courage adapts to audience
organisation’s Integrates Brings people Provides impartial Seeks to
direction and role professional together and and forthright understand the
within government expertise into the encourages input advice. Is prepared audience and tailors
and society including organisation to from key to make tough communication
the whole-of-sector improve overall stakeholders. corporate decisions style and message
agenda. Considers performance and Facilitates to achieve desired accordingly. Listens
multiple perspectives delivery of business cooperation outcomes. carefully to others
when assessing the outcomes. Manages within and Challenges and and checks to
ramifications of key contracts between encourages debate ensure their views
issues. Develops judiciously. Actively organisations. on difficult or have been
plans that address ensures relevant Promotes the controversial understood.
both current and professional input reciprocal sharing issues. Stands by Anticipates
likely future from others is of information to own position and reactions and
requirements. Seeks obtained and build knowledge. supports others prepares a
to align business unit shares own Fosters teamwork when required. response to address
activities with experience. and rewards Takes responsibility the audience’s
strategic priorities. cooperative and for mistakes and concerns. Checks
collaborative learns from them. own understanding
behaviour. Seeks guidance and of others’
Resolves conflict advice when comments and does
and manages the required. not allow
sensitivities misunderstandings
involved. to linger.
78
1.3 Harnesses 2.3 Steers and 3.3 Values 4.3 Commits 5.3 Negotiates
information and implements change individual to action persuasively
opportunities and deals with differences and Commits to Approaches
Draws on information uncertainty diversity achieving key negotiations with a
and alternative Adopts a planned Recognises the outcomes for the strong grasp of the
viewpoints and approach to the positive benefits organisation. key issues.
monitors information management of that can be Demonstrates Presents a
channels to programs. Defines gained from personal drive, focus convincing and
understand new high-level diversity and and energy. balanced rationale.
issues of importance objectives and capitalises on Galvanises others to Anticipates the
to the government. supports these for the act. Acts decisively position of the
Monitors change in translation into benefit of the and initiates urgent other party and is
the environment. implementation business unit. action to overcome aware of the extent
Seizes opportunities strategies. Harnesses difficult problems. of potential for
and adjusts approach Operates understanding of compromise.
to respond to effectively in an differences to Acknowledges and
threats. Addresses environment of anticipate addresses
any critical ongoing change reactions and disagreements to
information gaps. and uncertainty enhance facilitate mutually
Uses knowledge of and maintains interactions. beneficial solutions.
the organisation to flexibility. Actively Recognises the Engages the
provide a context for ensures different working support of credible
others. stakeholders are styles of others. Focuses on
kept informed individuals, and the desired
during times of tries to see things objectives and
change. from different ensures
perspectives. negotiations remain
on track.
1.4 Shows 2.4 Ensures 3.4 Guides,
Guides, 4.4 Displays
commonsense Drives a culture of Encourages and on achieving
Applies intellect and achievement. motivates people organisational
knowledge to weigh Ensures ideas and to engage in objectives even in
up complex intended actions continuous difficult
information and become reality and learning, and circumstances.
identify critical that planned empowers them Monitors own
factors and issues. projects result in by delegating emotional reactions
Works effectively expected outputs. responsibility for and responds to
when all of the Strives for quality, work. Sets clear pressure in a
information is not and ensures performance controlled manner.
available. Explores compliance with standards and Displays a positive
the options in full regulatory gives timely outlook and
and makes sound requirements. Puts praise and maintains
decisions under systems in place to recognition. momentum in
pressure. Considers establish and Makes time for difficult situations.
opportunities and measure people and offers
anticipates risk. accountabilities. full support when
Applies lateral Manages risks that required. Delivers
thinking and may impede on constructive
identifies innovative project outcomes feedback and
solutions. and ensures key manages under
stakeholders are performance.
across all relevant Offers support in
issues. times of high
pressure and
engages in
activities to
maintain morale.
79
4.5 Demonstrates
self-
self-awareness and
a commitment
commitment to
personal
development
Examines own
performance and
seeks regular
feedback from
others. Promotes
areas of strength
confidently,
acknowledges
development needs
and proactively
identifies related
learning
opportunities to
extend skills and
experience. Reflects
on own behaviour
and recognises the
impact on others.
80
1.1 Inspires a sense of purpose and • Engages others in the organisation’s vision
direction and encourages comment.
• Articulates the need for action.
Develops the strategic direction for the business • Establishes the strategic goals for the
unit and creates shared sense of purpose by business unit.
demonstrating how elements of the strategy fit • Communicates links between government
together and contribute to higher level goals.
policy, organisational goals and the work of
Encourages others’ input and communicates
the unit.
required actions and expected outcomes.
• Builds a shared sense of purpose and
direction by demonstrating how elements of
the strategy fit together.
• Promotes the vision and strategy by
communicating expectations and describing
likely outcomes and benefits.
1.2 Focuses strategically • Focuses on the future and pursues strategic
alignment of actions within the business
Understands the organisation’s direction and role unit.
within government and society including the • Considers multiple perspectives when
whole-of-sector agenda. Considers multiple contemplating the impact key issues may
perspectives when assessing the ramifications of
have on the business unit.
key issues. Develops plans that address both
current and likely future requirements. Seeks to • Thinks about the future and develops plans
align business unit activities with strategic that balance potential future needs with
priorities. immediate requirements.
• Understands the organisation’s direction and
how the work of own business area fits into
the organisation, wider community and
whole-of-sector agenda.
1.3 Harnesses information and • Understands the cultural, social, historical
opportunities and political factors affecting the
organisation.
Draws on information and alternative viewpoints • Uses this information to provide a context
and monitors information channels to understand for other people.
new issues of importance to the government. • Identifies critical information gaps, and
Monitors change in the environment. Seizes ensures required information is obtained.
opportunities and adjusts approach to respond to
• Investigates and applies contemporary best
threats. Addresses any critical information gaps.
Uses knowledge of the organisation to provide a practice approaches from both public and
context for others. private organisations, nationally and
internationally.
• Scans the internal and external
environments and uses resulting information
to adjust approach, identify threats and
seize emerging opportunities for the
organisation.
• Draws on information and alternative
viewpoints from a variety of sources.
• Monitors information channels such as the
media, the internet and Hansard to
understand new issues of importance to the
government.
judgement, intelligence and • Identifies relationships between issues
commonsense rapidly, synthesises complex information
and discerns the key implications for the
Applies intellect and knowledge to weigh up organisation in the context of government
complex information and identify critical factors priorities.
and issues. Works effectively when all of the • Anticipates problems and takes steps to
information is not available. Explores the options
in full and makes sound decisions under pressure. minimise or prevent them.
Considers opportunities and anticipates risk. • Identifies and manages risk.
Applies lateral thinking and identifies innovative • Makes clear, well-reasoned and timely
solutions. decisions.
• Balances intuition and intellect to form
81
effective judgements.
• Applies lateral and creative thinking to
generate ideas and solutions.
• Works effectively in situations of ambiguity
and with issues that cannot be resolved
immediately.
82
2.1 Builds organisational capability and • Creates a flexible environment within the
responsiveness business unit that enables people to move
between projects to meet changing
Investigates ways to improve effectiveness by demands.
harnessing technology and implementing • Builds effective teams with complementary
continuous improvement activities. Builds teams skills.
with complementary skills and engages in
• Attracts and recruits talent and engages in
succession planning. Responds flexibly to
succession planning.
changing circumstances, deploys resources
astutely and identifies optimum resourcing • Deploys resources astutely.
combinations. Creates a flexible environment that • Considers resource requirements, resource
enables others to meet changing demands. gaps and the capability of individuals to
ensure the best result.
• Challenges the status quo by looking for
ways to improve effectiveness.
• Harnesses the potential of technology and
implements continuous improvement
activities.
• Responds flexibly and manages resources to
meet changing demands in the
environment.
2.2 Marshals professional expertise • Strikes a balance between using external
expertise and internal knowledge and
Integrates professional expertise into the experience.
organisation to improve overall performance and • Supplements internal knowledge with
delivery of business outcomes. Manages contracts technical expertise from external providers
judiciously. Actively ensures relevant professional and other government organisations.
input from others is obtained and shares own • Manages contracts judiciously.
experience. • Consults internal experts.
• Taps into their occupation-specific
knowledge and experience to improve
organisational outcomes.
the organisation.
knowledge.
2.3 Steers and implements change and • Adopts a planned approach to the
deals with uncertainty management of programs.
• Develops high level plans that define
Adopts a planned approach to the management of required outcomes.
programs. Defines high-level objectives and • Operates effectively in an environment of
supports translation into implementation ongoing change.
strategies. Operates effectively in an environment
• Maintains a flexible approach to achieve
of ongoing change and uncertainty and maintains
organisational objectives.
flexibility. Actively ensures stakeholders are kept
informed during times of change. • Shares appropriate information with
stakeholders during times of change.
• Anticipates likely objections and addresses
them in a timely manner.
2.4 Ensures closure and delivers on • Commits to targets, strives to achieve
intended results results and encourages others to do the
same.
Drives a culture of achievement. Ensures ideas • Identifies and addresses risks that may
and intended actions become reality and that impede project completion.
planned projects result in expected outputs. • Proactively escalates issues that have not
Strives for quality, and ensures compliance with been controlled to ensure work remains on
regulatory requirements. Puts systems in place to
track.
establish and measure accountabilities. Manages
risks that may impede on project outcomes and • Reports achievements to key stakeholders,
ensures key stakeholders are across all relevant engages them in program outcomes and
issues. seeks feedback.
• Acts to ensure work is delivered to a high
standard.
• Strives for high-quality outputs throughout
the business unit and accepts accountability
83
for achieving agreed outcomes.
• Establishes systems to monitor progress
against objectives and ensures projects
comply with regulatory requirements.
84
Description
3.1 Nurtures internal and external • Invests time to sustain and broaden
relationships networks.
• Follows up and maintains regular contact.
Builds and sustains relationships within the • Builds a diverse range of relationships with
organisation, with the Minister’s office, across the key people in other organisations, such as
public sector and with a diverse range of external the Minister’s office, the private sector,
stakeholders. Looks for shared agendas and uses industry groups and other relevant
these to bring people together. Shows a
stakeholder groups.
commitment to client service through own actions
and those of the business unit. • Finds shared agendas and uses these to
bring people together to develop mutually
beneficial outcomes.
• Takes steps to ensure the provision of
prompt, efficient and responsive client
service both personally and through the
activities of the business unit.
3.2 Facilitates cooperation and • Facilitates cooperation between
partnerships organisations by sharing information.
• Maintains a cross-government focus.
Brings people together and encourages input from • Resolves conflict using appropriate
key stakeholders. Facilitates cooperation within strategies.
and between organisations. Promotes the • Finds solutions that manage the sensitivities
reciprocal sharing of information to build
involved.
knowledge. Fosters teamwork and rewards
cooperative and collaborative behaviour. Resolves • Fosters teamwork by working collaboratively
conflict and manages the sensitivities involved. and cooperatively.
• Encourages and rewards those behaviours in
others.
• Brings people together and ensures the key
stakeholders are involved in discussions.
• Seeks input and facilitates joint ownership.
• Consults and promotes open discussion.
• Shares information with key stakeholders
• Facilitates reciprocal sharing of information
to build knowledge.
diversity styles of individuals and uses this
information to enhance the operation of the
Recognises the positive benefits that can be business unit.
gained from diversity and capitalises on these for • Recognises that others have different views
the benefit of the business unit. Harnesses and experience.
• Encourages input, listens and takes action to
reactions and enhance interactions. Recognises
harness the varied input for the benefit of
the different working styles of individuals, and
the business unit.
tries to see things from different perspectives.
perspective, anticipates their reactions and
adopts strategies to address them.
interactions.
3.4 Guides, mentors and develops people • Engages in activities to maintain optimism
and enthusiasm.
Encourages and motivates people to engage in • Implements formal and informal team-
continuous learning, and empowers them by building activities.
delegating responsibility for work. Sets clear • Assists people in managing their time and
performance standards and gives timely praise emotional responses when under high levels
and recognition. Makes time for people and offers of pressure.
full support when required. Delivers constructive
• Makes time for people despite competing
feedback and manages under performance. Offers
support in times of high pressure and engages in priorities, particularly when people are
activities to maintain morale. challenged or during difficult times.
• Acts as a coach and works with people to
facilitate continuous learning.
85
• Sets stretching development tasks linked to
individual performance and potential.
• Delegates responsibility for work to others
with broad parameters.
• Motivates others to take ownership.
performance.
• Sets performance standards and conducts
regular reviews.
• Identifies under performance and addresses
it constructively.
86

Indicators
4.1 Demonstrates public sector • Leads by example and maintains high

professionalism and probity standards of professionalism and
impartiality.
Adheres to and promotes public sector values and • Expects and encourages team and
Code of Conduct and acts with utmost integrity colleagues to apply the same high
and professionalism. Encourages these standards standards.
in others. Operates professionally and within the • Adheres to public sector values and Code of
boundaries of organisational processes and legal
Conduct and behaves consistently in an
and public policy constraints. Represents the
organisation effectively in public and internal
forums and advocates the corporate agenda. • Treats people fairly and equitably and is
personal ambitions.
• Understands and operates within legal and
• Represents the organisation professionally in
public forums.
• Supports and promotes the organisation’s
agenda appropriately.
• Presents a united leadership voice and
supports other leaders.
4.2 Engages with risk and shows • Makes tough corporate decisions that are in
personal courage the best interests of the government even
when these may not be popular.
Provides impartial and forthright advice. Is • Encourages and contributes to debate on
prepared to make tough corporate decisions to own ideas and the ideas of others.
achieve desired outcomes. Challenges and • Stands own ground and supports others
encourages debate on difficult or controversial when appropriate.
issues. Stands by own position and supports
• Confronts difficult or controversial issues
others when required. Takes responsibility for
mistakes and learns from them. Seeks guidance directly.
and advice when required. • Shows willingness to make unpopular stands
and voice own position clearly.
• Provides forthright and impartial advice in a
constructive manner that facilitates the
achievement of government outcomes.
• Takes ownership for decisions and accepts
responsibility when things go wrong.
• Learns from mistakes.
• Seeks advice and guidance.
• Admits to not always knowing the answer to
a question.
4.3 Commits to action
action • Takes the initiative and acts decisively to
move things forward.
Commits to achieving key outcomes for the • Shows drive, energy and initiative.
organisation. Demonstrates personal drive, focus • Gets involved and galvanises others to act
and energy. Galvanises others to act. Acts to deliver key results for the organisation.
decisively and initiates urgent action to overcome • Initiates urgent action and is responsive
difficult problems.
when there are issues impacting on the
achievement of outcomes.
4.4 Displays
Displays resilience • Sustains high levels of effort and energy
following a setback.
Persists and focuses on achieving organisational • Maintains momentum and continues to
objectives even in difficult circumstances. move forward.
Monitors own emotional reactions and responds to • Demonstrates tenacity and persists with
pressure in a controlled manner. Displays a initiatives that are of benefit to the
positive outlook and maintains momentum in organisation and/or government.
difficult situations.
• Monitors own emotional reactions, remains
calm and maintains focus when faced with 87
criticism or pressure.
self-awareness and a • Examines own behaviour and the impact on
commitment to personal others regularly.
development • Identifies learning opportunities.
Examines own performance and seeks regular development, proactively identifies
feedback from others. Promotes areas of strength development opportunities and seeks to
confidently, acknowledges development needs extend skills and experience.
and proactively identifies related learning
• Promotes areas of strength confidently and
opportunities to extend skills and experience.
Reflects on own behaviour and recognises the acknowledges development needs.
impact on others. • Seeks regular feedback on performance.
• Translates negative feedback into actions for
improvement.
• Examines own behaviour with reference to
performance.
• Identifies areas of strength and limitation.
88
5.1 Communicates clearly • Presents key information effectively,

outlines the implications and ensures key
Presents messages confidently in a clear, concise conclusions are conveyed.
and articulate manner. Focuses on key points for • Limits the use of jargon and abbreviations.
the audience, uses appropriate, unambiguous • Explains complex information using
language, and explains the implications and language appropriate for the audience.
ensures the conclusion is conveyed clearly.
• Presents messages confidently and selects
Selects the most appropriate medium for
conveying information and structures written and the appropriate medium for maximum
oral communication to ensure clarity. effect.
their views have been understood. Anticipates others’ comments by listening, asking
reactions and prepares a response to address the
audience’s concerns. Checks own understanding
of others’ comments and does not allow • Anticipates the audience’s response and is
misunderstandings to linger. prepared to address their concerns and
objections.
according to the audience’s level of
knowledge, skill and experience.
5.3 Negotiates persuasively • Ensures negotiations remain focused on the
important issues.
Approaches negotiations with a strong grasp of • Acknowledges differences of opinion and
the key issues. Presents a convincing and addresses disagreements objectively.
balanced rationale. Anticipates the position of the • Offers a convincing rationale and makes a
other party and is aware of the extent of potential strong case, without getting personal or
for compromise. Acknowledges and addresses aggressive.
disagreements to facilitate mutually beneficial
• Engages credible others in supporting the
solutions. Engages the support of credible others.
Focuses on the desired objectives and ensures position.
negotiations remain on track. • Anticipates other people’s likely expectations
and concerns.
• Determines the extent of potential
compromise for all parties.
• Positions case in a balanced manner,
avoiding overselling by acknowledging risks
and potential disadvantages.
89
1 2 3 4 5
Shapes str
relationships
sense of purpose and organisational
organisational internal and public sector clearly
direction capability and external professionalism and Presents messages
Champions the responsiveness relationships
relationships probity confidently in a
organisation’s vision Focuses on Builds and Adheres to and clear, concise and
and goals and activities that sustains promotes public articulate manner.
promotes a shared support relationships sector values and Focuses on key
commitment to the organisational within the Code of Conduct points for the
strategic direction. sustainability. organisation, and aligns business audience and states
Helps create Nurtures talent and with the processes the facts.
organisational engages in Minister’s office, accordingly. Structures
succession across the public Addresses
strategies that are messages for
sector and with a breaches of
aligned with planning. brevity and
diverse range of protocol and
government Facilitates presents with
external probity. Operates
objectives and likely information precision and
stakeholders. professionally and
future requirements. accessibility and confidence,
Encourages within the
Encourages others’ sharing. Looks for harnessing the
stakeholders to boundaries of
input and ways to improve work together, most appropriate
organisational methods of
communicates effectiveness by and establishes processes and legal communication.
expected outcomes harnessing cross-agency and public policy Creates meaning
from organisational technology and approaches to constraints.
strategies. implementing address issues. for the audience by
Represents the
continuous Shows a using analogies and
organisation
improvement commitment to stories to illustrate
effectively in public
activities. Monitors client service key points.
and internal
and manages through own
forums, and
resourcing actions and
advocates the
those of the
pressures for corporate agenda.
organisation.
optimum
outcomes. Creates
a flexible
environment that
enables others to
meet changing
demands.
90
1.2 Focuses 2.2 Marshals 3.2 Facilitates 4.2 Engages 5.2 Listens,
organisation’s role Integrates Consults broadly Provides impartial Seeks to
within society and professional to obtain buy-in. and forthright understand the
considers multiple expertise into the Draws on the advice. Is prepared audience and
perspectives when organisation to knowledge of to make tough adapts
assessing the improve overall key stakeholders corporate decisions communication
ramifications of key performance and within and to achieve desired style and message
issues on the delivery of outside the outcomes. Voices to meet their
organisation and organisational own opinion clearly needs. Listens
organisation and
community. Provides outcomes. and challenges carefully to others
facilitates
Manages contracts difficult or and ensures their
advice to cooperation by
judiciously. controversial views have been
government that sharing
Actively ensures issues. Stands by understood.
reflects analysis of a information.
relevant own position and Anticipates
broad range of Promotes
professional input supports others reactions and
issues and the information
is obtained from when required. prepares a
whole-of-sector exchange by response to
others, and shares Takes
agenda. Considers maintaining open address the
own experience. responsibility for
emerging trends, communication audience’s
mistakes and
identifies long-term channels. concerns. Checks
learns from them.
opportunities and Personally own understanding
Seeks guidance
aligns organisational manifests strong of others’
and advice when
operations with interpersonal comments and
required.
strategic priorities. relations and does not allow
rewards misunderstandings
cooperative and to linger.
collaborative
behaviour.
Anticipates and
resolves conflict.
91
Negotiates
opportunities and deals with
with differences and Commits to Approaches
Draws on uncertainty diversity achieving key negotiations with a
information and Oversees the Capitalises on outcomes for the strong grasp of the
alternative implementation of the positive organisation and key issues.
viewpoints and multiple change benefits that can uses personal Presents a
monitors information initiatives with a be gained from drive, focus and
convincing and
channels to focus on the diversity and energy to enthuse
balanced rationale.
understand new desired outcomes. harnesses others. Galvanises
issues of importance others to act. Acts Focuses on the
Defines high-level different way in which the
to the government. decisively and
objectives and viewpoints. Uses message is
Monitors change in initiates urgent
ensures translation understanding of
the environment. action to overcome delivered, and uses
into practical differences to difficult problems.
Positions the techniques to
organisation to seize implementation anticipate
illustrate the
opportunities and strategies. reactions and
argument
minimise threats. Operates enhance the
persuasively.
Addresses any effectively in an operation of the
Anticipates the
critical information environment of organisation.
position of the
gaps. Uses ongoing change Recognises the
and uncertainty different working other party, and is
knowledge of the
organisation to tailor and maintains styles of aware of the extent
approaches to flexibility. Actively individuals, of potential for
different issues. ensures anticipates compromise.
stakeholders are reactions and Acknowledges and
kept informed tries to see addresses
during times of things from disagreements to
change. different facilitate mutually
perspectives. beneficial
solutions. Identifies
key stakeholders
and engages their
support. Focuses
on the desired
objectives and
ensures
negotiations
remain on track.
92
judgement, closure and mentors and resilience
intelligence and delivers on develops people Persists and
commonsense intended results Identifies and focuses on
Applies intellect and Drives a culture of develops talent. achieving
knowledge to weigh achievement, and Encourages and organisational
up information and fosters a quality motivates people objectives even in
identify critical focus in the to engage in difficult
factors and issues. organisation. continuous circumstances.
learning, and Monitors own
Demonstrates Ensures ideas and
emotional reactions
effective judgement intended actions empowers them
and responds to
to weigh up options become reality and by delegating
pressure in a
and develop realistic that planned responsibility for
controlled manner.
solutions. projects result in work. Sets clear
Overcomes
Anticipates risks, expected outputs. performance obstacles and
addresses them Enables the standards and recovers rapidly
rapidly and helps achievement of gives timely from setbacks.
others to recognise outcomes by praise and Displays a positive
them. Capitalises on identifying and recognition. outlook in difficult
Makes time for situations.
innovative removing potential
people and offers
alternatives to barriers to
full support when
resolve complex success. Keeps
required.
problems. stakeholders
Delivers
informed of
constructive
progress and any
feedback and
issues that arise.
manages under
performance.
Offers support in
times of high
pressure.
Celebrates
success and
engages in
activities to
maintain morale.
4.5 Demonstrates
self-
self-awareness and
a commitment to
personal
development
Demonstrates a
high level of self-
awareness and
acknowledges
areas of both
strength and
limitation.
Promotes areas of
strength
confidently, and
proactively
identifies learning
opportunities to
extend skills and
experience.
Reflects on the
impact of own
behaviour on
others and is
responsive in
adjusting
behaviour.
93
1.1 Inspires a sense of purpose and • Champions the vision and communicates the
direction way forward.
• Encourages others’ input to strategic plans.
Champions the organisation’s vision and goals • Contributes to the development of
and promotes a shared commitment to the organisational strategies that are linked with
strategic direction. Helps create organisational government objectives and are focused on
strategies that are aligned with government the future.
objectives and likely future requirements.
• Shares this vision with others.
Encourages others’ input and communicates
• Builds a shared sense of purpose and
expected outcomes from organisational
direction by explaining the vision, why it has
strategies.
been developed and how elements of the
strategy fit together.
• Steers the vision through the organisation.
• Communicates the parameters and
expectations surrounding the strategy.
1.2 Focuses strategically • Positions advice to government in a broad
context, with reference to stakeholder
Understands the organisation’s role within society interests and the whole-of-sector agenda.
and considers multiple perspectives when • Focuses on the future and aligns business
assessing the ramifications of key issues on the operations with corporate strategies and
organisation and community. Provides advice to priorities.
government that reflects analysis of a broad range • Considers multiple perspectives when
of issues and the whole-of-sector agenda.
contemplating the impact key issues may
Considers emerging trends, identifies long-term
have on the organisation and wider
opportunities and aligns organisational operations
with strategic priorities. community.
• Thinks conceptually about long-term
opportunities and contemplates a wide
range of strategic options in conjunction
with emerging trends.
• Conceptualises the role of the organisation
in society and considers community
expectations.
1.3 Harnesses information and • Understands the cultural, social, historical
organisation.
Draws on information and alternative viewpoints • Uses this knowledge to tailor different
and monitors information channels to understand approaches to issues.
new issues of importance to the government. • Identifies critical information gaps and
Monitors change in the environment. Positions the ensures required information is obtained.
organisation to seize opportunities and minimise
• Investigates and applies contemporary best
Uses knowledge of the organisation to tailor practice approaches in both public and
approaches to different issues. private organisations, nationally and
internationally.
• Recognises and is sensitive to changes in
the internal and external environments.
• Uses resulting information to position the
organisation to capitalise on emerging
opportunities and minimise threats.
government.
Applies intellect and knowledge to weigh up organisation in the context of government
information and identify critical factors and issues. priorities.
Demonstrates effective judgement to weigh up • Anticipates problems and addresses them
options and develop realistic solutions. Anticipates 94
risks, addresses them rapidly and helps others to rapidly
recognise them. Capitalises on innovative • Develops strategies and thinks through
alternatives to resolve complex problems. contingencies to manage risk.
• Weighs up options and applies sound
judgement to develop realistic solutions for
the organisation.
• Generates and capitalises on innovative
solutions to resolve complex problems
effectively.
immediately.
95
2.1 Builds
Builds organisational capability and • Creates a flexible organisational
responsiveness environment that enables people to move
between projects to meet changing
Focuses on activities that support organisational demands.
sustainability. Nurtures talent and engages in • Attracts and recruits talent.
succession planning. Facilitates information • Engages in succession planning to nurture
accessibility and sharing. Looks for ways to talent and contribute to organisational
improve effectiveness by harnessing technology sustainability.
and implementing continuous improvement
• Monitors resourcing pressures and
activities. Monitors and manages resourcing
implements strategies to ensure the best
pressures for optimum outcomes. Creates a
results are obtained for the organisation.
flexible environment that enables others to meet
• Challenges the status quo by looking for
changing demands.
ways to improve effectiveness, harnesses
the potential of technology and implements
continuous improvement activities.
• Facilitates information accessibility and
sharing to create knowledge management
strategies.
2.2 Marshals professional expertise • Strikes a balance between using external
delivery of organisational outcomes. Manages technical expertise from external providers
contracts judiciously. Actively ensures relevant and other government organisations.
professional input is obtained from others, and • Manages contracts judiciously.
shares own experience.
• Consults internal experts.
the organisation.
knowledge.
2.3 Steers and implements change and • Drives multiple change initiatives, oversees
deals with uncertainty implementation and ensures focus on end
goals is maintained.
Oversees the implementation of multiple change • Adopts a planned approach to the
initiatives with a focus on the desired outcomes. management of programs.
Defines high-level objectives and ensures • Develops organisational plans that define
translation into practical implementation required outcomes.
strategies. Operates effectively in an environment
• Operates effectively in an environment of
of ongoing change and uncertainty and maintains
flexibility. Actively ensures stakeholders are kept ongoing change.
informed during times of change. • Maintains a flexible approach to achieve
• Anticipates likely objections and addresses
them in a timely manner.
intended results results and encourages others to do the
same.
Drives a culture of achievement, and fosters a • Identifies and seeks to remove barriers to
quality focus in the organisation. Ensures ideas achieving desired organisational outcomes.
and intended actions become reality and that • Adopts a ‘no surprises’ policy and ensures
planned projects result in expected outputs. key stakeholders are kept appropriately
Enables the achievement of outcomes by
informed of progress.
identifying and removing potential barriers to
success. Keeps stakeholders informed of progress • Fosters a quality focus across the
and any issues that arise. organisation and accepts accountability for
achieving agreed outcomes.
• Reviews the progress of key programs and
stays focused on achieving outcomes.
96
Description
3.1 Nurtures internal and external • Proactively builds cross-agency

relationships relationships.
• Establishes cross-agency approaches to
Builds and sustains relationships within the address issues.
organisation, with the Minister’s office, across the • Invests time to sustain and broaden
public sector and with a diverse range of external networks.
stakeholders. Encourages stakeholders to work
• Engages the support and allegiance of
together, and establishes cross-agency
informal networks in formal situations.
approaches to address issues. Shows a
commitment to client service through own actions • Builds and sustains a diverse range of
and those of the organisation. relationships with key people in other
organisations such as the Minister’s office,
the private sector, industry groups and
other relevant stakeholder groups.
• Encourages key stakeholders to work
together.
• Recognises and capitalises on opportunities
for mutual benefit.
activities of the organisation.
3.2 Facilitates cooperation and • Facilitates cooperation between
partnerships organisations by sharing information.
• Maintains a cross-government focus.
Consults broadly to obtain buy-in. Draws on the • Anticipates conflict and uses appropriate
knowledge of key stakeholders within and outside strategies to resolve conflict when it arises.
the organisation and facilitates cooperation by • Models effective team-working behaviours.
sharing information. Promotes information
• Works collaboratively and cooperatively and
exchange by maintaining open communication
channels. Personally manifests strong rewards those behaviours in others.
interpersonal relations and rewards cooperative • Draws on the knowledge of key stakeholders
and collaborative behaviour. Anticipates and within and outside the organisation.
resolves conflict. • Seeks input from the deputy CE and/or CE
on contentious issues.
• Consults broadly to obtain buy-in.
• Shares information and facilitates the
exchange of information by maintaining
open communication channels.
diversity styles of individuals and uses this
information to enhance the operation of the
Capitalises on the positive benefits that can be organisation.
gained from diversity and harnesses different • Capitalises on the diversity present in the
viewpoints. Uses understanding of differences to organisation.
anticipate reactions and enhance the operation of • Harnesses different viewpoints.
the organisation. Recognises the different working
• Anticipates when different stakeholders may
styles of individuals, anticipates reactions and
tries to see things from different perspectives. clash due to differing views, cultural
perspectives or drivers.
• Adopts strategies to address these.
interactions.
3.4 Guides, mentors and develops people • Engages in activities to maintain optimism
and enthusiasm.
Identifies and develops talent. Encourages and • Implements formal and informal team-
motivates people to engage in continuous building activities.
learning, and empowers them by delegating • Assists people in managing their time and
responsibility for work. Sets clear performance emotional responses when under high levels
standards and gives timely praise and recognition. of pressure.
Makes time for people and offers full support
• Makes time for people despite competing
when required. Delivers constructive feedback and
manages under performance. Offers support in priorities, particularly when people are
times of high pressure. Celebrates success and challenged or during difficult times.
97
engages in activities to maintain morale. • Identifies and nurtures talent.
• Provides talented people with access to
targeted and stretching development
opportunities.
• Delegates responsibility for work
appropriately and provides people with
opportunities to take ownership.
• Provides people with the opportunity to build
their capability.
• Celebrates success and acknowledges and
rewards achievements.
regular reviews.
it constructively.
98
4.1 Demonstrates
Demonstrates public sector • Aligns business processes with public sector
professionalism and probity values.
• Leads by example and maintains high
Adheres to and promotes public sector values and standards of professionalism and
Code of Conduct and aligns business processes impartiality.
accordingly. Addresses breaches of protocol and • Expects and encourages team and
probity. Operates professionally and within the colleagues to apply the same high
standards.
organisation effectively in public and internal • Adheres to public sector values and Code of
forums, and advocates the corporate agenda. Conduct and behaves consistently in an
• Addresses breaches of protocol and probity
in an appropriate manner.
personal ambitions.
• Represents the organisation in public
forums.
4.2 Engages with risk and shows • Makes tough corporate decisions that are in
personal courage the best interests of the government even
when these may not be popular.
Provides impartial and forthright advice. Is • Encourages and contributes to debate on
prepared to make tough corporate decisions to own ideas and the ideas of others.
achieve desired outcomes. Voices own opinion • Stands own ground and supports others
clearly and challenges difficult or controversial when appropriate.
issues. Stands by own position and supports
• Confronts difficult or controversial issues
others when required. Takes responsibility for
mistakes and learns from them. Seeks guidance directly with others.
and advice when required. • Shows willingness to make unpopular stands
and voice own position clearly.
a question.
4.3 Commits to action • Takes the initiative and acts decisively to
move things forward.
Commits to achieving key outcomes for the • Shows drive, energy and initiative.
organisation and uses personal drive, focus and • Gets involved and galvanises others to act
energy to enthuse others. Galvanises others to to deliver key results for the organisation.
act. Acts decisively and initiates urgent action to • Initiates urgent action and is responsive
overcome difficult problems.
when there are significant issues to address.
4.4 Displays resilience • Recovers rapidly from setbacks and
maintains momentum.
Persists and focuses on achieving organisational • Sustains high levels of effort towards the
objectives even in difficult circumstances. achievement of outcomes.
Monitors own emotional reactions and responds • Demonstrates tenacity and persists with
to pressure in a controlled manner. Overcomes
initiatives that are of benefit to the
obstacles and recovers rapidly from setbacks.
organisation and government.
Displays a positive outlook in difficult situations.
• Maintains an optimistic outlook and focuses 99
calm and maintains focus when faced with
self-awareness and a • Reflects regularly on the impact of own
commitment to personal behaviour on others to identify opportunities
development to increase effectiveness.
• Adjusts behaviour accordingly.
Demonstrates a high level of self-awareness and • Focuses on own development.
acknowledges areas of both strength and • Identifies new challenges to extend
limitation. Promotes areas of strength confidently,
experience.
and proactively identifies learning opportunities to
extend skills and experience. Reflects on the • Promotes confidently areas of strength and
impact of own behaviour on others and is knowledge within limits of own expertise.
responsive in adjusting behaviour. • Seeks regular feedback on performance.
improvement.
• Examines own behaviour and performance.
• Identifies strengths and development needs.
100
5.1 Communicates clearly • Engages the audience, using anecdotes and

analogies to illustrate key points and bring
Presents messages confidently in a clear, concise messages to life.
and articulate manner. Focuses on key points for • Presents key information effectively,
the audience and states the facts. Structures outlines the implications and ensures key
messages for brevity and presents with precision conclusions are conveyed.
and confidence, harnessing the most appropriate • Limits the use of jargon and abbreviations.
methods of communication. Creates meaning for
the audience by using analogies and stories to
illustrate key points. language appropriate for the audience.
• Presents messages with precision and
confidence and selects the appropriate
medium for maximum effect.
Seeks to understand the audience and adapts strengths and takes into account
communication style and message to meet their shortcomings.
needs. Listens carefully to others and ensures • Focuses on gaining a clear understanding of
their views have been understood. Anticipates others’ comments by listening, asking
reactions and prepares a response to address the
audience’s concerns. Checks own understanding
of others’ comments and does not allow • Anticipates the likely reaction of the
misunderstandings to linger. audience to a message and adjusts
approach to gain maximum impact.
5.3 Negotiates persuasively
persuasively • Pitches messages in a way that facilitates
the desired outcomes.
Approaches negotiations with a strong grasp of • Uses techniques to illustrate the argument
the key issues. Presents a convincing and persuasively.
balanced rationale. Focuses on the way in which • Ensures negotiations remain focused on the
the message is delivered, and uses techniques to important issues.
illustrate the argument persuasively. Anticipates
• Acknowledges differences of opinion and
the position of the other party, and is aware of
addresses disagreements objectively.
the extent of potential for compromise.
Acknowledges and addresses disagreements to • Offers a convincing rationale and makes a
facilitate mutually beneficial solutions. Identifies strong case without getting personal or
key stakeholders and engages their support. aggressive.
Focuses on the desired objectives and ensures • Identifies key stakeholders and seeks their
negotiations remain on track. support early in the negotiation.
• Analyses other people’s agendas and
identifies potential ‘weak spots’.
• Positions case by highlighting its merit
clearly.
• Avoids overselling by acknowledging risks
101
1 2 3 4 5
Shapes str
relationships
sense of purpose and organisational internal and public sector clearly
direction capability and external professionalism
professionalism and Presents messages
Champions the responsiveness relationships probity confidently in a
organisation’s vision Focuses on Builds and Adheres to and clear and articulate
and goals and unifies activities that sustains promotes public manner. Focuses on
business units with support relationships that sector values and key points for the
the strategic organisational provide a rich Code of Conduct audience and
direction. Helps sustainability. intelligence and aligns business selects the most
create organisational Nurtures talent and network. processes appropriate
strategies that are engages in Establishes an accordingly. medium for
aligned with succession effective working Addresses breaches conveying
government planning. relationship with of protocol and information. States
objectives and likely Facilitates the Minister. probity. Operates the facts and uses
future requirements. information Encourages professionally and straightforward
Encourages others’ accessibility and stakeholders to within the language to aid
input and sharing. Seeks work together, boundaries of transparency.
communicates operational and establishes organisational Creates meaning
expected outcomes efficiency and cross-agency processes and legal for the audience by
from organisational streamlines and approaches to and public policy using analogies and
strategies. adapts processes. address issues. constraints. stories to illustrate
Investigates ways Shows a Represents the key points.
to improve commitment to organisation
effectiveness by client service effectively in public
harnessing through own and internal
technology and actions and those forums, and
implementing of the advocates the
continuous organisation. corporate agenda.
improvement
activities. Engages
in flexible resource
management and
looks beyond the
organisation’s
boundaries to
achieve the
optimum
resourcing
combination.
102
1.2 Focuses
Focuses 2.2 Marshals 3.2 Facilitates 4.2 Engages 5.2 Listens,
Understands the expertise
expertise partnerships personal courage
courage adapts to audience
organisation’s Integrates Consults broadly Acts as a role Seeks to
current and potential professional to obtain buy-in, model for understand the
future role within expertise into the and recognises leadership courage audience and reads
society. Considers organisation to when input is by consistently their non verbal
multiple perspectives improve overall required. raising critical and cues. Adapts
when assessing the performance and Communicates to difficult issues. communication
ramifications of key delivery of others the Provides impartial style and message
issues and develops organisational importance of and forthright to meet their
solutions with long- outcomes. Manages consultation with advice. Is prepared needs. Listens
term viability for the contracts stakeholders. to make tough carefully to others
organisation and judiciously. Actively Overcomes corporate decisions and ensures their
society. Provides ensures relevant organisational to achieve desired views have been
advice to professional input silos by outcomes. Accepts understood.
government that is obtained from facilitating accountability for Anticipates
reflects analysis of a others and shares cooperation mistakes made in reactions and
broad range of own experience. between the organisation prepares a
issues. Considers organisations. and ensures response to address
emerging trends, Engages the corrective action is the audience’s
identifies long-term Minister’s office taken. Seeks concerns. Checks
opportunities and on key issues. guidance and own understanding
balances Personally advice when of others’
organisational manifests strong required. comments and does
requirements with interpersonal not allow
desired whole-of- relations and misunderstandings
sector outcomes. rewards to linger.
cooperative and
collaborative
behaviour.
Anticipates and
resolves conflict.
opportunities and deals with differences and Acts decisively to Approaches
Draws on information uncertainty diversity ensure strategies negotiations with a
and alternative Drives the change Communicates are implemented strong grasp of the
viewpoints and agenda, defines the value of and issues are key issues.
monitors information high-level harnessing addressed. Presents a
channels to objectives and diversity for the Demonstrates convincing and
understand new ensures translation organisation. personal drive, balanced rationale.
issues of importance into practical Capitalises on the focus and energy. Focuses on the way
to the government. implementation positive benefits Galvanises others in which the
Monitors change in strategies. that can be to act. Commits to message is
the environment. Coordinates gained from getting the job delivered, and uses
Positions the projects across diversity and done. Maintains techniques to
organisation to seize multiple agencies. harnesses control and initiates illustrate the
opportunities and Recognises the different urgent action to argument
minimise threats. constant nature of viewpoints. Uses resolve issues when persuasively.
Addresses any change and understanding of required. Anticipates the
critical information maintains differences to position of the
gaps. Uses flexibility. Secures anticipate other party, and is
knowledge of the stakeholder reactions and aware of the extent
organisation to tailor commitment to enhance the of potential for
approaches to change and operation of the compromise.
different issues. maintains open organisation. Acknowledges and
Recognises the communication Recognises the addresses
opportunities offered channels during the different working disagreements to
through whole-of- change process. styles of facilitate mutually
sector approaches individuals, beneficial solutions.
and seeks to realise anticipates Identifies key
them. reactions and stakeholders and
tries to see engages their
things from support. Focuses on
different the desired
perspectives. objectives and
ensures
negotiations remain
on track.
103
1.4 Shows 2.4 Ensures 3.4
3.4 Guides, 4.4 Displays
resilience
commonsense Drives a culture of Identifies and on achieving
Engages in high-level achievement, and develops talent. organisational
critical thinking to fosters a quality Encourages and objectives
identify links and focus in the motivates people throughout periods
discern the critical organisation. to engage in of extreme
issues. Identifies the Ensures ideas and continuous pressure. Monitors
implications for the intended actions learning, and own emotional
organisation and become reality and empowers them reactions and
applies effective that planned by delegating responds to
judgement to projects result in responsibility for pressure in a
develop solutions. expected outputs. work. Sets clear controlled manner.
Anticipates long-term Enables the performance Retains focus on
and strategic risks, achievement of standards and the end goal and
addresses them outcomes by gives timely overcomes
rapidly and helps identifying and praise and significant barriers
others to recognise removing potential recognition. and obstacles.
them. Capitalises on barriers to success. Makes time for Recovers rapidly
innovative Keeps stakeholders people and offers from setbacks.
alternatives to informed of full support when Displays a positive
resolve complex progress and any required. Delivers outlook in difficult
problems. issues that arise. constructive situations.
feedback and
manages under
performance.
Offers support in
times of high
pressure.
Celebrates
success and
engages in
activities to
maintain morale.
4.5 Demonstrates
self-
self-awareness and
a commitment to
personal
development
Demonstrates a
high level of self-
awareness and acts
as a role model by
communicating
strengths and
development needs
openly. Uses self-
insight to identify
areas in which own
capabilities
complement those
of other people.
Welcomes feedback
and is responsive in
adjusting
behaviour. Strives
for continual
learning.
104
1.1 Inspires a sense of purpose and • Champions the vision and communicates the
dir
direction way forward.
• Encourages others’ input to strategic plans.
Champions the organisation’s vision and goals
• Contributes to the development of
and unifies business units with the strategic
organisational strategies that are linked with
direction. Helps create organisational strategies
that are aligned with government objectives and government objectives and are focused on
likely future requirements. Encourages others’ the future.
input and communicates expected outcomes • Cascades this vision through the
from organisational strategies. organisation.
• Builds a sense of shared purpose and
direction by actively promoting the vision
and creating alignment between
organisational units and strategy.
• Steers the vision through the organisation.
• Communicates the parameters and
expectations surrounding the strategy.
1.2 Focuses strategically • Applies a broad view that balances
organisational requirements with desired
Understands the organisation’s current and whole-of-sector outcomes.
potential future role within society. Considers • Positions advice to government in a broad
multiple perspectives when assessing the context, with reference to stakeholder
ramifications of key issues and develops solutions interests and the whole-of-sector agenda.
with long-term viability for the organisation and • Focuses on the future and seeks to improve
society. Provides advice to government that
the organisation’s ongoing capacity to
reflects analysis of a broad range of issues.
deliver outcomes for society.
opportunities and balances organisational • Considers multiple perspectives when
requirements with desired whole-of-sector contemplating the impact of key issues and
outcomes. develops solutions with consideration of
their long term viability for the organisation
and community.
• Thinks conceptually about long term
opportunities and contemplates a wide
range of strategic options in conjunction
with emerging trends.
• Conceptualises the role of the organisation
in society and considers community
expectations.
1.3 Harnesses information and • Recognises the opportunities available
opportunities through whole-of-sector and seeks to realise
them.
Draws on information and alternative viewpoints • Understands the cultural, social, historical
and monitors information channels to understand and political factors affecting the
new issues of importance to the government. organisation.
Monitors change in the environment. Positions the • Uses this knowledge to tailor different
organisation to seize opportunities and minimise
approaches to issues.
Uses knowledge of the organisation to tailor • Identifies critical information gaps and
approaches to different issues. Recognises the ensures required information is obtained.
opportunities offered through whole-of-sector • Investigates and applies contemporary best
approaches and seeks to realise them. practice approaches in both public and
private organisations, nationally and
internationally.
• Uses resulting information to position the
organisation to capitalise on emerging
opportunities and minimise threats.
government.
• Explores new ideas with an open mind. 105
judgement, intelligence and • Engages in high-level critical thinking to
commonsense identify the links and connections between
complex issues.
Engages in high-level critical thinking to identify • Discerns the key implications for the
links and discern the critical issues. Identifies the organisation.
implications for the organisation and applies • Anticipates problems and addresses them
effective judgement to develop solutions. rapidly.
Anticipates long-term and strategic risks,
• Develops strategies and thinks through
addresses them rapidly and helps others to
recognise them. Capitalises on innovative contingencies to manage long term and
alternatives to resolve complex problems. strategic risks.
• Weighs up options and applies sound
the organisation.
• Generates innovative solutions to effectively
resolve complex problems that may not
have been experienced previously.
immediately.
106
2.1 Builds organisational capability and • Implements strategies to achieve

responsiveness operational efficiencies.
• Integrates and streamlines processes to
Focuses on activities that support organisational maximise effectiveness.
sustainability. Nurtures talent and engages in • Attracts and recruits talent.
succession planning. Facilitates information • Engages in succession planning to nurture
accessibility and sharing. Seeks operational
talent and contribute to organisational
efficiency and streamlines and adapts processes.
sustainability.
Investigates ways to improve effectiveness by
harnessing technology and implementing • Engages in flexible resource management.
continuous improvement activities. Engages in • Looks beyond the organisation’s boundaries
flexible resource management and looks beyond to identify optimum resourcing
the organisation’s boundaries to achieve the combinations.
optimum resourcing combination. • Challenges the status quo by looking for
ways to improve effectiveness.
• Harnesses the potential of technology and
implements continuous improvement
activities.
• Facilitates information accessibility and
sharing to create knowledge management
strategies.
2.2 Marshals professional expertise • Strikes a balance between utilising external
delivery of organisational outcomes. Manages technical expertise from external providers
contracts judiciously. Actively ensures relevant and other government organisations.
professional input is obtained from others and • Manages contracts judiciously.
shares own experience.
• Consults internal and external experts.
the organisation and encourages others to
draw upon this knowledge.
2.3 Steers and implements change and • Coordinates projects across multiple
deals with uncertainty organisations.
• Drives the change agenda and creates an
Drives the change agenda, defines high-level organisation that can shift focus rapidly.
objectives and ensures translation into practical • Adopts a planned approach to the
implementation strategies. Coordinates projects management of programs.
across multiple agencies. Recognises the constant
• Develops organisational plans that define
nature of change and maintains flexibility. Secures
required outcomes.
stakeholder commitment to change and maintains
open communication channels during the change • Accepts and embraces the ongoing nature of
process. change.
• Maintains a flexible approach to achieve
• Identifies key stakeholders and seeks their
commitment to change.
• Shares relevant information to facilitate an
effective change process.
2.4 Ensures closure and delivers on • Commits to targets and strives to achieve
intended results results.
• Encourages others to do the same.
Drives a culture of achievement, and fosters a • Identifies and seeks to remove barriers to
quality focus in the organisation. Ensures ideas achieving desired organisational outcomes.
and intended actions become reality and that • Adopts a ‘no surprises’ policy and keeps key
planned projects result in expected outputs.
stakeholders appropriately informed of
Enables the achievement of outcomes by
progress.
identifying and removing potential barriers to
success. Keeps stakeholders informed of progress • Fosters a quality focus across the
and any issues that arise. organisation and accepts accountability for
• Reviews the progress of key programs and 107
stays focused on achieving outcomes.
108
3.1 Nurtures internal and external • Proactively builds cross-agency

relationships relationships.
• Establishes cross-agency approaches to
Builds and sustains relationships that provide a address issues.
rich intelligence network. Establishes an effective • Establishes and sustains relationships that
working relationship with the Minister. Encourages deliver an intelligence network.
stakeholders to work together, and establishes
• Builds effective working relationships with
cross-agency approaches to address issues.
Ministers and seeks to understand their
Shows a commitment to client service through
own actions and those of the organisation. needs and expectations.
• Encourages key stakeholders to work
together.
• Recognises and capitalises on opportunities
for mutual benefit.
activities of the organisation.
3.2 Facilitates cooperation and • Communicates the importance of consulting
partnerships with key stakeholders and recognises when
input is required.
Consults broadly to obtain buy-in, and recognises • Overcomes organisational silos.
when input is required. Communicates to others • Facilitates cooperation between
the importance of consultation with stakeholders. organisations by sharing information.
Overcomes organisational silos by facilitating
• Anticipates conflict and uses appropriate
cooperation between organisations. Engages the
strategies to resolve conflict when it arises.
Minister’s office on key issues. Personally
manifests strong interpersonal relations and • Bridges differences in understanding
rewards cooperative and collaborative behaviour. between key stakeholders.
Anticipates and resolves conflict. • Models effective team working behaviours.
rewards those behaviours in others.
• Engages the Minister’s office on key issues.
• Facilitates others’ relationships with the
Minister.
• Consults broadly to obtain buy-in.
• Shares information and facilitates the
exchange of information by maintaining
open communication channels.
3.3 Values individual differences and • Acts as a positive role model by proactively
diversity communicating the value and importance of
capitalising on diversity for the organisation.
Communicates the value of harnessing diversity • Discerns the differing and preferred working
for the organisation. Capitalises on the positive styles of individuals and uses this
benefits that can be gained from diversity and information to enhance the operation of the
harnesses different viewpoints. Uses organisation.
• Capitalises on the diversity present in the
reactions and enhance the operation of the
organisation.
organisation. Recognises the different working
styles of individuals, anticipates reactions and • Harnesses different viewpoints.
tries to see things from different perspectives. • Anticipates when different stakeholders may
clash due to differing views, cultural
perspectives or drivers.
• Adopts strategies to address these.
people and uses this to enhance
interactions.
3.4 Guides,
Guides, mentors and develops people • Engages in activities to maintain optimism
and enthusiasm.
Identifies and develops talent. Encourages and • Implements formal and informal team-
motivates people to engage in continuous building activities.
learning, and empowers them by delegating • Assists people in managing their time and
responsibility for work. Sets clear performance emotional responses when under high levels
standards and gives timely praise and recognition. of pressure.
Makes time for people and offers full support 109
when required. Delivers constructive feedback and • Makes time for people despite competing
manages under performance. Offers support in priorities, particularly when people are
times of high pressure. Celebrates success and challenged or during difficult times.
engages in activities to maintain morale.
• Identifies and nurtures talent.
• Provides talented people with access to
targeted and stretching development
opportunities.
• Delegates responsibility for work
appropriately and provides people with
opportunities to take ownership.
• Provides people with the opportunity to build
their capability.
regular reviews.
it constructively.
110

Indicators
4.1
4.1 Demonstrates public sector • Aligns business processes with public sector
professionalism and probity values.
• Leads by example and maintains high
Adheres to and promotes public sector values and standards of professionalism and
Code of Conduct and aligns business processes impartiality.
accordingly. Addresses breaches of protocol and • Expects and encourages team and
probity. Operates professionally and within the colleagues to apply the same high
standards.
organisation effectively in public and internal • Adheres to public sector values and Code of
forums, and advocates the corporate agenda. Conduct and behaves consistently in an
honest, ethical and professional way;
addresses breaches of protocol and probity
personal ambitions.
• Represents the organisation professionally in
public forums.
4.2 Engages with risk and shows • Acts as a role model for leadership courage
personal courage by adopting a principled stance on important
issues.
Acts as a role model for leadership courage by • Makes tough corporate decisions that are in
consistently raising critical and difficult issues. the best interests of the government even
Provides impartial and forthright advice. Is when these may not be popular.
prepared to make tough corporate decisions to • Encourages and contributes to debate on
achieve desired outcomes. Accepts accountability
own ideas and the ideas of others, stands
for mistakes made in the organisation and
own ground and supports others when
ensures corrective action is taken. Seeks guidance
and advice when required. appropriate.
• Confronts difficult issues and challenges the
position of others, including the Minister
when appropriate.
• Engages in constructive debate to address
the issues.
a question.
4.3 Commits
Commits to action • Strives to achieve targets and maintains
focus on long-term outcomes.
Acts decisively to ensure strategies are • Does not give up and modifies approach to
implemented and issues are addressed. achieve targets for the organisation.
Demonstrates personal drive, focus and energy. • Is prepared to commit to a decision without
Galvanises others to act. Commits to getting the
all of the information.
job done. Maintains control and initiates urgent
action to resolve issues when required. • Takes responsibility for issues that are
escalated.
• Shows drive, energy and initiative.
• Gets involved and galvanises others to act
to deliver key results for the organisation.
111
• Maintains control, initiates urgent action and
is responsive when there are significant
issues to address.
4.4 Displays resilience • Recovers rapidly from setbacks and
maintains momentum.
Persists and focuses on achieving organisational • Sustains high levels of effort towards the
objectives throughout periods of extreme achievement of outcomes.
pressure. Monitors own emotional reactions and • Demonstrates tenacity and persists with
responds to pressure in a controlled manner. initiatives.
Retains focus on the end goal and overcomes
• Copes with extreme and changing demands
significant barriers and obstacles. Recovers
from numerous stakeholders and maintains
rapidly from setbacks. Displays a positive outlook
in difficult situations. focus on objectives.
• Stays in control of emotions and does not
react negatively to stress or pressure.
• Remains relaxed, composed and focused
during a crisis.
self-awareness and a • Capitalises on the varying strengths of
commitment to personal individuals, identifies areas in which own
development strengths and weaknesses complement
those of colleagues, and adjusts behaviours
Demonstrates a high level of self-awareness and to capitalise on these.
acts as a role model by communicating strengths • Strives for continual learning.
and development needs openly. Uses self-insight • Identifies new challenges to extend
to identify areas in which own capabilities
experience.
complement those of other people. Welcomes
feedback and is responsive in adjusting behaviour. • Acts as a role model to create an
Strives for continual learning. environment where individuals discuss their
strengths and development needs openly.
• Seeks regular feedback on performance.
improvement.
• Displays self-insight and is highly aware of
own strengths and limitations.
112
5.1 Communicates clearly • Engages the audience, using anecdotes and

analogies to illustrate key points and bring
Presents messages confidently in a clear and messages to life.
articulate manner. Focuses on key points for the • States the facts clearly, outlines the
audience and selects the most appropriate implications and ensures key conclusions are
medium for conveying information. States the conveyed.
facts and uses straightforward language to aid • Limits the use of jargon and abbreviations.
transparency. Creates meaning for the audience
by using analogies and stories to illustrate key
points. language appropriate for the audience.
• Presents messages confidently and selects
the appropriate medium for maximum
effect.
Seeks to understand the audience and reads their strengths and takes into account
non-verbal cues. Adapts communication style and shortcomings.
message to meet their needs. Listens carefully to • Focuses on gaining a clear understanding of
others and ensures their views have been others’ comments by listening, asking
understood. Anticipates reactions and prepares a
response to address the audience’s concerns.
Checks own understanding of others’ comments • Anticipates the likely reaction of the
and does not allow misunderstandings to linger. audience to a message and adjusts
according to the audiences level of
5.3 Negotiates persuasively • Pitches messages in a way that facilitates
the desired outcomes.
Approaches negotiations with a strong grasp of • Uses techniques to illustrate the argument
the key issues. Presents a convincing and persuasively.
balanced rationale. Focuses on the way in which • Senses when negotiations are stalling, and
the message is delivered, and uses techniques to takes proactive action to ensure effective
illustrate the argument persuasively. Anticipates resolution.
the position of the other party, and is aware of
the extent of potential for compromise.
Acknowledges and addresses disagreements to addresses disagreements objectively.
facilitate mutually beneficial solutions. Identifies • Offers a convincing rationale and makes a
key stakeholders and engages their support. strong case without getting personal or
Focuses on the desired objectives and ensures aggressive.
negotiations remain on track. • Identifies key stakeholders and seeks their
support early in the negotiation.
• Analyses other people’s agendas and
identifies potential ‘weak spots’.
• Positions case by highlighting its merit
clearly.
• Avoids overselling by acknowledging risks
113
INDIVIDUAL PROFILE CLF CE
ALL CAPABILITIES AND COMPONENTS FOR CLF CE
1 2 3 4 5
Shapes strategic Achieves results Cultivates Exemplifies Communicates
relationships
sense of purpose and organisational internal and public sector clearly
direction capability and external professionalism and Adapts approach to
Drives the responsiveness relationships probity audiences to
organisation’s vision Drives activities Builds and Displays personal optimise impact
and long-term that support sustains commitment to the and understanding.
direction. Strategises organisational relationships purpose and Communicates in a
to achieve sustainability, within the philosophy of the way that engages,
government and operational organisation, with public sector. persuades and
agency objectives. efficiency and the Minister, Exhibits high levels impresses a wide
Creates and sustains flexible resource across the public of ethics and range of internal
a sense of shared management. sector and with a probity. Challenges and external
purpose and Engenders a diverse range of personal and audiences.
direction. culture of external organisational Communicates the
accountability and stakeholders. breaches of values big picture clearly
transparency. Uses Seeks to and standards to a broad
workforce planning understand their openly. Presents a audience. Clarifies
to develop and needs and united leadership and communicates
maintain the expectations. voice and supports broad and highly
capability and Identifies and other leaders. complex issues
capacity to deliver manages critical effectively to a wide
services effectively. relationships to range of audiences.
Fosters a culture of ensure Ensures open
sharing knowledge departmental communication is
across the objectives and operating through
organisation and deliverables are the organisation.
with partner enhanced. Shows
organisations. a commitment to
Promotes and client service
supports through own
continuous and actions and those
effective learning of the
and development. organisation.
114
1.2 Focuses 2.2 Marshals 3.2 Facilitates 4.2 Engages 5.2 Listens,
organisation’s role Optimises Drives a culture Provides impartial Reads the
within society and professional of collaboration and forthright environment and
considers multiple expertise within and participation. advice. Is prepared cues from others
perspectives when and into the Communicates to make tough rapidly and easily
assessing the organisation to the importance of corporate decisions to assess when and
ramifications of key improve overall consultation and to achieve desired how to change
issues on the performance and engagement with outcomes. Accepts planned
organisation and delivery of stakeholders. accountability for approaches. Uses a
community. Provides organisational Facilitates mistakes made in variety of
advice to outcomes. Explores cooperation the organisation influencing
government that innovative between units and ensures approaches tailored
reflects analysis of a approaches to within the corrective action is to different clients,
broad range of issues ensure value for organisation. taken. stakeholders and
and the whole-of- money in service Sets high stakeholder groups.
sector agenda. delivery. Ensures personal Displays empathy
Considers emerging comprehensive standards of and listens carefully
trends, identifies analysis and cooperative and to others and
long-term informed decision collaborative checks to ensure
opportunities and making regarding behaviour. their views have
risks. Negotiates and options for been understood.
drives change to resource allocation.
position the
organisation for the
future.
1.3 Harnesses 2.3 Steers and 3.3 Values 4.3 Commits
Commits 5.3 Negotiates
information and implements change individual
ind ividual to action persuasively
opportunities
opportunities and deals with differences and Creates a sense of
Approaches
Draws on information uncertainty diversity urgency around the
negotiations with a
and alternative Drives the change Drives a culture achievement of key
strong grasp of the
points of view. agenda and that values outcomes. Acts
key issues.
Utilises information demonstrates diversity and decisively to create
Anticipates,
channels to understanding of inclusiveness. and exploit
acknowledges and
disseminate the complex range Recognises, opportunities.
addresses
information and of factors which responds and Demonstrates
disagreements to
engage audiences on effect change. capitalises on personal drive,
facilitate mutually
critical issues. Leads projects diverse focus and energy.
beneficial solutions.
Anticipates and across multiple backgrounds, Takes responsibility
Demonstrates long-
addresses change in agencies. ideas and and initiates timely
term, complex and
the environment. Questions behaviours. action to resolve
multi-phased plans
Addresses any established Anticipates issues. Supports
to influence others.
critical information approaches and reactions and others to take
Focuses on the
gaps. Uses conventional tries to see initiative and get
desired objectives
knowledge of the wisdom openly and things from the job done.
and ensures
whole-of-sector and acts on different
negotiations remain
organisation to drive opportunities for perspectives.
on track.
different approaches change. Ensures
to complex and systems are in
chronic issues. place to support
staff in adjusting to
change.
115
resilience
commonsense Drives a culture of Develops on achieving
Demonstrates a achievement and agency’s organisational
sophisticated creates a sense of workforce objectives under
understanding of urgency and capability to meet constant pressure.
political, social and commitment to needs.
economic factors action related to Encourages and
affecting the achieving motivates people
organisation. outcomes. to engage in
Anticipates Demonstrates a continuous
implications and drive to achieve learning and
applies effective beyond empowers them
judgement to expectations. by delegating
develop solutions. Optimises responsibility.
Drives innovative achieving outcomes Establishes and
alternatives to by anticipating and maintains a
resolve complex removing barriers performance
problems and to success. Keeps culture and gives
capitalises on them. stakeholders regular feedback
Manages urgent informed of and recognition.
demands with progress and any Celebrates
measured and issues that arise. success and
reasoned responses. engages in
activities to
maintain morale.
4.5 Demonstrates
self-
self-awareness and
a commitment to
personal
development
Models the effective
management of
own personal and
professional
development. Uses
self-insight to
identify strengths
and areas for
development. Is
open to feedback
and is responsive in
adjusting
behaviour.
Continues to learn
and improve
effectiveness.
116
1 SHAPES STRATEGIC THINKING CLF CE
1.1 Inspires a sense of purpose and • Conceptualises, communicates and

direction champions the vision.
• Leverages stakeholders commitment to
strategic plans and directions.
Drives the organisation’s vision and long-term
• Ensures organisational strategies link with
direction. Strategises to achieve government and
government objectives and cascade through
agency objectives. Creates and sustains a sense
the organisation.
of shared purpose and direction.
• Translates the vision into meaningful
performance expectations for internal and
external audiences.
• Requires demonstrated adherence to agency
and whole-of-sector strategic directions.
1.2 Focuses strategically • Positions advice to government in a broad
context with reference to stakeholder
Understands the organisation’s role within society interests and the whole-of-sector agenda.
and considers multiple perspectives when • Focuses on the future and aligns business
assessing the ramifications of key issues on the operations with corporate priorities and
organisation and community. Provides advice to whole-of-sector outcomes.
government that reflects analysis of a broad range • Thinks conceptually about long-term
of issues and the whole-of-sector agenda.
opportunities and risks.
opportunities and risks. Negotiates and drives • Considers strategic options in conjunction
change to position the organisation for the future. with emerging trends and community
expectations.
1.3 Harnesses information and • Understands the economic, social, historical
organisation and uses this knowledge to
Draws on information and alternative points of tailor different approaches to issues.
view. Utilises information channels to disseminate • Identifies critical information gaps and
information and engage audiences on critical ensures required information is obtained.
issues. Anticipates and addresses change in the
environment. Addresses any critical information
gaps. Uses knowledge of the whole-of-sector and
organisation to drive different approaches to • Uses information to position the organisation
complex and chronic issues to capitalise on emerging opportunities and
minimise threats.
• Draws on information, latest research and
alternative viewpoints to understand the
impact of organisational policy and
decisions.
Demonstrates a sophisticated understanding of organisation in the context of government
political, social and economic factors affecting the priorities.
organisation. Anticipates implications and applies • Anticipates problems and addresses them
effective judgement to develop solutions. Drives rapidly.
innovative alternatives to resolve complex
• Develops strategies and thinks through
problems and capitalises on them. Manages
contingencies to manage risk.
urgent demands with measured and reasoned
responses. • Weighs up options and applies sound
the organisation.
• Generates and capitalises on innovative
solutions to resolve complex problems
effectively.
immediately.
2 ACHIEVES RESULTS CLF CE
117
2.1 Builds organisational capability and • Creates a flexible organisational

responsiveness environment that enables optimal allocation
and deployment of resources.
Drives activities that support organisational • Attracts and develops talent.
sustainability, operational efficiency and flexible • Monitors resourcing pressures and
resource management. Engenders a culture of implements strategies to maximise
accountability and transparency. Uses workforce outcomes.
planning to develop and maintain the capability
• Harnesses and encourages innovation.
and capacity to deliver services effectively.
Fosters a culture of sharing knowledge across the • Implements performance management and
organisation and with partner organisations. accountability frameworks throughout the
Promotes and supports continuous and effective organisation.
learning and development. • Ensures the organisation has integrated,
reliable information and knowledge
management systems to support decisions.
2.2 Marshals professional expertise • Makes appropriate use of external expertise
and internal knowledge and experience to
Optimises professional expertise within and into maintain depth and breadth of required skill
the organisation to improve overall performance sets.
and delivery of organisational outcomes. Explores • Uses internal and external experts to
innovative approaches to ensure value for money strengthen governance, probity and
in service delivery. Ensures comprehensive transparency.
analysis and informed decision making regarding
• Uses professional standing to support others
options for resource allocation.
to take calculated risks to improve
organisational performance.
• Encourages and values knowledge and
expertise of staff and stakeholders and their
contribution to robust debate.
2.3 Steers and implements change and • Drives multiple change initiatives, oversees
deals with uncertainty implementation and focuses on desired
outcomes.
Drives the change agenda and demonstrates • Challenges the status quo to improve
understanding of the complex range of factors effectiveness.
which effect change. Leads projects across • Operates effectively in an environment of
multiple agencies. Questions established ongoing change and manages the level of
approaches and conventional wisdom openly and
change occurring at any one time.
acts on opportunities for change. Ensures systems
are in place to support staff in adjusting to • Assesses the level and use of flexible
change. approaches to enable the achievement of
• Anticipates responses and addresses them
in a timely manner.
intended results results and expects others to do the same.
• Identifies and removes barriers to achieving
Drives a culture of achievement and creates a desired outcomes.
sense of urgency and commitment to action • Adopts a systematic approach to the
related to achieving outcomes. Demonstrates a management of multiple programs.
drive to achieve beyond expectations. Optimises
• Adopts a ‘no surprises’ policy that keeps
achieving outcomes by anticipating and removing
stakeholders informed of progress.
barriers to success. Keeps stakeholders informed
of progress and any issues that arise. • Fosters a quality focus across the
organisation and accepts accountability for
• Fosters a culture of regular evaluation and
promotes findings to improve practices.
• Implements reporting systems to measure
and analyse programs against outcomes.
118
3 CULTIVATES PRODUCTIVE WORKING RELATIONSHIPS CLF CE
3.1 Nurtures internal and external • Uses cross-agency relationships and

relationships networks to drive change and deliver
outcomes.
Builds and sustains relationships within the • Demonstrates prompt, efficient and
organisation, with the Minister, across the public responsive client service.
sector and with a diverse range of external • Engenders a service culture through the
stakeholders. Seeks to understand their needs organisation.
and expectations. Identifies and manages critical
• Builds and sustains a productive working
relationships to ensure departmental objectives
and deliverables are enhanced. Shows a relationship with the Minister while
commitment to client service through own actions maintaining Westminster principles and
and those of the organisation. separation of responsibility.
• Champions workplace health and safety and
other initiatives designed to improve staff
morale and wellbeing.
3.2 Facilitates cooperation and • Anticipates conflict and uses appropriate
partnerships strategies to resolve conflict when it arises.
Drives a culture of collaboration and participation. rewards those behaviours in others.
Communicates the importance of consultation and • Advocates and orchestrates cross-team
engagement with stakeholders. Facilitates cooperation and collaboration.
cooperation between units within the organisation.
• Encourages stakeholders to work together.
Sets high personal standards of cooperative and
collaborative behaviour. • Recognises and capitalises on opportunities
for mutual benefit.
• Develops creative partnerships to suit
business requirements that are supported
by appropriate governance and protocols.
3.3 Values individual differences and • Harnesses diversity for innovative policy
diversity design and service delivery.
• Anticipates and adopts strategies to manage
Drives a culture that values diversity and differing views, cultural perspectives and
inclusiveness. Recognises, responds and goals of stakeholders.
capitalises on diverse backgrounds, ideas and • Uses an awareness of the personalities,
behaviours. Anticipates reactions and tries to see motivations and other diverse qualities of
things from different perspectives.
people to enhance interactions.
• Acts as a positive role model by
communicating the value and importance of
diversity for the organisation.
• Engenders and promotes an environment of
fairness, equity, consistency and trust
3.4 Guides, mentors and develops people • Champions leadership and capability
development of all staff within NTPS
Develops agency’s workforce capability to meet guidelines.
needs. Encourages and motivates people to • Delegates responsibility appropriately and
engage in continuous learning and empowers enables people to take ownership and
them by delegating responsibility. Establishes and develop their capability.
maintains a performance culture and gives regular • Identifies and develops talent equitably.
feedback and recognition. Celebrates success and
• Sets performance standards and monitors
engages in activities to maintain morale.
progress.
• Delivers constructive feedback and manages
under performance.
• Supports staff to maintain optimism and
commitment.
119
4 EXEMPLIFIES PERSONAL DRIVE AND INTEGRITY CLF CE
4.1
4.1 Demonstrates public sector • Leads by example and maintains high
professionalism and probity standards of professionalism and
impartiality reflecting public sector values
Displays personal commitment to the purpose and and Code of Conduct.
philosophy of the public sector. Exhibits high • Expects and encourages team and
levels of ethics and probity. Challenges personal colleagues to apply the same high
and organisational breaches of values and standards.
standards openly. Presents a united leadership
• Addresses breaches of protocol and probity
voice and supports other leaders.
• Acts in a socially acceptable and ethical
manner within legal and policy parameters.
• Presents the corporate position to hostile
audiences in a professional and respectful
manner.
4.2 Engages with risk and shows • Encourages and contributes to robust
personal courage debate.
Provides impartial and forthright advice. Is responsibility when things go wrong.
prepared to make tough corporate decisions to • Maintains objectivity and achieves a timely
achieve desired outcomes. Accepts accountability resolution of difficult decisions.
for mistakes made in the organisation and
• Seeks advice and guidance and admits to
ensures corrective action is taken.
not always knowing the answer.
• States concerns clearly on the potential risks
and benefits of government positions.
• Manages impact of difficult corporate
decisions on stakeholders.
• Ensures comprehensive risk assessment
occurs at strategic and business levels.
• Supports a culture of calculated risk-taking.
4.3 Commits to action • Creates opportunities and prepares for
crises.
Creates a sense of urgency around the • Takes the initiative and acts decisively to
achievement of key outcomes. Acts decisively to move things forward.
create and exploit opportunities. Demonstrates • Uses drive, energy and initiative to deliver
personal drive, focus and energy. Takes key results for the organisation.
responsibility and initiates timely action to resolve
• Initiates clear action to ensure success
issues. Supports others to take initiative and get
against long-term priorities.
the job done.
• Clears blockages to facilitate progress and
achieve milestones.
• Develops a culture of responsiveness to
critical issues.
4.4 Displays resilience • Maintains composure and responds to
pressure in a controlled manner.
Persists and focuses on achieving organisational • Recovers rapidly from setbacks and
objectives under constant pressure. maintains momentum.
• Sustains high levels of effort towards the
achievement of outcomes.
• Demonstrates tenacity and persists with
initiatives that are of benefit to the
organisation and government.
calm and maintains focus when faced with
self-awareness and a • Monitors and manages the impact of their
commitment to personal behaviour to increase managerial
development effectiveness.
• Identifies new challenges to broaden
Models the effective management of own personal experience. 120
and professional development. Uses self-insight to • Shares strengths and knowledge internally
identify strengths and areas for development. Is and externally.
open to feedback and is responsive in adjusting
• Seeks a range of regular feedback on
behaviour. Continues to learn and improve
performance.
effectiveness.
• Actively commits to and promotes ongoing
professional development.
• Uses self-insight and feedback from others
to identify development needs.
121
5 COMMUNICATES WITH INFLUENCE CLF CE
5.1 Communicates clearly • Presents information effectively, outlines the

implications and ensures key conclusions are
Adapts approach to audiences to optimise impact conveyed.
and understanding. Communicates in a way that • Explains complex information using
engages, persuades and impresses a wide range language appropriate for the audience and
of internal and external audiences. Communicates limits the use of jargon and abbreviations.
the big picture clearly to a broad audience. • Undertakes suitable groundwork with key
Clarifies and communicates broad and highly
decision makers and stakeholders before
complex issues effectively to a wide range of
addressing audiences within the
audiences. Ensures open communication is
operating through the organisation. organisation or externally.
• Makes a positive, credible and authoritative
impression on others.
5.2 Listens, understands and adapts to • Maximises personal communication
audience strengths and takes into account
shortcomings.
Reads the environment and cues from others • Focuses on gaining a clear understanding of
rapidly and easily to assess when and how to others’ comments by listening, asking
change planned approaches. Uses a variety of clarifying questions and reflecting back.
influencing approaches tailored to different clients, • Anticipates the likely reaction of the
stakeholders and stakeholder groups. Displays
audience to a message and adjusts
empathy and listens carefully to others and
understood. • Tailors communication style and language
• Checks own understanding of others’
comments and does not allow
misunderstandings to linger.
5.3 Negotiates persuasively • Identifies key stakeholders and seeks their
support early in the negotiation.
Approaches negotiations with a strong grasp of • Positions case by highlighting its merit
the key issues. Anticipates, acknowledges and clearly.
addresses disagreements to facilitate mutually • Avoids overselling by acknowledging risks
beneficial solutions. Demonstrates long-term, and potential disadvantages.
complex and multi-phased plans to influence
others. Focuses on the desired objectives and
addresses disagreements objectively.
ensures negotiations remain on track.
• Presents a convincing and balanced
rationale and makes a strong case without
getting personal or aggressive.
• Anticipates the position of the other party
and is aware of the potential for
compromise.
• Utilises a range of complex techniques to
negotiate with and influence others.
• Ensures negotiations remain focused on the
important issues and key objectives.
122

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NTPS Capability and Leadership Framework

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COMMISSIONER FOR PUBLIC EMPLOYMENT www.nt.gov.au

NTPS Capabilities and

Introducing the CLF 3

The framework can be used as a centerpiece for discussion around strengthening

What is the CLF?

CLF 1 to CLF 8 AO1 to AO8

The framework is based on five capabilities, which have:

The five capabilities are:

CLF 1 to 7 CLF 8 to 12 and CE

Who does the CLF apply to?

What is the purpose of the CLF?

Using the CLF will:

Understanding the background to the CLF?

Why was the Queensland Public Service CLF chosen?

Description Behavioural Indicators

Description Behavioural Indicators

Description Behavioural Indicators

3.1 Nurtures internal and external • Answers the telephone in a business-like

Description Behavioural Indicators

4.1 Demonstrates public sector

Description Behavioural Indicators

ALL CAPABILITIES AND COMPONENTS FOR CLF 2

Description Behavioural Indicators

Description Behavioural Indicators

Description Behavioural Indicators

Description Behavioural Indicators

4.1 Demonstrates public sector

Description Behavioural Indicators

5.1 Communicates clearly • Focuses on clear communication of key

ALL CAPABILITIES AND COMPONENTS FOR CLF 3

Description Behavioural Indicators

Description Behavioural Indicators

Description Behavioural Indicators

Description Behavioural Indicators

5.1 Communicates clearly • Focuses on clear communication of key

ALL CAPABILITIES AND COMPONENTS FOR CLF 4

Description Behavioural Indicators

Description Behavioural Indicators

Description Behavioural Indicators

3.1 Nurtures internal and external • Develops positive relationships with

Description Behavioural Indicators

Description Behavioural Indicators

5.1 Communicates clearly • Focuses on clear communication of key

ALL CAPABILITIES AND COMPONENTS FOR CLF 5

1.4 Shows 2.4 Takes 3.4 Shares 4.4 Promotes

Description Behavioural Indicators

1.2 Thinks strategically • Demonstrates an awareness of the

Description Behavioural Indicators

Description Behavioural Indicators

3.1 Nurtures internal and external • Develops and maintains positive

Description Behavioural Indicators

Description Behavioural Indicators

ALL CAPABILITIES AND COMPONENTS FOR CLF 6

Description Behavioural Indicators

Description Behavioural Indicators

3.1 Nurtures internal and external • Develops and maintains positive

Description Behavioural Indicators

4.1 Demonstrates public

Description Behavioural Indicators

5.1 Communicates clearly • Focuses on clear communication of key

ALL CAPABILITIES AND COMPONENTS FOR CLF 7

Description Behavioural Indicators

2.1 Identifies and uses resources