Core Competency Development Model

Core Competency Development Model

Version: 4

Programme, Project and Change Management

Capacity Building Programme

Supported by Communities and Local Government
 Core Competency Development Model

Contents

Synopsis - The Capacity Building Programme ---------------------------------------- 3

1 Development Model--------------------------------------------------------------------- 4
1.1 Why a Development Model? --------------------------------------------------------------------4
1.2 How is it structured? ------------------------------------------------------------------------------4

2 Acknowledgements ------------------------------------------------------------------- 14

3 Document History --------------------------------------------------------------------- 14

4 Further Information -------------------------------------------------------------------- 14

Published by: The Improvement and Development Agency (IDeA), Communities and Local
Government (CLG) and the London Borough of Lambeth.
Publication date: February 2007

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 Core Competency Development Model

Synopsis - The Capacity Building Programme

Communities and Local Government (CLG) and the Local Government Association (LGA) established the
Capacity Building Programme in April 2003, as part of a three-year initiative to support improvement in local
government. Additional funding secured in the Spending Review 2004 has extended the programme to 2008.

The emphasis is now on supporting Improvement partnerships either at a regional or sub-regional level.
Improvement Partnerships provide a framework with which authorities can act collectively to address
common challenges, share best practice and share resources.

The programme aims to enhance and develop councils' confidence, leadership and skills to advance
improvement as well as developing their capacity to learn, innovate and share knowledge and expertise
about what works and how. In addition, it provides support to local government to drive forward its own
development. It can also help to respond to new priorities such as improving efficiency and the
implementation of the pay and workforce strategy.

The project, programme and change management (ppm/cm) web content has been developed as part of the
Capacity Building Programme and has been produced to help Local Authorities and other public sector
organisations to establish a project and programme organisational culture and to increase their overall
capacity to deliver change.

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 Core Competency Development Model

1 Development Model

1.1 Why a Development Model?

This model has been developed to help local authorities take stock of their organisational
capability to make effective use of ICT and e-enabled tools and processes, as a context for
developing necessary individual competencies. It has been developed with input from
practitioners and the advice of an expert Reference Group. 1

1.2 How is it structured?

The model identifies three dimensions of organisational success:

ƒ vision and leadership

ƒ people and culture
and
ƒ processes and systems.

Each of these three dimensions has five levels of development:

0. aware – getting started, initiating

1. focusing – developing, prioritising
2. practicing – complying, executing
3. exploiting – sustaining, maximising within existing capability
4. transforming – advocating, achieving qualitative change.

For each of these dimensions and levels, we provide organisational descriptions, along with
examples of what may perhaps be said, heard or thought, reflecting these organisational states.
These descriptions are intended to be illustrative, not comprehensive. We hope they will help
you to identify how far, for each of the three organisational dimensions, your strategy and
implementation meets the following common characteristics of organisational success:

A. corporately owned and driven at all levels

B. aligned with corporate and service policy, strategy, planning and resource allocation
C. communicated and understood internally and externally
D. managed in accordance with the principles of effective programme and project
management
and
E. outcomes tracked, analysed.

These characteristics of success are mapped across the horizontal axes of the model.

ƒ 1
Reference Group members were drawn from the Improvement and Development Agency (IDeA), the Employers’
Organisation for local government, the Society of Information Technology Management (SOCITM), the e-
Government Unit of the Cabinet Office, the Office of Government Commerce (OGC), the Chartered Institute of
Public Finance and Accountancy (CIPFA), e-skills UK, the Society of Chief Personnel Officers (SOCPO) and
Communities and Local Government (CLG)
ƒ
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1. LEADERSHIP AND VISION

Aware Focusing Practising Exploiting Transforming

Anything to do with the e-champion(s) identified All managers and some e-champion(s) are senior Chief officers and leading members
concept of e- but role may be seen as staff are aware of IEG power-brokers in the regularly use ICT possibilities to
A. Corporately owned

Government is dealt something of a soft option commitments organisation encourage innovation and
with by the ICT improvement in all areas
manager
“Our member e-champion “Our senior service “Our chief exec, assistant “This organisation pro-actively scans
“The ICT manager does not play any other managers understand chief exec and deputy leader the external environment for new
fronts all e- significant role in Council” their role in its delivery but of council are all involved in opportunities”
Government style don’t see it as a making sure we use e-
activities around here” programme” enabled processes to
progress outcomes for our
community”

The development of Departments (or divisions) The organisation as a The concept of e-Government The concept of e-Government is
the concept of e- are increasingly whole is developing long- is an integral part of strategic routinely used as an important tool to
Government is seen incorporating e- term plans, programmes management and LSP enable more challenging and
largely as an ICT / Government type and full costing for e- objectives effective strategies to be developed
technology issue considerations into their Government type and implemented
B. Aligned

planning processes initiatives

“the concept of e-
“This is all just about Government is an identified
meeting government element in any service
targets” plan”
“Our strategy is clearly
linked to our Community
Strategy and individual
service development
plans”
“Managers around here
routinely plan for how we can
take advantage of e-enabled
tools and processes and how
we can all work with
appropriate technology”
“There’s a focus on how the
organisation’s activities can be
radically reshaped, but also a hard-
headed appreciation of some of the
difficulties of exploiting ICT to deliver
community outcomes”

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 Core Competency Development Model

1. LEADERSHIP AND VISION

Aware Focusing Practising Exploiting Transforming

There is little contact Communication between Systematic There is active engagement The concept of e-Government is
between Government different managers, staff communication is taking with all partners / stakeholders widely understood as a community-
officers / ICT manager and customers is on the place and it is hard to within and outside the wide, outcome-focused issue
C. Communication

/ front line users of ICT increase, but it is still rather remain unaware of the organisation
/ customers patchy and ad hoc issue

“We’d like to find out “We have some sort of
what others are doing corporate e-Government
at the moment” style group that also
includes service managers”
“We have a fully “In our patch, major planning “Our authority demonstrates a wide
functioning e-Government and budgetary processes work interest in getting the best out of ICT
style network which keeps in tandem across partners” and ESD – not just within the
us as service managers in authority but also through the Local
the loop” Strategic Partnership”

ICT focus is on The organisation Resources are allocated ICT focus is on delivering Technology is used at all levels in a
individual projects or appreciates the need for at programme level community plan objectives wide range of appropriate ways – this
activities, and greater consistency in its has become the new routine
decisions are made approach to
D. Managed

essentially on financial implementation and is

grounds working to achieve this
“We recognise that the
“In our authority the “There is some attempt to “We now have a formally concept of e-Government is “the delivery of e-Government is not
main business apply programme constituted programme not an end in itself” a programme in itself but an integral
benefits are often management techniques” board” part of other programmes developed
expressed in financial and delivered with partners”
terms”

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 Core Competency Development Model

1. LEADERSHIP AND VISION

Aware Focusing Practising Exploiting Transforming

Progress (or the lack Revision of the IEG (and There is a balanced Organisation is actively Customers and citizens are playing a
of it) is seen as the other key documents) is scorecard approach to involved in dissemination and substantial role in influencing future
responsibility of a very used to clarify expectations judgements of success good practice networks developments
E. Tracked

few individuals and intentions

“We’d like more “Our service managers are “We are expected to be “Our organisation is seen as “Our organisation and our partners
people to be involved expected to input into the able to clearly identify something of an expert in this engage very different groups of
than there are at IEG” customer, process and area and our advice is sought” citizens/customers in our evaluative
present” organisational benefits” activities”

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2. PEOPLE AND CULTURE
Aware
The organisation’s focus is
A. Corporately owned
largely internal and there is
some evidence of inertia
“We have basic systems
like email but not everyone
has access to them”
Learning (about the
concept of e-Government)
is largely accidental or ad
hoc. A budget for training
B. Aligned
and development may not
have been identified
“Our authority generally
waits to receive advice from
central government”
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Core Competency Development Model
Focusing
The agenda is moving
forward but most decisions
are made at ‘the top’
“Only a few people are
considered bought into the
agenda”
Training and development is
in place but it tends to be
universal rather than informed
and specific
“We all have access to
general ICT training”
Practising
The balance between
attention to communities and
attention to services is
changing
“There is an awareness that
the organisation needs to
know more about customers”
Planning and systematic
learning processes are
increasingly in place
“Every year we review our
own development needs”
Exploiting
Decision making is
substantially in response to
customer need
“We want customers to be
able to self serve”
Personal review is clearly
linked to corporate and
strategic objectives
“Learning from within and
outside is routinely
captured”
Transforming
Collaboration and co-
production with customers
and partner organisations is a
core activity
“There’s acceptance that
many services are actually
co-produced and this informs
decision-making”
Shared learning is widely
promoted through
experimentation and extends
to customers and external
partners
“We each make it our
business to learn from others”
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2. PEOPLE AND CULTURE
Aware
People who work with and
in ICT are seen as rather
C. Communicated
narrow in outlook
“We need to create a
greater understanding of
how ICT can help us be
more effective’
The value of information is
unknown or tends to
depreciate through lack of
use
D. Managed
“We don’t fully know what
information we collect or
how we can use it”
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Core Competency Development Model
Focusing
Cooperation between
individuals and units is not
extensive
“Effective use of ICT to
support cooperation is limited
to a few enthusiasts”
There may still be some
reluctance to share
information between
individuals and departments
“I’m not totally comfortable
about letting other people
know about our clients”
Practising
Individuals see themselves as
part of a wider organisation
“With a few exceptions, we’re
all comfortable with ICT”
More often than not people
have the skills to analyse and
interpret data effectively
“People around here are
really savvy about using
information well”’
Exploiting
Senior leaders – both
members and managers –
demonstrate good ICT
proficiency
“Of course we use ICT –
how can a modern
organisation survive without
it?”
There is a strong culture of
knowledge and information
sharing between individuals
and departments
“There are numerous
information-sharing
activities underway across
the authority”
Transforming
Extensive use of ICT is
commonplace and hardly
worthy of comment
“Getting the best out of e-
enabled processes is an
essential part of how we work
internally and externally”
Universally well managed and
accessible information is
enhanced in value by use and
sharing
“We’ve got a range of
activities underway to exploit
fully the information we
collect across our
partnerships”
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2. PEOPLE AND CULTURE
Aware
The prevailing culture tends
to blame and be reluctant to
change
E. Tracked
‘”We’d like to try new
things, but we need the
support first”
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Core Competency Development Model
Focusing
There is only limited
awareness of the principles of
risk management
“We need everything to be
fully justified before we’ll
move forward”
Practising
The importance of taking
acceptable managed risks in
order to learn is generally
recognised
“We are expected to develop
a risk register routinely for
major projects”
Exploiting Transforming
Risks are well managed The organisation has an agile
and assessed from and embedded approach to
organisation-wide and risk management
locality perspectives
“Because we have a good “Around here people are
strong risk management adept at both quick wins and
practice, we can pay more quick kills”
attention to innovations
which really stretch us”
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3. PROCESSES AND SYSTEMS
Aware
Data is used mainly to
A. Corporately owned
populate existing systems,
and is sometimes
inaccurate or out of date
“We realise our data is in a
bit of a mess and we need
to develop a coherent
approach”
The e-Government related
planning process is not
linked to other planning
processes
B. Aligned
“e-Government related
activities are seen as
separate, linked to getting
IEG monies”
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Core Competency Development Model
Focusing
There is some
cataloguing/classification of
information at an
organisational level
“We collect data from
customers but use it only
once each time”
e-Government style planning
is taken into account in some
areas
“Only a few major service
areas are really focusing on
how to get the best out of e-
enabled services”
Practising
There are some single or
tightly integrated systems or
procedures
“We collect data once and
use it many times wherever
possible”
Technical capability is in line
with process and system
needs and requirements
“Our managers are expected
to know how to work with
programme and project
management methodologies”
Exploiting Transforming
Information is used as a Information is used as a
corporate resource community resource
“People are accustomed to “People here and in our
using standardised partner organisations make
procedures and templates” extensive day-to-day use of
shared online resources”
The e-Government style Corporate and community
planning process is strategy is strongly
intrinsic to all planning influenced by ICT
processes possibilities
“All service improvement “ICT possibilities and
processes are designed to opportunities to use e-
get the best out of e- enabled service delivery are
enabled business built into our community
improvement and service planning with partners”
delivery tools”
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3. PROCESSES AND SYSTEMS
Aware
Information required for
effective information
provision and management
C. Communicated
is not yet available
“Each part of the Council
tends to do its own thing”
Systems are procured on
an ad hoc basis to satisfy
local business
requirements
D. Managed
“Interventions are locally
driven – they are not really
recognisable as projects”
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Core Competency Development Model
Focusing
New ways of working are
under consideration
“There’s some
experimentation with new
ways of working in some
service areas, but no
corporate approach”
Process and system
development is restrained by
some lack of technical
capability or adequate
corporate governance
“We still can’t find what we
need – only some people can
access our systems”
Practising
Appropriate channels for
delivering communication
and engagement strategies
have been established
through consultation
“There’s an access or
channel strategy that has
been developed and
discussed corporately”
Time has been invested in
embedding programme and
project management
processes across the
organisation
“As managers, we know
when to use tools like
Prince2 and when not to, and
we recognise that
programme management is
more than managing a suite
of projects”
Exploiting
Systems infrastructure is
driven by both customer
and business needs
“Front line staff are able to
influence systems and
processes”
There is general
recognition and use of
integrated technology and
management skills
“People understand and
routinely apply protocols for
data sharing”
Transforming
Effective self service system
is in place for customers and
the physical layout of the
authority and its resources
optimises the customer
interface
“Irrespective of where a
customer contacts the
Council, they get the same
one-stop delivery – there’s no
such thing as a wrong door
around here”
Multi disciplinary teams are
agile and can anticipate and
respond quickly to changing
customer needs
“Processes and procedures
are constantly reviewed in
anticipation of change and in
response to feedback”
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3. PROCESSES AND SYSTEMS
Aware
Procedures and standards
are absent or lack visibility,
both internally and
externally
E. Tracked
“Every service has its own
rules”
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Core Competency Development Model
Focusing
Systems comply with
information management
legislative requirements
“We are able to meet
statutory reporting
requirements but this doesn’t
mean we have an integrated
approach”
Practising
Opportunities are sought to
improve service delivery
through more effective
systems and processes
“We have access to the
business analysis skills we
need in order to use data to
inform our service
improvement”
Exploiting
There is effective
management of the
complete chain of activity
or supply chain, from start
to finish
“Outcomes are judged
within the context of
organisational
performance”
Transforming
The organisation
continuously reviews its
processes and procedures, in
response to learning and
feedback
“We are widely recognised
for our commitment to learn
from for our own and others’
experience, and our
willingness to put the
resources behind this”
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 Core Competency Development Model

2 Acknowledgements
We would like to thank the following organisations for their input and contributions to the
development of this document:

ƒ The Chartered Institute of Public Finance and Accountancy (CIPFA)

ƒ The e-Government Unit of the Cabinet Office
ƒ e-skills UK
ƒ The Employers’ Organisation for Local Government
ƒ The Improvement and Development Agency (IDeA)
ƒ Communities and Local Government (CLG)
ƒ The Office of Government Commerce (OGC)
ƒ The Society of Chief Personnel Officers (SOCPO)
ƒ The Society of Information Technology Management (SOCITM)

3 Document History
Version Change Date
Number

1 Draft document for review 10 Jan, 2005

2 Incorporation of changes resulting from quality assurance reviews. 16 May, 2005

3 Formatting, presentation and proofreading of the document. 16 Sep, 2005

4 Changes to presentation and format; updating to reflect changes in 15 Feb, 2007

ownership and government organisation; a synopsis of the Capacity
Building Programme and further information sections included; correction of
typographical errors and contextual references to e-Government revised as
the programme is now concluded.
Document number assigned and included. File naming format amended and
revised document published.

4 Further Information
In all cases your regional director of local government practice is your first point of contact, except for
fire and rescue authorities who should contact their business change manager. IDeA regional
associates may also be able to help to broker partnerships, help authorities share experiences and to
find information. Contact information is also available on the Capacity Building website.

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