Skills identifier

1. Ensure that the collection, analysis and use of evidence in the organisation complements that of wider government

To meet this requirement you need to be able to understand and explain:

• the potential for synergy and/or cost-effectiveness from working across departmental boundaries and from being informed of, and anticipating, the wider needs of government

And provide evidence of:

• past achievement
• credible evaluation of the potential for this

2. Ensures the evidence base for the strategy and work of the organisation is open to critical challenge and inspires the confidence of stakeholders including the public

To meet this requirement you need to be able to understand and explain:

• the importance of evaluating all assumptions, perceptions and arguments using analysis and evidence
• how you make your organisation’s formation and use of analysis and evidence transparent to stakeholders
• how you encourage and respond to critical feedback
• the provisional nature of all knowledge

And provide evidence of:

• work appropriately guided and informed by analysis and evidence
• effective communication with stakeholders, including the caveats that they should observe in assessing the analysis and evidence provided
• feedback from and appropriate response to stakeholders
• having implemented risk management approaches related to the fragility of evidence
• reconsidering decisions in the light of more recent or more robust evidence

3. Sets demanding standards for the use of evidence in line with government requirements and proprieties, and ensures that they are met

To meet this requirement you need to be able to understand and explain:

• how wider standards and proprieties pertain to my organisation
• how you ensure that all work in your organisation meets the relevant standards and proprieties

And provide evidence of:

• clear guidelines on this
• an audit trail of adherence throughout the organisation

4. Champions the role of analysis/evidence in the organisation and maintain an effective relationship with relevant experts

To meet this requirement you need to be able to understand and explain:

• how you communicate and promote, including by personal example, the need and requirement for evidence-based working

And provide evidence of:

• past achievement
• a convincing account of how you would do this

1. Has an intimate understanding of, and guides the long-term development of, the organisation’s business model. Is a compelling communicator of strategies, trends and risks

To meet this requirement you need to be able to understand and explain:

• the financial strategy of the organisation within the broader government arena, including risks, constraints and policy implications
• the recent financial performance of the organisation, why key trends have occurred, and what strategies are in place to improve future performance
• the main economic and financial strategies of government

And provide evidence that you have:

• made confident appearances at Select Committees and similar fora, explaining complex financial issues with clarity aligned to audience needs
• led compelling internal staff briefings to set business direction, ensuring an understanding of key financial plans, goals, issues and risks
• influenced Board decisions on key financial matters

2. With Board colleagues, can set and monitor challenging business plan goals, targeting continuous improvement in the overall efficiency and effectiveness of the organisation’s resources. Uses long-term, innovative thinking and networking to stimulate new opportunities or solutions and early identification of corporate risks

To meet this requirement you need to be able to understand and explain:

• why the particular targets/goals have been set for the organisational/business plan
• the relative costs and benefits of pursuing different delivery options
• the key features of the Operating and Financial Review and Statement of Internal Control
• general/specific comparisons between public and private operations
• how political and business issues/drivers impact on the business
• effective corporate governance and risk management

And provide evidence that you have:

• been instrumental in agreeing/influencing the targets included in the business/organisational plan
• identified systematic issues/problems which would impact on ability to deliver the plan and developed solutions to deal with these
• identified and promoted opportunities to instil rigor into the organisation’s systems and procedures
• researched commercial practice, challenging and taking up best examples
• made effective representation in the commercial and public service arenas

3. Is fluent at interpreting a wide range of financial information, including market analyses, and can use this to determine policy and strategy

To meet this requirement you need to be able to understand and explain:

• what financial data you need to support your decision-making and forecasting
• how management information needs to be developed to improve Board decisions and what organisational risks exist in the meantime
• the key financial variables you look for when assessing or reviewing policy and investment decisions

And provide evidence that you have:

• challenged plans and budgets at board level
• undertaken routine reviews of financial performance and held staff to account for their decisions
• demonstrated a bias for action and decision-making

4. Fosters an organisational culture that encourages best practice public sector governance, and consistently monitors business performance against these standards

To meet this requirement you need to be able to understand and explain:

• institutional structures and organisational behaviors
• comparative practice in public and private sector bodies

And provide evidence that you have:

• reviewed and set governance and internal control framework for your area
• advocated high standards of ethical behaviour to colleagues and subordinates
• advised Ministers/Board on issues of regularity and propriety

5. Champions the role of finance within the organisation, and maintain an effective relationship with the Finance Director

To meet this requirement you need to be able to understand and explain:

• the strategic role of finance and financial management
• structure of professional development for finance professionals and finance management skills for other staff in your organisation
• sources and significance of strategic level financial information

And provide evidence that you have:

• worked with senior finance professionals to integrate finance issues into corporate strategy
• collaborated to specify meaningful strategic level financial information requirements
• ensure effective collaboration between finance and other staff in your command

1. Able to create a culture of high performance and people management that is intolerant of poor performance

To meet this requirement you need to be able to understand and explain:

• how your actions impact on the culture of the organisation
• the responsibility you have in setting the tone for the organisation
• the importance of demonstrating your commitment and responsibility in everything you do
• the specific responsibilities you have as a leader of the organisation
• that you must continue to learn
• how to create a positive impression through effective communication and presentation

And provide evidence of:

• improved organisational capacity, resilience, reputation, and impact through better people management
• how you apply organisational values to decision making
• cases tackling poor performance
• improved 360 degree feedback results
• improved staff survey results showing increased levels of engagement/performance

2. Aligns functions and resources, and deploys people and skills optimally to achieve strategic priorities

To meet this requirement you need to be able to understand and explain:

• how to align decision making with the culture and strategy of the organisation
• your responsibility for the legacy of the organisation, through resource and succession planning
• how to plan and develop organisational resilience
• how to develop the organisation in the long term

And provide evidence of:

• increase of ‘on the job’ development
• greater migration of skills across the department
• long term plans for the future of the organisation

3. Able to act as a passionate and inspiring advocate for change

To meet this requirement you need to be able to understand and explain:

• your role in advocating change and making it happen
• how to communicate a compelling vision for change effectively
• how you are perceived by the organisation

And provide evidence of:

• regular self awareness reviews and remedial action
• demonstrating your commitment to change

4. Able to foster an organisational culture that is positive about change and committed to delivery of the strategic vision

To meet this requirement you need to be able to understand and explain:

• your role in shaping the organisation’s beliefs and values
• how to achieve buy-in on an organisational scale

And provide evidence of:

• high level of engagement from staff within the change process
• effective two-way communication and how it has led to a greater understanding of the change
• less resistance to change
• how you have overcome resistance through tackling obstacles and barriers effectively

5. Champions the role of HR in the organisation and maintains an effective relationship with the HR Director

To meet this requirement you need to be able to understand and explain:

• your role in ensuring the integration of HR throughout the organisation
• your legal responsibilities to the organisation and for the people within it

And provide evidence of:

• regular dialogue between your department and HR
• HR input in to key business decisions
• internal comm’s advocating the HR function and its work
• effective partnership between your department and HR

1. Operates PPM techniques effectively in an environment of ambiguity and uncertainty

You need to provide evidence that you have:

• ensured that appropriate PPM governance structure and techniques are in place, taking account of market factors and stakeholder expectations
• established a sound benefits management regime to monitor and deliver a programme’s benefits
• taken decisions on whether to proceed, realign, or abandon the programme or project, based on risks, business case and plans

2. Works collaboratively across departments to ensure PPM techniques are applied effectively, with appropriate trade-offs between programmes

You need to provide evidence that you have:

• contributed to departmental decisions on programme and portfolio management to ensure alignment with organisation’s goals
• identified and managed programme and project interdependencies
• worked with PPM Centre of Excellence to ensure that corporate PPM recommended practice is applied

3. Takes delivery of OGC Gateway reports as SRO and takes appropriate action

You need to provide evidence that you have:

• received Gateway Reports as SRO, and taken appropriate action in response to recommendations

4. Champions the role of PPM in the organisation and maintain an effective relationship with relevant experts and senior stakeholders

You can provide evidence that you have:

• approved a stakeholder management strategy and executed external communication plans
• worked collaboratively with relevant experts
• ensured that expertise from appropriate professional disciplines is employed effectively

1. Creates and drives forward a culture that demands active, two-way engagement with all stakeholders, including people within the organisation

To meet this requirement you need to be able to understand and explain:

• how departmental values support the culture of engagement
• how you use effective internal communications to engage your staff to help deliver the business

And provide evidence of:

• how you have ensured that departmental values support and develop a culture of active engagement
• how you have engaged your staff by taking responsibility for internal communication with them, resulting in effective delivery how you have engaged the wider department and stakeholders in your policy/service

2. Creates and drives forward a culture that ensures close working between communications, policy and delivery

To meet this requirement you need to be able to understand and explain:

• why early engagement across departments and directorates leads to effective and efficient delivery
• the role of communications and marketing in developing and delivering strategic solutions to meet departmental objectives

And provide evidence of:

• how you have facilitated and increased joined up communications practice
• taking responsibility for identifying risk and reputation management issues

3. Aligns communications objectives with clear cross department and cross-government objectives

To meet this requirement you need to be able to understand and explain:

• how to share information at an early stage across government to support better, more efficient working
• how effective communication between departments can be used to engage staff to help deliver government businessx

And provide evidence of:

• how you use communication and marketing to achieve strategic goals and lead the organisation
• how you have ensured that the customer receives joined-up, targeted information which gives them the full picture
• taking responsibility for working co-operatively across government to engage citizens/customers in a trusted, relevant and timely way
• sharing research across government

4. Champions the role of communications and marketing in the organisation and maintain an effective relationship with the Director of Communications

To meet this requirement you need to be able to understand and explain:

• the value which communications and marketing adds
• the role of the Director of Communications and the benefits of a close working relationship

And provide evidence of:

• policies and services throughout the department which put the citizen/customer at their heart
• the specific differences that communications and marketing have made in delivering consumer-focused policies and services
• how you have championed communications and marketing including any mechanisms you have set up
• using communication to achieve strategic goals and lead the organisation
• staff throughout the department engaging with and understanding key communications activity
• close working between you and the Director of Communications

1. Able to shape and set the long-term vision and direction for the department, taking into account both wider government priorities and delivery systems

To meet this requirement you need to be able to understand and explain:

• the long-term vision and direction for the department, including how it responds to future trends
• what the government’s wider priorities are and how they have informed the development of the long-term vision and direction for the department

And can provide evidence that you have:

• considered the trends that are relevant to the development of the long-term vision and direction of the department
• elicited the views of colleagues within the department in setting the long-term vision and direction (for example: via focus groups, formal survey etc)

2. Knows how to identify tensions, set priorities and make trade-offs between different policy areas and over different timescales (short, medium and long term)

To meet this requirement you need to be able to understand and explain:

• the tensions, priorities and trade-offs that exist between the relevant policy areas
• the tensions, priorities and trade-offs that exist over different timescales

And can provide evidence that you have:

• considered the range of evidence that might inform the set priorities for the dept (for examplr: wider government priorities, effectiveness of intervention, ‘big’ strategic issues etc)

3. Able to present Ministers and colleagues with key choices based on robust evidence and facilitate the strategic development process

To meet this requirement you need to be able to understand and explain:

• the possible strategic choices and the evidence that underpins these choices
• the likely implications from pursuing the various strategic choices

And can provide evidence that you have:

• presented Ministers and colleagues with key strategic choices
• surveyed the relevant evidence that informs your strategic choices (for example: trends, scenarios, effectiveness of interventions etc)

4. Knows how to take a corporate perspective across government, pro-actively working as a team with Whitehall peers, influencing and shaping their strategic agendas and understanding key strategy and decision processes

To meet this requirement you need to be able to understand and explain:

• the strategic agendas of Whitehall peers in other government departments
• the key strategy and decision processes in other government departments, including timing and influence points

And can provide evidence that you have:

• identified key Whitehall peers that work in related strategy areas
• influenced the strategic agenda of at least one other government department

5. Champions the role of strategic thinking in the organisation, working effectively with relevant internal and external experts

To meet this requirement you need to be able to understand and explain:

• what strategic thinking is, and what benefits it can yield to the department itself, and across Whitehall

And can provide evidence that you have:

• people internal to the department valuing and understanding the role that strategic thinking can play
• carved out the space for internal strategy experts to undertake strategic thinking

1. Predicts and secures appropriate evidence as a basis for decisions, including testing for deliverability and preparing for evaluation

To meet this requirement you need to be able to understand and explain:

• how you manage the process of commissioning evidence
• how you use existing mechanisms, or put them in place, to ensure decisions relating to policies, projects and programmes are informed by evidence

And provide evidence of:

• having commissioned, or discussed the commissioning of, evidence
• using existing mechanisms, or putting such mechanisms in place

2. Links evidence with specific outputs to challenge decision- making, and identifies ways to improve its quality and use

To meet this requirement you need to be able to understand and explain:

• how you systematically consider and review evidence informing decisions
• how you work with evidence providers to identify the scope for improving the quality or usefulness of evidence in future

And provide evidence of:

• having used different types of evidence in making proposals for decision, showing the link between the evidence and the proposal, including assessing how the decision would be delivered
• having provided appropriate feedback on the strengths and limitations of evidence to providers

3. Champions use of a variety of tools in collecting and analysing evidence, balancing needs and concerns of users and suppliers

To meet this requirement you need to be able to understand and explain:

• how to manage the differing needs and interests of users and suppliers
• the limitations of evidence, and how to manage risk and uncertainty

And provide evidence of:

• having brought together users and suppliers to discuss the quality and completeness of the evidence base
• encouraging suppliers to describe the limitations of evidence when making or proposing a decision

4. Ensures deployment of evidence is consistent with wider government requirements

To meet this requirement you need to be able to understand and explain:

• what evidence is already available elsewhere in government
• when to consult with others involved in related areas to ensure government gains maximum value from evidence, both in commissioning new evidence and in sharing results

And provide evidence of:

• liaising with others outside your own work area about existing evidence
• systematic assessment of the potential to add value to newly commissioned evidence

5. Works in partnership with a wide range of analytical experts to achieve organisation’s goals

To meet this requirement you need to be able to understand and explain:

• how to oversee a project in the way which makes the best use of the relevant experts

And provide evidence of:

• overseeing a project or a convincing account of how you would go about this

1. Influences the organisation’s business model and is adept at communicating it to internal and external audiences

To meet this requirement you need to be able to understand and explain:

• the strategic financial imperatives within the business model and underpinning strategies and policies
• how your business area contributes to these financial imperatives
• how you can influence the delivery of financial targets and future financial shape of the business

And provide evidence that you have:

• influenced the strategic development of the business plan, including the financial elements
• set goals and budgets for your business area that are directly linked to the long- and short-term corporate plan
• led regular team briefings to set direction and assess progress against the business plan, including financial performance and targets
• undertaken external presentations to stakeholders which included the financial context for strategies, policies, or decisions

2. Plans, agrees and monitors the delivery of stretching targets. Identifies and implements innovative ways to improve efficiency and effectiveness in the use of resource and assets

To meet this requirement you need to be able to understand and explain:

• the underlying assumptions of the organisation’s business plan
• how to optimise the use of assets, working capital and cash in the delivery of targets

And provide evidence that you have:

• used comparative data (e.g. benchmarking) to develop and challenge performance levels
• applied knowledge of cost behaviours to identify potential inefficiencies and taken action to reduce or control costs

3. Interprets a wide range of financial information (including corporate financial reports) to make management decisions. Competent when approving investment appraisals

To meet this requirement you need to be able to understand and explain:

• the availability of internal and external financial data across the organisation and what to ask for to support your decision-making and forecasting
• how you would like management information to be developed to enhance future decision-making
• what constitutes a rigorous business case or policy proposal and the key financial variables you look for when reviewing cases

And provide evidence that you have:

• bid for appropriate budgets, and challenged bids from staff and peers
• line-managed resources actively, assessing different sources and methods to maximise value achieved
• demonstrated a bias for action and decision-making

4. Provides assurance to the Board on the achievement of the highest standards of internal controls and public sector governance

To meet this requirement you need to be able to understand and explain:

• the role of internal and external audit
• principles and methods of corporate governance
• presentation of accounting information

And provide evidence that you have:

• encouraged ethical and soundly based business practice in your area of responsibility
• worked with internal and external auditors on regularity audit
• represented and advocated public sector values and practices to non-government organisations
• provided Parliament and public with transparent financial data

5. Works in partnership with finance experts to achieve organisation’s goals

To meet this requirement you need to be able to understand and explain:

• respective contribution of finance and other professional staff to departmental goals
• the performance of your area of responsibility in financial terms both to Finance and your management team

And provide evidence that you have:

• involved finance professionals in strategy development and performance tracking for your area
• reviewed financial accounting and reporting issues in your area with finance professionals
• communicated openly

1. Able to develop team capability in line with business plan and organisational vision

To meet this requirement you need to be able to understand and explain:

• how capabilities are linked to organisational success
• short and long-term development strategy

And provide evidence of:

• effective workforce planning to meet requirements of business plan
• how capabilities are linked to performance

2. Able to coach and develop individuals and teams for high performance

To meet this requirement you need to be able to understand and explain:

• advanced techniques for coaching
• the application of talent management planning
• short and long-term development strategy
• the organisation’s values and how this affects the vision
• how to create and maintain a positive working environment

And provide evidence of:

• active management of PSG standards and gateways
• acting as a mentor for a high performer
• developing others leading to improved performance
• successful delivery of development strategy

3. Champions equality and diversity, and promotes best practice

To meet this requirement you need to be able to understand and explain:

• the benefits and barriers to promoting diversity initiatives
• the need to take account of equal opportunities within all areas of people management

And provide evidence of:

• acting as a role model for promoting diversity
• leading on diversity initiatives
• reducing risk of discrimination through the application of departmental policy and legislation

4. Able to manage change effectively identifying resistance, building engagement and involvement, and rewarding innovation

To meet this requirement you need to be able to understand and explain:

• how to manage people effectively through the change process
• the individual’s ‘change curve’
• change management techniques and tools
• the principles of organisational design
• departmental policy and employment law to meet corporate and legislative requirements

And provide evidence of:

• advocating for change and leading by example
• successful management of significant change requiring people’s engagement
• leading and facilitating focus groups
• implementation of an improved team structure

5. Works in partnership with HR experts to achieve organisation’s goals

To meet this requirement you need to be able to understand and explain:

• the role of HR Business Partner and how to work together effectively
• the relationship with Trade Union side and their agenda
• how to use HR systems, processes and technology to improve delivery

And provide evidence of:

• working in partnership with HR to resolve issues and find solutions
• successful use of HR services
• acting within framework of HR policy and supporting changes to meet organisational needs

1. Takes responsibility for the definition and successful delivery of programme benefits through cost effective measurement processes. Can oversee the development and delivery of a viable business case

You need to provide evidence that you have:

• agreed the definition of a programme’s benefits
• defined success criteria to assess performance
• ensured that cost effective measurement processes are in place
• overseen the development of a business case and challenged it where necessary, considering the impact of factors such as technology and market trends
• ensured that the business case remains viable throughout the programme or project

2. Anticipates, manages and monitors programme/project risks, including by using market knowledge and networks

You need to provide evidence that you have:

• ensured programme and project risks are identified, analysed, and evaluated
• developed and recommended options for reducing risk to a level of acceptability and ensured risk is controlled
• reported progress to the next level of project/programme governance

3. Ensures effective communications with stakeholders

You need to provide evidence that you have:

• analysed, evaluated, and prioritised stakeholders with reference to their contribution, influence, and interest
• ensured effective stakeholder communications takes place and managed stakeholder expectations

4. Ensures OGC Gateway reviews are commissioned and contributed to appropriately

You can provide evidence that you have:

• commissioned and/or contributed to the review of your programme or project

5. Works in partnership with PPM experts to achieve organisation’s goals

You need to provide evidence that you have:

• approved an appropriate programme or project governance framework, including resourcing the right level of PPM expertise
• reviewed, challenged and approved key programme/project documentation
• ensured that PPM and commercial experts are consulted at an early stage, and their professional advice respected

1. Uses communications and marketing to put the citizen at the heart of policy development and operations

To meet this requirement you need to be able to understand and explain:

• how to use research and insight to understand who the potential customers of your policy/service are
• the relevance of your message to your audience
• how to engage your customers and stakeholders in a continuous two way dialogue

And provide evidence of:

• mapping out all key stakeholders and ensuring end user perspectives and insights are built into all policy and operational processes
• using market research to shape and inform policy/service development
• sharing research across departments
• a two-way dialogue between you and your team and the citizen/customer
• direct and unmediated communication
• productive working relationships with stakeholders and partners
• cooperation with colleagues to produce policies/services which meet customer needs
• evaluation findings being fed back into the beginning of the policy cycle to continuously improve delivery

2. Understands and uses cross departmental customer segmentation, identifies consumer/citizen needs and understands the range of communication channels

• To meet this requirement you need to be able to understand and explain: how to segment your customers
• how to access segmentation information on groups relevant to your policy/service area, available from other departments
• how to segment by user need, perception and behaviour
• the needs of your audiences, both internal and external
• which communications methods of delivery are most relevant to your business
• where you can best use your partners and stakeholders to engage your customers
• the resource requirements of communications activity
• the local and regional impact of your policy/delivery

And provide evidence of:

• how you have used segmentation to devise products and influence policy and service development to address citizen/customer needs
• how you have used segmentation information about citizen/customer needs to shape policy and service delivery
• your staff having opportunities to hone their understanding and awareness of segmentation, communications and marketing issues
• your awareness of the full range of communications channels
• securing appropriate resources for communications and marketing activity which provides VfM

3. Aligns policy and delivery with clear communications objectives and measurement criteria

To meet this requirement you need to be able to understand and explain:

• how your business objectives and communications objectives link together and add value to each other
• how and why sharing information at an early stage leads to better, more efficient working
• how internal communications can be used to engage staff to help deliver the business

And provide evidence of:

• developing motivating, added value customer propositions and messages
• communication being integrated at an early stage to help identify opportunities, handle risk and solve problems
• collaborating with communications colleagues to produce integrated communications strategies
• how you have aligned your policy/operational activity with the department’s overarching corporate communication strategy
• staff in your business area engaging with and understanding key communications and marketing objectives
• ensuring your resources for communications and marketing activity includes funds for evaluation

4. Understands the wider ministerial and communications agenda across the department and government

To meet this requirement you need to be able to understand and explain:

• the impact of propriety issues relating to communications
• the ministerial context – needs and demands
• the environment in which communications will take place
• the news value of your work
• your role as spokesperson for your policy/service internally and externally, as appropriate

And provide evidence of:

• devising business objectives grounded in a realistic environment
• identifying and sharing information on the issues for those affected/possibly affected by your policy/service area
• contributing your knowledge of external agendas and issues to communication strategies
• identifying risks early on to decrease the need for reactive communications activity
• having realistic expectations of media coverage
• working in conjunction with communications colleagues to shape and convey key messages to build a story about your policy area/service
• how you have facilitated joined up communication that tells a story involving several departments/initiatives

5. Works in partnership with communications and marketing to achieve organisation’s goals

To meet this requirement you need to be able to understand and explain:

• the role of communications and marketing
• your role as an intelligent customer
• intelligent evaluation of the work of communications and marketing colleagues

And provide evidence of:

• productive working relationships with communications and marketing colleagues so that you engage citizens/customers in a trusted, relevant and timely way
• your staff providing communications and marketing colleagues with information necessary to do their job
• your staff involve communications colleagues in the right issues at the right time

1. Knows how to influence department’s strategy and priorities

To meet this requirement you need to be able to understand and explain:

• the process of strategy development within the department
• the department’s strategic priorities and the underlying analysis and rationale

And can provide evidence that you have:

• contributed to the department’s strategy and priorities by identifying the trade-offs, tensions and conflicts that need to be managed

2. Knows about and understands government priorities, wider policy, environment and institutional constraints, and how to translate these into overall strategic direction of the department and government as a whole into effective delivery of own work area

To meet this requirement you need to be able to understand and explain:

• the Government’s priorities, including how they have been reached
• the institutional constraints within which your department and others work
• how the overall strategic direction of your department and government informs and drives your work area

And can provide evidence that you have:

• attended events (for example, networking) that would allow you to understand government priorities, and their related rationale
• made the link between your work area and the department’s overall strategic direction

3. Knows how to identify, understand and take account of key strategic drivers affecting the delivery system, including the potential impact of ICT

To meet this requirement you need to be able to understand and explain:

• what the key strategic drivers affecting the delivery system are and how they affect the system
• the evidence that supports your analysis of the key strategic drivers

And can provide evidence that you have:

• considered the wide range of potential drivers affecting the delivery system
• taken account of the key strategic drivers in the way the delivery system is designed (for example, by pointing to scoping documents, implementation plans etc)

4. Knows and deploys a range of strategic analysis tools

To meet this requirement you need to be able to understand and explain:

• the different features and purposes of a range of strategic analysis tools
• the circumstances in which each strategic analysis tool is most useful
• the advantages and drawbacks associated with the range of strategic analysis tools

And can provide evidence that you have:

• taken steps to better understand the range of strategic analysis tools available
• deployed appropriate tools on specific projects

5. Work in partnership with internal and external strategy experts to achieve organisation’s goals

To meet this requirement you need to be able to understand and explain:

• who the relevant strategy experts are in your area, and what they contribute in the way of new knowledge to your work area

And can provide evidence that you have:

• made links with all of the relevant internal and external strategy experts
• used the knowledge gleaned from the relevant internal and external strategy experts in your day-to-day work

1. Identifies and uses various sources of evidence and feedback to support outputs

To meet this requirement you need to be able to understand and explain:

• how to identify the types of evidence required to support, modify or reject a specific output
• where to go to find appropriate evidence and who to involve in obtaining the evidence you need

And provide evidence of:

• understanding when policies and initiatives with which you are involved will require supporting evidence, for example to support the decision making process, option appraisal, and problem resolution
• knowing the types of evidence that are needed in different circumstances including quantitative, (e.g. results from implementing similar initiatives), qualitative (e.g. customer opinion surveys), and scientific (e.g. results from trials or experiments)
• using a variety of sources (e.g. experts, web sites, intranets, libraries and published media) to obtain information
• explaining to stakeholders the relative merits of evidence obtained from different sources including taking into account the age of the data, and how, where and for what purpose it was obtained
• commissioning evidence from sources within your organisation, including independent advisory committees, to support your work
• balancing the time and cost of obtaining evidence of an appropriate quality and knowing when to seek professional advice on whether or not to commit budget to commission evidence

2. Understands the validity, relevance and limitations of different sources of evidence

To meet this requirement you need to be able to understand and explain:

• how to critically appraise evidence and identify high quality research
• how to evaluate the relevance of results that you obtain so that you make optimum use of information supplied
• how to communicate clearly the relevance of evidence to a specific output
• how to define and communicate the risks that may arise from
• deploying evidence

And provide evidence of:

• setting and using criteria to appraise the value of evidence, including consideration of the use to which it was to be put, the source, scope and currency of the evidence
• ensuring the evidence base used was appropriate and produced evidence of sufficient strength to support, modify or reject the study/case/proposal
• respecting the standards, proprieties, codes and protocols associated with evidence you obtained
• ensuring evidence you commissioned was necessary and was sufficient to support your deliverables but not excessive either in content or cost of collection
• interpreting correctly the evidence, taking into account external factors that could influence results, and dealing appropriately with incomplete evidence
• explaining satisfactorily why selected evidence was used in preference to other evidence you could have used
• gaining approval that evidence you presented was relevant to the study/case/proposal and of sufficient weight and content
• considering the risks associated with using or discounting evidence, including the importance of the deliverable, where and in what form
• the evidence would be published, the reliability of the source, the applicability of the data set and validity and interpretation of the results

3. Uses evidence to evaluate policies, projects and programmes

To meet this requirement you need to be able to understand and explain:

• how to test the feasibility of policies, programmes and projects against evidence obtained
• how to deploy and communicate evidence effectively to support outputs for which you are responsible
• how to share results in which you have confidence with colleagues working in the same and similar programmes/projects
• how to evaluate policies, projects and programmes and identify lessons learned

And provide evidence of:

• using formal testing strategies such as peer review and/or independent scrutiny to ensure that policies/initiatives/studies and propositions which you delivered were evidence-based
• ensuring that robust, scientifically obtained evidence was used to support key decisions, formal option appraisal and/or published recommendations
• ensuring that evidence was communicated in a planned way, so that data owners and key stakeholders were aware of the implications of evidence and the use to which it was to be put
• ensuring the organisation secured the IPR and publication rights to evidence commissioned from external suppliers
• using your judgement to decide on publication in formal reports, press statements, internal bulletins and newsletters at project and team meetings
• carrying out an evaluation and review of a policy, project or programme and ensuring that lessons learned were recorded and disseminated

4. Understands and can interpret the most commonly used methods for summarising data

To meet this requirement you need to be able to understand and explain:

• qualitative and quantitative data, discrete and continuous data, grouping data, percentages, ratios, mean, mode, median, frequency, frequency density, distribution, range, class intervals, quartiles, quintiles, deciles, covariance, correlation, pie-charts, pictograms, bar-charts, frequency polygons, histograms, graphs, slope, growth rate, sampling, probability, and expected value

And provide evidence of:

• being usefully informed by data summarised in these ways
• having made use of and explained such analyses in briefing for senior colleagues

5. Engages with relevant experts to gather and evaluate evidence

To meet this requirement you need to be able to understand and explain:

• how to engage and work confidently with providers of evidence
• how to represent the views and needs of your target audience to providers of evidence
• how to communicate to colleagues the evidence and analyses provided by experts

And provide evidence of:

• organising/facilitating meetings (includes virtual meetings/discussions) with evidence providers to explain the objectives of the study/case/proposal, and discussing with them the strengths and potential uses of evidence they could supply to support it
• briefing suppliers of evidence about the objectives of the study/case/proposal, the potential uses for the evidence and its importance to meeting deliverables, and communicate to colleagues the evidence and analyses provided by experts
• briefing colleagues and other stakeholders on the results of research, including how far the evidence supported the deliverable, the reliability or otherwise of the evidence, and whether or not additional evidence was required to support the delivery process

1. Can describe the organisation’s business model and identify own contribution to its financial objectives

To meet this requirement you need to be able to understand and explain:

• the financial implications and structure of the business model and plan
• the organisation’s business planning cycle, and your role within it
• how your objectives and/or the work of your team contributes to the achievement of financial goals, for example cash targets, expenditure and revenue budgets, balance sheet projections, internal control standards, etc
• the distinction between various types of government funding (for example, capital, resource budgets) and how to bid for each

And provide evidence that you have

• influenced the development of the business plan
• accepted personal accountability for delivering relevant financial objectives
• provided leadership to your team and peers in communicating the plan with clarity and enthusiasm
• obtained the correct level and type of resources to achieve your objectives

2. Ensures personal delivery against plan, and forecasts accurately. Sets and influences stretching targets for improving the value achieved from resource inputs (people, budget and assets)

To meet this requirement you need to be able to understand and explain:

• the difference between categories of expenditure, for example, resources and capital
• some of the basic accounting principles, for example, the significance of a balance sheet and operating cost statement
• the responsibilities of key decision making authorities, including the accounting officer and finance director
• the relationship between inputs and outputs for key deliverables

And provide evidence that you have:

• made use of financial and planning tools to produce fully costed plans that identify significant risks and assumptions
• produced accurate forecasts identifying opportunities for improvements and taking remedial action where appropriate
• put in place effective arrangements to review and update your plans on a regular basis

3. Works confidently with financial data when making decisions: interpret trends, issues and risks in routine and, where appropriate, investment appraisals

To meet this requirement you need to be able to understand and explain:

• the availability of data within financial systems and how you use it in your decision-making and forecasting
• key cost behaviours (for example fixed versus variable) and the difference between cash and accruals, and why these are important factors in business decisions
• the principles of investment appraisal (including Green Book) and what constitutes a rigorous business case
• the process for internal decision-making within the organisation, and how you can contribute and influence

And provide evidence that you have:

• bid for appropriate budgets
• managed budgets actively, maximizing the value achieved by the organisation through timely action
• provided accurate and timely input to routine financial reporting, including updates to forecasts
• presented or input to rigorous investment appraisals

4. Leads by example when incurring expenditure and managing business relationships and risks. Promotes and enforces appropriate business rules

To meet this requirement you need to be able to understand and explain:

• the “Nolan Principles” of Public Life and the code of conduct for your organisation
• concepts of Regularity and Propriety
• accountability within the organisation and of the organisation to Parliament (role of the Accounting Officer, HMT, NAO)
• internal control procedures

And provide evidence that you have:

• considered and documented legal and financial authority for new expenditure proposals
• managed expenditure in line with Parliamentary and internal financial authorities and delegations
• maintained and documented appropriate controls in your area of responsibility
• contributed to statements of assurance on internal control for more senior managers

5. Engages with finance experts, and knows when to provide them with routine or exceptional information

To meet this requirement you need to be able to understand and explain:

• what finance professionals know and do
• where finance professionals are located in your organisation and how to contact them
• what information you have to provide and when to divisional/central finance teams

And provide evidence that you have:

• involved finance professionals and finance team in expenditure proposals
• provide accurate financial returns as require

1. Understands and communicates the organisation’s priorities, and ensures people’s objectives are aligned with them

To meet this requirement you need to be able to understand and explain:

• how to develop and implement SMART objectives
• how to allocate work to meet organisation’s priorities
• the purposes of different roles within your team
• the relationship between organisation, group and team plans
• effective performance management
• your role as an internal communicator

And provide evidence of:

• regular communication including face to face team briefings on the organisation’s goals and strategy
• testimony from staff on how their contribution makes a difference to organisational performance
• objectives aligned with organisation’s priorities

2. Coaches and develops individuals and manages own development

To meet this requirement you need to be able to understand and explain:

• coaching and development techniques e.g. giving feedback, GROW coaching model
• learning and development tools available
• career paths and goals for yourself and others
• the use of team building activities to improve performance

And provide evidence of:

• staff survey results on how equipped people feel to tackle their jobs
• actively managed PDPs
• evidence of post-development follow-up
• pro-active management of your own development plans
• action resulting from 360 Feedback
• improved retention of high performers within team if a problem previously
• use of feedback and challenge to improve performance

3. Employs a range of appropriate techniques to promote equality of opportunity and diversity

To meet this requirement you need to be able to understand and explain:

• what diversity is
• the importance and benefits of valuing diversity
• how diversity affects all areas of the employee life cycle, for example: recruitment, induction, performance management etc
• what standards of behaviour are expected

And provide evidence of:

• sharing and promoting best practice
• communication and modelling of appropriate standards of behaviour
• involvement in diversity initiatives
• involving individuals in team planning
• adherence to equal opportunities policy in relation to employee lifecycle, for example: recruitment, promotion, reward, etc
• adjustment of roles to meet individual needs

4. Recognises and rewards good performance, and tackles poor performance

To meet this requirement you need to be able to understand and explain:

• your organisation’s reward policy and processes
• the use of benchmarking processes to enable distribution of reward budgets
• the benefits of celebrating success

And provide evidence of:

• celebration of individual and team success
• use of non-financial rewards to recognise achievement
• how celebrating success has contributed to improved delivery
• fostering innovation and creativity

5. Knows how and when to engage with HR experts in tackling people issues

To meet this requirement you need to be able to understand and explain:

• basic employment law
• the manager’s role in addressing people issues and how you can best support the managers in your team
• what HR services/support are available
• how to tackle poor performance, poor attendance, and poor discipline

And provide evidence of:

• accounts of appropriate and timely action demonstrating effective use of HR policy for a variety of issues
• resilience and sensitivity in following a difficult issue through to conclusion
• diagnosis of performance problems which looks at environmental issues as well as personal
• well considered decisions on difficult issues
• leading managers in tackling people issues

1. Understands and uses PPM techniques, including risk management

To meet this requirement you need to be able to understand and explain:

• the definition of a programme and a project, and the difference and similarities between the two
• the key stages, principles and processes for each
• programme and project governance frameworks
• programme and project roles and responsibilities
• risk management principles and processes

And provide evidence that you have:

• taken a programme/project role (such as team member) and successfully fulfilled the duties of that role
• taken appropriate risk management action for risks assigned to you

2. Understands and contributes to definition and delivery of programme benefits and business case development

To meet this requirement you need to be able to understand and explain:

• the purpose and typical contents of a business case
• the relationship between the business case and organisational objectives
• the need to review and update the business case throughout the programme/project lifecycle
• the concept of programme benefits
• how benefits can be defined and measured
• how benefits should be managed within a programme

And provide evidence that you have:

• contributed to the development or updating of a programme or project business case
• contributed to benefits management by helping to define measure or monitor benefits

3. Plans and delivers strong relationships with stakeholders ensuring that the organization is a respected customer and provider

To meet this requirement you need to be able to understand and explain:

• the concept of stakeholder management
• the role of different stakeholders within a programme environment
• the role of programme/project team members in relation to stakeholders
• the benefits of early commercial stakeholder engagement and the risks of not doing this

And provide evidence that you have:

• contributed to the development of stakeholder communication plans
• ensured effective stakeholder communications takes place
• sought commercial stakeholder involvement at appropriate times to ensure programme/project success and value for money

4. Understands the purpose and use of peer and OGC Gateway Reviews

To meet this requirement you need to be able to understand and explain:

• the Gateway and Peer Review process
• the programme/project stages at which these reviews are appropriate

And provide evidence that you have:

• contributed to a programme or project that has been subject to review

5. Engages with PPM experts, and, in acquisition projects, procurement / commercial experts

To meet this requirement you need to be able to understand and explain:

• the contribution of professional PPM expertise to all stages in the delivery lifecycle from policy development to delivery of services
• the contribution of commercial expertise at all stages of acquisition projects

You provide evidence that you have:

• worked effectively with PPM/commercial experts, taking account of the need to involve them in the early stages of programme/project initiation