PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK

PUBLIC SERVICELEADERSHIP COMPETENCIES

FRAMEWORKFor the PEI Civil Service

Public ServiceCommission

2 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018

Table of Contents

Background: The Leadership Competencies Framework ....... 1

Applying the Leadership Competencies .......................................4

Leadership in the Public Service ......................................................5

Leadership Competencies: Self Assessments...............................6

The Competencies, Elements, and Behaviours .........................11

Professional Development Planning.............................................13

PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 3

The Public Service Commission (PSC) conducted research on how competencies are used in organizations, completed an inter-jurisdictional scan and worked with inter jurisdictional colleagues to develop a leadership competency framework that would be appropriate for the PEI Civil Service. Research revealed that while there were numerous leadership competencies frameworks and models viewed, there was a need to strengthen the development of mid-level leaders, and specifically on “leading self” competency.

The Leadership Competencies Framework that was subsequently developed is aligned with the vision for a public service that is collaborative, innovative, streamlined, high performing, adaptable and diverse (GOC, 2016). It reflects the complexity of public service leadership roles. The Leadership Competencies Framework includes the archetypal leadership competencies of:

leading others and creating vision, building relationships and fostering teamwork, influence and self awareness, and focusing on results.

The leadership competency framework contains:• A preamble that sets out the fundamental expectations of

leadership within the public service context• Four competencies and accompanying definitions and

examples of effective behaviours• Self assessments for each competency• Alignments with the Insights Transformational Leadership ™

profile

Background: The Leadership Competencies Framework

The PSC’s Deputy Minister Council Ad Hoc Committee approved the research and development of a leadership competencies framework.


APPLYING THE LEADERSHIP COMPETENCIESThe Leadership Competencies are integrated within human resources processes and recruitment and can serve as the basis for selection, learning and development, performance and talent management of employees in the public service. The framework includes examples of effective behaviours for specific leadership levels (core, advanced and excellence). However there is no policy requirement for supervisors and managers to be assessed on the demonstration of the LCs. Employees and aspiring leaders may wish to refer to the LCs as a tool to identify their learning and development needs and to inform career planning.

Competencies and Job Descriptions• Competencies are the skills, attitudes and behaviours that

demonstrate “how” a job should be done• Job descriptions describe “what” the work of the position is

and what tasks are included.

Recruitment:uses behaviour to assess abilities related to job competencies as well as technical skills/

knowledge/education requirements for a position

Role Definition:defines how employees perform their work

(competencies related to the job description)

Performance Management:sets consistent expectations for behaviour and

provides a feedback system for competencies linked to

job performance

Development/Training:creates consistent learning outcomes for

employees and leadership development programs

Talent and Succession Management:

assists the organization in ensuring employees have the required competencies in addition to the

technical skills required to fill internal positions

Integrated LeadershipCompetency Model


The Public Service in PEI is changing rapidly. Effective government requires dedicated and high-performing public service leaders who inspire others to do their best work for Prince Edward Island and all Islanders.

Leaders in the provincial public service demonstrate a strong and enduring commitment to the public good. They are authentic in the advice they provide in the interest of Islanders. They nurture productive relationships, build cohesive teams and create the organizational conditions for others to succeed. They are committed to the development of the leaders of tomorrow. They value diversity, promote the bilingual character of the public service, and uphold the values and ethics of the public sector. Leaders act with purpose and drive, balance adaptability with conviction and inspiration with stewardship, to achieve management excellence (GOC, 2016).

The Leadership Competencies define the behaviours expected of leaders in PEI’s Public Service. These leaders play a pivotal role in creating and sustaining a modern, connected and high-performing public service that is ethical, professional and non-partisan. They are described below and adapted from the Government of Canada’s Key Leadership Competencies profile (2016), the Insights Transformational Leadership program™, and Inter-jurisdictional research conducted by the PSC in 2016.

Influence and Self AwarenessLeaders exemplify ethical practices, professionalism, political acumen, and personal integrity. They encourage the expression of diverse opinions and perspectives, while fostering collegiality. Leaders are self-aware and seek out opportunities for personal growth. They understand their strengths and limitations and how these influence performance. They lead from within, facilitate development, and demonstrate agile thinking.

Builds RelationshipsLeaders establish strong working partnerships with individuals, teams and others to create opportunities and develop the organization.

They are deliberate and resourceful about seeking the widest possible spectrum of perspectives. They create collaborative, respectful and trusting work environments where sound advice is valued. They demonstrate openness and flexibility to forge consensus and improve outcomes. They bring a whole-of-government perspective to their interactions. In negotiating solutions, they are open to alternatives and skillful at managing expectations. Leaders share recognition with their teams and partners. Leads OthersLeaders define the future and chart a path forward, often leading change and creating vision. They model public service values of respect, accountability, integrity, and excellence to build a positive roadmap for success. They are adept at understanding and communicating context, factoring in the economic, social and political environment. Intellectually agile, they leverage their deep and broad knowledge, build on diverse ideas and perspectives and create consensus around compelling visions. Leaders balance organizational and government-wide priorities and improve outcomes for PEI and all Islanders. Leaders inspire and motivate the people they lead. They manage performance, provide constructive and respectful feedback to encourage and enable performance excellence. They lead by example, setting goals for themselves that are more demanding than those that they set for others.

Focus on ResultsLeaders mobilize and manage resources to deliver on the priorities of the Government, improve outcomes and add value. They consider context, risks and business intelligence to support high-quality and timely decisions. They anticipate, plan, monitor progress and adjust as needed. Leaders take personal responsibility for their actions and outcomes of their decisions. Leaders have the courage and resilience to challenge convention. They create an environment that supports bold thinking, experimentation and intelligent risk taking. They use setbacks as a valuable source of insight and learning. Leaders take change in their stride, aligning and adjusting milestones and targets to maintain forward momentum.

Leadership in the Public Service


LEADERSHIP COMPETENCIES: SELF ASSESSMENTS

The assessment tool that follows is based on the PEI Public Service Commission’s Leadership Competencies Framework, which describes the required behaviours for effective performance at core, advanced, and excellence levels and are cumulative in nature. How often you are required to use the skill/knowledge and how important it is for your work determines the performance

standard. For example if you seldom exhibit a behaviour, or if you perform it at a lower level but it is unimportant to your job that is ok. If you function at a lower level but it is important to your work this would be an area for development to incorporate as a goal in your learning plan.

HR Managers PEI Public Service


Leaders exemplify ethical practices, professionalism, political acumen, and personal integrity. They encourage the expression of diverse opinions and perspectives, while fostering collegiality. Leaders are self-aware and seek out opportunities for personal

growth. They understand their strengths and limitations and how these influence performance. They lead from within, facilitate development, and demonstrate agile thinking.

Self Assessment: Influence and Self Awareness

Core - Foundational leadership skills/behaviors required for those who are leading teams or an individual program or service C

Advanced - Enhanced leadership skills/behaviors developed through training, experience and developmental opportunities in increasingly more complex work assignments and working environments

A

Excellence - Highest level of skills/behaviors required to lead in complex organizations and challenging work environments

E

In the right column beside each statement indicate your current level of knowledge/skill for each ofthe behaviour descriptors. You can consult the matrix for additional information in each level. They are cumulative in nature. The highest number for each section would indicate your level of function for that competency element

Elements of Influence and Self Awareness

Personal Growth and DevelopmentChampions the importance of personal and/or professional development is open to self appraisal and seeks feedback from others, using these opportunities to identify areas for improvement and set goals and strategies to enhance personal performance

CommunicationPromotes open communication by being clear and concise in written and verbal communication, actively listening, and using appropriate messaging and manner of delivery with different audiences/ stakeholders in a wide variety of situations

Professionalism, Political Acumen, and Decision MakingUses knowledge, systems, culture, and evidence based practice to identify issues, the best data available, and possible alternatives, facilitating discussions with the appropriate parties to determine possible impacts of decisions

I could pursue/ plan for professional development in…


Leaders establish strong working partnerships with individuals, teams and others to create opportunities and develop the organization. They are deliberate and resourceful about seeking the widest possible spectrum of perspectives. They create collaborative, respectful and trusting work environments where sound advice is valued. They demonstrate openness and flexibility

to forge consensus and improve outcomes. They bring a whole-of-government perspective to their interactions. In negotiating solutions, they are open to alternatives and skillful at managing expectations. Leaders share recognition with their teams and partners.

Self Assessment: Builds Relationships



A

Excellence - Highest level of skills/behaviors required to lead in complex organizations and challenging work environments

E


Elements of Builds Relationships

Collaborative PracticeUnderstands the inherent strength of engaging stakeholders to build optimal solutions to improve service delivery, and demonstrates the ability to draw on the strengths and skills of others to pursue and achieve goals

Change Facilitation and ManagementInitiates and directs transformational practices to improve organizational effectiveness

Conflict ManagementUnderstands how to identify and deal with conflict early and effectively, facilitate discussions with opposing viewpoints and to gain agreement for the best possible outcome



Leaders define the future and chart a path forward, often leading change and creating vision. They model public service values of respect, accountability, integrity, and excellence to build a positive roadmap for success. They are adept at understanding and communicating context, factoring in the economic, social and political environment. Intellectually agile, they leverage their deep and broad knowledge, build on diverse ideas and perspectives and create consensus around compelling visions.

Leaders balance organizational and government-wide priorities and improve outcomes for PEI and all Islanders. Leaders inspire and motivate the people they lead. They manage performance, provide constructive and respectful feedback to encourage and enable performance excellence. They lead by example, setting goals for themselves that are more demanding than those that they set for others.

Self Assessment: Leads Others



A

Excellence - Highest level of skills/behaviors required to lead in complexorganizations and challenging work environments

E


Elements of Leads Others

Positive Culture and Working EnvironmentCreates a workplace that values diversity and inclusion of people and perspectives and encourages decisions built on consensus

Team Development and LeadershipCreates a team environment which is focused on goal attainment, recognizes contribution from team members and fosters strong communication within the team

Performance ManagementCreates a supportive and accountable environment through setting individual and team goals, providing formal and informal feedback, and promoting professional development for individuals and team members to meet the present and future needs of the organization



Leaders mobilize and manage resources to deliver on the priorities of the Government, improve outcomes and add value. They consider context, risks and business intelligence to support high- quality and timely decisions. They anticipate, plan, monitor progress and adjust as needed. Leaders take personal responsibility for their actions and outcomes of their decisions. Leaders have the courage and resilience to challenge convention. They create an environment that supports bold thinking,

experimentation and intelligent risk taking. They use setbacks as a valuable source of insight and learning. Leaders take change in their stride, aligning and adjusting milestones and targets to maintain forward momentum.

Self Assessment: Focus on Results



A

Excellence - Highest level of skills/behaviors required to lead in complex 6organizations and challenging work environments

E


Elements of Focus on Results

AccountabilityHolds self, individuals and team members responsible for setting and revising goals, measuring progress, and achieving goals to deliver high quality and effective management of human, financial and material resources which reflect best practices

Continuous ImprovementChallenges convention to create innovative change. Uses data, feedback, program review, future trends and best practices to ensure services and program delivery meet system and client needs

System and Resource ManagementUses data based decision making to allocate human, material and monetary resources to meet strategic and operational goals



THE COMPETENCIES, ELEMENTS, AND BEHAVIOURSAt the end of this document is a list of example effective behaviours associated with each of the Leadership Competencies for core, advanced and excellence. There is no requirement for supervisors and managers to be assessed on the demonstration of the LCs, however, employees and aspiring leaders may wish to self assess their LCs in order to identify their learning and development

needs and to inform career planning. Managers/supervisors may choose to use these when staffing, in performance management and talent management. Managers may add, remove or adjust examples as required.

National Indigenous Peoples Day, June 21, 2018, Leaders in Action Session.


Public Service Leadership Competencies

Leading

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Leading from withinFacilitating

Development

Fostering

Teamw

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municating

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Imp

act

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Professional Development Planning

On a year-to-date basis through August, the value of seasonally adjusted manufacturing shipments has increased 9.2 per cent.

• Use the results of your Insights Transformational Leadership personalized participant profile and your Leadership Competencies self-assessment

• Have a conversation with your supervisor or manager about your PD plan and goals

• Pick from courses available in the Public Service Commission’s Learning and Development Calendar that address the 4 ITL manifestations:

1. Authentic/ Influence and Self-Assessment (agile thinking/ leading from within)

2. Relationship (facilitating development/fostering teamwork)

3. Visionary (communicating with impact/creating a compelling vision)

4. Results (leading change/delivering results)

Register at: https://psc.gpei.ca/pathways-for-learning-course-selection


• Public Service Values and Ethics

• How Government Works

Courses on: Authentic/Influence and Self Awareness

Personal Growth

and Development

• Insights Discovery

• Preparing for the Interview/ Career Planning

• Mental Health and You at Work

• Family Violence Prevention Training

• Stress Reset

• Work-Life Balance

• Productivity and Time Management

Communication

• Conflict Management for Supervisors, Managers and Directors

• Effective Communication

• Effective Presentations

• Business Writing Skills

Professionalism, Political Acumen,

and Decision Making

Skills & Attributes: emotional intelligence, perseverance, courage, humility, integrity, interpersonal skills, political acuity


• Public Service Values and Ethics

• How Government Works

Courses on: Builds Relationships

CollaborativePractice

• Building Collaborative Skills

• Collaborative Strategies for Resolving Conflict

Change Management

and Facilitation

• Change Management

• Facilitating Effective Meetings

• Dynamics of Policy Development

ConflictManagement

Skills & Attributes: communication, openness, adaptability, diplomacy


• Mental Health and Performance Matters in the Workplace

• Coaching Skills for Performance Management 1

• Coaching Skills for Performance Management 2

Courses on: Authentic/Leads Others

Positive Culture and Working Environment

• Insights Discovery

• Valuing Diversity in the Workplace

• Mi’kmaq Series (Traditional History, Contemporary

Society, and Consultations with Mi’kmaq)

• EAP: Employee Assisted Referrals

Team Development

and Leadership

• Insights Discovery/ Transformational Leadership

• Leading and Managing Different Generations in the Diverse Work Environment

• Building Collaborative Skills

PerformanceManagement

Skills & Attributes: optimism, good judgement, life experience, decisiveness, team player


• Financial Management in the PEI Government

• PeopleSoft Reporting for Managers

• Staffing and Classification: Process and Practices for Managers

• Lean Six Sigma

Courses on: Focus on Results

Accountability• Introduction to Lean Six Sigma

• Project Management Basics

• Program Evaluation 101

• Public Engagement 101

ContinuousImprovement

• Program Evaluation 101

• Change Management

• Writing for Government: Executive Council Memos, Treasury Board Memos and Briefing Notes

System and Resource

Management

Skills & Attributes: business acumen, pragmatism, perseverance, logic, integrity


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actic

e to

iden

tify

issu

es, t

he

best

dat

a av

aila

ble,

and

pos

sibl

e al

tern

ativ

es, f

acili

tatin

g di

scus

sion

s with

the

appr

opria

te

parti

es to

det

erm

ine

poss

ible

im

pact

s of d

ecis

ions

U

nder

stan

ds e

cono

mic

, soc

ial a

nd p

oliti

cal

envi

ronm

ent

M

odel

s beh

avio

rs w

hich

supp

ort o

rgan

izat

iona

l val

ues

G

athe

rs in

form

atio

n to

iden

tify

prob

lem

s and

op

portu

nitie

s

Rec

omm

enda

tions

and

/or a

ctio

ns re

flect

con

side

ratio

n of

pos

sibl

e al

tern

ativ

es a

nd im

pact

s

Invo

lves

rele

vant

peo

ple

in d

ecis

ion

mak

ing

and

seek

s di

rect

ion

appr

opria

tely

Info

rms p

eopl

e of

dec

isio

ns a

nd fo

llow

s thr

ough

on

deci

sion

mak

ing

C

omm

unic

ates

con

trove

rsia

l dec

isio

ns o

r inf

orm

atio

n w

ith ta

ct a

nd d

iplo

mac

y

U

nder

stan

ds o

rigin

s of i

ssue

and

dem

onst

rate

s stro

ng p

robl

em-s

olvi

ng

orie

ntat

ion

usin

g fa

ct-b

ased

/ bro

ad ra

nge

of in

form

atio

n so

urce

s/an

alys

is

of fa

ctor

s

Dis

cuss

ions

invo

lve

peer

s with

in o

rgan

izat

ion

and

a va

riety

of o

ther

st

akeh

olde

rs in

dec

isio

n

Con

side

rs m

ultip

le so

lutio

ns a

nd im

pact

s on

team

mem

bers

and

clie

nts

and

othe

r sta

keho

lder

org

aniz

atio

ns

U

ses a

ppro

pria

te d

ecis

ion

mak

ing

proc

esse

s to

sele

ct a

ctio

n an

d co

nsid

ers

shor

t and

long

term

impa

ct o

f dec

isio

ns

C

omm

unic

ates

cha

nges

and

dec

isio

ns b

oth

horiz

onta

lly a

nd v

ertic

ally

Con

side

rs im

pact

s on

desi

gn a

nd d

eliv

ery

of se

rvic

es, p

olic

y, h

uman

re

sour

ces,

budg

et, a

nd o

ther

larg

e pi

ctur

e fa

ctor

s

Adv

ance

s pro

fess

iona

l com

pete

ncie

s in

the

orga

niza

tion

thro

ugh

reci

proc

al n

etw

orki

ng re

latio

nshi

ps

D

emon

stra

tes s

trong

crit

ical

thin

king

skill

s in

com

plex

, pr

oble

mat

ic a

nd a

mbi

guou

s situ

atio

ns

Fu

lly c

onsi

ders

mul

tiple

con

tribu

ting

fact

ors a

nd u

nder

lyin

g is

sues

whi

le w

eigh

ing

vario

us so

lutio

ns

U

ses s

trate

gic

allia

nces

to d

evel

op c

reat

ive,

pro

activ

e an

d fu

ture

orie

nted

stra

tegi

es

D

ecis

ions

refle

ct b

road

bas

ed d

ecis

ion

mak

ing

abili

ty

cons

ider

ing

impa

ct o

n cl

ient

s, po

licy,

pro

gram

s, th

e or

gani

zatio

n an

d th

e pu

blic

serv

ice

as a

who

le

U

ses k

now

ledg

e, in

fluen

ce, a

nd n

etw

orks

to a

ntic

ipat

e po

tent

ial i

ssue

s and

impa

ct o

f org

aniz

atio

nal d

ecis

ions

, sol

ve

oper

atio

nal p

robl

ems,

and

achi

eve

corp

orat

e ob

ject

ives

Ass

ists

oth

ers i

n ga

inin

g a

bette

r und

erst

andi

ng o

f the

pub

lic

sect

or e

nviro

nmen

t and

pol

itica

l con

text

and

man

agem

ent

deci

sion

s


Bui

lds R

elat

ions

hips

- E

stab

lishe

s str

ong

wor

king

par

tner

ship

s with

indi

vidu

als,

team

s and

oth

ers t

o cr

eate

opp

ortu

nitie

s and

dev

elop

the

orga

niza

tion

Rel

atio

nshi

p Le

ader

ship

: Fac

ilita

ting

Dev

elop

men

t ~ F

oste

ring

Tea

mwo

rk ~

Com

mun

icat

ing

with

Impa

ct

C

ore

Adv

ance

dE

xcel

lenc

eLe

ader

ship

ele

men

ts, a

ttrib

utes

, sk

ills

Foun

datio

nal l

eade

rshi

p sk

ills/

beha

vior

s req

uire

d fo

r tho

se w

ho a

re le

adin

g te

ams o

r an

indi

vidu

al

prog

ram

or s

ervi

ce

Enha

nced

lead

ersh

ip sk

ills/b

ehav

iors

dev

elop

ed th

roug

h tra

inin

g, e

xper

ienc

e an

d de

velo

pmen

tal o

ppor

tuni

ties i

n in

crea

sing

ly m

ore

com

plex

wor

k as

sign

men

ts a

nd

wor

king

env

ironm

ents

Hig

hest

leve

l of s

kills

/beh

avio

rs re

quire

d to

lead

in c

ompl

ex

orga

niza

tions

and

cha

lleng

ing

wor

k en

viro

nmen

ts

Col

labo

rativ

e Pr

actic

e

Und

erst

ands

the

inhe

rent

st

reng

th o

f eng

agin

g st

akeh

olde

rs to

bui

ld o

ptim

al

solu

tions

to im

prov

e se

rvic

e de

liver

y, a

nd d

emon

stra

tes t

he

abili

ty to

dra

w o

n th

e st

reng

ths

and

skill

s of o

ther

s to

purs

ue a

nd

achi

eve

goal

s

C

olla

bora

tes t

o bu

ild e

ffec

tive

rela

tions

hips

Seek

s and

leve

rage

s opp

ortu

nitie

s to

enha

nce

outc

omes

thro

ugh

partn

ersh

ips

K

eeps

line

s of c

omm

unic

atio

n op

en w

hile

w

orki

ng w

ith o

ther

s

Bui

lds a

nd n

urtu

res c

omm

uniti

es o

f pra

ctic

e

Seek

s inp

ut fr

om o

ther

s Mod

els w

hole

of

gove

rnm

ent a

ppro

ach

to in

tera

ctio

ns

V

alue

s par

tner

ship

s

Mod

els c

olla

bora

tive

goal

setti

ng a

nd d

ecis

ion

mak

ing

Id

entif

ies c

ompl

imen

tary

are

as a

nd g

aps a

cros

s are

as o

f res

pons

ibili

ty

C

reat

es a

nd m

aint

ains

stro

ng a

nd e

ffec

tive

rela

tions

hips

with

team

mem

bers

, co

lleag

ues a

nd o

ther

stak

ehol

ders

Initi

ates

col

labo

ratio

n to

impr

ove

serv

ice

deliv

ery,

pol

icy

and

prog

ram

s

Cre

ates

net

wor

ks a

nd fa

cilit

ates

rela

tions

hips

with

key

stak

ehol

ders

C

reat

es a

wor

king

env

ironm

ent t

hat f

oste

rs c

olla

bora

tive

pr

actic

e an

d co

mm

on p

urpo

se

B

uild

s stra

tegi

c al

lianc

es a

nd c

onne

ctio

ns th

at fu

rther

the

w

ork

of o

rgan

izat

ion

Su

cces

sful

ly e

ngag

es o

ther

s in

wor

k th

at fu

rther

s the

vis

ion

and

goal

s of t

he p

ublic

serv

ice

B

uild

s org

aniz

atio

nal c

omm

itmen

t thr

ough

cro

ss –

depa

rtmen

tal i

nitia

tives

to e

nhan

ce th

e pu

blic

serv

ice

and

crea

te a

mor

e ef

fect

ive

and

effic

ient

serv

ice

deliv

ery

syst

em

Ta

kes a

ccou

ntab

ility

for i

mpl

emen

tatio

n of

hor

izon

tal

initi

ativ

es

Ef

fect

ivel

y an

d re

spec

tfully

dea

ls w

ith c

onfli

ctin

g vi

ews a

nd

fost

ers c

olla

bora

tion

to re

ach

agre

emen

t C

hang

e Fa

cilit

atio

n an

d M

anag

emen

t

Initi

ates

and

dire

cts

trans

form

atio

nal p

ract

ices

to

impr

ove

orga

niza

tiona

l ef

fect

iven

ess

U

nder

stan

ds c

hang

e pr

oces

s, its

impa

ct a

nd th

at

chan

ge m

anag

emen

t req

uire

s spe

cific

skill

s and

kn

owle

dge

A

ccep

ts c

hang

e as

a re

gula

r occ

urrin

g pr

oces

s an

d is

ada

ptab

le to

cha

nge

Se

es o

ppor

tuni

ties i

n ch

ange

Proa

ctiv

ely

supp

orts

and

com

mun

icat

es a

bout

ch

ange

Coo

rdin

ates

and

prio

ritiz

es w

ork

activ

ities

to

cont

ribut

e to

org

aniz

atio

nal o

bjec

tives

and

re

sults

Dem

onst

rate

s per

sona

l ini

tiativ

e by

exh

ibiti

ng a

co

mm

itmen

t to

prod

uctiv

e ch

ange

in th

e or

gani

zatio

n

Ass

ists

oth

ers t

o ad

apt a

nd ta

kes s

teps

to

mai

ntai

n co

oper

ativ

e an

d co

llabo

rativ

e w

orki

ng

rela

tions

hips

dur

ing

the

chan

ge p

roce

ss

In

itiat

es a

nd d

irect

s tra

nsfo

rmat

iona

l pra

ctic

es

U

nder

stan

ds im

pact

of c

hang

e on

self,

team

and

larg

er u

nit

Po

sses

ses s

trong

cha

nge

man

agem

ent s

kills

and

kno

wle

dge

and

is a

ble

to a

pply

th

ese

durin

g ch

ange

man

agem

ent e

xerc

ises

Ensu

res t

imel

y co

mm

unic

atio

n of

cha

nge

initi

ativ

es d

urin

g tim

es o

f am

bigu

ity

U

tiliz

es g

over

nmen

t res

ourc

es to

supp

ort a

nd g

uide

cha

nge

in th

e de

partm

ent

D

emon

stra

tes a

gilit

y du

ring

times

of u

ncer

tain

ty a

nd in

stab

ility

Enga

ges t

eam

and

key

stak

ehol

ders

at t

he a

ppro

pria

te ti

me

to e

ffec

tivel

y de

al

with

cha

nge

and

uses

as o

ppor

tuni

ty to

furth

er g

oals

Dev

elop

s com

mun

icat

ion

plan

for c

hang

e pr

oces

s and

to k

eep

team

info

rmed

Mee

ts ti

mel

ines

and

adj

usts

as r

equi

red

Id

entif

ies r

isks

and

dev

elop

s app

ropr

iate

opt

ions

to d

eal w

ith c

hang

ing

envi

ronm

ent

Is

aw

are

of sk

ills a

nd p

oten

tial o

f em

ploy

ees a

nd ro

le th

ose

may

pla

y in

the

futu

re b

roug

ht a

bout

by

the

chan

ge

Id

entif

ies t

rain

ing

need

s rel

ated

to c

hang

e an

d de

velo

ps p

lan

to m

eet t

hose

nee

ds

A

cces

ses

supp

orts

to a

ssis

t ind

ivid

uals

and

the

orga

niza

tion

to d

eal w

ith im

pact

s

B

alan

ces t

he n

eed

for c

hang

e w

ith th

e ne

ed fo

r con

tinui

ty

R

ecog

nize

s the

eff

ect t

hat c

hang

e ha

s; a

ntic

ipat

es n

eeds

and

id

entif

ies r

esou

rces

to fa

cilit

ate

chan

ge im

plem

enta

tion

Id

entif

ies a

nd p

lans

for w

ays t

o m

itiga

te th

e di

srup

tive

impa

cts o

f cha

nge

on in

divi

dual

s and

the

orga

niza

tion

as a

Dem

onst

rate

s res

ilien

ce, c

ompo

sure

and

a p

ositi

ve o

utlo

ok in

an

env

ironm

ent o

f unc

erta

inty

and

am

bigu

ity

St

rate

gica

lly id

entif

ies a

nd im

plem

ents

cha

nge

in th

e co

ntex

t of

shor

t ter

m, a

nd lo

ng te

rm g

oals

, org

aniz

atio

nal p

riorit

ies,

or

gani

zatio

nal a

ccou

ntab

ilitie

s and

futu

re d

irect

ion

Ta

kes s

trate

gic

actio

n to

max

imiz

e op

portu

nitie

s, id

entif

y ba

rrie

rs a

nd m

itiga

te n

egat

ive

impa

cts o

f cha

nge

A

war

e of

org

aniz

atio

nal i

mpa

ct o

f cha

nge

and

ensu

res

verti

cal a

nd h

oriz

onta

l com

mun

icat

ion

is c

lear

, con

siste

nt a

nd

timel

y

Succ

essf

ully

use

s col

labo

rativ

e pr

oces

ses t

o en

gage

staf

f and

pa

rtner

s in

chan

ge

Con

flict

Man

agem

ent

Und

erst

ands

how

to id

entif

y an

d de

al w

ith c

onfli

ct e

arly

and

ef

fect

ivel

y, fa

cilit

ate

disc

ussi

ons

with

opp

osin

g vi

ewpo

ints

and

to

gain

agr

eem

ent f

or th

e be

st

poss

ible

out

com

e

C

omm

unic

ates

with

impa

ct

U

nder

stan

ds im

pact

of u

nres

olve

d co

nflic

t on

indi

vidu

al st

aff,

clie

nts a

nd w

ork

unit

Id

entif

ies c

onfli

ct si

tuat

ions

and

thos

e in

volv

ed

C

olle

cts i

nfor

mat

ion

to g

ain

unde

rsta

ndin

g an

d in

sigh

t

Seek

s ass

ista

nce

appr

opria

tely

Dev

elop

s pla

n an

d fo

llow

-up

actio

ns

Su

cces

sful

in m

edia

ting

diff

icul

t situ

atio

ns a

nd re

achi

ng a

gree

men

t with

in th

e te

am o

r with

oth

er re

late

d pa

rties

Con

side

rs p

rese

ntin

g an

d un

derly

ing

fact

ors,

wor

kpla

ce n

uanc

es a

nd

syst

em/c

lient

nee

ds

Se

eks i

nput

into

pla

nned

act

ions

and

/or s

trate

gies

Succ

essf

ully

neg

otia

tes a

nd re

solv

es is

sues

with

in a

rea

of re

spon

sibi

lity

or a

cros

s un

its

R

each

es a

gree

men

ts th

at c

onsi

der i

ndiv

idua

l, te

am a

nd b

road

er sy

stem

H

ighl

y co

mpe

tent

in m

edia

ting

and

reso

lvin

g m

ulti-

laye

red

issu

es/d

ispu

tes w

ith in

divi

dual

s, gr

oups

and

/or s

take

hold

ers

St

r ate

gica

lly e

ngag

es b

road

rang

e of

supp

orts

, res

ourc

es a

nd

pers

onne

l to

faci

litat

e cr

eativ

e re

solu

tions

to is

sues

Agr

eem

ents

reac

hed

refle

ct u

nder

stan

ding

of t

he d

iffer

ing

view

poin

ts, t

he v

alue

s and

nee

ds o

f org

aniz

atio

n, b

est

prac

tices

and

stat

utor

y re

quire

men

ts

Lea

ds O

ther

s - M

odel

s pub

lic se

rvic

e va

lues

of r

espe

ct, a

ccou

ntab

ility

, int

egri

ty a

nd e

xcel

lenc

e to

bui

ld a

pos

itive

wor

kpla

ce c

ultu

re

Visi

onar

y Le

ader

ship

: Lea

ding

Cha

nge,

Cre

atin

g a

Com

pelli

ng V

isio

n, C

omm

unic

atin

g w

ith Im

pact

Cor

e A

dvan

ced

Exc

elle

nce

Lead

ersh

ip e

lem

ents

, attr

ibut

es,

skill

s Fo

unda

tiona

l lea

ders

hip

skill

s/be

havi

ors r

equi

red

for t

hose

w

ho a

re le

adin

g te

ams o

r an

indi

vidu

al p

rogr

am o

r ser

vice

Enha

nced

lead

ersh

ip sk

ills/b

ehav

iors

dev

elop

ed th

roug

h tra

inin

g, e

xper

ienc

e an

d de

velo

pmen

tal o

ppor

tuni

ties i

n in

crea

sing

ly m

ore

com

plex

wor

k as

sign

men

ts a

nd w

orki

ng e

nviro

nmen

ts

Hig

hest

leve

l of s

kills

/beh

avio

rs re

quire

d to

lead

in c

ompl

ex

orga

niza

tions

and

cha

lleng

ing

wor

k en

viro

nmen

ts

Posi

tive

Cul

ture

and

Wor

king

E

nvir

onm

ent

Cre

ates

a w

orkp

lace

that

val

ues

dive

rsity

and

incl

usio

n of

peo

ple

and

pers

pect

ives

and

enc

oura

ges

deci

sion

s bui

lt on

con

sens

us

B

uild

s cul

ture

of r

espe

ct b

ased

on

the

PEI p

ublic

se

rvic

e va

lues

of r

espe

ct, a

ccou

ntab

ility

, int

egrit

y an

d ex

celle

nce

V

alue

s div

ersit

y an

d in

clus

ion

and

dem

onst

rate

s eth

ical

be

havi

our

U

nder

stan

ds re

spec

tful w

orkp

lace

s and

dea

ls

appr

opria

tely

and

qui

ckly

with

beh

avio

rs th

at a

re

inco

nsis

tent

Kee

ps c

omm

itmen

ts

Se

eks o

ther

s’ o

pini

ons a

nd A

ckno

wle

dges

oth

ers’

co

ntrib

utio

n

Dem

onst

rate

s eth

ical

beh

avio

r

Dec

isio

ns a

re fa

ir an

d op

en to

scru

tiny

C

reat

es p

sych

olog

ical

ly h

ealth

y w

ork

and

con

tribu

tes t

o or

gani

zatio

n cu

lture

and

is p

ro-a

ctiv

e in

mai

ntai

ning

a c

ultu

re o

f res

pect

with

in th

e te

am

V

alue

s diff

erin

g op

inio

ns a

s a w

ay to

impr

ove

deci

sion

mak

ing

and

dial

ogue

Cre

ates

aud

it tra

il an

d as

a re

sult,

con

tribu

tes t

o tra

nspa

renc

y in

dec

isio

n m

akin

g

Is p

roac

tive

mai

ntai

ning

a c

ultu

re o

f res

pect

acr

oss t

eam

s, w

ork

units

and

st

akeh

olde

rs

D

ecis

ions

mad

e re

flect

con

side

ratio

n of

diff

erin

g vi

ews

A

ble

to b

ridge

diff

erin

g vi

ews a

nd b

uild

con

sens

us

Su

ppor

t and

enc

oura

ge e

mpl

oyee

s who

requ

est t

o pa

rtici

pate

in d

iver

sity

tra

inin

g, c

ultu

ral p

rogr

ams a

nd e

vent

s

U

ses v

alue

s of r

espe

ct, a

ccou

ntab

ility

, int

egrit

y an

d ex

celle

nce

as fo

unda

tion

for d

ecis

ion

mak

ing

at o

pera

tiona

l an

d po

licy

leve

l

Mod

els p

erso

nal c

ondu

ct c

onsi

sten

t with

pub

lic se

rvic

e va

lues

Enc

oura

ges r

espe

ctfu

l dia

logu

e an

d in

vite

s fee

dbac

k on

de

cisi

ons

St

rong

ly p

rom

otes

div

ersi

ty a

s an

impo

rtant

con

side

ratio

n fo

r pol

icy

and

best

pra

ctic

es to

enh

ance

the

orga

niza

tion

Le

ad b

y ex

ampl

e by

par

ticip

atin

g as

vis

ible

cha

mpi

ons i

n re

cogn

izin

g di

vers

ity a

nd in

clus

ion

Tea

m D

evel

opm

ent a

nd

Lea

ders

hip

C

reat

es a

team

env

ironm

ent

whi

ch is

focu

sed

on g

oal

atta

inm

ent,

reco

gniz

es

cont

ribut

ion

from

team

mem

bers

an

d fo

ster

s stro

ng

com

mun

icat

ion

with

in th

e te

am

En

sure

s tea

m m

embe

rs a

re a

war

e of

one

ano

ther

’s ro

les

and

cont

ribut

ions

and

the

role

the

team

pla

ys in

the

orga

niza

tion/

dep

artm

ent a

s a w

hole

Hire

s em

ploy

ees w

ith a

focu

s on

enha

ncin

g th

e te

am

En

cour

ages

team

mem

bers

to p

rovi

de in

put i

nto

deci

sion

s and

Fac

ilita

tes g

ood

two

way

com

mun

icat

ion

D

eter

min

es tr

aini

ng, s

uppo

rts a

nd m

ater

ials

nee

ded

for

team

to d

o th

eir w

ork

In

vest

s tim

e in

men

torin

g an

d th

e de

velo

pmen

t of

lead

ers

A

ppro

ves s

taff

to a

ttend

lear

ning

eve

nts a

nd c

ultiv

ates

an

env

ironm

ent o

f con

tinuo

us le

arni

ng

U

nder

stan

ds li

nk b

etw

een

indi

vidu

al, t

eam

and

org

aniz

atio

nal p

erfo

rman

ce

En

cour

ages

team

mem

bers

to sh

are

thei

r exp

erie

nce

and

stre

ngth

s with

ot

her t

eam

mem

bers

Secu

res a

nd p

rovi

des t

he ri

ght s

uppo

rts to

team

mem

bers

to e

nabl

e th

em to

pr

ovid

e a

high

leve

l of s

ervi

ce

D

evel

ops p

roto

cols

and

pra

ctic

es to

ens

ure

team

is c

onsi

sten

t in

prac

tice

A

ckno

wle

dges

the

wor

k of

the

team

and

indi

vidu

al te

am m

embe

rs fo

r the

ir co

ntrib

utio

n

Mot

ivat

es th

e te

am to

be

high

ly e

ngag

ed in

team

goa

ls a

nd th

eir

cont

ribut

ion

to o

rgan

izat

iona

l goa

ls

In

volv

es te

am m

embe

rs in

pro

ject

s with

atte

ntio

n to

skill

set,

proj

ect t

arge

ts

and

skill

dev

elop

men

t

Mod

els t

he im

porta

nce

of a

lear

ning

org

aniz

atio

n th

roug

h e

ngag

ing

in a

pe

rson

al d

evel

opm

ent p

lan

and

fost

erin

g le

arni

ng o

ppor

tuni

ties i

n th

e w

orkp

lace

Focu

s on

futu

re, g

oal a

ttain

men

t and

staf

f req

uire

men

ts w

ithin

uni

t and

ac

ross

the

orga

niza

tion

C

omm

unic

ates

vis

ion

and

valu

es o

f org

aniz

atio

n,

emph

asiz

ing

exce

llenc

e at

all

leve

ls

B

uild

s a st

rong

col

labo

rativ

e o

rgan

izat

ion

with

par

tner

s to

acco

mpl

ish

orga

niza

tiona

l goa

ls

A

ctiv

ely

enga

ges e

mpl

oyee

s and

team

s thr

ough

a v

arie

ty o

f m

echa

nism

s to

give

feed

back

Ensu

res a

ppro

pria

te c

omm

unic

atio

n is

con

veye

d ho

rizon

tally

and

ver

tical

ly

M

otiv

ates

indi

vidu

als a

nd te

ams t

o co

ntrib

ute

to

orga

niza

tion

goal

s and

pro

vide

exc

elle

nt se

rvic

e to

cl

ient

s/pu

blic

Perf

orm

ance

Man

agem

ent

Cre

ates

a su

ppor

tive

and

acco

unta

ble

envi

ronm

ent

thro

ugh

setti

ng in

divi

dual

and

te

am g

oals

, pro

vidi

ng fo

rmal

and

in

form

al fe

edba

ck, a

nd

prom

otin

g pr

ofes

sion

al

deve

lopm

ent f

or in

divi

dual

s and

te

am m

embe

rs to

mee

t the

pr

esen

t and

futu

re n

eeds

of t

he

orga

niza

tion

En

sure

s eac

h te

am m

embe

r und

erst

ands

thei

r rol

e an

d ex

pect

atio

ns fo

r per

form

ance

Is k

now

ledg

eabl

e of

how

to g

ive

cons

truct

ive

feed

back

ef

fect

ivel

y an

d re

spec

tfully

Info

rmal

feed

back

pro

vide

d on

a re

gula

r bas

is

G

ives

form

al fe

edba

ck a

nnua

lly

En

gage

s ind

ivid

ual s

taff

in se

lf as

sess

men

t and

in

indi

vidu

al w

ork

plan

s on

focu

sed

on st

reng

ths a

nd

area

s for

impr

ovem

ent

In

vite

s fee

dbac

k fr

om st

aff

D

evel

ops a

nd e

ngag

es in

per

sona

l dev

elop

men

t pla

n

Supp

orts

and

cha

lleng

es o

ther

s to

achi

eve

goal

s

En

gage

s sta

ff a

nd li

nks i

ndiv

idua

l and

team

goa

ls to

dep

artm

enta

l goa

ls

M

odel

s eff

ectiv

e fe

edba

ck p

roce

sses

with

staf

f

Faci

litat

es g

row

th a

nd d

evel

opm

ent p

lans

for i

ndiv

idua

l sta

ff m

embe

rs;

Id

entif

ies t

rain

ing

requ

irem

ents

for u

nit

En

cour

ages

feed

back

from

team

mem

bers

and

pro

-act

ivel

y id

entif

ies a

reas

re

quiri

ng c

hang

e

Find

s opp

ortu

nitie

s to

supp

ort i

ndiv

idua

l dev

elop

men

t with

in th

e un

it

Enga

ges s

taff

in m

easu

ring

resu

lts a

nd m

eetin

g go

als

Ex

plor

es n

ew w

ays o

f acc

ompl

ishi

ng g

oals

and

impr

ovin

g ou

tcom

es

In

vite

s fee

dbac

k on

lead

ersh

ip a

nd a

ctiv

ely

follo

ws u

p as

nee

ded

Is

pro

activ

e in

ow

n pe

rson

al d

evel

opm

ent a

nd p

erso

nally

eng

aged

in se

lf de

velo

pmen

t pla

n

Id

entif

ies o

ppor

tuni

ties a

cros

s the

org

aniz

atio

n an

d w

ith

partn

ers t

o m

eet g

oals

of t

he o

rgan

izat

ion

D

evel

ops m

easu

res a

t the

org

aniz

atio

nal l

evel

to e

nsur

e in

divi

dual

feed

back

mec

hani

sms a

re in

pla

ce a

nd u

sed

as

best

pra

ctic

e

Iden

tifie

s and

prio

ritiz

es le

arni

ng n

eeds

at t

he

orga

niza

tiona

l lev

el

R

egul

arly

revi

ews p

rogr

ess o

n go

als a

nd d

evel

ops

orga

niza

tiona

l rep

ortin

g m

echa

nism

s to

info

rm a

nd e

ngag

e st

aff

Su

ppor

ts a

nd c

halle

nges

oth

ers t

o ac

hiev

e go

als



Focu

s on

Res

ults

- Pr

omot

es v

ision

link

ed to

org

aniz

atio

nal o

bjec

tives

with

a st

rong

res

ults

ori

enta

tion

R

esul

ts L

eade

rshi

p: A

gile

Thi

nkin

g ~

Del

iver

ing

Res

ults

~ L

eadi

ng C

hang

e

Cor

e A

dvan

ced

Exc

elle

nce

Lead

ersh

ip e

lem

ents

, attr

ibut

es,

skill

s Fo

unda

tiona

l lea

ders

hip

skill

s/be

havi

ors r

equi

red

for t

hose

who

ar

e le

adin

g te

ams o

r an

indi

vidu

al p

rogr

am o

r ser

vice

Enha

nced

lead

ersh

ip sk

ills/b

ehav

iors

dev

elop

ed th

roug

h tra

inin

g,

expe

rienc

e an

d de

velo

pmen

tal o

ppor

tuni

ties i

n in

crea

sing

ly m

ore

com

plex

wor

k as

sign

men

ts a

nd w

orki

ng e

nviro

nmen

ts

Hig

hest

leve

l of s

kills

/beh

avio

rs re

quire

d to

lead

in c

ompl

ex

orga

niza

tions

and

cha

lleng

ing

wor

k en

viro

nmen

ts

Acc

ount

abili

ty

Hol

ds se

lf, in

divi

dual

s and

team

m

embe

rs re

spon

sibl

e fo

r set

ting

and

revi

sing

goa

ls, m

easu

ring

prog

ress

, and

ach

ievi

ng g

oals

to

deliv

er h

igh

qual

ity a

nd e

ffec

tive

man

agem

ent o

f hum

an, f

inan

cial

an

d m

ater

ial r

esou

rces

whi

ch

refle

ct b

est p

ract

ices

Se

ts sh

ort a

nd lo

ng te

rm g

oals

for s

elf t

hat a

re c

onsi

sten

t w

ith d

epar

tmen

t go

als

Se

ts p

riorit

ies a

nd d

eliv

ers o

n tim

e an

d to

stan

dard

Take

s ful

l res

pons

ibili

ty fo

r act

ions

and

act

s with

in

gove

rnm

ent v

alue

s and

eth

ical

pra

ctic

es

D

emon

stra

tes s

trong

tim

e m

anag

emen

t ski

lls

Ev

alua

tes p

rogr

ess o

f ind

ivid

ual s

taff

and

team

pro

gres

s on

goal

s at l

east

onc

e a

year

Und

erst

ands

how

eva

luat

ions

con

tribu

te to

acc

ount

abili

ty

Pr

ovid

es a

uthe

ntic

, evi

denc

e-ba

sed

advi

se to

lead

ersh

ip

Fa

cilit

ates

coo

pera

tion

and

colla

bora

tion

amon

g un

its to

focu

s on

prod

ucin

g re

sults

and

acc

ompl

ishi

ng g

oals

usi

ng e

stab

lishe

d cr

iteria

to

mea

sure

pro

gres

s

Iden

tifie

s and

pro

vide

s sup

port

for t

eam

mem

bers

to a

ttain

goa

ls

Pr

ovid

es re

gula

r upd

ates

on

prog

ress

tow

ards

goa

ls

Po

sses

ses a

repe

rtoire

of s

kills

and

kno

wle

dge

of e

valu

atio

n be

st

prac

tices

.

Ope

n to

shar

ing

eval

uatio

n sk

ills a

nd k

now

ledg

e w

ith o

ther

s

Prov

ides

aut

hent

ic, e

vide

nce-

base

d ad

vise

to le

ader

ship

C

reat

es a

cul

ture

whi

ch is

focu

sed

on a

chie

ving

resu

lts,

inno

vatio

n an

d p

rovi

ding

exc

elle

nce

in p

ublic

serv

ice

H

olds

self

and

indi

vidu

als a

ccou

ntab

le fo

r res

ults

Dem

onst

rate

s stro

ng c

omm

itmen

t to

pers

onal

and

or

gani

zatio

nal a

ccou

ntab

ility

by

regu

larly

repo

rting

on

goal

s an

d pr

ogre

ss in

a tr

ansp

aren

t man

ner

En

sure

s tha

t eff

ectiv

e ac

coun

tabi

lity

and

eval

uatio

n sy

stem

s ar

e in

pla

ce to

mea

sure

org

aniz

atio

nal e

ffec

tiven

ess

Pr

ovid

es a

uthe

ntic

, evi

denc

e-ba

sed

advi

se to

lead

ersh

ip

Con

tinuo

us Im

prov

emen

t C

halle

nges

con

vent

ion

to c

reat

e in

nova

tive

chan

ge. U

ses d

ata,

fe

edba

ck, p

rogr

am re

view

, fut

ure

trend

s and

bes

t pra

ctic

es to

en

sure

serv

ices

and

pro

gram

de

liver

y m

eet s

yste

m a

nd c

lient

ne

eds

U

nder

stan

ds th

e go

als o

f the

dep

artm

ent

C

ham

pion

s cha

nge

effo

rts fo

cuse

d on

impr

ovin

g

se

rvic

es a

nd re

sults

to c

lient

s and

pub

lic;

R

evie

ws a

ctiv

ities

to d

eter

min

e ga

ps a

nd id

entif

y op

tions

fo

r im

prov

ed se

rvic

es a

nd p

rogr

amm

ing

In

vite

s fee

dbac

k to

det

erm

ine

bette

r out

com

es in

the

futu

re

U

nder

stan

ds p

roje

ct m

anag

emen

t prin

cipl

es

V

iew

s con

tinuo

us im

prov

e us

ing

a pr

oble

m-s

olut

ion

lens

Enco

urag

es a

nd su

ppor

ts in

nova

tion

Se

eks o

ut e

mer

ging

tren

ds a

nd b

est p

ract

ices

to in

form

st

rate

gy a

nd c

ontin

uous

impr

ovem

ent e

ffor

ts

U

ses d

ata

and

evid

ence

to in

form

dec

isio

ns

En

cour

ages

team

to u

se sk

ills a

nd a

bilit

ies o

f tea

m m

embe

rs to

cre

ate

and

impl

emen

t new

stra

tegi

es to

dea

l with

ong

oing

or f

utur

e is

sues

Kee

ps c

urre

nt o

n re

leva

nt le

gisl

atio

n, b

est p

ract

ices

and

clie

nt is

sues

Prom

otes

a le

arni

ng e

nviro

nmen

t acr

oss t

he o

rgan

izat

ion

Use

s fee

dbac

k as

lear

ning

for i

mpr

ovem

ent (

pers

onal

and

team

)

Use

s a b

road

rang

e of

dat

a an

d in

form

atio

n so

urce

s acr

oss u

nits

to

dete

rmin

e op

timal

opt

ions

Use

s con

tinuo

us im

prov

emen

t and

eff

icie

ncy

prin

cipl

es to

man

age

wor

k an

d st

ream

line

proc

esse

s

App

lies p

roje

ct m

anag

emen

t prin

cipl

es to

ens

ure

polic

y im

plem

enta

tion

and

desi

red

outc

omes

are

del

iver

ed w

ithin

key

m

ilest

ones

and

targ

ets

C

ham

pion

s cha

nge

effo

rts fo

cuse

d on

impr

ovin

g re

sults

for c

itize

ns

D

emon

stra

tes p

roac

tive

orie

ntat

ion

of c

ontin

uous

and

on

goin

g im

prov

emen

t by

revi

ewin

g pr

ogre

ss a

nd re

setti

ng

targ

ets a

nd p

riorit

ies

Es

tabl

ishe

s sys

tem

-wid

e fe

edba

ck m

echa

nism

s to

dete

rmin

e m

easu

rem

ent c

riter

ia, w

hat i

s wor

king

wel

l and

iden

tify

requ

ired

chan

ges

En

gage

s org

aniz

atio

n in

striv

ing

for c

ontin

uous

impr

ovem

ent

by se

tting

targ

ets a

nd m

easu

ring

prog

ress

Cle

arly

arti

cula

tes k

ey a

rgum

ents

bas

ed o

n so

und

anal

ysis

of

evid

ence

to id

entif

y be

nefit

s, co

sts a

nd im

pact

s of p

olic

y op

tions

.

Cha

mpi

ons i

nnov

atio

n an

d ch

ange

eff

orts

focu

sed

on

impr

ovin

g re

sults

for c

itize

ns

Id

entif

ies a

nd a

naly

ze is

sues

that

may

impa

ct p

olic

y an

d pr

iorit

ies

Syst

em a

nd R

esou

rce

Man

agem

ent

Use

s dat

a ba

sed

deci

sion

mak

ing

to a

lloca

te h

uman

, mat

eria

l and

m

onet

ary

reso

urce

s to

mee

t st

rate

gic

and

oper

atio

nal g

oals

Tr

acks

pro

gres

s on

goa

ls a

nd u

nder

stan

ds b

udge

tary

, ad

min

istra

tive

and

hum

an re

sour

ce re

spon

sibi

litie

s in

clud

ing

real

loca

tion

of re

sour

ces

K

ey c

onta

cts a

re c

onsu

lted

on o

ptio

ns

M

anag

es st

aff p

erfo

rman

ce a

nd d

evel

opm

ent

R

evie

ws p

rogr

ess a

nd c

onsi

ders

dat

a re

late

d to

are

as o

f res

pons

ibili

ty

Id

entif

ies g

aps a

nd/o

r mis

allo

catio

n of

reso

urce

s rel

ated

to g

oals

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side

rs a

bro

ad ra

nge

of d

ata,

opt

ions

and

eva

luat

es th

e im

pact

on

clie

nts,

serv

ice

deliv

ery,

hum

an re

sour

ces a

nd m

ater

ial c

onsi

dera

tions

du

ring

deci

sion

-mak

ing

Fa

cilit

ates

bro

ad c

onsu

ltatio

n w

ith o

ther

s to

iden

tify

oppo

rtuni

ties f

or

optim

al re

sour

ce m

anag

emen

t

Seek

s out

opp

ortu

nitie

s to

enco

urag

e di

vers

ity a

nd in

clus

ion

amon

g te

ams

A

dvan

ces w

hole

of g

over

nmen

t obj

ectiv

es

Is

hig

hly

com

pete

nt in

allo

catin

g an

d m

anag

ing

sign

ifica

nt

hum

an, f

inan

cial

and

oth

er re

sour

ces i

n ch

alle

ngin

g an

d ch

angi

ng si

tuat

ions

in o

rder

to m

eet o

blig

atio

ns th

at a

re

alig

ned

with

stra

tegi

c an

d op

erat

iona

l goa

ls o

f the

or

gani

zatio

n

Eval

uate

s and

supp

orts

the

deve

lopm

ent o

f new

serv

ices

and

pr

ovid

es a

ppro

pria

te re

sour

ces

C

ontin

uous

ly se

eks n

ew o

ppor

tuni

ties f

or p

olic

y ca

paci

ty

deve

lopm

ent t

hrou

gh n

ew a

nd e

xist

ing

hum

an a

nd

tech

nolo

gica

l res

ourc

es

Public ServiceCommission

Documents

PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK