Purpose The Framework articulates the capabilities required of Executive and Senior Ofﬁcers in the Department of Education, Training and the Arts (DETA) to deliver the priorities and strategic objectives of the Department, which are: • engaging all Queenslanders in lifelong education, training and appreciation of the arts and culture for the enrichment of their lives and the community • providing a quality public education system for all students • supporting the provision of quality non-state schooling Executive Capabilities • providing a quality vocational training system for all Queenslanders that meets the needs of industry • supporting a world-class accessible higher education sector and • building a strong arts sector that enriches the lives of all Queenslanders. Rationale for Education, Training and the Arts These capabilities are linked to attraction, selection and retention processes and serve as an important guide for those seeking employment and promotion opportunities at senior levels within the Department, and will assist in management of leadership succession. The capabilities are also intended to be used as a valuable reference point for Executive and Senior Executive Capabilities Ofﬁcers in identifying professional development opportunities to support career planning and performance development. Framework Context of the Executive Capabilities Framework People orientation The Executive Capabilities Framework resonates with, and is informed by, a number of professional standards and capabilities frameworks both external and internal of the Department. These include the Ofﬁce of the Public Service Commissioner (OPSC) Queensland Public Service Career Flows, the Personal Relational Department of Education, Training and the Arts (DETA) Leadership Matters: Leadership capabilities Capability Capability for Education Queensland principals, the Professional framework for public sector employees and the Professional Standards for Teachers. The Department’s suite of professional standards and capabilities frameworks inform and support the Executive entire workforce in their roles and responsibilities in delivering quality outcomes across the portfolio, as Leadership in well as working within a whole-of-government context. the Public Sector Capability Executive capabilities frameworks OPSC Queensland Public Service Career Flows Strategic and Accountability Intellectual Capability Capability People orientation Personal Relational Capability Capability Achievement orientation Executive Leadership Matters: Professional Leadership in Leadership framework for public the Public capabilities for sector employees Sector Education Queensland Capability principals Strategic and Accountability Intellectual Capability Capability Achievement orientation Queensland the Smart State ID 20070056 Professional Standards for Teachers Executive Capabilities Relational Capability What do they do? Executive and Senior Ofﬁcers in DETA work in a collaborative way with How do they do it? They: • communicate conﬁdently, concisely and persuasively with others to ensure messages, for Education, Training and the Arts stakeholders, clients and colleagues to: • build strong, meaningful expectations and conclusions are clear • demonstrate respect for all individuals through their interactions and negotiations with relationships across the Department, them and by actively developing and nurturing staff at all levels the public sector, the community and • negotiate effectively to achieve intended outcomes by establishing a clear rationale Executive Leadership in the Public Sector Capability industry based on facts and reconciling different positions • engage staff and partners at all levels • gain commitment to the Department’s vision and direction in a manner that motivates What do they do? How do they do it? to achieve positive outcomes for the others to achieve Executive and Senior They: Department and its clients • create effective, self-reliant and highly productive teams Ofﬁcers in DETA • demonstrate leadership in working across the Department and the wider public sector to build strong • shape policy and practice that • celebrate achievement in their own work and the work of others use their high-level performance-based relationships with their colleagues, peers, the community, industry representatives sustain a commitment to client • develop and build professional networks across the Department, whole-of-government, professional, relational and other staff to deliver the Smart State agenda service. community and industry and strategic skills to • enact the values, decisions and policies of the Department and the public sector through their • seek out and engage in business alliances to support the achievement of outcomes drive the Queensland interactions and negotiations with stakeholders • ask relevant, clear, speciﬁc and sometimes provocative questions in order to verify facts, Government’s agenda • adhere to and promote the values and ethical framework of the Public Service Charter and the obtain additional information and check processes in Education, Training Department’s Code of Conduct by behaving with probity in a manner that is ﬂexible, adaptable, informed • communicate and promote the role of education, training and the arts in the wider and the Arts. They and above reproach community and industry. are role models for • are politically and socially aware and work through strategic partnerships both within the Department, at staff, community a whole-of-government level, across industry and in the broader community members and industry • are aware of, and contribute to, whole-of-government initiatives as appropriate and demonstrate Accountability Capability representatives, and leadership in sharing the vision What do they do? How do they do it? accept full accountability • maintain currency of knowledge by actively seeking out the latest thinking, practice and professional Executive and Senior Ofﬁcers in DETA are They: for their decisions and development opportunities in their ﬁeld — nationally and internationally accountable. They take responsibility for • take personal responsibility for getting things done, for the success of the Department conduct. • are reﬂective leaders who continually identify and challenge the assumptions and mental models that their role in: and their area of responsibility shape their professional practice • providing a quality public education • build a successful corporate team in a competitive environment • build commitment from others through the communication of a strong vision, direction and clarity on system that offers opportunities • engender a culture of achievement by ensuring that strategies, plans and ideas lead to, how others contribute for all students to achieve learning and result in, expected outcomes of state education, training, higher education and the • clearly articulate goals, responsibilities, roles and expectations that are sustainable outcomes and realise their potential arts in Queensland • access intelligence about innovative practice and future trends in order to leverage advantage for the • providing a quality training system • put systems in place that establish and measure performance, outcomes and Government, the Department and its clients for all Queenslanders accountabilities at a unit, regional, institutional and organisational level • proactively seek and develop opportunities to connect the work of the Department with and across other • supporting a world-class accessible • work collaboratively with all staff to set meaningful and clear performance goals that are agencies to achieve the best outcomes for the Queensland public. higher education sector understood, embraced and integrated into the professional practice of individuals and • building a strong arts sector for the teams Strategic and Intellectual Capability cultural and economic beneﬁt of • rigorously manage and make available the resources that units and individuals need to Queensland achieve outcomes What do they do? How do they do it? • providing high-quality corporate • effectively use and encourage others to use technology in their professional work to Executive and Senior They: support to achieve the objectives of maximise outcomes Ofﬁcers in DETA provide • gather, organise and analyse information from all relevant data sources to achieve results the Department. • manage the performance of others and continually develop the right people for the right strategic direction to • inspire a sense of purpose and direction in those they work with job in a futures-orientated approach. their colleagues by • scan and understand the external environment for challenges, opportunities and trends in order to drive using their intellectual whole-of-government priorities and policies and promote a shared commitment to these and the needs skills, knowledge and of the community and industry Personal Capability experience to achieve • shape the Department’s objectives and translate them into practical terms for others to deliver outcomes What do they do? How do they do it? the goals and visions of through alignment with the Developing Performance Framework Executive and Senior Ofﬁcers in DETA They: the Department. • contribute to the Department’s vision and initiate strategies to meet goals in an innovative and effective demonstrate: • act in an ethical and professional manner that is underpinned by an inner strength, manner, also representing trends within business and industry • the highest personal standards in self-knowledge and reﬂection • organise, integrate and use evidence-based information to act decisively in a complex environment every aspect of their professional • are a role model of commitment to professional and ethical behaviour at all times • build client and stakeholder commitment to strategic directions and decisions within the education, lives • are aware of and can articulate their own values and beliefs and the impact of their training, arts and business communities as appropriate • the highest values that are taught personal behaviour on others • take initiative and respond in a dynamic manner to the needs of the Department’s objectives in state and promoted in Queensland public • demonstrate an emotional maturity and openness to feedback schooling, training, the arts, higher education and government. schools and training institutions • inspire a climate of mutual respect, trust, honesty and support • the highest standards of conduct • are courageous, recover quickly from setbacks and possess a willingness to learn from expected of staff in the Queensland personal experiences public sector. • remain calm in challenging and complex situations, seizing opportunities and minimising risks to achieve intended outcomes • manage uncertain, complex and dynamic environments and situations • are sensitive to differences in personalities and what motivates staff • understand and manage their own strengths and weaknesses, are open to feedback from others and act on feedback when relevant • deliver a message of strength, belief and achievement through their own actions.
Pages to are hidden for
"This Framework outlines the knowledge, skills and behaviours that"Please download to view full document