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Compassion, Community, Human Dignity, Justice, HopeMission
ValuesClientPerspectiveTeamPerspectiveCollaborative; Culturally
inclusive; Innovative; Analytical;Decisive; Outcome focussed;
Positive; Self aware; Ethical; Client focussed; Spiritually
respectfulPersonal
AttributesOrganisationPerspectiveManagementCompetenciesSenior
ManagementCompetenciesGovernance CompetenciesSalvation Army
Capability FrameworkService DeliveryCompetenciesCompetencies
Underpinning the entire Framework are the Salvation Army Mission
Values of compassion, community, human dignity, justice and hope.
These values are demonstrated by the way Salvation Army staff and
volunteers carry out their roles and responsibilities.
At the next level sit the personal attributes. These reflect the
inherent characteristics or traits that we would like individuals
to bring to their roles. These govern their attitudes and the way
they conduct themselves.
At the next level of the model sit the competencies, which
reflect the generic skills and knowledge that are required by our
people if they are to be effective in their roles.1Compassion,
Community, Human Dignity, Justice, HopeMission
ValuesClientPerspectiveTeamPerspectiveCollaborative; Culturally
inclusive; Innovative; Analytical;Decisive; Outcome focussed;
Positive; Self aware; Ethical; Client focussed; Spiritually
respectfulPersonal
AttributesOrganisationPerspectiveManagementCompetenciesSenior
ManagementCompetenciesGovernance CompetenciesSalvation Army
Capability FrameworkService DeliveryCompetenciesCompetencies
The competencies are captured within the three distinct
perspectives of the client, the team and the organisation.
With the client perspective, the focus of the competencies is on
those skills and knowledge that ensure our customers needs are
met.
The team perspective focuses on competencies that allow us to
work effectively together.
The competencies at the organisational perspective relate to
understanding and implementing various policies, systems and
processes that sustain the organisation.
Finally the framework also lists separately a number of
competencies that are common across all three perspectives.
2Compassion, Community, Human Dignity, Justice, HopeMission
ValuesClientPerspectiveTeamPerspectiveCollaborative; Culturally
inclusive; Innovative; Analytical;Decisive; Outcome focussed;
Positive; Self aware; Ethical; Client focussed; Spiritually
respectfulPersonal
AttributesOrganisationPerspectiveManagementCompetenciesSenior
ManagementCompetenciesGovernance CompetenciesSalvation Army
Capability FrameworkService DeliveryCompetenciesCompetencies
There are four layers of competency, which highlight the
different capability needs required across different types of roles
within TSA.
The Service Delivery layer encompasses all frontline staff and
activities. It also includes internal service providers.
The Management layer relates to those from team leader through
to middle manager-type roles, where the focus is on enabling people
to work together to achieve goals.
The Senior Management layer relates to those that manage
functions, programmes, networks or other large business units.
These roles will typically inform policy and strategy, and
contextualise and implement existing plans, policies and
systems.
The final layer is Governance, which focuses on those who draw
on expert input from those within previous layers to set strategic
direction and establish policies and systems at a Territorial,
Divisional or even Network level.
It is expected that each layer incorporates those competencies
within the layers below. For example, those operating at the Senior
Management layer would be expected to hold the competencies at
Service and Management layers.
It is also important to note that some roles will require
capabilities across more than one layer. For example, some senior
manager roles will also be required to hold and apply capabilities
that sit within the Governance layer.3Compassion, Community, Human
Dignity, Justice, HopeMission
ValuesClientPerspectiveTeamPerspectiveCollaborative; Culturally
inclusive; Innovative; Analytical;Decisive; Outcome focussed;
Positive; Self aware; Ethical; Client focussed; Spiritually
respectfulPersonal
AttributesOrganisationPerspectiveManagementCompetenciesGovernance
CompetenciesSalvation Army Capability FrameworkService
DeliveryCompetenciesCompetenciesSpecialistComponentsSenior
ManagementCompetencies
Up to this point capabilities have been quite generic, but there
are a broad range of specialist skills and knowledge that are
needed as we work in our specialist service streams or functional
areas such as social programme, finance or Corps work.
These capabilities will typically sit within the client
perspective, and will be of most relevance at the Service layer.
Within the higher layers there is less reliance on technical
expertise and more on generic management and leadership capability,
however, some specialist competencies may also be required,
particularly where this specialist expertise is used to inform
policy and strategy.
In order to effectively capture these specialist competencies
they will sit in a separate matrix that is tailored to each
business setting. These matrices will be developed in conjunction
with subject matter experts from each business area.4Salvation Army
Capability FrameworkFor more information please contact:Janelle
Murley03 8878 2447Jim Weymouth03 8878 4723Catherine Booth
CollegeSchool for Learning and Development
That concludes this overview of the Salvation Army Capability
Framework.
The draft Framework document provides greater detail of all
these elements, along with the listing of all attributes and
competencies that have been developed to date. We encourage you to
review this document, and invite you to use the on-line survey to
share your thoughts and comments with us. Your feedback will help
to ensure the Framework meets our needs both now and for some years
to come.5