Using the Framework: Leaders The CLD Competency Framework has been refreshed to better reflect the needs of those employing, managing and practicing CLD. There have been significant changes in the sector since the competences were first produced and, as leaders, it is important to understand how the framework can be used by your team to support the work they do in all CLD settings and contexts. The CLD Competency Framework can also be used to develop effective leadership and management of practitioners, and to support your own personal and professional development as you plan your CLD career. How do you use the Framework at the moment? Yes

No

To inform your work plan and monitor its delivery [individuals / teams / organisations / partnerships] To evaluate and revise organisational outcomes To plan organisational development To provide specifications for contract tendering and monitoring contracts To support applications for funding and resources To design and develop staff appraisals To recognise and effectively use prior learning and experience To identify individual and group learning and development needs To design individual and group learning plans To link training and development to organisational outcomes To design, deliver and evaluate learning To monitor and evaluate internal and external training provision

1

Organisational development Identify and clearly describe the competence of the organisation Everyone in an organisation, team or partnership should share responsibility for ensuring that learning within an organisation is planned, structured and successful. Responsibility for ensuring the identification of learning needs and the development, implementation and evaluation of the organisational learning plan usually lies with the manager or senior officer. There are a number of factors which need to be taken into consideration including internal and external constraints but developing an organisational skills matrix using the framework is a useful tool to identify strengths and gaps. As with individual identification of needs, knowledge of gaps in key competences for a team or organisation can be used to identify training and development needs. An organisational matrix can help to identify team or organisational needs.

Organisational goal/target

Who needs to deliver

Competence required

Current assessment 0-5

Performance management and appraisals

Using a form based on the competences, identify with the staff member the indicators of each competence most relevant to their current role and job description, and use these to rate them and gather evidence of performance. You should ensure that all staff are clear on what defines levels of performance and how to use evidence effectively to make assessments. Develop & support collaborative working

Indicator

Assessment of Performance A Excellent

B More than satisfactory

C Satisfactory

D Less than satisfactory

Supervisor comments

Develop and support collaborative working within your own organisation Initiate collaborative working with relevant organisations

The same form can be used by staff members to self-assess prior to their appraisal meeting.

2

Identify individual and group learning and development needs Current Level of Knowledge, Skills and Understanding

Future Level of Knowledge, Skills and Understanding required for post/project

1 – Minimal 2 – Fair 3 – Good 4 – Very good 5 – Excellent

1 Immediate (needed now) 2 Short Term (in next 3-6 months) 3 Long Term (in next 12-24 months) 4 Not applicable (not needed) 5 Competence: Know and understand the community in which we work

Purpose: Practitioners can work with individuals and communities to identify and plan action based on knowledge of some of the internal and external influences at work.

Timescale for Development

Context: Understanding the context within which our work takes place will be based upon our knowledge of social, political and wider environmental influences on communities. Competent CLD practitioners are aware of the relevant global and local factors that impact on the community with which they work.

Indicator Current conduct an external community/ environment assessment, considering the political, economic and social context of the community investigate internal views and information relating to the area within which you work critically analyse internal and external factors impacting on individuals and communities identify needs, assets and opportunities using relevant information and evidence involve other stakeholders in identifying and agreeing needs and local priorities

Future

Timescale

Designing, delivering and evaluating learning Use the Competences to reflect on personal development and plan the next steps of the Learning Journey Competence Know and understand the community in which we work Build and maintain relationships with individuals and groups Provide learning and development opportunities in a range of contexts Facilitate and promote community empowerment Organise and manage resources Evaluate and inform practice Develop and support collaborative working

Strengths

Weaknesses

Learning Journey: next steps