Kangaroos PQASSO Competency Framework - … PQASSO Competency Framework Page 2 of 15 Understanding...

Kangaroos PQASSO Competency Framework

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Competency Standard Leadership Function – SCANNING Understand and analyse the external context and internal environment in order to set future vision and direction.

Board Joint Board and Senior Managers

Senior Managers

Delivery Managers

Frontline Staff PQASSO – links to Quality Areas LEVEL 1

PQASSO – links to Quality Areas LEVEL 2

Responsibility for personal practice and knowledge

Oversight / Holding others to account, setting direction and expectations

Shared responsibility of Board and Senior Managers

Responsibility to lead and manage, accountable to the Board.

Responsible for delivering agreed operational plans and implementing policies and procedures. Reporting to Senior Managers

Responsible for delivering services within agreed policies and procedures.

QA = refers to one of the 12 Quality Areas. The numbers relate to the paragraphs in the PQASSO Guidance on Indicators workbook – this is the evidence Peer Reviewers will be looking for to meet each standard.

Whole organisation Relevant to service

Understanding the external environment, and context in which the organisation operates including, national and local policy and relevant research.

√ √ √ √ QA 2.1.2 QA 2.2.1, QA

3.2.6, QA 4.2.1

Understand and legal framework in which the organisation operates including those that directly affect the way the organisation operates.

√ √ √ √ √ QA 2.1.4, QA 3.14,

QA 5.1.3, QA 7.13, QA 8.1.2

QA 4.2.5,

Identify risks, trends, opportunities that affect your organisation/service(s). √ √

√ √ QA 1.1.6

Understand local assets, strengths and potential collaboration partners

√ √ √

QA 1.1.2, QA 10.1.1

QA 10.2.4, QA 10.2.5,

Understand their role representing the organisations at external meetings and networking to promote the organisation.

√ √ √ √

QA 3.1.7, QA 6.1.5, QA 9.1.1, QA 9.1.7, QA 10.1.4

QA 10.2.1, QA 10.2.2, QA 10.2.3, QA 10.2.4, QA Community results 12.2.1


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Understanding client/service participants’ aspirations, needs and goals and the wider issues, problems and pressures facing your service participants including demographic and other relevant data and research.

√ √ √ √

QA 1.1.3, QA 4.1.1, QA 4.1.2, QA 9.1.7, QA 1.1.2

QA 1.2.2, QA 4.2.1, QA 4.2.2, QA 4.2.6,

Understand the context and priorities of funders and purchasers (this could include self funders/service participants and those with direct payments)

√ √ √

Understanding your internal environment, staff capacities, constraints, strengths, goals, and aspirations.

√ √ √

QA 1.1.4, QA 7.1.1 QA 3.2.2, QA 7.2.1, QA 7.2.2, QA 9.2.1, QA 12.2.4 user results,

Know how services and outcomes fit with intended vision, aims and objectives and how this is communicated within the organisation.

√ √ √

QA 1.1.1, QA 1.1.3, QA 2.1.6, QA 4.1.5, QA 11.1.2, QA 12.1.4

QA 1.2.3, QA 4.2.3, QA 4.2.4, QA 10.2.4,

Know your organisation’s strengths and weaknesses √ √

√ QA 3.1.2

Know the skills, behaviours and expectations required of people in the organisation.

√ √ √ √ √

QA 2.1.3 QA

RESULTS

You are up-to-date, have valid knowledge of the context in which the organisation operates, the legal frameworks, external drivers and pressures, demographic data and needs aspirations of your service participants. You are able to represent the organisation externally and build alliances, collaboration and networks to promote the organisations within the remit of your specific role within Kangaroos.


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Competency Standard Leadership Function FOCUSING Translating context (internal and external environment) into clear 3-5 year strategies demonstrating how services fit with strategic vision, aims and objectives


Senior Managers

Delivery Managers











Engage others and articulate clearly your organisation/service priorities and purpose based on context research to create clear medium to long-term strategy, vision, aims and objectives.

√

√

QA 1.1.1, QA 1.1.3, QA 2.1.2, QA 3.1.3, QA 4.1.1, QA 4.1.2, QA 4.1.3

QA 1.2.1, QA 1.2.2, QA 1.2.3, QA 2.2.1 QA 2.2.2, QA 3.2.1, QA 9.2.1, QA 10.2.1

Identify critical challenges facing your organisation/service identified through context analysis eg funding, policy challenges or drivers etc.

√ √ √

QA 1.1.6, QA 3.1.8 QA 1.2.7, QA 10.2.3

Link team goals and operational plans with organisational strategy

√ √ QA 5.1.4, QA 5.1.5,

QA 5.1.7, QA 11.1.4 QA 1.2.4, QA 1.2.6,


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Determine key priorities for action that link to the strategic plans, funding priorities and external context.

√ √ √

QA 7.1.1, QA 7.1.7, QA7.1.4, QA 7.1.6, QA 8.1.1, QA 9.1.1, QA 10.1.6

QA 7.2.2, QA 7.2.3, QA 7.2.4 QA 8.2.1, QA 10.2.1

Articulate clearly what success looks like (social, economic and environmental impact) and how you will measure whether you have achieved your vision, aims and objectives through an organisation wide consistent monitoring and evaluation framework that is built into day-to-day activity to collect data and evidence in a systematic, relevant and meaningful way.

√ √ QA 11.1.5, QA 12.1.7,

QA 12.1.2 QA 1.1.3, QA 4.1.5, QA 4.1.7, QA 7.1.7, QA 11.1.1, QA 11.1.2, QA 11.1.7

QA 10.2.7, QA 11.2.1, QA 11.2.3, QA 11.2.7. QA 12.2.1, QA, 12.2.3, QA 12.2.4, QA User results, 12.2.4, QA 12.2.5, QA 12.2.6, Organisational results QA 12.2.4 Community results, QA 12.2.2 QA 12.2.3

RESULTS Work to clearly defined vision, strategy and priorities and have clear methods of measuring success, monitoring and evaluation


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Competency Framework Leadership Function ALIGNING and COLLABORATION (Internal and externally) Ensure research, internal and external context and strategy are aligned with how the organisations and its people (trustees, staff, volunteers) are supported to implement and deliver plans, and how the organisation fosters and develops collaboration to achieve results.


Senior Managers

Service Managers











Ensure leadership, teams and staff members demonstrate behaviours that deliver to the organisation’s values, and that daily actions are in line with values, strategy, priorities, aims and objectives.

√ √ √ √ QA 1.1.2, QA 3.1.3, QA 1.2.3, QA

1.2.4 QA 1.2.5, QA 1.2.6, QA 1.2.7

Ensure systems and policies align with strategy.

√ √ √ QA 3.1.3, QA 6.1.1,

QA people results 12.1.1

QA 2.2.1, QA 2.2.2,QA 2.2.4, QA 3.2.3,

Ensure that the organisation fosters and develops everyone to have current and future skills to achieve vision and strategy through facilitating collaboration across the organisation, teamwork, and support development, learning and mentoring.

√ √ √

QA 3.1.1, QA 3.1.3, QA 3.1.2, QA 5.1.4, QA 5.1.5, QA 6.1.1, QA 6.1.2 people results 12.1.1

QA 3.2.1, QA 5.2.1, QA 6.2.2, QA 6.2.4


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Facilitate and develop collaboration with other organisations/partners that are mutually beneficial and in order to achieve better results for all stakeholders.

√ √ √ √

QA 1.1.2, QA 10.1.1, QA 10.1.1, QA 10.1.3, QA 10.1.4, user results QA 12.1.2,

QA 9.2.1, QA 9.2.2, QA 9.2.3, QA 9.2.4, QA 9.2.5, QA 10.2.1, QA 10.2.2, QA 10.2.4, QA 10.2.5,

Build on local assets and strengths to ensure services meet needs and aspirations of service participants through building alliances and collaboration to achieve outcomes.

√ √ √

QA 1.1.3, QA 4.1.1, QA 4.1.2, QA 9.1.7, QA 1.1.2

QA 1.2.2, QA 4.2.1, QA 4.2.2, QA 4.2.6, QA 10.2.3, QA 10.2.4, QA 10.2.5, QA 10.2.6

Work positively with collaboration partners to develop solutions to local issues facing your client group/community

√ √ QA 1.1.2, QA

10.1.1, QA 10.1.2, QA 10.1.3, QA 10.1.4 User results QA 12.1.2

QA 1.2.2, QA 1.2.2, QA 4.2.1, QA 4.2.2, QA 4.2.6, QA 10.2.3, QA 10.2.4, QA 10.2.5, QA 10.2.6

Work with collaboration partners to look at no cost, low cost, solutions to address local issues

√ √ Community results

12.1.2 QA organisational results 12.2.3, QA 12.2.5, QA Community results 12.2.1

Work with collaboration partners to share resources, or joint bidding, investment to address local issues.

√ QA 6.2.6, QA

7.2.1 QA 7.2.2,

Foster innovation and creativity, different ways of working, use of technology, using existing assets and talent to achieve results.

√ √ QA 5.1.6, QA 12.1.8

Organisational results,

QA user results 12.2.5, QA 12.2.6, people results QA 12.2.3, organisational results, QA 12.2.6 Community


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results, QA12.2.2

Results Internal and external stakeholders understand and support the organisation’s goals and have maximised use of existing strengths, resources, and assets to achieve local issues. Developed strong joint working and collaboration with internal teams and external organisations.


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Competency Framework Leadership Function INSPIRING (Internal and externally) Model good practice, values and behaviours, communicate clearly and develop trust and confidence.


Senior Managers

Delivery Managers











Model good practice, values, behaviours and match deeds to words, follow through what you say you will do

√ √ √ √ √ √ People results QA 12.1.1, QA 12.1.2, QA 12.1.3

QA 1.2.8, QA 2.2.4, QA 2.2.6, QA 2.2.7, QA 3.2.7

Demonstrate commitment to organisation and its people internally √ √ √ √ √ √

QA 5.1.5 organisational results QA 12.1.5

QA 3.2.5, QA 3.2.6, QA 9.2.3, QA 10.2.5

Demonstrate honest and open communication in all interactions and that the people and organisation is trustworthy

√ √ √ √ √ √ QA 5.1.6 QA 3.2.6,

Community results QA 12.2.2

Show and develop trust and confidence in the contributions of others, internally and externally. √ √ √ √ √ √

QA 5.1.6 QA 5.2.2, QA 5.2.1, QA 5.2.2, QA 5.2.3. QA 5.2.4, QA. 5.2.5, People Results QA 12.2.2, QA 12.2.3,

Provide constructive feedback and regular support, motivate others. √ √ √ √ √

QA 1.1.6, QA 1.1.7, QA 2.1.2, QA 2.1.7, QA 2.1.8, QA 3.1.1, QA 3.1.2, QA 3.1.3, QA 3.1.8, QA 5.1.1, QA

QA 1.2.4, QAQA 1.2.5, QA 1.2.6, QA 1.2.8, QA 2.1.1, QA 2.2.5, QA 2.2.6, QA 2.2.7,QA 3.2.1,QA 3.2.3,


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5.1.5, QA 5.1.6, QA 8.1.8,

QA 3.2.4,QA QA 3.2.5, QA3.2.7, 5.2.6, QA 5.2.7, QA5.2.8 QA 8.2.1, QA 8.2.2,

Model positive can do attitude, encourage innovation, learning and creativity.

√ √ √ √ QA 5.1.6, QA

5.1.7, QA 6.1.1, QA 6.1.2, QA 6.1.5,

QA 3.2.1, QA 3.2.3, QA 3.2.4, QA 3.2.7, QA 6.2.7, QA 9.2.5,

Results


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Competency Framework Management Function PLANNING Translate strategic plans into operational performance plans, allocate resources and effectively manage people and delivery.


Senior Managers

Delivery Managers









QA = refers to one of the 12 Quality Areas. The numbers relate to the paragraphs in the PQASSO Guidance on Indicators workbook – this is the evidence Peer Reviewers will be looking for to meet each standard. Responsibility for oversight and personal knowledge


Translate strategic plans into operational performance plans, whilst at the same time responding to immediate operational needs.

√ √ √ QA 1 all, QA

3.1.2, QA 3.1.3, QA 4.1.1, QA 4.1.2, QA 4.1.3,

QA 1 all. QA 2.2.1,

Set short-term organisational goals and performance objectives for immediate operational needs.

√ √ QA 1.1.5, QA

1.1.6, QA 1.1.7, QA 2.1.7, QA 2.1.8,

QA all, QA2.2.6, QA 2.2.7, plus extra criteria for charity commission endorsement. QA 3 all,

Develop budgets and allocate financial resource, create longer term financial and funding strategies,

√ √ √ QA 7. All, QA

3.1.5, QA 7 all

Allocate resources effectively eg people, resources, ensure sustainability.

√ √ √ QA 8 - all QA 8 all

Anticipate and reduce risks and have in place contingency plans.

√ √ √ All 12 quality

areas – good leadership and management is about anticipating and reducing risk.

All 12 quality areas – good leadership and management is about anticipating and reducing risk.

Results


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Competency Framework MANAGEMENT FUNCTION ORGANISING Ensure systems, policies and procedures are in place and that there is accountability and clear levels of authority throughout the organisation.


Senior Managers

Delivery Managers









QA = refers to one of the 12 Quality Areas. The numbers relate to the paragraphs in the PQASSO Guidance on Indicators workbook – this is the evidence Peer Reviewers will be looking for to meet each standard. Responsibility for oversight and

personal knowledge


Ensure accountability and clear levels of authority and delegation

√ √ √

QA 1 – all, QA 2 All,

QA 3 all, QA 5 all,

QA 7 all, QA 8 all,

QA 9 all

QA 1 all QA2

all, QA3 all,

QA5 all, QA7

all, QA8 all QA9

all

Ensure systems, policies and procedures are in place eg finance, people, operations quality, communications, information, publicity etc.

√ √ √

QA 5 all QA 7 all,

QA 8 all, QA 9 all,

QA 11 all and QA

12 all

QA 5 all QA 7

all, QA 8 all, QA

9 all, QA 11 all

and QA 12 all

Build on and utilise assets and strengths to deliver and implement plans.

√ √ QA 4.1.2, QA 4.1.3,

QA 10 all, QA 12 all

QA 4.2.6, QA10

all, QA12 all

Ensure training and support is in place to enable people to deliver effectively.

√ √ √ √

QA 1 all, QA2 all,

QA 5 all, QA6 all

QA 1 all, QA2

all, QA 5 all,

QA6 all

Results Organisational has structures, systems, processes, policies in place to ensure efficient operations; staff know what is expected, their responsibilities and expectations.


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Competency Framework MANAGEMENT FUNCTION IMPLEMENTING Co-ordinating workflow and managing staff, internal and external communications.


Senior Managers

Delivery Managers

Frontline Staff









QA = refers to one of the 12 Quality Areas. The numbers relate to the paragraphs in the PQASSO Guidance on Indicators workbook – this is the evidence Peer Reviewers will be looking for to meet each standard. Responsibility for oversight and personal

knowledge

Responsibility for oversight and personal knowledge


Co-ordinate workflow. √ √ √ QA 1 all, QA3.1.3,

QA 3.1.8, QA 5.1.8,

QA 8.1.1

QA 1 all, QA2.2.6,

QA3.2.2, QA 3.2.3,

QA3.2.4, QA 5.2.1, QA

5.2.6, QA 5.2.7,

QA5.2.8, QA

8.2.1QA8.2.2, QA 8.2.3.

Balance competing demands. √ √ QA 1 all, QA 2.1.4,

QA, 2.1.6, QA

2.1.7, QA 2.1.8, QA

3.1.1, QA 3.1.2, QA

3.16, QA 3.1.8QA

5.1.6

QA1 all, QA2.2.1. QA

2.2.6, QA 2.2.7, plus

charity commission

endorsement criteria,

QA 3.2.5, QA 3 all, QA

5.2.1,

Use performance feedback, team meetings, supervision and other data to inform decision-making.

√ √ √

QA 3.1.2, QA3.1.3,

QA 3.1.8,

QA3 all,

Co-ordinate and maintain relationships and activities with collaboration partners.

√ √ QA 4 all, QA 9 all,

QA 10 all,

QA 4 all, QA 9 all, QA

10 all,

Co-ordinate and maintain relationships and communications internally at all levels of the organisation.

√ √ √ √ QA 1 all, QA 2 all,

QA 9 all, QA11 all

QA 12 people and

organisation

QA 1 all, QA 2 all, QA 9

all, QA11 all QA 12

people and organisation

Adjust plans to respond to changes and challenges.

√ √ √ QA 1 all, QA 2 all,

QA11 all, QA 12 all

QA 1 all QA2 all, QA 11

all, QA12 all


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Results Activities are carried out efficiently, effectively and responsively, everyone in the organisation understands what is expected of them and how expectations fit with overall strategy.


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Competency Framework MANAGEMENT FUNCTION MONITORING AND EVALUATION monitor activities against strategic and operational plans and evaluate efficiency, effectiveness and outcomes. (Including social, economic and environmental value in order to comply with Public Services (Social Value) Act 2012.


Senior Managers

Delivery Managers









QA = refers to one of the 12 Quality Areas. The numbers relate to the paragraphs in the PQASSO Guidance on Indicators workbook – this is the evidence Peer Reviewers will be looking for to meet each standard. Responsibility for oversight and personal knowledge


The organisation continuously updates information about achievements and results. Understands their social, economic and environmental impact. Applies learning from evaluation to improve and develop services.

√ √ √ √ √

QA 1 all, QA 2.1.5,

QA 2.1.6, QA 2.1.8,

QA 3.1.3, QA 3.1.8,

QA 4.1.7, QA 11 and

QA 12all

QA1 all, QA 2 .2.1,

QA 2.2.5, QA 2.2.7,

QA 32.1, QA 3.2.2,

QA 3.2.4, QA 42.23,

QA 4.2.6 QA 11,

and QA 12 all

Integrate data and evidence collection into day-to-day practice and service delivery.

√ √ √ QA 11 and QA 12 all QA 11 and QA 12

all

Use different forms of data and evidence collection to measure outputs, quality and qualitative results of activity.

√ √ √ QA 11 and QA 12 all QA 11 and QA 12

all

Use performance against plans and evaluation data to prove outcomes and improve processes and service delivery.

√ √ √

QA 11 and QA 12 all QA 11 and QA 12

all

Regularly analyses data and evidence and produce regular evaluation reports to demonstrate social, economic and environmental IMPACT and value.

√ √ √

QA 11 and QA 12 all

QA QA 7.1.7, QA

QA 8.2.7, QA 11

and QA 12 all


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8.1.8, QA 9.1.3, QA

9.1.7,

Celebrate success and share evaluation reports and implement recommendations and learning.

√ √ √ √ √ QA 1 all, QA 11 all QA

2.1.8,

QA 11 and QA 12

all

Results Organisation continuously updates information about achievements and results. Understands their social, economic and environmental impact. Applies learning from evaluation to prove efficiency, effectiveness, value for money, and continuously improves and develops its services.

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