Competencies. Working in Partnership. Creativity and Innovation Organisational and People Development

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1 Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical knowledge to innovation and complex problem solving; demonstrates an exemplary level of accomplishment in area of specialization Emotional Intelligence Inspirational leadership through emotional intelligence Influencing Align organisational needs and values with the needs and values of the community and other partners Delivery Working in Partnership Values and Ethics Strategic Thinking Creativity and Innovation Organisational and People Development The ability to plan and execute at pace and scale Working cooperatively with others, be part of a team and work together as opposed to working separately or competitively. Develop networks and building alliances to achieve organisational objectives A Servant Leader who achieves direction through their personal integrity and respect for others The ability to identify the scientific, demographic, ethno cultural, political, and regulatory implications of decisions and align them to strategies that continually improve patient outcomes in the long term The ability to apply complex concepts, develop creative solutions, or adapt previous solutions in new ways to deliver sustained and impactful outcomes Build a resilient organization, lead through example and create leaders for tomorrow Evaluation 1 = demonstrates basic competency but not fully competent 3 = demonstrates exceptional understanding of basic competency 2 = demonstrates competency 4 = in depth demonstration of competency with flare and/or creativity

2 Technical Expertise Understands technical aspects of one s job and continuously builds knowledge, keeping up-to-date on the technical or procedural aspects of the job. Applies and improves extensive or in-depth specialized knowledge, skills and judgement to positive effect. Makes oneself available to others to help solve technical or procedural problems or issues and is recognised as knowledgeable in their field Recognises trends in theory and practice of one s own technical area and effectively prepares for anticipated change. Applies technical and procedural knowledge to correctly address a situation. Would be considered as a specialist or expert resources by others. Thinks of ways to apply new developments to improve organisational performance or health/wealth outcomes. Actively considers how delivery could be enhanced through innovation within and outside specialist area. Emotional Intelligence Established track record of conflict resolution, communication and building effective relationships. Sufficiently manages personal, authorities and functional boundaries. Displays critical thinking and a questioning attitude. Appears to have a very functional relationship with the workplace and is not always enthusiastic and energetic in their pursuit of organisational goals. Is often challenged in their understanding the complexity of other people and lacks skill in adapting to their emotions. Has the confidence required to articulate and embody the vision and direction of the company. Is motivated and has demonstrated some success in building teams and retaining staff. Works with colleagues and partners in a consistent manner but can be distracted or disrupted by change and when things do not progress as planned. Does not always recognise how they are perceived by others and how best to direct their skills to influence others. A leader who possesses a high level of self-awareness and has the ability to regulate their reactions and emotions to different professional situations, showing sensitivity to multidisciplinary settings. Approaches work with a passion to achieve in line with the values of the organisation. Is committed to building teams and developing staff with potential. Manages a network of stakeholders and enables partnership working by building strong rapport with all colleagues across the partnership. Distinguished leadership, social intelligence and ability to network effectively on behalf of the organisation. A self-confident leader who has a realistic view of themselves. Conducts themselves with trustworthiness, integrity and humility. Is comfortable with ambiguity and open to change. Has a strong drive to achieve and remains optimistic in difficult and challenging situations. Highly motivated by their commitment to the organisation and is an expert in building and retaining talent and leading teams. Provides an excellent service to partners and is effective in leading system level change.

3 Influencing Delivery Partnership Working/ Community Orientation Provides clear and consistent communication of direction and outcomes. Sufficiently manages personal, authoritative and functional boundaries. Understands the basic communication methods and networks to disseminate information. Has credibility and influence in limited settings and forums Establishes phases and steps within work plans with realistic timescales. Tracks performance against plan and budget. Reports project outcomes and major obstacles. Established track record of conflict resolution, communication and building effective relationships. Develops networks and builds alliances. Maintains clear communication. Participates with and understands the community. Successful in identifying the relevant community and engaging them in shared activity. Appropriately involves others in a process or decision to ensure their support. Identifies a clear, motivating, challenging vision, and direction to different audiences. Builds architecture to implement that vision and direction and empowers and enables organisational members to carry out and implement that vision. Takes a personal interest in others to develop relationships. Perceived as an effective role model. For Senior leadership roles: Leadership quality that is sustainable but is unlikely to progress to gain traction at executive level and eventually board level Shows a passion for improving the delivery of services with a commitment to continuous improvement. Motivates others to translate ideas into actions and results. Continues to pursue results in the face of resistance or setbacks or ambiguity. Effective in communication and seeking feedback Participates in cross-functional activities to achieve organisational objectives. Collaborates across internal and external agency boundaries to meet common objectives. Advocates for moving key priorities forward, shows respect for the diversity of voices. Expresses positive attitudes and expectations of others. Uses understanding of stakeholder priorities and values to build coalitions and consensus around a vision. Has earned loyalty and trust. Challenging the vision when necessary. Seeks out and builds relationships with others who can provide information, intelligence, career support, potential business and other ways to help. Analyses the needs, interests and expectations of key stakeholders. Create and sustain positive change. For senior leadership roles: A quality of leadership and partnership working that is perceived to be excellent; can gain traction in isolated circumstances and shows promise in their ability to gain the credibility required to function at board level Defines work done in terms of results and pursues successes with energy and drive. Is both bold and persistent in driving results. Leverages resources to reach goals and takes thoughtful risks. Builds coalitions to garner support by aligning proposals and ideas with the needs and priorities of others. Displays a willingness to learn from others and creates a common mindset. Publically credits others who have performed well. Actively seeks the input of others to increase the quality of solutions developed, regardless of personal like or dislike. Shares ability to engage people s attention, cultivate humility and excel at conflict resolution, understanding how others are motivated and supporting this. A visionary who articulates direction with charisma and flare earning both loyalty and trust. Has Intellectual flexibility. Builds behind the scenes support for ideas. Presents facts, analysis and conclusions or solutions in a way that demonstrates command of content, factors in perspectives and interests of the audience. For senior leadership roles: Showing leadership behaviours that may be perceived as potentially world class in significance and rigour. Has both the credibility and intellect to build relationships with senior executives and function at board level Demonstrates concern for achieving or surpassing results against internal and external standards of excellence. Resolves issues or challenges. Demonstrates the ability to act in a decisive, urgent and committed way to achieve results. Is bold and persistent and brings others to their mission. Aligns own outcomes and priorities with the needs of the community including its cultural and ethical values to improve health and wealth in line with population based wellness needs. Express positive attitudes and expectations of others. Takes personal responsibility for initiating collaborative planning. Authentic and appropriate leadership, anticipates concerns of others to help persuade them to move toward a goal, takes action in difficult situations and move forward

4 Values and Ethics Strategic Thinking Creativity and Innovation Establishes approaches to handling issues and mistakes with openness, honesty and fairness. Fair management practices reflect strong principles. Focus on organisational success in favour of ego or personal feelings. Facilitates the process of strategic planning. Set strategic aims and ensures that the necessary financial and human resources are in place for the company to meet its objectives and review management performance. Tries established solutions to problems, but will search for new methods when challenged. Can generate new and unique ideas but rarely challenges or encourages others. Displays critical thinking and a questioning attitude. Uses knowledge of theory and different past trends to look at current situations. Ensuring integrity and sharing respect in personal and organisational practices. Leadership by example at all levels. Connect the goals of the organization with internal employees and external stakeholders, understanding public service principles and ethics Conducts analyses that identifies the scientific, governmental regulatory, public opinion and technological forces that currently and will influence and shape healthcare services. Develops strategy to address environmental forces and develops vision based on broader context drawing on experts and partners. Analyse problems thoroughly before developing solutions. Searches for new and more effective methods, making connections between previously unrelated ideas. Uses analysis and cross-pollination of information from one situation to another to solve problems. Consistently generates and employs original ideas for themselves and for others in tackling both simple and complex problems. Hold themselves, their employees and their organizations accountable for their actions. Responsible leadership committed to diversity, openness ethics and values. Aligns internal structures and systems to reinforce overarching values and goals. Creates mechanisms for descent. Shares information, insights or comments when it would be easier to refrain from doing so. Understands the forces that are shaping public health in the longer term. Identifies links between global, societal and economic trends, stakeholder concerns, the policy agenda, public service values and local, and regional issues. Develop well informed advice and strategies that are sensitive to the various needs of multiple stakeholders and partners. Pursues new methods and solutions, connects disparate ideas and is unafraid to use unorthodox methods. Recognise value in failure as part of the creative process as it causes ideas to compete. Takes risks and creates a culture that can reward risk taking and a radical approach. Builds a respectful, diverse and inclusive workplace where decisions and transactions are transparent and fair. Publicly admits to mistakes and commits to learn. Encourages dialogue about ethics, values and the creation of value for key stakeholders. Demonstrates consistent partnership and patient focus and commitment to inclusivity Translates vision and strategy into authentic plans and action. Ability to identify patterns or connections that are not obvious, and to identify key or underlying issues in complex situations. Has a global perspective and broad vision. Creates a highly motivating and convincing vision and prepares to take the fullest advantage of the changing environment. Proactively seeks and champions opportunities to improve outcomes, generating a culture of restlessness and continuous improvement. Accelerates and directs creativity by influencing competing behaviors and assisting others to pursue. Encourages the preservation of new ideas. Challenges others and manages teams to stimulate creativity and sustain new approaches.

5 Organisational and People Development Provides clear direction on priorities. Shows concern for colleagues and for team morale. Recognise the need for change and support it. Set and support high standards. Is inclusive in their approach to teamwork and shows resilience in their approach to delivery. Shows promise in their ability to manage people and work well within teams. Follow up on commitments. Provides constructive feedback and support. Actively pursues and identifies investments and resources to close performance gaps. Encourages reasonable and strategic risk taking. Ability to build capability in others by helping them improve skills and performance. Act as a role model to others. Recognises that developing people on the team is a key priority and accountability area. Gives clear and honest feedback and manages nonperformance. Ensure the workforce has the capacity and diversity to meet current and future needs. Creating the highest levels of commitment, stimulates others to take action and accomplish goals even when no direct reporting relationship exists Inspire and motivate others to achieve vision. Express positive expectations of others. Facilitates development of risk taking behaviour, when required. Role model. Build accountability and value for people management within the organization and across UCLP recognized as someone who colleagues esteem in supporting others.