The learning on this page aims to meet the indicators set out under Level 1. If required, you may wish to visit the learning in other levels in order to address any gaps or if you wish to upgrade your learning. Please note that the learning below is not intended to be an exhaustive list since some of development of some of these indicators can be undertaken in your role. If you do feel that there are any gaps, please contact peopledevelopment@aberdeencity.gov.uk.
As you’ll see below, all learning/development is split into each of the five Guiding Principle headings and then under a skill-set.
After working through this page and the associated training, your development doesn’t need to stop there…
…we’d encourage you to seek out your own additional reading/development depending on your own needs.
There are four levels of the framework, which reflect the increasing levels of responsibility different people hold in the organisation.  Once you know which level you are, select the correct page by clicking on the ‘Learning for Level … roles’ menu above.
  • Level 1 is for everyone – most employees who don’t lead people/projects etc. will be Level 1
  • Level 2 is for people with responsibility for leading people, projects or managing resources (like buildings, rotas, budgets etc)
  • Level 3 is for people who lead service delivery and / or manage managers
  • Level 4 is for leaders of the whole organisation (e.g. Chief Officers and Directors)
However, if you’re not sure which Capability Framework Level you are then Click Here to learn how to view this in your CR&D.
Guiding Principles:  The five Guiding Principles are ‘Purpose’, ‘Pride’, ‘Team’, ‘Trust’ and ‘Value’ – These guide the way we work, the way we behave with each other and make sure we all have the same understanding of what it means to work here.
Capability Framework:  The Capability Framework lists the skills, knowledge and behaviours that we need from every single employee (in addition to your job specific skills and knowledge).  The Capability Framework skills/knowledge/behaviours are split up into four levels (1 for many non-managerial employees up to 4 for Chief Officials).  All of the skills/knowledge/behaviours in each of the four levels are displayed on these pages by the relevant Guiding Principle heading.  So regardless of where you work in the Council, once you know which ‘Level’ your post is then you’ll need to understand the contents on that page (this page contains all of the Capability Framework information for L2 posts).
Continuous Review & Development:  Part of the CR&D process is to measure how well you have learned each of the skills/knowledge/behaviours relevant to your roles’ level.  So if for example you are in a Level 1 role then you’ll need to review and understand all the information available on/via this page.

If you have an interest in reading the full Capability Framework booklet which covers all aspects and levels of the Capability Framework then click on the image below.

  Learning about ‘Purpose’:

Click on the headings below to learn more on these aspects of our Purpose for Capability Framework Level 2 roles.
The numbers you see next to headings below correspond to the ‘skill set’ number you’ll see in your CR&D.

“We care about our purpose, our city and our people”

    Capability Framework Level 2 ‘Purpose’

    To achieve this effectively each of us needs to:
    • Understand our purpose and direction so that we’re clear what we’re trying to achieve and can focus our priorities on achieving that purpose
    • Understand and manage demand – know where the demand on our services’ time and resources comes from and think about how best to manage this demand so we make best use of our resources
    • Take a customer-centric approach which puts our customers at the heart of what we do

    Guiding Principle ‘Purpose’ (+ & -)

    Core Learning to achieve skill set

    The following section will help you to meet the following indicators under this skill set:
      • The Local Outcome Improvement Plan (LOIP) and its improvement outcomes
      • The Council’s Delivery Plan
      • How the Target Operating Model and its design principles ensure we are structured to deliver the LOIP
      • Support others to understand and deliver against our purpose

    Core Learning

    The Local Outcome Improvement Plan (LOIP) sets out how we, together with our North East partners, will improve outcomes for the people of Aberdeen. The LOIP vision is that Aberdeen will be a “place where all people can prosper” by 2026. By this, we mean that we want everyone in the city to have the same opportunities, regardless of their background or circumstances.
    More specifically, the LOIP is designed to achieve the following outcomes:
    • Prosperous economy – improving our economy and employment opportunities
    • Prosperous people – ensuring every child and young person has an equal chance to thrive and flourish and that opportunities are in place for adults to lead positive, safe and successful lives
    • Prosperous place – promoting and improving the positive qualities of Aberdeen as a place to live in, to work and to visit
    Given that delivering better outcomes for the people of Aberdeen is our core business, we need to ensure that the way the organisation is set up supports this.
    In 2017 we introduced the Target Operating Model (TOM). The design principles behind this model ensure we’re structured to deliver our outcomes. These principles include:
    • Designing our services round customer needs; encouraging self-sufficiency and self-help, increasing the number of online services; managing demand proactively through early intervention and prevention
    • Designing the organisation to work as a whole system rather than in separate Directorates, involving customers and communities in decisions; acting as an enabler rather than a doer
    • Ensuring our governance and decision-making are aligned with LOIP outcomes and provide clear accountability for performance and delivery, basing decisions on data and evidence
    • Developing a flexible workforce which has the skills and knowledge to move more freely round the organisation; where managers provide clear direction and support yet allow the freedom to innovate and to make a difference; where leadership is devolved and coaching is the norm
    • Streamlining and consolidating processes to remove duplication and provide consistency
    • Increasing the use of technology to transform the way we deliver our services
    • Collaborating with partners and alliances, including communities and across the public, private and third sectors, to deliver outcomes.

    Learning upgrade

    Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

    ‘Mind the Gap’ Learning

    A refresher on the foundational knowledge and skill – link back to level 1 page.

        Core Learning to achieve skill set

        The following section will help you to meet the following indicators under this skill set:
          • Where the demand in my service comes from and the costs associated with this
          • The Council’s approach to demand management including different approaches to reducing and mitigating demand
          • Research, analyse and interpret data to make evidence-based decisions which improve outcomes and reduce or remove customer demand
          • Apply techniques to encourage customer and community self-service and self efficiency
          • How to reduce demand and control costs

        Core Learning

        Learning upgrade

        Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

        ‘Mind the Gap’ Learning

        A refresher on the foundational knowledge and skill – link back to level 1 page.

          Core Learning to achieve skill set

          The following section will help you to meet the following indicators under this skill set:
            • What a customer-centric approach involves
            • The We C.A.R.E charter and customer service standards
            • How to work with customers and staff to proactively improve customer relations and service delivery
            • I can seek and act on customer feedback to improve services
            • I can apply and measure the customer service standards

          Core Reading

          In our personal life, if we don’t like the service we receive or have a bad experience, we typically go somewhere else or don’t go back (let’s not mention how many people we might tell about that bad experience). Our customers don’t have the choice to go anywhere else for the services they receive. So, it’s up to all of us to ensure customers get the best experience whenever and wherever they interact with us.
          A customer-centric approach means putting customers at the heart of everything we do, making sure we create a positive customer experience and engaging with and involving our customers in decisions which affect them. Being customer-centric as an individual means all of us taking personal responsibility for treating customers with empathy, asking the right questions and really listening to our customers so that we understand their needs; helping customers to self-serve where they can, sign-posting them to where they can get help and support and also taking time to work sensitively and with care for those who most need our help.
          The We C.A.R.E charter sets out our customer service standards and commitments to our customer that we should all be striving to deliver, these are: 
          Connected 
              • We will support and encourage you to use our online services 
              • We will connect you with other services and groups across the city who can also help you and offer the best support 
          Accessible 
              • We will make sure our communication with you is easy to understand and recognise that sometimes people need information in different ways 
              • We will always be approachable, empathise and keen to listen and understand your needs 
          Responsive 
              • We will be open and honest with you about what we can and can’t do, and the reasons for this 
              • We will aim to deliver the best services possible and support our most vulnerable customers 
          Empowered 
              • We will involve you in helping us to design and test the ways we deliver our services 
              • We will listen and act upon your feedback, whether it’s a complain, comment or compliment.
          Collaboration and co-design with customers is not only good practice, under the Community Empowerment Scotland Act, we have a statutory duty to do this.
          This means redesigning our approach to customer engagement to meet customer needs. In future, we need to focus on resolving issues early and problem solving to help customers become more self-sufficient and resilient. That depends on us really understanding our customer needs and their root causes so that we can better understand and manage demand. As part of our transformation journey, we have structured ourselves to centre round the customer with a core Customer function which brings customer activity across the Council together.
          Many of us already ask for feedback on how well we’re doing; invite comments on consultation and host engagement sessions to seek customer views. The real challenge for all of us is to move existing involvement to the next level, until we’re finally co-creating as partners wherever possible. This is when we act together to discover, design and produce the best solutions.

          Core online resources

          Learning upgrade

          Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

          ‘Mind the Gap’ Learning

          A refresher on the foundational knowledge and skill – link back to level 1 page.

            Learning about ‘Pride’:

          Click on the headings below to learn more on these aspects of Pride for Capability Framework Level 2 roles.
          The numbers you see next to headings below correspond to the ‘skill set’ number you’ll see in your CR&D.

          We take pride in what we do and work to make things better

            Capability Framework Level 2 ‘Pride’

            To achieve this effectively each of us needs to:
            • Play an active part in transformation, change and improvement – being comfortable with change and focusing on improvement
            • Play our part in digital transformation by being comfortable with technology, looking for ways technology can help us deliver better services and acting on sound evidence and information
            • Adopt a commissioning approach by taking responsibility for making sure public money is spent wisely on what is going to deliver the best outcomes for Aberdeen

            Guiding Principle ‘Pride’ (+ & -)

            Core Learning to achieve skill set

            The following section will help you to meet the following indicators under this skill set:
              • Responses to change and how to support individuals and teams through change
              • The Local Government Scotland Act 2003 in relation to our statutory duty to improve
              • The Design Thinking approach
              • The Model for Improvement
              • How to measure the impact of improvement projects
              • Empower others and encourage them to release their creativity and innovation
              • Implement new ways of working in my team
              • Constructively support others to think and work differently giving feedback to test and learn
              • Support others to adapt to an evolving and changing environment
              • Apply the model for improvement in practice

            Core Reading

            As an organisation we also have a duty to improve as part of the Local Government in Scotland Act 2003.  In order to meet this responsibility alongside the challenges we face in terms of rising customer expectations, decreasing budgets and rapid increase in the use of technology, the council has embarked on an ambitious transformation programme.  
            At the same time, we all have a responsibility for making improvements which are in our own area of responsibility. Some of us might also be part of bigger improvement projects. If so, it would be useful to learn the model for improvement which is being used for change projects across the Council and in the LOIP.
            If you’re a manager, you have a responsibility to help people feel comfortable with change and able to raise any concerns they might have with you. You also need to be confident in planning and leading change and in encouraging people to experiment, test and learn without fear of blame or failure.

            Core Articles

            Core Workshop

            Core online courses

            Learning upgrade

            Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

            ‘Mind the Gap’ Learning

            A refresher on the foundational knowledge and skill – link back to level 1 page.

                Core Learning to achieve skill set

                The following section will help you to meet the following indicators under this skill set:
                  • The requirement to make changes in line with the Council’s digital strategy
                  • Support others to embrace and support change, including emerging digital technology
                  • Identify areas for automation and the use of digital solutions

                Core Reading

                It’s clear from the Target Operating Model that Digital will play an important role in how we shape our services moving forward. But what does this mean?  
                Digitisation isn’t just about developing digital services. It’s also about introducing digital tools that transform and enhance services across the board in order to change the way we deliver services and manage resources. There are 3 levels of Digital maturity and our mission is to use existing and emerging technology to support the redesign of what we do and how we do it. 
                • Digitisation – this is about moving traditional, paper-based, transactional stuff online.   
                For our external customers, this started with the Digital First project which saw many of our paper based application forms transformed to online forms – providing our customers with instant access to apply for, report and pay for what they need at a time that’s convenient for them. 
                • Digitalisation – this is about joining up and streamlining the frontline with the back-office processes – keeping things automated and digital as far as possible. 
                We became the first Council in Scotland to introduce end to end online school admissions, and the registrar service also transformed the way they work, by moving appointments to online booking, rather than a drop-in service.  Customers can now make an appointment when convenient for them and are seen as soon as they arrive – a much better customer experience, particularly for those who’ve experienced a loss. 
                • Digital Transformation–this is about using data from across the council and other agencies to proactively, pre-empt customer needs and demand – telling them what they need before they know they need it
                The next phase of our digital transformation will be exploring opportunities for Artificial Intelligence and Office 365 to better meet the needs of customers and staff. 
                 

                Core online courses

                Learning upgrade

                Here is an additional resource in order for you to dig deeper into the topics covered above and expand on your learning.

                ‘Mind the Gap’ Learning

                A refresher on the foundational knowledge and skill – link back to level 1 page

                Core Learning to achieve skill set

                The section will help you to meet the following indicators under this skill set:
                  • How to prioritise and allocate resources
                  • The principles of contract management
                  • Procurement regulations including the implications of non-compliance with the “no purchase order, no pay” policy
                  • Suggest alternatives to service delivery without the need to spend money externally

                Core Reading

                Core online courses

                Learning upgrade

                Here is an additional resource in order for you to dig deeper into the topics covered above and expand on your learning.

                ‘Mind the Gap’ Learning

                A fresher on the foundational knowledge and skill – link back to level 1 page

                  Learning about ‘Team’:

                Click on the headings below to learn more on these aspects of Team for Capability Framework Level 2 roles.
                The numbers you see next to headings below correspond to the ‘skill set’ number you’ll see in your CR&D.

                One team, one council, one city

                  Capability Framework Level 2 ‘Team’

                  To act effectively as one team each of us needs to:
                  • Work collaboratively with colleagues, other teams, across the council and with partners
                  • Support each other’s health, safety and wellbeing
                  • Look for opportunities to share and make best use of all our assets, resources and data

                  Guiding Principle ‘Team’ (+ & -)

                  Core Learning to achieve skill set

                  The following section will help you to meet the following indicators under this skill set:
                    • The importance of involving colleagues and partners in decision making and the appropriate means of doing so
                    • The value of equal access to information within a team, in order to engender trust
                    • Resolve conflict using appropriate and respectful strategies
                    • Bring colleagues together to work collaboratively across teams
                    • Build relationships and grow internal and external networks
                    • Foster and reward co-operative and collaborative behaviour

                  Core Reading

                  Everything we do at work, from decisions we make to changes we introduce – within our own role or the wider organisation – connects to, impacts on or is dependent on other individuals, teams and services.  Whether you call this a chain or a process or a system, everything we do is connected to how the council operates and contributes to achieving our purpose of making Aberdeen, a place where people prosper  It’s therefore crucial to work with the other people who are part of the chain to achieve our outcomes.  
                  Working in this way recognises that one person, team or organisation doesn’t have all the answers.  Involving a wider group of people who also have a stake in what’s to be achieved, gives wider perspectives, deeper insights and more ideas which result in better solutions and decisions. Collaborative working also helps generate efficiencies and make better use of resources.

                  Core online courses

                  Avoiding workplace conflict – ACC Learn – Click here to learn how to access ‘ACC Learn’

                  Learning upgrade

                  Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

                  ‘Mind the Gap’ Learning

                  A fresher on the foundational knowledge and skill – link back to level 1 page

                  Core Learning to achieve skill set

                  The following section will help you to meet the following indicators under this skill set:
                    • My role in supporting the wellbeing of others and how to support a healthy workplace
                    • Put approaches in place to support the resilience and wellbeing of others

                  Core Reading

                  Supporting each other is important and there’s a particular emphasis just now on supporting people to be mentally healthy.  Mental Health is becoming a more commonly talked about subject. 
                  It’s widely recognised as contributing to how engaged and motivated we feel at work and it can have a direct impact on our ability to  carry out our roles effectively. There’s also lots of research to support the belief that a happy, motivated and engaged workforce leads to increased productivity, better performance and a good customer experience. 
                  So if our purpose is to make Aberdeen a place where people can prosper that equally means making sure our workforce prospers which, in turn, means supporting our own health and wellbeing as well our colleagues.
                  But in this time of radical transformation, where ways of working are changing, our workforce is becoming leaner and the level of work feels the same if not greater than ever before, it can be difficult to maintain focus, motivation and see how your role contributes and makes a difference – it can become hard to look above the parapet.
                  Early in 2019 the Staff Governance Committee approved a Mental Health Action Plan for the Council.
                  The plan focuses on making sure mental health is a priority for us all and that we build a culture that encourages an open, inclusive and supportive attitude towards wellbeing.
                  If you’re a paid leader, you need to be more than just aware of what’s going on around you, you need to be consciously managing the situation and creating an environment where people feel safe and supported to unburden and let off steam without being judged harshly.
                  There are lots of ways you can support a healthy workplace – here are just some examples you can use for yourself and others.
                  • Connect – staying in touch with people makes us feel happier and more secure, often just having a chat can help to lift a mood. Here’s some things to try:
                    • Put 5 minutes aside to ask a colleague if they’re OK
                    • Arrange to meet up with colleagues you haven’t seen in a while -whether it’s lunch, a coffee catch-up or drinks after work, it’s the connection that counts
                  • Be Active – being active isn’t just good for our health, it’s also proven to have a positive effect on mental health and well-being. You can change your state by changing your behaviour.   Here’s some things to try:
                    • Feeling stuck? get up, move around, work from somewhere else – shifting your perspective can have a dramatic effect on how you think
                    • Lacking energy? Go for a short walk; hold a walking meeting; move around – exercise releases the feel-good chemical endorphins and low intensity exercise sustained over time spurs the release of proteins which cause nerve cells to grow and make new connections
                  • Take Notice – whether spending time with colleagues or taking a moment to yourself, stop, take notice and be aware of the present. Being mindful has proven health benefits including helping control emotions and decreasing stress, anxiety and depression. It can also help focus our attention.  Here’s some things to try:
                    • Take notice of how you, your colleagues and those around you are feeling
                    • Spend time outdoors, enjoy the fresh air and notice what’s around you
                    • Set aside some ‘you’ time to take up yoga or practice mindfulness – it’s been shown that 10 minutes a day of mindful meditation has really positive benefits
                  • Learn – learning improves your self-esteem and confidence.  It can be a great way to meet new people and build your network at work.  Here’s some things to try:
                    • Sign up to learn something new – whether it’s a workshop, a webinar or something else, get your brain pumping with new information and then work out how to put it into practice
                  • Give – giving can be very rewarding – people with a greater interest in helping others are more likely to rate themselves as happy.  Here’s some things to try:
                    • Volunteer for a cause your passionate about – at work, there are loads of working groups you can get involved in
                    • Share your learning with others – reconnect with your colleagues
                    • Spend time with someone you know has been having a difficult time – you don’t need to solve their problems, simply being there and listening can be enough
                   

                  Core Learning

                  Learning upgrade

                  Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

                  ‘Mind the Gap’ Learning

                  A fresher on the foundational knowledge and skill – link back to level 1 page

                    Core Learning to achieve skill set

                    The section will help you to meet the following indicators under this skill set:
                      • The need to share information to enable better working
                      • How to manage resources effectively- assets, people, money, technology
                      • Systems, software and processes the Council uses
                      • Report and share data and information appropriately and in an open and transparent manner
                      • Benchmark across other sectors, partners and local authorities and implement the findings from this and from best practice
                      • Ensure data is accurate and meaningful
                      • Analyse and interpret data to understand impact and to ensure improvements are based on evidence
                      • How to critically assess and evaluation information to reach a decision

                    Core Reading

                    As public funding decreases it becomes more important that we view public assets and resources as a shared pot and make best use of that pot for our customers. 
                    We can use the information we collect and hold about our customers as well as information that might be shared with us through other agencies and partners to better understand, forecast and reshape demand as a whole council rather than as individual services.  In practice, this makes us better informed about how to make best use of the various assets and resources that we hold. We can be more informed about what’s actually needed rather than what we think might be needed, making huge efficiencies in terms of procuring and delivering services.   
                    The Council aims to be a data-led organisation making sure that the decisions we make about how we use our resources is firmly based on evidence.  Along with our partners – we have access to a wealth of data about customers – and the ability to join up that data.  Within the Council we’re developing a master data management hub which will give us access to a single customer record that captures all of a customer’s  requirements in one place. This will allow us to see the customer as a whole person rather than dealing with their separate needs in different silos.  For example, their education needs, separate to their housing needs, separate to their social care needs. Basing our decisions and actions on this type of data also allows us to better understand and predict needs and helps us manage future demand through early intervention and prevention. 
                    Sharing data also means working collaboratively with our Community Planning Partners to ensure that decisions taken in one organisation don’t adversely affect another.  For example –  the Council doesn’t have a statutory duty to grit pavements in winter.  While we may have carried out this role in the past, budget constraints might mean that this ‘service’ can no longer be provided. At the same time, not gritting our pavements raises the risk of increased slips, trips, breaks and concussions entering A&E – which has a significant impact on the NHS budget and resources – potentially a greater cost that gritting pavements in the first instance.
                    So by sharing information and working collaboratively, we increase our potential to make better, more informed decisions to improve our use of resources and improve customer experience.
                    If you’re a paid leader you have a role to encourage this spirit of sharing in your team and across teams  In this way we can avoid waste and duplication of effort.
                    We also have a responsibility for making sure the data we gather and record is accurate and up to date.  If not our decision-making will be flawed. 
                    And it’s not just about sharing, it’s about making best use of what we’ve got.  For example, the Council has invested heavily in Office 365 which could potentially bring huge benefits to the organisation but those benefits are dependent on people learning the system and using its full capability.  
                    Corporate Information Policy

                    Core training

                    Learning upgrade

                    Here is an additional resource in order for you to dig deeper into the topics covered above and expand on your learning.

                    ‘Mind the Gap’ Learning

                    A fresher on the foundational knowledge and skill – link back to level 1 page

                      Learning about ‘Trust’:

                    Click on the headings below to learn more on these aspects of Trust for Capability Framework Level 2 roles.
                    The numbers you see next to headings below correspond to the ‘skill set’ number you’ll see in your CR&D.

                    “We trust each other and take responsibility”

                      Capability Framework Level 2 ‘Trust’

                      To do this effectively each of us needs to: 
                      • Understand the importance of distributed leadership – recognising we can all be leaders wherever we are in the organisation
                      • Take responsibility and hold ourselves and others to account for what we’ve said we’ll do
                      • Manage risk
                      • Make sure we comply with legislation and procedures

                      Guiding Principle ‘Trust’ (+ & -)

                      Core Learning to achieve skill set

                      The following section will help you to meet the following indicators under this skill set:
                        • How to create opportunities for employee voice
                        • How to identify development needs to create flexible and adaptable teams
                        • Apply distributive leadership and effective delegation
                        • Modify my communication delivery and leadership style, depending on the audience and the setting

                      Core Reading

                      As technology changes the way we work and as the workforce becomes smaller and leaner with fewer layers of hierarchy we have no choice but to move from a traditional command and control structure where close supervision is the norm to a much more empowered and self-sufficient workforce where everyone is a leader.
                      We expect our traditional leaders to be connected to the organisation’s purpose, see the bigger picture, collaborate with each other, inspire and motivate us, look at ways to continually improve our service and how we work. Distributed leadership means all of us taking on that same role.  If all of us acted as leaders we would naturally increase the organisation’s ability to grow, to be innovative and creative – to be a successful organisation. 
                      For managers it means encouraging distributed leadership by taking a coaching, mentoring and enabling style and by being willing to listen and encourage ideas and suggestions. It means being visible and accessible, being willing to listen and to encourage ideas and suggestions.  It means connecting people to our purpose, agreeing outcomes with them trusting and empowering them to deliver these outcomes, holding them accountable for delivery and giving the necessary support and development.
                      Where are we on our journey towards distributed leadership …
                      • We began in 2017 with our Building a Council for the Future report
                      • This led in 2018-19 to developing our Guiding Principles with staff from across the council
                      • The next step was to create the Capability Framework which will allow staff to develop the broad skills, knowledge and behaviours to allow them move more flexibly across the organisation
                      • Next Performance Review and Development (PR&D) was revised to become Continuous Review and Development (CR&D) to give staff greater responsibility for their own performance
                      • We’re also in the process of reviewing policies, processes and ways of working to align them with our Guiding Principles and developing management and leadership capability through a coaching culture.
                      • LEVI model – the four enablers of engagement
                      • Self Leadership

                      Learning upgrade

                      Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

                      ‘Mind the Gap’ Learning

                      A refresher on the foundational knowledge and skill – link back to level 1 page.

                        Core Learning to achieve skill set

                        The following section will help you to meet the following indicators under this skill set:
                          • Principles of performance management
                          • Produce clear, concise and effective written work
                          • Measure and demonstrate efficiencies and make improvements
                          • Set, plan and deliver effectively against outcomes
                          • Hold myself and others to account for performance

                        Core Learning

                        Learning upgrade

                        Here is an additional resource in order for you to dig deeper into the topics covered above and expand on your learning.

                        ‘Mind the Gap’ Learning

                        A refresher on the foundational knowledge and skill – link back to level 1 page.

                          Core Learning to achieve skill set

                          The section will help you to meet the following indicators under this skill set:
                            • Importance of mitigating risk to the Council and risk management techniques applicable to my role
                            • Identify, assess and evaluate risks and opportunities
                            • Carry out options appraisals and risk calculations
                            • Contribute to business continuity plans

                          Core Reading

                          Everything we do comes with some degree of risk – even crossing the road.  Similarly, there are risks in every action we take as an organisation.  Yet if we worried too much about every possible risk we would take no action at all.  The trick is to find the balance between being risk averse and protecting the organisation from reckless behaviour.  On the scale of being risk averse to risk aggressive the council aims to be risk aware. 
                          Risk management is all about assessing the chances of something happening and the impact if it did happen then finding ways to reduce the chances of it happening and minimising the impact.  The council has a risk management framework which provides guidance on managing risk by setting out how to identify, assess, respond to, monitor and report risks. 

                          Learning upgrade

                          Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

                          ‘Mind the Gap’ Learning

                          A refresher on the foundational knowledge and skill – link back to level 1 page.

                          Core Learning to achieve skill set

                          The section will help you to meet the following indicators under this skill set:
                            • Consistently apply policies, processes and guidance
                            • Practice sound financial management
                            • Follow processes and also adapt these and work flexibly when appropriate to meet customer needs
                            • Apply project management principles and techniques

                          Core Reading

                          Mandatory training for all staff on ACC Learn
                          • Information governance (ACC Learn) – Why – so that all staff understand their responsibility for using council information and data properly as we become a more data-led organisation
                          • Adult Protection (ACC Learn) – Why – so staff understand that we all have a responsibility to protect vulnerable adults from risk of harm and a duty to report any concerns to the appropriate authority
                          • Protecting Children (GIRFEC) (ACC learn) – Why – so staff understand that we all have a responsibility to protect children from risk of harm and a duty to report any concerns to the appropriate authority; and to raise awareness of our responsibility for children who have been brought up in council care
                          • Introduction to Health and Safety (ACC Learn) – Why – so all staff are aware of the responsibilities for the safety of themselves and others
                          • Freedom of Information Act (Scotland) 2002 (ACC Learn) Why – So that staff are aware of our duties under the legislation
                          • Introduction to the Bribery Act – (ACC Learn) – Why – to protect public assets by raising awareness of the need to be vigilant against fraud, bribery and corruption
                          • Equality and Diversity (ACC Learn) Why – so that we meet our duties under the Equality Act 2010 to eliminate unlawful discrimination, harassment and victimisation, to advance equal opportunity and to be inclusive
                          • Fire Safety (ACC Learn) – Why – so all staff know the fire precautions and emergency arrangements in the workplace and what they can do to prevent fires happening and spreading
                          • Customer Service training (ACC Learn) – Why – so all staff understand our approach to customer service including our We Care Charter and Commitments
                          • Managing frontline complaints/Managing frontline complaints in Schools (ACC Learn) – Why – so staff know how to manage front line complaints

                          Mandatory training for all managers  on ACC Learn

                          • Mentally Healthy Workplace (ACC Learn) – Why – So that staff are managed in a way that reduces risk to mental health and are given the necessary support where required

                          Core Online courses

                          Learning upgrade

                          Here is an additional resource in order for you to dig deeper into the topics covered above and expand on your learning.

                          ‘Mind the Gap’ Learning

                          A refresher on the foundational knowledge and skill – link back to level 1 page.

                            Learning about ‘Value’:

                          Click on the headings below to learn more on these aspects of Value for Capability Framework Level 2 roles.
                          The numbers you see next to headings below correspond to the ‘skill set’ number you’ll see in your CR&D.

                          We value each other and recognise a job well done

                            Capability Framework Level 2 ‘Value’

                            To do this effectively each of us needs to:
                            • Promote equality and diversity
                            • Value others and celebrate success

                            Guiding Principle ‘Value’ (+ & -)

                            Core Learning to achieve skill set

                            The following section will help you to meet the following indicators under this skill set:
                              • The Equality Act (2010) and how it influences employment and the services we deliver
                              • Communicate in a way which is inclusive

                            Core Learning

                            Diversity matters. It’s important to us as individuals and it’s also important to us as an organisation. Research shows that organisations that value diversity perform better. Promoting diversity and equal opportunities helps make us an employer of choice able to attract and retain talented people. It brings different perspectives and makes us more creative. Diversity in our workforce mirrors diversity in our communities and helps us provide a better service to our customers.
                            It is also worth remembering, that we have a responsibility to assess the impact of our policies and practices on equality by carrying out an Equality and Human Rights Impact Assessment (EHRIA) to assess the impact on people with protected characteristics. 
                            If the EHRIA finds that people with protected characteristics would not have equal access to our service or are over-represented or are not getting as good a service, we must do something to resolve the situation.
                            As well as the protected characteristics the Impact Assessment also includes a category ‘other’ where we can identify others at risk of experiencing a negative impact through, for example, poverty or their postcode.

                            Learning upgrade

                            Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

                              Core Learning to achieve skill set

                              The following section will help you to meet the following indicators under this skill set:
                                • Impact of individual and generational differences on what people want from work
                                • Recognise and celebrate success
                                • Encourage challenge from others
                                • Act on feedback from others
                                • Coach others and encourage self-leadership
                                • Motivate and encourage others
                                • Adopt a coaching/mentoring style in order to develop others
                                • Hold myself and others responsible for demonstrating the Guiding Principles

                              Core Reading

                              As an organisation we have formal ways of recognising people and celebrating success.  Our annual STAR awards are held in June and recognise staff who’ve been nominated by their colleagues for outstanding work in a variety of fields.   
                              Continuous Review and Development (CR&D) is by its very nature about ongoing conversations and is based on valuing people by encouraging and giving feedback.  CR&D also has an ‘exceptional’ category where projects well delivered, excellent customer feedback or outstanding improvements implemented can be acknowledged at any point in the year and as often as they happen.   
                              Our Chief Executive frequently uses her blog to highlight success stories and outstanding achievements by individuals or teams right across the organisation.  And different Clusters and Functions have their own ways of recognising people. 
                              Regularly celebrating successes and providing recognition for a job well done can help everyone align to the values that contribute to long term success. By creating a culture of recognition we can improve employee morale and ensure that your most valued colleagues are motivated. Praise makes it easy to celebrate wins, encourage progress, and reinforce positive behaviours to improve morale and performance.

                              Core Learning

                              Learning upgrade

                              Here is an additional set of resource in order for you to dig deeper into the topics covered above and expand on your learning.

                                Remember, the reading and development above is just the start – now it’s up to you to develop yourself further!


                                Add a ‘Like’ and/or a ‘Rating’ below to indicate how useful you found this page

                                (Visited 359 times, 23 visits today)
                                Please Rate this Page
                                %d bloggers like this: