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 L3 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 3 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 3 ‘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:
      • How the services I manage support improved outcomes
      • Use storytelling to create a strong strategic narrative

    Core Learning

    ‘Mind the Gap’ Learning

    A refresher on the foundational knowledge and skill – link back to level 1 & 2.

        Core Learning to achieve skill set

        The following section will help you to meet the following indicators under this skill set:
          • Volume, nature and costs of demand on the services I manage
          • Importance of early intervention in redirecting limited resources to prevention rather than cure
          • How to use design thinking and whole system thinking to improve outcomes and reduce demand through early intervention and prevention
          • Empower others to proactively manage demand and apply early intervention in practice to improve outcomes, reduce harm 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 & 2.

          Core Learning to achieve skill set

          The section will help you to meet the following indicators under this skill set:
            • The importance of engagement and co-creation with customers
            • The community Empowerment (Scotland) Act 2015 and what this means for community engagement
            • Empower others to take a customer-centric approach and make decisions at the point of need
            • Engage effectively with customers through digital and other channels

          Core Reading

          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 & 2.

            Learning about ‘Pride’:

          Click on the headings below to learn more on these aspects of Pride for Capability Framework Level 3 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 3 ‘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:
              • The impact of the changes I make in my service area on the work of colleagues and other services
              • Service redesign approaches and continuous improvement tools
              • Plan, lead and manage change
              • Prioritise improvement on high impact areas to make best use of resources
              • Create an improvement culture where staff are encouraged to experiment, test and learn
              • Identify ways in which we need to adapt to an evolving and changing environment
              • Work with colleagues, partners and others to identify solutions that could lead to improved outcomes
              • Actively help staff to change and improve by supporting them with improvement projects and helping remove any barriers to progress
              • Drive improvements in my cluster/function using the Model for Improvement
              • Realise the benefits of projects that I lead

             Core Learning

            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 fresher on the foundational knowledge and skill – link back to level 1 and 2.

                Core Learning to achieve skill set

                The following section will help you to meet the following indicators under this skill set:
                  • The Council’s approach to digitisation and the different levels of digital maturity
                  • Existing and emerging technology and how it can support the redesign of services
                  • Actively redesign and automate services by exploiting existing and emerging digital technology
                  • Use digital tools to enhance staff and customer engagement and collaboration

                Core Reading

                The speed at which technology and processing power is evolving and the amount of data that’s now available to us makes it possible for us to work more efficiently and provide customers with a better experience by the way we receive, process, record and share data. 
                The fact that we’re now able to combine historic and real time data and share it across different services will have a real impact on the way the council operates and will allow us to move from being a reactive council to a proactive, high performing one.  Using digital tools and solutions will also mean customers and communities are able to be more self-sufficient and allow us to increase our focus on early intervention and prevention. 
                Moving our data to ‘the cloud’ means we’ll be better able to source, share and link data which could transform our approach to decision making as well as changing our relationship with the communities we serve.  Being intelligence led through data means that we will be able to understand and influence patterns of behaviour, forecast demand for services, allocate resources more effectively and better plan for the future.  
                But more than this, it means our customers, partners and suppliers will be able to access our services more easily and receive a more consistent level of service – ensuring when customers do contact us, their experience is seamless.  And for our workforce, it increases the opportunity to work more flexibility – from anywhere, at any time, with anyone.
                Digital transformation will move us into the 21st century, ensuring that we continue to be relevant in the modern world.
                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 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 and 2.

                Core Learning to achieve skill set

                The following section will help you to meet the following indicators under this skill set:
                  • The Council’s approach to commissioning for outcomes
                  • The Council’s supply chain
                  • The Council’s commitment to community benefit and wider social outcomes
                  • Supplier performance and relationship management
                  • Apply the commissioning cycle and commissioning approach in practice
                  • Use performance data as part of routine contract management
                  • Make effective decisions on options appraisals
                  • Participate in specification design and the creation of performance metrics seeking best value
                  • Produce clear outcomes and effective service specifications
                  • Evidence commissioned outcomes and demonstrate return on investment
                  • Negotiate effectively with delivery partners on commercial matters

                Core Reading

                Commissioning is really about 4 things:
                • Assessing and forecasting needs
                Basically, what this means is that instead of starting from the point of what we currently deliver, we start from what we actually need to deliver.
                This is based on two things. Firstly, what we are required by law to deliver – our statutory obligations, such as education for 5-16-year olds and social work services.   Secondly, what will give us the best outcomes for the people of Aberdeen within the resources we have available.   
                The commissioning cycle starts with analysis – so in order to best analyse what our communities need  the council carried out a Population Needs Assessment in 2018 in order to predict the demands that we will face in the future and to ensure that we are focusing on what our communities need.  The Population Needs Assessment was then used to refresh the improvement outcomes in our Local Outcome Improvement Plan. 
                2) Linking resources to outcomes 
                The next step involves analysing the gap between what is needed and the resource we have available to meet those needs – whether our own internal resource or the shared resource we have across the city with our partners.  
                3) Considering options  
                Once we’ve identified the services we intend to deliver, based on what is going to result in best outcomes for the people of Aberdeen, these become our ‘commissioning intentions’. The next decision then becomes how we will deliver these services and who will be best placed to deliver them, whether they will be delivered internally by our Operations function, with partners or by the 3rd sector.   
                4) Planning the nature, range and quality of future service 
                We then need to identify how we will be sure that what we need is what is actually delivered.  This involves producing clear specifications spelling out the outcomes we are looking for and setting out how we will hold the provider accountable for delivery through the way we manage the contract and the supplier-customer relationship.  And finally, we need to consider how we will manage the demand for the services that we are no longer going to deliver.   

                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 and 2.

                      Learning about ‘Team’:

                    Click on the headings below to learn more on these aspects of Team for Capability Framework Level 3 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 3 ‘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 role of Community Planning Partnership
                        • The wider environment relating to my own area of responsibility
                        • The importance of collaborating with partners across the city to identify efficiencies
                        • When I should engage with Trade union colleagues
                        • Work collaboratively across other functions, the organisations or city as appropriate
                        • Work collaboratively to join up services efficiently around the needs of our customers
                        • Facilitate groups with a range of views, helping everyone to see each other’s perspective
                        • Manage consultative processes in a group or forum
                        • Negotiate firmly, tactfully and persuasively in contentious situations to resolve differences and achieve outcomes

                      Core Reading

                      The council has a number of strategies in place which set out our future direction and long-term plans for improving outcomes for our citizens and for tackling some of the deep-rooted inequalities in Aberdeen.  These include the Local Housing Strategy, the Waste Strategy and the City Centre Master Plan.
                      The illustration below shows all the strategies we are actively working towards. Some of these will be delivered with our Community Planning Partners, some are internal to the council, some will be delivered with regional partners and others with ALEOs (Arm’s Length External Organisations – such as Bon Accord Care, Aberdeen Performing Arts and Sport Aberdeen).  These strategies are key to the future success of the city so it’s crucial that we work collaboratively with partners to deliver these.
                      We also need to work collaboratively internally as most of our strategies cut across different parts of the organisation.  So, the structure of the council is deliberately designed around services working together.
                      As we look to shift and manage our demand differently, we also need to work much more closely and collaboratively with citizens and communities. The Community Empowerment Act sets out our statutory duty to work together with the people of Aberdeen in how we deliver our services now and in the future. 

                      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 & 2.

                      Core Learning to achieve skill set

                      The following section will help you to meet the following indicators under this skill set:
                        • Embed a culture of health, safety and well-being

                      Core Learning

                      ‘Mind the Gap’ Learning

                      A fresher on the foundational knowledge and skill – link back to level 1 & 2

                        Core Learning to achieve skill set

                        The section will help you to meet the following indicators under this skill set:
                          • Value of data sharing to improve decision making
                          • Services for which I have responsibility share and publish data and information
                          • Council’s governance arrangements for making decisions on the structure and security of data
                          • Necessity of accurate data in enabling automation, artificial intelligence and machine learning
                          • Systems, software and processes the Council uses and how they link together
                          • Lead and embed a culture of learning from each other and sharing knowledge freely within and across teams
                          • Streamline processes across Council and partners
                          • Use common systems and software and exploit these to their full functionality
                          • Use data visualisations tools
                          • Set and gather meaningful metrics, measure and report on outcomes and impact

                        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 & 2

                          Learning about ‘Trust’:

                        Click on the headings below to learn more on these aspects of Trust for Capability Framework Level 3 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 3 ‘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:
                            • My responsibility to be a visible leader and empower others
                            • The principles of transformational and empowering leadership
                            • The importance of leading and embedding culture change
                            • Present in a persuasive and credible manner and hold audience attention

                          Core Workshop

                          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 & 2.

                            Core Learning to achieve skill set

                            The following section will help you to meet the following indicators under this skill set:
                              • Responsibility as a leader to endorse corporate initiatives
                              • Lead an manage project delivery and reporting

                            Core Learning

                            ‘Mind the Gap’ Learning

                            A refresher on the foundational knowledge and skill – link back to level 1 and 2.

                              Core Learning to achieve skill set

                              The section will help you to meet the following indicators under this skill set:
                                • Council’s Risk Management Framework
                                • Role of internal and external audit
                                • Council’s Performance Management Framework
                                • Bond Governance Protocol
                                • Manage and mitigate risk
                                • Committee process and protocols
                                • Develop and maintain business continuity plans

                              Core Reading/Learning

                              Internal audit and various external bodies such as the Care Inspectorate, the Health and Safety Executive and the Information Commissioner also monitor how we’re operating.  These bodies have the power to impose sanctions or fines where there are any breaches – for example data breaches or health and safety incidents.

                              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 & 2.

                              Core Learning to achieve skill set

                              The section will help you to meet the following indicators under this skill set:
                                • The Council’s scheme of governance
                                • The statutory requirement to balance budget annually which governs how money is spent
                                • Council’s project management methodology
                                • Responsibility for Corporate Parenting
                                • Manage budget effectively and in line with the financial regulations

                              Core Reading

                              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 refresher on the foundational knowledge and skill – link back to level 1 & 2.

                                Learning about ‘Value’:

                              Click on the headings below to learn more on these aspects of Value for Capability Framework Level 3 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 3 ‘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 importance of raising awareness of equality and diversity issues and campaigns
                                  • Lead the principles of equality, diversity and inclusiveness
                                  • Assess impact on equality and human rights of all work-related activity
                                  • Develop positive action strategies to address diversity gaps

                                 Core Training

                                  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:
                                      • Techniques for motivating and encouraging teams or groups
                                      • Principles of intrinsic and extrinsic motivation
                                      • Demonstrate how the work of the services is valued
                                      • Promote success stories

                                    Core Reading

                                    Learning Upgrade

                                    Here is an additional 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!

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