The Development Framework is a self-assessment tool for graduate management trainees to use throughout the two years on the programme and beyond.
Introduction
The Development Framework is a self-assessment tool for graduate management trainees (graduates) to use throughout the two years on the programme and beyond.
The framework has been designed to help graduates to effectively manage and plan key areas of development as they progress and start their career journey to becoming future leaders of the sector. This framework has been mapped against the Local Government Chief Executives Development Framework: the foundations so graduates can measure their progress as they continue their careers and see a clear line of sight to leadership roles. Please see the ‘Further Development’ section in this document to see the journey from the Impact application process to this development framework and beyond.
The framework should be regularly utilised by graduates, placement coordinators and line managers to support development and monitor progress while on the programme.
What is the Development Framework?
The Development Framework sets out key competencies which graduates can reasonably expect to develop during their time on Impact: The Local Government Graduate Programme. Over the course of the programme, each graduate should have the opportunity to nurture their potential and develop a range of skills, knowledge, and experience to help them progress into the future leaders in local government. The Development Framework provides each graduate with a tool that enables them to manage their personal development. The framework also provides the placement coordinators and line managers a guide to use when considering what is required of each of the placements, work activities and internal opportunities. We recommend that placement coordinators use the development framework to design placements and opportunities across the two years, to ensure graduates have a rounded experience on the programme. Graduates will also have the opportunity to develop each competency through their formal learning and development programme.
How to use the Development Framework
This framework is not formally assessed by the team at the LGA, but should be used by placement coordinators, line managers and graduates to monitor development over the course of the two years. We recommend meeting to discuss progress on the framework at the start and end of each placement, although this can be done more frequently if necessary. How it is managed is for each graduate and their employer to decide. Every council will have a different performance management process and we recommend embedding this framework alongside existing approaches you use.
In the appendix, you’ll find a worksheet that can be used as template to measure progress against each competency, with space for comments and examples from graduates, placement coordinators and line managers.
Placement coordinators
The Development Framework is a self-development tool, therefore graduates are ultimately responsible for it. However, it is recommended that the placement coordinator refers to the framework when planning the work and learning activities for each graduate to ensure they are given the opportunity to develop across all six competencies.
Placement coordinators may choose to expand the descriptions under each competency to make them more relevant to the local situation. They may also wish to incorporate their organisation’s values and behaviours. Some councils have used this framework alongside their organisation’s performance management processes for a rounded view of how their graduates are performing.
The framework can also be useful to identify suitable placements and gaps in development – for example, if a graduate has not yet had any political exposure, organising a placement that will allow them to engage with politicians. Alternatively, if an exact placement is unable to be organised, the placement coordinator can support the graduate to identify other opportunities to develop a competency, for example attending a cabinet meeting.
The Development Framework is a good starting point for discussion, as well as assessing and measuring competence. We encourage placement coordinators to use it when meeting with graduates throughout the programme as a means of evidencing progress over the two years.
Graduates
Graduates should refer to the framework throughout their two years on the programme. The framework is not formally assessed but it may be helpful to capture specific experiences, achievements and skills for each competency. These will form a helpful bank of examples that can be used when applying for permanent posts towards the end of the two years, as well as identifying areas for continuous growth and skills-building after Impact. We would encourage graduates and their line manager or placement coordinator to look at the framework at the start and end of each placement and discuss the areas you wish to develop further.
Line managers
Line managers should refer to this framework when checking in with their graduates throughout placements. The framework can also be used when deciding on the type of work to allocate to graduates, especially considering competencies that they have not yet had a chance to work on. The framework acts as a helpful guide to planning each placement and a way to reflect on progress and examples of what graduates have achieved on the programme.
Outline of the competencies
There are six competencies and each one has a short description, list of key skills and a series of statements relating to it. These competencies were developed by the LGA and have been used as a framework for graduate development throughout the lifespan of the NGDP (now Impact) programme.
It is expected that each graduate will gain a range of practical experience as part of their placements to meet each competency. Graduates and placement coordinators may choose to expand on the descriptions/statements under each competency to make them more relevant to the local situation.
Providing an honest account will help graduates understand their strengths and weaknesses and allow their employer to see the progress they have made on the programme. It is helpful to record the existing knowledge and skills and experience the graduate already has, as well as what they wish to develop.
- Managing in a political environment
- Leading others to successful outcomes
- Managing the business
- Communication and engagement skills
- Promoting improvement & innovation
- Developing yourself and career in local government.
Further development
The map overleaf shows the competencies of the Development Framework against the Impact recruitment competencies and the Local Government Chief Executives Development Framework: the foundations. The skills you develop on Impact will continue to serve you as you progress in your career, and this map demonstrates that these skills are the foundations of leadership within the sector.
We would encourage graduates to use this map after the scheme to think about how they can continue to progress towards the chief executive competencies. The LGA offers a range of programmes that will support with this, but there will also be other routes for development such as completing a project management qualification.
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Theme |
Impact Recruitment competencies |
Impact Development Framework |
Chief Executives Development Framework: the foundations |
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The political environment |
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Leadership |
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Communication |
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Understanding the business |
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Personal and career development |
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The competencies
1. Managing in a political environment
Description:
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Understand the role of elected members and the relationship between officers and members.
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Able to operate in a politically neutral way and make sound decisions within a political environment.
Key skills:
- Political awareness / sensitivity
- Negotiating & influencing skills
- Critical thinking and decision-making
- Personal resilience
The statements below act as a guide to demonstrate what you should be able to do in order to meet this competency. Please bear in mind this does not cover all aspects of the competency and there is a space in the self-assessment template to write your own detailed examples.
- Explain the role of elected members and their impact on your work and the council’s priorities.
- Demonstrate an understanding of the relationship between officers and members, and the role of each in local government.
- Act as a politically neutral officer in the workplace environment
- Understand why and how decisions are made in your council/organisation.
- Understand the political context you are working in.
2. Leading others to successful outcomes
Description:
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Able to effectively lead others to achieve successful outcomes.
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Able to motivate and work with others to achieve shared objectives.
Key skills:
- Understanding and using different leadership approaches and styles
- Working with others
- Developing others
- Demonstrating learning from leaders and managers
The statements below act as a guide to demonstrate what you should be able to do in order to meet this competency. Please bear in mind this does not cover all aspects of the competency and there is a space in the self-assessment template to write your own detailed examples.
- Lead a team to overcome challenges.
- Motivate others to reach a shared goal/objective.
Be aware of own leadership style and how to adapt this to different situations, to get the best out of yourself and those around you.
- Learn from senior leaders within the organisation.
3. Managing the business
Description:
- Understand how my council operates, both as its own organisation and as part of a wider system
- Able to effectively plan, deliver and improve local services.
Key skills:
- Project planning and management
- Partnership working
- Commissioning / procurement
- Finance & budget management
The statements below act as a guide to demonstrate what you should be able to do in order to meet this competency. Please bear in mind this does not cover all aspects of the competency and there is a space in the self-assessment template to write your own detailed examples.
- Be confident using a range of project management tools and techniques to deliver change
- Have an understanding of how to work with a range of partners, external and internal, to achieve objectives
- Understand the procurement/commissioning process at your council
- Have an understanding of budget setting and how finances are managed at your organisation.
4. Communication and engagement skills
Description:
- Able to effectively engage and communicate with internal and external stakeholders to enhance outcomes
- Develop communication styles to suit a range of audiences
- Understand the importance of consultation, engagement and codesign in public services
Key skills:
- Internal engagement & raising your profile
- Networking with colleagues from across the organisation
- External engagement
- Customer focus and insight skills
The statements below act as a guide to demonstrate what you should be able to do in order to meet this competency. Please bear in mind this does not cover all aspects of the competency and there is a space in the self-assessment template to write your own detailed examples.
- Be confident using different communication styles/methods with a range of audiences.
- Network with colleagues across the organisation and build relationships.
- Effectively work with external stakeholders to deliver the council’s priorities.
- Work well with others within your placement and across the organisation
- Understand the different tools and approaches that councils can use to involve service users in decisions.
5. Promoting improvement and innovation
Description:
- Understand the impact that external factors may have on the council
- Understand how strategy is developed and delivered
- Understand how to change how the organisation operates in response to external or internal drivers for change
Key skills:
- Improvement: understanding current performance and identifying areas for improvement
- Innovation: creating new services and/or approaches to delivery whilst managing risk
- Change: using project and programme management to deliver changes that lead to benefits for the organisation
The statements below act as a guide to demonstrate what you should be able to do in order to meet this competency. Please bear in mind this does not cover all aspects of the competency and there is a space in the self-assessment template to write your own detailed examples.
- Understand what continuous improvement is.
- Think creatively about innovation, transformation and change (e.g. use of AI, digital transformation)
- Suggest new and innovative approaches to the projects you are working on.
- Be able to communicate the benefits of change and influence those around you.
6. Developing yourself and your career in local government
Description:
- Commitment to self-development through continuous learning and personal growth.
- Able to effectively plan a future career, building on the experiences throughout placements and on the learning & development programme.
Key skills:
- Understand your skills and experiences and be able to confidently articulate how they apply to a range of career paths in the sector.
- Emotional Intelligence and self-awareness
- Understanding diversity and respect for self and others
The statements below act as a guide to demonstrate what you should be able to do in order to meet this competency. Please bear in mind this does not cover all aspects of the competency and there is a space in the self-assessment template to write your own detailed examples.
- Research different roles and opportunities that interest you in local government
- Create a plan for further development after Impact.
- Understand your unique set of skills and experiences and how these relate to different career paths
- Seek feedback on your CV and interview technique to develop confidence in articulating skills and experience
- Speak to colleagues and alumni to understand different career journeys
Appendix: Sample self-assessment worksheet
This worksheet is a template and shows how you could measure your progress and development against the competencies in this framework.
We recommend using this at the start and end of each placement, and using the end of the placement to reflect on where you have progressed. This is only an example and could be adapted to fit your council’s existing performance management or progress tools. Another option would be to record your progress separately through journals or other formats.
We would encourage graduates speak to the placement coordinator and/or line manager to work out how best to capture and measure their progress across the two years on the Impact programme.
Please contact [email protected] to request the template.