Our Transformation Capability Framework looks to establish what works well and ‘what good looks like’ in relation to transformation activity across different types of council.
This Transformation Capability Framework has been created with councils, for councils. It sets out ‘what good looks like’ to enable councils of all sizes and types to identify and address the capabilities that they need to have in place to deliver sustainable and effective transformation.
As far as possible, this framework tries to avoid the use of specialist terminology. By necessity, some of the specialist areas of capability (for example data engineering and ICT), do include the use of some specialist terms. Where specialist terms have been used, links to wider reference materials are provided for context.
Please email us at [email protected] to provide us with your feedback or suggestions for changes and additions to this framework.
About the Framework
The Transformation Capability Framework has been created with councils, for councils. It sets out ‘what good looks like’ so that councils can make sure they have the capabilities they need in place to deliver sustainable and effective transformation.
More than twenty councils have been involved in creating the framework. It is published as a draft to enable all English councils to feedback and suggest changes ahead of its planned launch in late March 2024.
How to use the Framework
Anyone can use this framework to:
- learn about the essential capabilities needed to deliver transformation in local government
- understand the skills, knowledge and behaviours needed depending on the type of transformation being delivered.
Transformation professionals can use this framework to:
- identify and test that they have the right capabilities in place to support planned transformation programmes and projects
- assess their current capability levels to support employee development and to ensure effective resourcing.
Senior leaders in local government can use this framework to:
- identify capability gaps in their teams and enable decisions to be made about resourcing and development
- forecast their organisation workforce needs, to make sure they have the right skills, knowledge, and behaviours in place to achieve their aims.
Hiring managers in local government can use this framework to:
- create effective and consistent role descriptions
- assess the suitability of candidates for transformation related roles.
The capabilities in the framework have been grouped into two categories:
- Essential: Capabilities needed for all types of transformation
- Specialist: Capabilities needed, in addition to Essential capabilities, for specific transformation types.
For ease of use, each capability has also been grouped based on functional areas of expertise such as ‘data’, ‘governance and control’ and ‘change management’.
For each functional area, a set of capabilities are set out for the overall function and then each defined in more detail. The functional areas are not intended to represent council services, and each should be read in conjunction with the Essential capabilities and not in isolation.
We recognise that councils do not use standard terminology for job roles. For example, a Business Analyst or Service Designer in one council might do a different job to the same named role in another, so we have also aligned ‘similar roles’ to each of the capabilities for this reason.
Skills, knowledge, and behaviours
Each capability has a defined set of Skills, Knowledge and Behaviours associated with it. These are considered the essential ingredients to enable the capability to be delivered.
Benchmarking the capabilities
For each functional area of capability, a basic ‘maturity index’ benchmarking tool has been developed using a scale of 1 (Tactical) to 5 (Optimised) to help councils to understand their overall maturity in that capability area.
The benchmarking tool is designed to complement rather than to replace existing LGA maturity tools where they exist and, in each case, existing tools are cross referenced in the Resources section.
There are ten strategic transformation capabilities. Three are essential for all types of transformation and seven are specific to the type of transformation being undertaken.