Behavioural Competency Framework

Supporting the Values of the Council

Putting our Customers First (Core)

This competency is about placing the customer at the heart of our activities, listening to them and being prepared to do things differently to meet their needs.

Level 1 – What we stand for

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Understand who our customers are


Be polite, helpful and considerate and take time to listen to customers


Work with colleagues to help meet customer needs

Seek to understand our customer needs


Asking for customer feedback


Using feedback to inform our actions, priorities and recommendations


Encouraging and supporting others to deliver excellent customer service


Consulting and engaging with community and customer groups to identify customer need


Developing ways of working, processes and structures to achieve continual improvements in customer service


Ensuring that customer views are fully taken into account in the planning of services


Promoting and ensuring working across service areas to improve customer care


Challenging others across the organisation to improve service delivery

Analysing services from the ‘customer perspective’ to ensure high-quality, timely and flexible


Understanding and guiding others towards early intervention, prevention and the elimination of demand caused by service failure


Putting the customer at the centre of cross-portfolio working and external partnerships: seeks to achieve seamless, efficient and accessible service provision


Using rigorous methods to test, review and enhance the customer experience

Getting Things Done (Core)

This competency is about the personal, inner motivation, enthusiasm and drive to meet and exceed targets so that we focus on what needs to be done and make it happen.

Level 1 – What we stand for

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Ensuring tasks are completed to high standard and see them through to completion


Contributing to ensure efficient ways of working


Monitoring and checking own progress against requirements

Ensuring own and, where applicable, others’ outputs meet requirements


Identifying and communicating priorities to relevant people


Identifying where the right resources and skills are available

Establishing ways of measuring and benchmarking performance


Committing required resources and time to deliver and improve results


Defining and communicating

critical success factors for service delivery


Making decisions and setting priorities on the basis of calculated costs, benefits and risks


Supporting and driving new performance improvement initiatives


Seeking, identifying and taking actions to overcome organisational barriers to deliver improved results


Recognising and acknowledging the performance of others

Ensuring that performance is focused on continually improving outcomes for customers and the city region as a whole


Engaging with internal and/or external partners at a strategic level to ensure that performance is optimised


Taking necessary actions and making hard choices to ensure results are delivered


Identifying and resolving systemic or structural barriers to performance


Establishing a culture of achievement and a shared commitment to exceed targets

Taking Personal Responsibility (Core)

This competency is about being consistent with our own values and those of the council, and demonstrate a commitment to support change and see it through.

Level 1 – What we stand for

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Being consistent and fair in dealings with others 


Rectifying errors and seeking appropriate guidance and support to correct them


Sharing of all relevant information with others 

Continuing to deliver when faced with tough circumstances, uncertainty, difficulty or change


Supporting and encouraging others to deal with uncertainty, difficulty or change


Encouraging others to be fair, open and honest

Challenging established practices where they are not consistent with fairness and openness


Speaking out even when it jeopardises a trusted or valuable relationship 


Seeking to turn difficult situations around 

Challenging powerful individuals to behave in a way that models the organisational values


Actively promoting and driving an organisational commitment to public service 


Ensuring sharing of all relevant information across the organisation 


Ensuring organisational practices are transparent  

As a visible leader, modelling and promoting values in all activities and interactions


Retaining the highest standards of honesty, integrity and respect during periods of significant pressure and difficulties


Providing values-based leadership for the development and maintenance of city-region and partnering arrangements

Seeking to understand others, and treating them with respect (Core)

This competency is about demonstrating an understanding of others and valuing their contribution and viewpoint even if it may be different from your own.

Level 1 – What we stand for

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Asking about others’ views and feelings, and actively listening and acknowledging these


Acknowledging and considering the different views and ideas of others 


Checking own understanding of how others feel  

Questioning others to understand their viewpoint and take them into account 


Seeking to understand, the reasons for others actions and views 


Encouraging others to consider the impact of their actions 

Shaping the environment to ensure others feel positive and conflict is minimised 


Addressing and changing things when the behaviours of others is disruptive 


Seeking and taking opportunities to create and support forums where people can express their views and concerns

Assessing the strengths and development areas of others, aligning their strengths to the demands and requests made of them


Seeking to understand the source of negative emotions within and external to the organisation


Identifying and taking action to pre-empt situations where strong emotions will be aroused

Building positive relationships with others in challenging and complex circumstances


Understanding and responding to the political, financial, reputational and other factors that influence the behaviour of senior people


Recognising and taking action to resolve cultural or systemic causes of conflict, misunderstanding or lack of collaboration


Modelling consistently collaborative, supportive and respectful behaviour towards others 

Developing Potential

This competency is about identifying and growing talent to ensure we have the capacity needed for the future.

Level 1 – What we stand for

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Supporting others’ to identify their development needs and find ways to meet these needs 


Actively supporting others to develop understanding and/or skills  


Mentoring others and sharing knowledge to improve performance 

Supporting others to acquire the skills needed for the future in the short, medium and long term 


Giving positive and constructive feedback   


Actively looking for and taking opportunities to coach and mentor others  

Promoting and encouraging staff development across the organisation  


Ensure a resource pool to meet longer-term talent requirements  


Develop others to equip them for leadership roles

Predicting changing organisational needs and taking action to ensure people are fully equipped to meet them


Taking a visible and proactive role to development high quality leadership and management skills across the organisation


Understanding and nurturing the skills and behaviours required to optimise partnering arrangements

Leading Change

This competency is about taking responsibility for change, encouraging initiative and making the Council’s objectives real and relevant for others.

Level 1 – What we stand for

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Promoting and being positive about change   


Seeking opportunities for self and others to contribute to change  


Helping others to understand the reasons for and the process of change  


Setting out and communicating the vision and the rationale for change  


Looking for ways to support and contribute to successful change  


Enabling and supporting colleagues and stakeholders to deal effectively with change 


Simplifying a complex or confusing message to provide a clear vision that others are able to buy into and act upon


Following through on change to ensure it is fully embedded in the organisation, the benefits are realised and lessons learnt for future change


Creating and promoting a culture and environment in which change is managed effectively and sensitively, to increase the likelihood of buy-in and success


Creating a coherent vision, aligning and integrating many different change initiatives and programmes 


Testing and evaluating the longer-term and strategic impact of change programmes 


Ensuring that structures and resources are in place to effectively lead and manage change programmes 


Championing change and securing buy-in from senior players internally and externally 


Demonstrating consistent drive, resilience and agility during challenging periods of change 

Initiating Change and improvement

This competency is about having the ability to look ahead, anticipate events, see opportunities and take action now to shape the future.

Level 1 – What we stand for

Level 2

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Seeking and taking opportunities to improve   


Being flexible and open to changes   


Being cooperative when change impacts upon you

Using knowledge and experience to proactively put forward suggestions for improving 


Dealing with the unexpected and adapting readily to change


Identifying and taking action to head off potential problems   

Encouraging, promoting and supporting new ideas   


Constantly encouraging self and others to look for improvements in methods, approaches and ways of working


Identifying and implementing new approaches to improve  

Looking for long-term opportunities that will create positive changes and taking action to make these a reality 


Identify new and bold ideas to respond to opportunities that lie ahead


Actively use internal and external data and trends to add value for the customers and the council


Develop clear direction on how the organisation can improve 

Recognising when only radically different models of delivery will secure the desired outcomes 


Being creative and thinking without boundaries: challenging narrow views and deep-rooted resistance 


Taking action to quickly translate initial ideas into tangible results when speed of execution is essential 


Identifying when ‘good ideas’ do not fit with the bigger picture or strategic intent

Organisational Awareness

This competency is about understanding formal and informal structures, decision-making, climate and culture and organisational politics, which shape how the council works.

Level 1 – What we stand for

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Identifying and challenging organisational limitations, where applicable  


Identifying both formal and informal sources of influence and using this knowledge to build relationships with key decision makers/influencers


Recognising the reasons for on-going organisational behaviour 

Acknowledging and responding to internal and external forces affecting the organisation 


Spotting trends and changes –both internal and external – that will affect the organisation in the future. 


Forming and maintaining relationships with key provincial and national institutions, bodies and individuals to protect and enhance the council’s position

Identifying and optimising decision-making processes in city region and other partnering arrangements   


Sustainably exerts influence within a variety of different working arrangements e.g. city region, private sector partnerships, etc.

Partnering and Corporate Working

This competency is about valuing, building and maintaining networks and relationships to achieve objectives.

Level 1 – What we stand for

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Actively participating as member of a team     


Proactively sharing information and ideas openly within own team    


Supporting others to complete tasks

Identifying and building effective and collaborative working relationships    


Proactively sharing information and ideas openly with all relevant teams    


Acknowledge different stakeholder priorities and take them into account

Proactively maintaining a network of internal and external colleagues to enable service improvement and service delivery  


Promoting and forming cross-functional teams to deliver results and improvement   


Working collaboratively to gain buy-in and agreement towards a common goal    

Promote and lead partnership and corporate working, across and outside the organisation   


Using depth and breadth of contacts to build alliances for wide and far reaching change   


Managing complex relationships, internally and externally, to establish common goals and develop mutual commitment to positive outcomes

Forging and continually developing a complex network of senior-level relationships to optimise the productivity of the city region 


Focusing on desired outcomes and defining which types of partnering arrangements will best achieve them  


Ensuring the right-strategic partnerships are in place to optimise the use of public sector resources in a climate of austerity  


Unlocking the key strategic barriers to partnership and collaboration 


Exploiting the use of commercial partnerships and ventures, whilst effectively accounting for the risk factors


This competency is about facilitating and communicating all kinds of information and messages to different audiences in the most effective way.

Level 1 – What we stand for

Level 2

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Communicating clearly and effectively     


Actively listening to other      


Sharing information and knowledge with others.     

Taking technical or complex information and turning it into clear oral or written communications   


Producing communications that are focussed tailored and easily understood by the intended audience.   


Capture and share useful information and feedback 

Selecting most appropriate communication styles, approaches and channels    


Communicating challenging and contentious messages with openness    


Responding openly to challenges and addressing concerns  

Communicating appropriately in response to a crisis or unexpected event where preparation time may be limited.  


Clearly articulating highly complex, strategic and conceptual information to others in a meaningful and relevant way  


Creating an environment and culture that encourages open, honest, timely and effective communication   


Communicating and influencing effectively in critical internal and external environments   


Interpreting accurately what has been said/not said in senior level discussions and negotiations: explores the important subtle messages  


Positions the Council clearly and credibly when outlining its position    


Conveys the right messages in the right places to secure the desired outcomes

Analysing, Problem Solving and Decision Making

This competency is about gathering key information, recognising risks, evaluation, decision-making to support best practice.

Level 1 – What we stand for

Level 2

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Making reasoned decisions based on evidence     


Taking a logical approach to problem solving.     


Seeking to ensure all known key information is gathered 

Exploring a variety of options in order to effectively solve problems and make reasoned decisions


Anticipating the impact that decisions will have on others and taking this into account and implementing solutions


Using appropriate approaches or tools to gather all relevant information in order to take a decision and/or solve a problem   


Investigating and evaluating options when making decisions whilst anticipating and assessing short and medium term risks  


Ensuring solutions to complex problems are realistic and workable


Following through on solutions / decisions, until closure or resolution, to ensure they are understood and implemented by others 

Anticipating and assessing long-term and strategic risks, addressing them and helping others to recognise and address them


Creating an environment and culture in which people make decisions and take responsibility for them


Taking appropriate steps to communicate and deal with the impact of decisions on colleagues, customers and/or partners  

Looking beyond the immediate issues and placing them within the context of the Councils strategic direction  


Promoting and nurturing joined-up decision-making – ensures key people are communicating and aligning their efforts  


Undertaking complex strategic analyses and presenting the options to senior politicians in an accurate and balanced way  


Foreseeing and managing the longer-term implications and potential unintended consequences of key strategic decisions 

Equality and Diversity

Removing discrimination and barriers to fair access to Council employment and services on the grounds of age, disability, gender identity/reassignment, marriage and civil partnership, pregnancy and maternity (including same sex couples), race, religion or belief, sex, sexual orientation or Welsh language. Recognising, valuing and celebrating difference,and being able to work together to create a vibrant, diverse, just, cohesive and decent society where everyone can enjoy their human rights and achieve their potential.

Level 1 – What we stand for

Level 2

Level 3

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Level 5

Follow equality policies, procedures and legislation     


Treating others with dignity and respect     


Acknowledging the value of differences between people  

Promoting the importance of equality and valuing diversity in the workplace and in service delivery   


Acknowledging and communicating that every employee has a role to play in making the Council an Employer of Choice and a successful deliverer of services to diverse communities

Identifying and ensuring good equality and diversity practice and remove barriers.    


Ensuring that equality and diversity are always actively considered when introducing a new activity, policy or decision  


Supporting others to consider and deliver good practice    


Promoting and ensuring a culture in which equality and diversity is valued through fair and just service delivery and employment.  


Advocating and championing equality and diversity within the organisation    


Engaging equalities communities and stakeholders, and involving them in shaping Council policies and practices  


Challenging and testing services to ensure that commitments to equality and diversity are being robustly implemented


Putting systems in place and using them to evaluate the degree to which services are securing improved outcomes in the lives of all service users: taking action to tackle all aspects of inequality


Challenging and improving the culture and processes of the organisation; ensuring that the potential of all employees is identified, nurtured and fully realised. 


Working together with partner organisations to cohesively achieve improving strategic equality and diversity outcomes

Optimising Resources

Leading and creating a culture where resources are effectively deployed, efficiently managed and used creatively to deliver the best outcomes for the city and region.

Level 1 – What we stand for

Level 2

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Providing higher-level guidance and advice to managers regarding the efficient deployment of resources 


Taking responsibility for developing skills and attitudes that promote the effective use of resources  


Encouraging a creative culture, where people look for novel or adapted ways to deliver excellent results more efficiently  


Taking difficult decisions about services with the priorities of customers being paramount   


Giving strategic direction to senior colleagues about where to invest, to disinvest and to save: clarifies the big picture context (in line with Cabinet priorities)


Demonstrating commercial/acumen; fully understanding the financial and other factors of potential ventures  


Establishing a culture of accountability where resources are efficiently and carefully managed across all services   


Utilising regional and other partnerships and collaborations to optimise resources   


Encouraging and supporting efforts to attract new or increased income streams  

Demonstrating Political Acumen

Working effectively within the context of a member-led authority; understanding political priorities for the city region and establishing a position as a trusted and impartial advisor.  Helping senior politicians to ‘test’ and fully appreciate the best ways to implement agreed priorities and commitments.

Level 1 – What we stand for

Level 2

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Understanding key political decision-making processes and engaging with them appropriately  


Ensuring the production of clear, accurate and timely responses to member enquiries   


Deputising for the relevant Director and providing robust guidance to senior elected members  


Ensuring that managers and staff engage appropriately and effectively with elected members

Understanding the priorities of the Cabinet and translating these into action in the organisation  


Offering clear and accurate advice to senior politicians, highlighting the benefits, risks and implications of key strategic choices  


Being aware of political sensitivities, whilst retaining non-political objectivity    


Keeping politicians informed in a timely and proactive manner; avoiding unnecessary surprises   


Understanding and making sense of the local, regional and national political agendas