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Compassion, Community, Human Dignity, Justice, HopeMission ValuesClientPerspectiveTeamPerspectiveCollaborative; Culturally inclusive; Innovative; Analytical;Decisive; Outcome focussed; Positive; Self aware; Ethical; Client focussed; Spiritually respectfulPersonal AttributesOrganisationPerspectiveManagementCompetenciesSenior ManagementCompetenciesGovernance CompetenciesSalvation Army Capability FrameworkService DeliveryCompetenciesCompetencies

Underpinning the entire Framework are the Salvation Army Mission Values of compassion, community, human dignity, justice and hope. These values are demonstrated by the way Salvation Army staff and volunteers carry out their roles and responsibilities.

At the next level sit the personal attributes. These reflect the inherent characteristics or traits that we would like individuals to bring to their roles. These govern their attitudes and the way they conduct themselves.

At the next level of the model sit the competencies, which reflect the generic skills and knowledge that are required by our people if they are to be effective in their roles.1Compassion, Community, Human Dignity, Justice, HopeMission ValuesClientPerspectiveTeamPerspectiveCollaborative; Culturally inclusive; Innovative; Analytical;Decisive; Outcome focussed; Positive; Self aware; Ethical; Client focussed; Spiritually respectfulPersonal AttributesOrganisationPerspectiveManagementCompetenciesSenior ManagementCompetenciesGovernance CompetenciesSalvation Army Capability FrameworkService DeliveryCompetenciesCompetencies

The competencies are captured within the three distinct perspectives of the client, the team and the organisation.

With the client perspective, the focus of the competencies is on those skills and knowledge that ensure our customers needs are met.

The team perspective focuses on competencies that allow us to work effectively together.

The competencies at the organisational perspective relate to understanding and implementing various policies, systems and processes that sustain the organisation.

Finally the framework also lists separately a number of competencies that are common across all three perspectives. 2Compassion, Community, Human Dignity, Justice, HopeMission ValuesClientPerspectiveTeamPerspectiveCollaborative; Culturally inclusive; Innovative; Analytical;Decisive; Outcome focussed; Positive; Self aware; Ethical; Client focussed; Spiritually respectfulPersonal AttributesOrganisationPerspectiveManagementCompetenciesSenior ManagementCompetenciesGovernance CompetenciesSalvation Army Capability FrameworkService DeliveryCompetenciesCompetencies

There are four layers of competency, which highlight the different capability needs required across different types of roles within TSA.

The Service Delivery layer encompasses all frontline staff and activities. It also includes internal service providers.

The Management layer relates to those from team leader through to middle manager-type roles, where the focus is on enabling people to work together to achieve goals.

The Senior Management layer relates to those that manage functions, programmes, networks or other large business units. These roles will typically inform policy and strategy, and contextualise and implement existing plans, policies and systems.

The final layer is Governance, which focuses on those who draw on expert input from those within previous layers to set strategic direction and establish policies and systems at a Territorial, Divisional or even Network level.

It is expected that each layer incorporates those competencies within the layers below. For example, those operating at the Senior Management layer would be expected to hold the competencies at Service and Management layers.

It is also important to note that some roles will require capabilities across more than one layer. For example, some senior manager roles will also be required to hold and apply capabilities that sit within the Governance layer.3Compassion, Community, Human Dignity, Justice, HopeMission ValuesClientPerspectiveTeamPerspectiveCollaborative; Culturally inclusive; Innovative; Analytical;Decisive; Outcome focussed; Positive; Self aware; Ethical; Client focussed; Spiritually respectfulPersonal AttributesOrganisationPerspectiveManagementCompetenciesGovernance CompetenciesSalvation Army Capability FrameworkService DeliveryCompetenciesCompetenciesSpecialistComponentsSenior ManagementCompetencies

Up to this point capabilities have been quite generic, but there are a broad range of specialist skills and knowledge that are needed as we work in our specialist service streams or functional areas such as social programme, finance or Corps work.

These capabilities will typically sit within the client perspective, and will be of most relevance at the Service layer. Within the higher layers there is less reliance on technical expertise and more on generic management and leadership capability, however, some specialist competencies may also be required, particularly where this specialist expertise is used to inform policy and strategy.

In order to effectively capture these specialist competencies they will sit in a separate matrix that is tailored to each business setting. These matrices will be developed in conjunction with subject matter experts from each business area.4Salvation Army Capability FrameworkFor more information please contact:Janelle Murley03 8878 2447Jim Weymouth03 8878 4723Catherine Booth CollegeSchool for Learning and Development

That concludes this overview of the Salvation Army Capability Framework.

The draft Framework document provides greater detail of all these elements, along with the listing of all attributes and competencies that have been developed to date. We encourage you to review this document, and invite you to use the on-line survey to share your thoughts and comments with us. Your feedback will help to ensure the Framework meets our needs both now and for some years to come.5