What is the Transformation Capability Framework?
21 May, 20251-2 minutes
In this blog, you will learn:
- What the Transformation Capability Framework is.
- How to use the Transformation Capability Framework.
- How to define ‘capabilities’ in the Transformation Capability Framework
- The 7Cs.
- Discover more about our interim recruitment services.
In our latest public sector insights piece, we’ve been exploring the Transformation Capability Framework, how local authorities can use it to enhance transformation processes and how the 7 Conditions for Success guide local councils to ensure that transformation will be successful before embarking on change.
What is the Transformation Capability Framework?
The Transformation Capability Framework serves a very important purpose for local authorities. Created alongside councils to guide them towards ‘what good looks like’, the framework assists local authorities with identifying and addressing the capabilities required of them to implement successful transformation, regardless of their size.
The readiness of a local authority to undergo transformation needs to be assessed and the Transformation Capability Framework plays a crucial part in guaranteeing the success of such change.
How should the Transformation Capability Framework be used?
The Transformation Capability Framework can be used to enhance knowledge around capabilities required to deliver local government transformation and the skills required to do so. More specifically, it is useful for transformation professionals, local authority senior leaders and hiring managers.
Transformation professionals
Transformation professionals can use the Transformation Capability Framework to ensure that existing capability levels are able to support the development of employees. It can also be used to ensure that there are the correct capabilities present for transformation programmes and projects to be aided effectively.
Senior leaders
Senior leaders working within local authorities can use the Transformation Capability Framework to forecast upcoming needs within their organisation. This way they are able to ensure that there are no skills or knowledge gaps that will limit their ability to meet their desired outcomes. Senior leaders can also use the framework to guide decisions surrounding resourcing.
Hiring managers
Hiring managers can use the Transformation Capability Framework to support the creation of job descriptions, ensuring they effectively attract the best candidates. They can also use the framework to assess how compatible a candidate will be for a role within transformation or related position.
How are ‘capabilities’ defined in the Transformation Capability Framework?
The frameworks ‘capabilities’ can be categorised into essential and specialist:
- Essential capabilities - These are the capabilities required regardless of the type of transformation that is taking place. Essential capabilities include change management and leadership and management.
- Specialist capabilities - Refer to the capabilities that are required alongside those which are essential. Specialist capabilities are needed for specific versions of transformation and include business analysis and finance.
Capabilities come with a definition of the skills, knowledge and behaviours required for the capability to be effectively fulfilled. A ‘maturity index’ exists for the functional area of capability and serves as a benchmarking guide. This scale from 1 to 5 allows local authorities to assess how ‘mature’ they are within a specific capability.
Level 1
Councils working on lots of service projects that don’t necessarily join up. Level 1 refers to typical capabilities of councils who are yet to implement a whole organisation method for transformation. Within level 1, success usually comes down to an individual's efforts instead of being attributed to internal processes.
Level 2
Level 2 of transformation capability refers to councils who may utilise some practices that are consistent. At this level, there is usually some focus on a strategic outcome and cross-functional teams are usually expected to collaborate in order to deliver on a project. However, this type of working does not usually reflect organisation-wide.
Level 3
Sharing information between teams, integrating transformation capabilities and setting out a standard way of working throughout an entire organisation are all characteristics of an organisation ranking at level 3. Organisations also demonstrate clarity in the responsibilities of team members and are on their way to enhancing their capability for transformational change.
Level 4
Local authorities who benchmark at this level use accurate data analysis to drive decisions and monitor their progress. They are also able to make the decision to end activity if no value is being seen. Effective leadership is also witnessed in organisations ranking at level 4.
Level 5
Councils ranking at level 5 are rare as not many operate at fully optimised transformational capability. Those that do however demonstrate the top standard of productivity. Local authorities at this level are used to benchmark the standard for others.
Capabilities are also grouped through the Transformation Capability Framework under a functional area of expertise, such as governance and control. This involves laying out a set of capabilities for overall functional areas and then defined further.
What are the 7 Cs?
In order to guide a local authorities ability to deliver effective transformation, the 7 Cs of transformation capability exist alongside the framework.
The 7 Conditions for Success model provides councils with a structure to ensure all of the conditions are in place before any transformation change is initiated and can be used regardless of the scale of change being made. Councils will need to achieve the following in order to reach the 7 Conditions for Success:
- Culture
- Control
- Capacity
- Capability
- Commitment
- Collaboration
- Clarity
Culture
An organisational culture that engages with change and encourages innovation alongside new ideas is required.
Control
Successful governance must exist so that the right controls can be provided and change can be prioritised.
Capacity
For effective change to take place, the organisation must have the people, time and finances to support this.
Capability
A team possessing the relevant skills and knowledge are required in order to effectively design and deliver transformation.
Commitment
At all levels of the organisation there must be a clear commitment to seeing the transformation through from start to finish and overcome any obstacles that may occur.
Collaboration
Cross-departmental collaboration must be in place to support change and engagement with stakeholders needs to be effective.
Clarity
The goals and desired outcome of the transformation must be transparent along with how to achieve such outcomes.
Interim recruitment services
As interim recruitment specialists, we support local authorities nationwide with their temporary and interim recruitment needs.
We operate across a number of specialisms including Health & Social Care, Nursing, IT and Corporate Functions.
If you’re struggling to fill a vacancy, why not get in touch with Lead Consultant, John Shorrock on 01772 954200 to see how we can help?
Interim jobs
If you’re searching for your next interim job, why not take a look at the latest vacancies, or simply upload your CV to be notified when a relevant position becomes available.
Who is Spencer Clarke Group?
Established in 2017, we’re an award winning and progressive recruitment agency based in the heart of the North West. Our reputation is built on trust, expertise and an unwavering commitment to exceed expectations.
In 2024, we were named Recruitment Agency of the Year at the prestigious Recruiter Awards, an accolade we are extremely proud of.
We operate in two sectors:
In eleven specialisms:
Healthcare, Social Care & Nursing
Corporate Functions & Business Support
