A

Awareness ?Learn more about skills levels

As you move into the SCS, there is an expectation that you already have an awareness of all ODP core skills and therefore the minimum expectation is that you would be at Working Level / Developing Level. 

Recognising that you do not require ‘Awareness’ this is foregone and you progress through the 7 capabilities assessing your current expertise from the minimum expectation for SCS ‘Working’ through to ‘Expert’ level.

W

Working ?Learn more about skills levels

SCS1: 

• Recognises where their portfolio sits within the wider organisational system. Inspires teams with clear vision and purpose, increasing understanding of how their work interconnects with the system and where the dependencies / interdependencies have an impact.
• Works with colleagues and teams across their organisational area, learning from and with one another, collaborating on process improvements and seeking to prevent issues from arising in the first place.

SCS2:

• Demonstrates ability to see beyond their organisation, working with colleagues across government and external suppliers to understand the complexities of the wider operational landscape.
• Works with colleagues and teams across the wider system, learning from and with one another, ensuring they have the capability to deliver, collaborating on solutions and seeking to prevent issues from arising in the first place.

SCS3: 

• Advocates for and influences true cultural change, identifying where interdependencies exist across complex systems leading with clear vision, purpose and awareness of cultural barriers.
• Is an expert multitasker working collaboratively across functions and disciplines to drive system improvements and maximise excellence in service delivery outcomes. Understands the importance of continuous improvement ensuring resources are where they are needed to ensure the right operational outcomes.

P

Practitioner ?Learn more about skills levels

SCS1: 

• Works collaboratively with teams across the operational system and across professional boundaries to influence performance/delivery to the customer, joining together to build cross cutting solutions and deliver outcomes in partnership.
• Proactively able to spot when issues are likely to occur and factors this into planning within their portfolio, integrating all aspects of data, insight and capabilities. 

SCS2:

• Works with colleagues and teams across the system on both existing and future requirements, actively encouraging a culture of change and horizon scanning, anticipating and planning together for transformation. 
• Actively engages with the wider system to pre-empt issues and puts in place pro-active and agile business plans which factor in learning and data from wider sources. Ensures clear communication to colleagues and customers.

SCS3: 

• Looks past boundaries to develop a compelling organisational vision, taking a holistic approach to understanding external developments regarding cultural change and transformation during operational complexity, continuously revising and developing processes to reach the best outcome.
• Role models balancing multiple demands and expectations simultaneously to protect, improve and transform design and delivery of service excellence decision making and strategy development with courage, considering organisational, cross-government, supplier, and global impacts on their function and wider.

E

Expert ?Learn more about skills levels

SCS1: 

• Identifies interdependencies across complex systems (ministers, policy colleagues or external partners); leading with clear vision, purpose and awareness of cultural barriers. Anticipates and takes pre-emptive action to address ineffective processes.
• Collaborates extensively with a wide range of colleagues across government to protect, improve and transform delivery of service excellence to the customer with the ability to balance business as usual alongside change/changing context. 

SCS2:

• Advocates for and influences true cultural change around systems leadership, identifying where interdependencies exist across complex systems (ministers, policy colleagues or external partners); leading with clear vision, purpose and awareness of cultural barriers.
• Balances multiple demands and expectations simultaneously to protect, improve and transform design and delivery of service excellence to the customer with the ability to balance business as usual alongside change/changing context. 

SCS3:

• Is an enterprise leader, they inspire collaborative team working by working across boundaries and building a strong vision driving delivery through their leadership teams, trusting, and relying on their expertise.
• A role model who actively identifies and leads collaborative working around intersectional areas actively seeking to understand opportunities to develop work within the ODP profession and alongside other professions to achieve excellence delivering outcomes to ministers and external partners with purpose.