Capability
Reviewed: December 2007
Capability is a talent or ability that has the potential for development or use. In the VET sector, capability encompasses a combination of knowledge, understandings, attitudes, skills and personal qualities.
Maintaining and developing capability in VET practitioners is a continuous process requiring a framework of action and effective learning experiences. Team based, reflective and inclusive experiences sustain and build leadership capabilities and educational vision. VET professionals need cutting edge practices that support the increasingly complex and changing demands of our clients.
The resources listed on this page summarise a scan of the literature, methodologies and key information.
Websites
Senior Executive Leadership Capability (SELC) Framework
From the Australian Public Service: 'Senior Executive Leadership Capability (SELC) Framework seeks to establish a shared understanding of the critical success factors for performance in APS leadership roles. It identifies the five core criteria for high performance by Senior Executives.' The 5 criteria outlined are: shapes strategic thinking, achieves results, cultivates productive working relationships, exemplifies personal drive and integrity and communicates with influence.
Flexways: Professional Development Guide
Flexways is a web-based professional development planning resource for people and teams working in Vocational Education and Training. It helps VET staff to identify and develop their skills for a flexible learning environment. With Flexways you can create, save, print and edit a personalised professional development plan.
Publications
CALLAN, V 2001, What are the Essential Capabilities for those who Manage Training Organisations?
A report of Victor Callan on the 9 capabilities required by managers and leaders in the VET sector. Executive summary
STEPHENSON, J 1999, Corporate Capability: Implications for the Style and Direction of Work-Based Learning, International Centre for Learner Managed Learning Middlesex University.
This report defines capability and provides an analysis of work based learning. You can also download free documents written by John Stephenson.
This report from the flexible learning network looks at answering the questions:
- Do any staff capability models exist?
- If frameworks or models or approaches to examining capability towards flexible learning using technologies do exist, have they been implemented and are there known benefits?
- What should be the parameters of the best framework for capability review towards flexible learning using technologies?
Western Australian Department of Training 2002, Shaping the VET Practitioner of the Future
A report from Western Australia that outlines the key challenges for VET practitioners in the next 5 years (very relevant to NSW). It then looks at the knowledge and skill requirements for those practitioners under the headings instruction & assessment skills, personal skills, student support skills, educational technology skills, design skills and management skills. The final section looks at PD strategies for bridging the gaps.
Education Review Office (NZ) 1998, The Capable Teacher
This NZ report looks at competencies as well as the deeper capabilities of a high quality teacher. Although written for all teachers in NZ there is a lot of relevance to VET teachers in NSW. Teaching is a complex process that requires the use of professional judgement as well as specific knowledge and technical skills. The report uses John Stephenson’s ideas such as: Competency delivers the present based on the past. Capability imagines the future and helps bring it about.
BLANCO, M 2002, Variety, Flexibility and Style , Training Agenda, Vol 10, No 2.
This article focuses on changing professional development needs. A key theme is the change from teachers as 'expert content providers to people who can create and support learning communities, both with our students and among our peers'.
SMITH, A 2001, Transformational Leadership in the VET Sector, The Australian TAFE Teacher, Spring.
This article summarises nine key capabilities for managers. It refers to the NCVER report written by Victor Callan on management capabilities.
TAFE Directors Australia, 2001, Research into the Development of a Leadership Program for Chief Executives and Senior Managers in Australian TAFE Institutions.
This was an ANTA funded research project undertaken in 2000 and 2001. The main aim was to address the leadership development needs of TAFE Directors and senior managers. The focus therefore is on training from both Australia and overseas. The 'committee was attracted by the approach taken by the Commonwealth Public Service and Merit Protection Commission' in developing a Leadership Capability Framework.
GOLEMAN, D 1998, Working with Emotional Intelligence, Bantam.
Includes an extensive checklist of competencies related to emotional intelligence. Looks into a lot of the attitudinal aspects of competency and successful workers and leaders.
SCOTT, G 1999, Change Matters: Making a Difference in Education and Training, Allen & Unwin.
Includes a study of what makes effective educational leaders (Chapter 5). A framework for professional development is suggested by firstly listing skills & knowledge but then going on the 'higher order' attributes like stance and ways of thinking.
Queensland Government 2002, Professional Standards for Teachers: Guidelines for Professional Practice
A set of 12 interrelated standards articulated by the Queensland government which provide a platform for reflection on professional practice, examining learning culture, showcasing the responsibility of professionals prioritising and to drive individual and collective learning . Each standard is described with outcomes and then a set of underpinning knowledge and skills is outlined.
Queensland Government, Learning and Development Foundation – Standards Framework for Leaders
The Standards Framework for Leaders model is based on six key roles, twenty-four best practice competencies and twelve personal performance competencies.
Queensland Government, Learning and Development Foundation – Professional Standards for Executives
Draft document outlining skills and behaviours required of senior officers and executive officers in Queensland.
See Also
Evaluating capability development in diverse and adaptive environments | eZine February 2007
STARON, Maret, Jasinski, Marie & Weatherley, R 2006, A Business Approach to Capability Development: Considerations and suggestions for applying Life Based learning in the Workplace, TAFE NSW ICVET with Department of Education, Science and Training (DEST)
This is a companion document to the research report above that will assist individuals, teams or organisations to apply the life based learning model.
STARON, Maret, Jasinski, Marie, & Weatherley, R 2006, Life Based Learning: A strength based approach to capability development, TAFE NSW ICVET with Department of Education, Science and Training (DEST)
The key research document that provides in depth detail on the concepts, findings and application of life based learning.
Life Based Learning: A model for integration, growth and potentiality
Comparison table of expert centred, work based and life based learning (Appendix 2)