Workforce Capability Framework

Domestic, Family and Sexual Violence and Women’s Health and Wellbeing Sector

The Workforce Capability Framework outlines the capabilities required by the specialist Domestic, Family and Sexual Violence and Women’s Health and Wellbeing workforces to deliver safe, effective and respectful responses for those impacted by violence.

The Domestic, Family and Sexual Violence and Women’s Health and Wellbeing workforces provide a diverse range of programs across multi-layered and complex contexts to ensure the safety and wellbeing of women, children, men, gender diverse peoples, and families and communities. While there are differences in contexts and service types, the intention is to be inclusive of people working in the broad range of services, including those who work with people who are experiencing violence and those who work with people who use violence.

By articulating a core set of capabilities that underpin where, what, and how workers operate, we aim to strengthen the connections across different parts of the service system and profile the unique capabilities that sit across the sector’s continuum. The demanding and complex nature of providing services, as well as the funding, system, and policy landscape, requires an adaptable workforce.

The Framework was developed through intensive engagement with the sector to understand the nature of the work and ensure capabilities are led by this understanding, incorporating the sector’s language and voice. It is driven by and anchored in the sector’s aspirations about how to best support women, children, men, gender diverse peoples, and families and communities.

The Framework and accompanying resources have been designed with simplicity, flexibility, and practical utility in mind.

It can be read in chunks or sections and used in the ways that work best for different organisations. The Framework highlights foundational capabilities across the sector, with the acknowledgement that further content may be desired or required in different sector areas over time.

WorkUP Queensland is committed to evolving this work alongside stakeholders, building on this foundational stage. This includes identifying additional content areas to further deep dive if required, as well as co-designing practical Human Resources tools as learning progresses.

For more information about the Workforce Capability Framework email workforce@healingfoundation.org.au.

Workforce Capability Framework

Domestic, Family and Sexual Violence and Women’s Health and Wellbeing Sector

The Workforce Capability Framework outlines the capabilities required by the specialist Domestic, Family and Sexual Violence and Women’s Health and Wellbeing workforces to deliver safe, effective and respectful responses for those impacted by violence.

The Domestic, Family and Sexual Violence and Women’s Health and Wellbeing workforces provide a diverse range of programs across multi-layered and complex contexts to ensure the safety and wellbeing of women, children, men, gender diverse peoples, and families and communities. While there are differences in contexts and service types, the intention is to be inclusive of people working in the broad range of services, including those who work with people who are experiencing violence and those who work with people who use violence.

By articulating a core set of capabilities that underpin where, what, and how workers operate, we aim to strengthen the connections across different parts of the service system and profile the unique capabilities that sit across the sector’s continuum. The demanding and complex nature of providing services, as well as the funding, system, and policy landscape, requires an adaptable workforce.

The Framework was developed through intensive engagement with the sector to understand the nature of the work and ensure capabilities are led by this understanding, incorporating the sector’s language and voice. It is driven by and anchored in the sector’s aspirations about how to best support women, children, men, gender diverse peoples, and families and communities.

The Framework and accompanying resources have been designed with simplicity, flexibility, and practical utility in mind.

It can be read in chunks or sections and used in the ways that work best for different organisations. The Framework highlights foundational capabilities across the sector, with the acknowledgement that further content may be desired or required in different sector areas over time.

WorkUP Queensland is committed to evolving this work alongside stakeholders, building on this foundational stage. This includes identifying additional content areas to further deep dive if required, as well as co-designing practical Human Resources tools as learning progresses.

For more information about the Workforce Capability Framework email workforce@healingfoundation.org.au.

Resources and FAQs

Click on the tabs below to access resources, FAQs and upcoming events

Workforce Capability Framework

Click on the link below to download the full document.

Download the Framework

Workforce Capability Framework Sections

Click on the links below to download sections of the Workforce Capability Framework.

The Framework is designed for use by the target group, if using this for other purposes please acknowledge this document and WorkUP Queensland, a partnership between The Healing Foundation and ANROWS, funded by the Queensland Government.

Interview Scoring Templates

The Interview Scoring Templates align with the Job Interview Question Bank and are designed to support the use of The Framework for recruitment.

Download the Resource

Please note: If you are unable to download the resource using the Chrome web browser, we recommend using an alternative web browser. If you are still unable to download the templates please email workforce@healingfoundation.org.au

Job Interview Question Bank

The Job Interview Question Bank is designed to support the use of The Framework for recruitment.

Download the Resource

Workforce Capability Framework Implementation Tips

The Implementation Tips are designed to support services to implement The Framework in their day-to-day work.

Download the Resource

Workforce Capability Framework Self-Assessment Tool

The self-assessment tool is designed to support individual workers to reflect on their level of competence and confidence against each of the supporting capabilities listed in The Framework.

Download the Resource

Workforce Capability Framework Posters

This series of posters have been designed to help services make The Capability Framework visible in their environment. The posters can be displayed throughout office spaces or lunchrooms. They are all different, highlight a range of key messages and are targeted at different audiences including the workforce, human resource teams and leaders.

Download the Resource

Organisation Reflective Questions

Workforce Capability Framework Resource – Organisation Reflective Questions

Download the Resource

Workforce Capability Project Discovery Phase Report

Discovery Phase Report published August 2021

Download the Report

Workforce Capability Framework – Maintaining Hope

Video – Maintaining Hope

Watch the video

Workforce Capability Framework – Showing Up

Video – Showing Up

Watch the video

Workforce Capability Framework – The Purpose

Video 1 – The Purpose

Watch the video

Workforce Capability Framework – Get Involved

Video 2 – Get Involved

Watch the video

Workforce Capability Framework – The Wise Hive Group

Video 3 – The Wise Hive Group

Watch the video

Workforce Capability Framework – The Benefits

Video 4 – The Benefits

Watch the video

Introducing the Workforce Capability Framework 

This series of videos can be used to introduce The Framework to the workforce.  The videos share insights from people who worked with WorkUP Queensland to develop The Framework, about its purpose and the benefits. 

The videos share insights from Lyn Anderson, Michelle Royes, Stacey Ross, Ruth Tidswell, Alisa Hall, Louise Villanova and John Turrisi. 

People, Culture & HR Series 

This series of videos were developed with sector representatives who share their insights for using The Framework for everything people, culture, and HR including practical tips and ideas for application.  Each video ends with a prompt question to encourage critical thinking and conversation so they are a great resource for reflective activities at team meetings, planning days etc. 

These videos share insights from Lyn Anderson, Alisa Hall, Rosie O’Malley, Stacey Ross, Amy Wormwell and Rona Scherer and explore three themes: 

  • Support, Connect and Sustain the Workforce. 
  • Grow the Workforce  
  • Retain and Develop the Workforce 
Introducing the Workforce Capability Framework

The Purpose

Describes The Framework and its purpose. 

Watch the video

Introducing the Workforce Capability Framework

Get Involved

Describes how people can get started in using The Framework.

Watch the video

People, Culture & HR Series

Maintaining Hope

Rosie reflects on the importance of maintaining deep hope in the work.

Watch the video

People, Culture & HR Series

Showing Up

Amy and Stacey discuss what it means to show up for us and others.

Watch the video

Introducing the Workforce Capability Framework

The Wise Hive Group

Describes how The Framework was created and why.

Watch the video

Introducing the Workforce Capability Framework

The Benefits

Describes how The Framework can be applied and how it’s benefit to the sector.

Watch the video

People, Culture & HR Series

Clear is Kind

Amy talks about the need for clear, honest and kind conversations in the workplace.

Watch the video

People, Culture & HR Series

Cultural Considerations

Rona speaks to being purposeful when seeking to grow the Aboriginal and Torres Strait Islander workforce.

Watch the video

People, Culture & HR Series

Listening to the Wisdom of the Workforce 

Amy talks about the benefit of listening to the sector in thinking about how we grow, support and sustain the workforce.

Watch the video

People, Culture & HR Series

Attraction & Recruitment

Rosie and Amy discuss how to attract and recruit the right people.

Watch the video

People, Culture & HR Series

Recruiting the Right People

Rosie and Amy talk about recruiting the right people to work in the sector.

Watch the video

People, Culture & HR Series

Being Intentional

Rona shares insights about intentional recruitment of Aboriginal and Torres Strait Islander people.

Watch the video

People, Culture & HR Series

The Journey

Alisa talks about working with the sector and WorkUP Queensland to create The Framework.

Watch the video

People, Culture & HR Series

Being Involved in the Journey

Lyn talks about her involvement in development of The Framework.

Watch the video

People, Culture & HR Series

Advocacy & Activism 

Rosie discusses the importance of evidence and advocacy.

Watch the video

People, Culture & HR Series

Responsibility, Reflective Practice & Resilience 

Amy talks about how we can support our own resilience.

Watch the video

People, Culture & HR Series

Panel – Sustaining Ourselves in the Work 

Rosie, Amy and Alisa discuss how to support and sustain the workforce.

Watch the video

Videos coming soon

In its simplest terms capability is the ability needed to perform a task or role = skills, knowledge, abilities, attributes. It is more future orientated than focussing on a minimum performance standard. In other words, this framework takes a capability rather than competency view, setting out how individuals and organisations need to adapt, grow and continuously improve.  

The demanding and complex nature of providing services requires an adaptable workforce with capabilities that align to evolving reforms. As increasing service demand brings ongoing workforce challenges, this framework provides an opportunity to inform and develop practical resources to help organisations attract, recruit, manage and develop their staff. It will:   

  • Provide a foundational strategic workforce planning resource, emphasising common capabilities across the breadth of the workforce.  
  • Support consistent language to describe the capabilities of the workforce.  
  • Build understanding and raise the profile of the knowledge and behaviours needed to work well in this sector.

No, it is not mandatory and therefore is not a compliance mechanism itself. However, the content has been written with the work and workplace firmly in mind, aligning and complimenting relevant legislation, practice standards and the regulatory environment. It is designed to add value to policy direction and compliance mechanisms and to support organisations in meeting these requirements.

The structure and content were informed by evidence and intensive engagement with stakeholders to understand the nature of the work, incorporating the sector’s language and voice. It is organised around five overarching themes to describe core and shared expectations across the sector. These five Capability Domains are:  

  1. Understanding the nature, drivers and context of domestic, family and sexual violence and trauma 
  2. Upholding dignity and value through healing-centred engagement 
  3. Managing risk, prioritising safety, and recovery  
  4. Working as part of an integrated system 
  5. Demonstrating a reflective and self-aware approach 

All five apply to all workers across specialist services, unpacked over four broad levels of the workforce: Allied Support, Practitioner, Advance Practitioner and Leader.  

A set of Organisation Reflective Questions for each Capability Domain has been created and incorporated, designed for Senior Leadership groups and Boards.  

The Capability Framework does not directly align to industrial classifications and is not intended as an industrial instrument. The four workforce levels are not aligned to industrial instruments, nor are they role specific. Rather, they focus on the level of responsibility and expectation.  

While the four workforce levels can depict a pathway for workers to move through (i.e., practitioner to advanced practitioner), pathways will not always be linear. The levels are designed to allow capabilities from more than one workforce level to combine to form the unique makeup of a particular role i.e., ‘a little from column A and a little from column B’ type of approach. 

The content has been driven by industry engagement, emerging evidence and workforce research, maintaining authenticity by using stakeholder language in its articulation. It highlights what is core and common across all work settings within Queensland’s Domestic, Family and Sexual Violence and Women’s Health and Wellbeing sector, rather than going into the detail of specific job roles and tasks.

Organisations are different across our sector and their communities diverse. Therefore, there is no one way for the framework to be used, allowing organisations to do so in a way which works for them, in the context of their unique operating environment, reflecting their culture, systems and processes.  

The framework provides a foundation for validating and improving attraction and recruitment strategies including writing and reviewing position descriptions and workforce development strategies, adapted to the different needs and service delivery requirements.   

Designed for ease of use, flexibility and adaptability, WorkUP Queensland will be offering a range of responsive support strategies to enable learning, understanding and application.

It will be of use for small organisations with limited human resource capacity. It can also help to articulate and raise the profile and awareness of domestic family and sexual violence and women’s health and wellbeing workers that sit in organisations with a broader suite of community programs. Some examples of how the framework and accompanying resources can be used are:

WORKER/INDIVIDUAL LEVEL:   ORGANISATIONAL LEVEL:  
  • Understand capability expectations at different levels 
  • Helps identify gaps in knowledge and behaviours 
  • Helps identify learning and development needs and inform career planning  
  • Encourages self reflection  
  • Used to develop position descriptions and interview questions 
  • Informs staff appraisals and makes them more transparent 
  • Helps to determine professional development and training needs 
  • Clarifies expectations of what is required of people and self 
  • Aligns to the culture you have/want  
  • Informs organisation wide improvement plans 
  • Helps to design and redesign jobs with a future focus 

WorkUP is committed to evolving this work alongside the sector, with identified gaps and areas of improvement to be prioritised as the implementation and learning matures.  

There will be multiple and flexible entry points to connect in with this work. Stay tuned for further learning opportunities throughout 2023 including:  

  • Short video clips and intro/webinar sessions to introduce and build understanding  
  • Themed symposiums or forums for a wider audience  
  • Targeted action learning spaces for deeper dives in aspects of the employee lifecycle and to support understanding and application of the framework  
  • Practical tools to be released iteratively over 2023 (informed by the capability framework). Examples may includes: position description and interview question resources; capability cards to support performance development; and self-assessment checklists to support personal and career development  
  • Ongoing development of scenarios-based stories and/or case studies to assist with guiding use and maximising utility  

Towards the end of 2023 we will consolidate a Refine and Strengthening phase, to identify essential updates and future recommendations to evolve and strengthen the work.

We want to hear from you

We would like your feedback about The Framework – please share your thoughts via this brief survey.

Complete the survey

In its simplest terms capability is the ability needed to perform a task or role = skills, knowledge, abilities, attributes. It is more future orientated than focussing on a minimum performance standard. In other words, this framework takes a capability rather than competency view, setting out how individuals and organisations need to adapt, grow and continuously improve.  

The demanding and complex nature of providing services requires an adaptable workforce with capabilities that align to evolving reforms. As increasing service demand brings ongoing workforce challenges, this framework provides an opportunity to inform and develop practical resources to help organisations attract, recruit, manage and develop their staff. It will:   

  • Provide a foundational strategic workforce planning resource, emphasising common capabilities across the breadth of the workforce.  
  • Support consistent language to describe the capabilities of the workforce.  
  • Build understanding and raise the profile of the knowledge and behaviours needed to work well in this sector.

No, it is not mandatory and therefore is not a compliance mechanism itself. However, the content has been written with the work and workplace firmly in mind, aligning and complimenting relevant legislation, practice standards and the regulatory environment. It is designed to add value to policy direction and compliance mechanisms and to support organisations in meeting these requirements.

The structure and content were informed by evidence and intensive engagement with stakeholders to understand the nature of the work, incorporating the sector’s language and voice. It is organised around five overarching themes to describe core and shared expectations across the sector. These five Capability Domains are:  

  1. Understanding the nature, drivers and context of domestic, family and sexual violence and trauma 
  2. Upholding dignity and value through healing-centred engagement 
  3. Managing risk, prioritising safety, and recovery  
  4. Working as part of an integrated system 
  5. Demonstrating a reflective and self-aware approach 

All five apply to all workers across specialist services, unpacked over four broad levels of the workforce: Allied Support, Practitioner, Advance Practitioner and Leader.  

A set of Organisation Reflective Questions for each Capability Domain has been created and incorporated, designed for Senior Leadership groups and Boards.  

The Capability Framework does not directly align to industrial classifications and is not intended as an industrial instrument. The four workforce levels are not aligned to industrial instruments, nor are they role specific. Rather, they focus on the level of responsibility and expectation.  

While the four workforce levels can depict a pathway for workers to move through (i.e., practitioner to advanced practitioner), pathways will not always be linear. The levels are designed to allow capabilities from more than one workforce level to combine to form the unique makeup of a particular role i.e., ‘a little from column A and a little from column B’ type of approach. 

The content has been driven by industry engagement, emerging evidence and workforce research, maintaining authenticity by using stakeholder language in its articulation. It highlights what is core and common across all work settings within Queensland’s Domestic, Family and Sexual Violence and Women’s Health and Wellbeing sector, rather than going into the detail of specific job roles and tasks.

Organisations are different across our sector and their communities diverse. Therefore, there is no one way for the framework to be used, allowing organisations to do so in a way which works for them, in the context of their unique operating environment, reflecting their culture, systems and processes.  

The framework provides a foundation for validating and improving attraction and recruitment strategies including writing and reviewing position descriptions and workforce development strategies, adapted to the different needs and service delivery requirements.   

Designed for ease of use, flexibility and adaptability, WorkUP Queensland will be offering a range of responsive support strategies to enable learning, understanding and application.

It will be of use for small organisations with limited human resource capacity. It can also help to articulate and raise the profile and awareness of domestic family and sexual violence and women’s health and wellbeing workers that sit in organisations with a broader suite of community programs. Some examples of how the framework and accompanying resources can be used are:

WORKER/INDIVIDUAL LEVEL:   ORGANISATIONAL LEVEL:  
  • Understand capability expectations at different levels 
  • Helps identify gaps in knowledge and behaviours 
  • Helps identify learning and development needs and inform career planning  
  • Encourages self reflection  
  • Used to develop position descriptions and interview questions 
  • Informs staff appraisals and makes them more transparent 
  • Helps to determine professional development and training needs 
  • Clarifies expectations of what is required of people and self 
  • Aligns to the culture you have/want  
  • Informs organisation wide improvement plans 
  • Helps to design and redesign jobs with a future focus 

WorkUP is committed to evolving this work alongside the sector, with identified gaps and areas of improvement to be prioritised as the implementation and learning matures.  

There will be multiple and flexible entry points to connect in with this work. Stay tuned for further learning opportunities throughout 2023 including:  

  • Short video clips and intro/webinar sessions to introduce and build understanding  
  • Themed symposiums or forums for a wider audience  
  • Targeted action learning spaces for deeper dives in aspects of the employee lifecycle and to support understanding and application of the framework  
  • Practical tools to be released iteratively over 2023 (informed by the capability framework). Examples may includes: position description and interview question resources; capability cards to support performance development; and self-assessment checklists to support personal and career development  
  • Ongoing development of scenarios-based stories and/or case studies to assist with guiding use and maximising utility  

Towards the end of 2023 we will consolidate a Refine and Strengthening phase, to identify essential updates and future recommendations to evolve and strengthen the work.

Resources

Workforce Capability Framework

Workforce Capability Framework

Full Document

Download the Framework

Workforce Capability Framework Sections

Click on the links below to download sections of the Workforce Capability Framework.

Introduction and Preamble

Workforce Capability Framework

Section 1 – Introduction and Preamble

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Structure and Approach

Workforce Capability Framework

Section 2 – Structure and Approach

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Our Five Domains

Workforce Capability Framework

Section 3 – Our Five Domains

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Domains and Supporting Capabilities

Workforce Capability Framework

Section 4 – Domains and Supporting Capabilities

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Domain 1

Workforce Capability Framework

Section 5 – Domain 1: Understanding the nature, drivers, and context of domestic, family and sexual violence and trauma

Download the PDF

Domain 2

Workforce Capability Framework

Section 6 – Domain 2: Upholding dignity and value through healing-centred engagement

Download the PDF

Domain 3

Workforce Capability Framework

Section 7 – Domain 3: Managing risk, prioritising safety, and recovery

Download the PDF

Domain 4

Workforce Capability Framework

Section 8 – Domain 4: Working as part of an integrated system

Download the PDF

Domain 2

Workforce Capability Framework

Section 9 – Domain 5: Demonstrating a reflective and self-aware approach

Download the PDF

Organisation Reflective Questions

Workforce Capability Framework

Resource – Organisation Reflective Questions

Download the Resource

Videos coming soon.

In its simplest terms capability is the ability needed to perform a task or role = skills, knowledge, abilities, attributes. It is more future orientated than focussing on a minimum performance standard. In other words, this framework takes a capability rather than competency view, setting out how individuals and organisations need to adapt, grow and continuously improve.  

The demanding and complex nature of providing services requires an adaptable workforce with capabilities that align to evolving reforms. As increasing service demand brings ongoing workforce challenges, this framework provides an opportunity to inform and develop practical resources to help organisations attract, recruit, manage and develop their staff. It will:   

  • Provide a foundational strategic workforce planning resource, emphasising common capabilities across the breadth of the workforce.  
  • Support consistent language to describe the capabilities of the workforce.  
  • Build understanding and raise the profile of the knowledge and behaviours needed to work well in this sector.

No, it is not mandatory and therefore is not a compliance mechanism itself. However, the content has been written with the work and workplace firmly in mind, aligning and complimenting relevant legislation, practice standards and the regulatory environment. It is designed to add value to policy direction and compliance mechanisms and to support organisations in meeting these requirements.

The structure and content were informed by evidence and intensive engagement with stakeholders to understand the nature of the work, incorporating the sector’s language and voice. It is organised around five overarching themes to describe core and shared expectations across the sector. These five Capability Domains are:  

  1. Understanding the nature, drivers and context of domestic, family and sexual violence and trauma 
  2. Upholding dignity and value through healing-centred engagement 
  3. Managing risk, prioritising safety, and recovery  
  4. Working as part of an integrated system 
  5. Demonstrating a reflective and self-aware approach 

All five apply to all workers across specialist services, unpacked over four broad levels of the workforce: Allied Support, Practitioner, Advance Practitioner and Leader.  

A set of Organisation Reflective Questions for each Capability Domain has been created and incorporated, designed for Senior Leadership groups and Boards.  

The Capability Framework does not directly align to industrial classifications and is not intended as an industrial instrument. The four workforce levels are not aligned to industrial instruments, nor are they role specific. Rather, they focus on the level of responsibility and expectation.  

While the four workforce levels can depict a pathway for workers to move through (i.e., practitioner to advanced practitioner), pathways will not always be linear. The levels are designed to allow capabilities from more than one workforce level to combine to form the unique makeup of a particular role i.e., ‘a little from column A and a little from column B’ type of approach. 

The content has been driven by industry engagement, emerging evidence and workforce research, maintaining authenticity by using stakeholder language in its articulation. It highlights what is core and common across all work settings within Queensland’s Domestic, Family and Sexual Violence and Women’s Health and Wellbeing sector, rather than going into the detail of specific job roles and tasks.

Organisations are different across our sector and their communities diverse. Therefore, there is no one way for the framework to be used, allowing organisations to do so in a way which works for them, in the context of their unique operating environment, reflecting their culture, systems and processes.  

The framework provides a foundation for validating and improving attraction and recruitment strategies including writing and reviewing position descriptions and workforce development strategies, adapted to the different needs and service delivery requirements.   

Designed for ease of use, flexibility and adaptability, WorkUP Queensland will be offering a range of responsive support strategies to enable learning, understanding and application.

It will be of use for small organisations with limited human resource capacity. It can also help to articulate and raise the profile and awareness of domestic family and sexual violence and women’s health and wellbeing workers that sit in organisations with a broader suite of community programs. Some examples of how the framework and accompanying resources can be used are:

WORKER/INDIVIDUAL LEVEL:   ORGANISATIONAL LEVEL:  
  • Understand capability expectations at different levels 
  • Helps identify gaps in knowledge and behaviours 
  • Helps identify learning and development needs and inform career planning  
  • Encourages self reflection  
  • Used to develop position descriptions and interview questions 
  • Informs staff appraisals and makes them more transparent 
  • Helps to determine professional development and training needs 
  • Clarifies expectations of what is required of people and self 
  • Aligns to the culture you have/want  
  • Informs organisation wide improvement plans 
  • Helps to design and redesign jobs with a future focus 

WorkUP is committed to evolving this work alongside the sector, with identified gaps and areas of improvement to be prioritised as the implementation and learning matures.  

There will be multiple and flexible entry points to connect in with this work. Stay tuned for further learning opportunities throughout 2023 including:  

  • Short video clips and intro/webinar sessions to introduce and build understanding  
  • Themed symposiums or forums for a wider audience  
  • Targeted action learning spaces for deeper dives in aspects of the employee lifecycle and to support understanding and application of the framework  
  • Practical tools to be released iteratively over 2023 (informed by the capability framework). Examples may includes: position description and interview question resources; capability cards to support performance development; and self-assessment checklists to support personal and career development  
  • Ongoing development of scenarios-based stories and/or case studies to assist with guiding use and maximising utility  

Towards the end of 2023 we will consolidate a Refine and Strengthening phase, to identify essential updates and future recommendations to evolve and strengthen the work.

In its simplest terms capability is the ability needed to perform a task or role = skills, knowledge, abilities, attributes. It is more future orientated than focussing on a minimum performance standard. In other words, this framework takes a capability rather than competency view, setting out how individuals and organisations need to adapt, grow and continuously improve.  

The demanding and complex nature of providing services requires an adaptable workforce with capabilities that align to evolving reforms. As increasing service demand brings ongoing workforce challenges, this framework provides an opportunity to inform and develop practical resources to help organisations attract, recruit, manage and develop their staff. It will:   

  • Provide a foundational strategic workforce planning resource, emphasising common capabilities across the breadth of the workforce.  
  • Support consistent language to describe the capabilities of the workforce.  
  • Build understanding and raise the profile of the knowledge and behaviours needed to work well in this sector.

No, it is not mandatory and therefore is not a compliance mechanism itself. However, the content has been written with the work and workplace firmly in mind, aligning and complimenting relevant legislation, practice standards and the regulatory environment. It is designed to add value to policy direction and compliance mechanisms and to support organisations in meeting these requirements.

The structure and content were informed by evidence and intensive engagement with stakeholders to understand the nature of the work, incorporating the sector’s language and voice. It is organised around five overarching themes to describe core and shared expectations across the sector. These five Capability Domains are:  

  1. Understanding the nature, drivers and context of domestic, family and sexual violence and trauma 
  2. Upholding dignity and value through healing-centred engagement 
  3. Managing risk, prioritising safety, and recovery  
  4. Working as part of an integrated system 
  5. Demonstrating a reflective and self-aware approach 

All five apply to all workers across specialist services, unpacked over four broad levels of the workforce: Allied Support, Practitioner, Advance Practitioner and Leader.  

A set of Organisation Reflective Questions for each Capability Domain has been created and incorporated, designed for Senior Leadership groups and Boards.  

The Capability Framework does not directly align to industrial classifications and is not intended as an industrial instrument. The four workforce levels are not aligned to industrial instruments, nor are they role specific. Rather, they focus on the level of responsibility and expectation.  

While the four workforce levels can depict a pathway for workers to move through (i.e., practitioner to advanced practitioner), pathways will not always be linear. The levels are designed to allow capabilities from more than one workforce level to combine to form the unique makeup of a particular role i.e., ‘a little from column A and a little from column B’ type of approach. 

The content has been driven by industry engagement, emerging evidence and workforce research, maintaining authenticity by using stakeholder language in its articulation. It highlights what is core and common across all work settings within Queensland’s Domestic, Family and Sexual Violence and Women’s Health and Wellbeing sector, rather than going into the detail of specific job roles and tasks.

Organisations are different across our sector and their communities diverse. Therefore, there is no one way for the framework to be used, allowing organisations to do so in a way which works for them, in the context of their unique operating environment, reflecting their culture, systems and processes.  

The framework provides a foundation for validating and improving attraction and recruitment strategies including writing and reviewing position descriptions and workforce development strategies, adapted to the different needs and service delivery requirements.   

Designed for ease of use, flexibility and adaptability, WorkUP Queensland will be offering a range of responsive support strategies to enable learning, understanding and application.

It will be of use for small organisations with limited human resource capacity. It can also help to articulate and raise the profile and awareness of domestic family and sexual violence and women’s health and wellbeing workers that sit in organisations with a broader suite of community programs. Some examples of how the framework and accompanying resources can be used are:

WORKER/INDIVIDUAL LEVEL:   ORGANISATIONAL LEVEL:  
  • Understand capability expectations at different levels 
  • Helps identify gaps in knowledge and behaviours 
  • Helps identify learning and development needs and inform career planning  
  • Encourages self reflection  
  • Used to develop position descriptions and interview questions 
  • Informs staff appraisals and makes them more transparent 
  • Helps to determine professional development and training needs 
  • Clarifies expectations of what is required of people and self 
  • Aligns to the culture you have/want  
  • Informs organisation wide improvement plans 
  • Helps to design and redesign jobs with a future focus 

WorkUP is committed to evolving this work alongside the sector, with identified gaps and areas of improvement to be prioritised as the implementation and learning matures.  

There will be multiple and flexible entry points to connect in with this work. Stay tuned for further learning opportunities throughout 2023 including:  

  • Short video clips and intro/webinar sessions to introduce and build understanding  
  • Themed symposiums or forums for a wider audience  
  • Targeted action learning spaces for deeper dives in aspects of the employee lifecycle and to support understanding and application of the framework  
  • Practical tools to be released iteratively over 2023 (informed by the capability framework). Examples may includes: position description and interview question resources; capability cards to support performance development; and self-assessment checklists to support personal and career development  
  • Ongoing development of scenarios-based stories and/or case studies to assist with guiding use and maximising utility  

Towards the end of 2023 we will consolidate a Refine and Strengthening phase, to identify essential updates and future recommendations to evolve and strengthen the work.