V Skill HF-D9.6-003 sector-specific 10 skills
Public governance decision making
Prepares decisions for a board or council with memoranda, options and consultation, taking political, legal and financial frameworks into account.
How hrmforce measures this
- Assessment method
- Portfolio or evidence
- hrmforce instrument
- Portfolio, Competency Check
- Competency (50-framework)
- Organizational Sensitivity
- Trainability
- medium
- Demand outlook 2026 to 2030
- stable
A collection of prior work or results, assessed against fixed criteria.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Drafts a memorandum under guidance in the standard format and collects the annexes the file requires. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Independently prepares a decision with clear options, aligns with the departments involved and anticipates questions from the council. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Determines the governance agenda and the quality requirements for decision making and advises officeholders on politically sensitive files. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 and N4 are deliberately not anchored. Raters place them between the anchors, following the O*NET convention.
Underlying skills
These skills inherit the assessment route and the behavioural anchors of this construct.
| T | Skill | Definition | Demand outlook 2026 to 2030 |
|---|---|---|---|
| V | Writing a proposal for the municipal executive Executive board proposal | Writes a proposal for the municipal executive with decision points, arguments, risk, financial consequences and communication. | declining |
| V | Writing a council proposal Council proposal | Writes a proposal for the municipal council with frameworks, options, financial cover and a draft council decision. | declining |
| V | Advising the political executive Executive advice | Advises an alderman, mayor or director on a choice and names the political, legal and administrative consequences. | stable |
| V | Writing a policy memorandum Policy memorandum | Works out a policy choice in a memorandum with problem, goals, instruments, planning and required resources. | declining |
| V | Drafting a council information letter Council briefing letter | Informs the council in writing about progress or an incident in short factual language without new decision points. | declining |
| V | Answering council questions Council questions | Drafts answers to written questions from council members within the deadline and coordinates them with the executive. | declining |
| V | Developing options and scenarios Policy options | Develops two or more policy options with pros and cons, costs and consequences for the parties involved. | stable |
| V | Organising administrative coordination Administrative coordination | Coordinates a proposal with departments, portfolio holders and partner organisations before it enters decision making. | stable |
| V | Assessing political feasibility Political feasibility | Estimates what support a proposal will get in the executive or council and adapts the approach accordingly. | stable |
| V | Producing decision lists and minutes Minutes of decisions | Records decisions taken and commitments made in a decision list and processes these into the case file. | declining |