Commercial career framework v2.0 (HTML)

Question 1

Introduction

Accepted Answer

Welcome to the Government Commercial Career Framework

The Government Commercial Function (GCF) is a critical enabler for the planning, delivery and management of government contracts that provide vital goods and services for taxpayers. It is for this reason that the Civil Service is committed to being the best commercial function in the UK.

The CCF is a key enabler in achieving this vision; to build commercial capability, to develop experts in their field based on individuals strengths and to attract new talent with the right capabilities.

We aim to showcase our diverse and varied commercial profession, whilst also providing clarity and a common understanding of the commercial career pathways, role profiles and capabilities at each professional level.

Along side the GCF People Standards for the Profession, this framework therefore provides the essential building blocks for individuals to map and plan their careers and for departments to attract highly capable and enthusiastic professionals.

What can the CCF be used for?

The CCF can be used by those already in the GCF as well as those considering a career in government commercial in order to:

Gain a better understanding of roles available within the Government Commercial Function (GCF)
Understand what capabilities are required of commercial professionals in particular roles
Explore paths into new commercial roles from either within or outwith the GCF
Identify capabilities that need development to help career progression
Build capability within commercial teams

How to use the CCF

The CCF can be used by a range of users including: non-commercial professionals, commercial professionals, line managers, departments, wider government bodies and talent teams. This document can help individuals see the breadth of career opportunities, support the development of team members and understand the capabilities across government. It should be used as a guide, rather than a rigid framework, in recognition of the variation and nuances that exist across departments and wider government bodies.

Departments

Departments can use the CCF to:

support the capability and capacity within their commercial teams
further build commercial capability, especially where gaps are identified

Line managers

Line managers can use the GCF to:

inform development conversations with those in their team
upskill their team by identifying individuals development areas using the career paths and capabilities
help design development plans and goals for individuals both in terms of upwards and sideways progression

GCF commercial professionals

Commercial professionals can use the GCF to:

identify your strengths, development areas and what you enjoy
explore what opportunities the capabilities you use every day may present you within the future
consider what path you would like your career to take and what future role most interests you

Future GCF commercial professionals

Future GCF commercial professionals can use the GCF to:

identify your transferable skills and what you may enjoy in the GCF
understand possible entry points into a commercial career in government
consider if there is a specific role in the GCF that would match your career aspirations

Talent teams

Talen teams can use the GCF to:

assess the range of commercial capabilities and roles held in departments and/or government
map roles and capabilities to individuals

How do I apply the CCF to my professional level and grade?

The CCF draws on both the Commercial People Standards for the Profession and the Civil Service Success Profiles in order to focus on the capabilities required to perform a specific role in the GCF at each relevant professional level.

Commercial Professional Level Descriptions

The CCF details the different roles that exist across all eight commercial professional levels.

For Commercial lead and above, individuals must be accredited via the GCF Assessment & Development Centre (ADC) as part of the recruitment process.

It is important to note that the commercial professional levels are not directly tied to Civil Service job grades. However, a rough guideline has been included in the diagram to outline the typical grades held by professionals at each level.

Question 2

Career pathway

Accepted Answer

The pathway below should be used as a guide rather than a rigid structure due to the variation across departments and wider government bodies. Some may find a number of the roles below to be relevant to their careers, especially in teams structured by category.

Strategy and policy development

Commercial strategy

Commercial Support
Associate Commercial Practitioner
Commercial Practitioner
Associate Commercial Lead
Commercial Lead
Associate Commercial Specialist
Commercial Specialist
Senior Commercial Specialist

Commercial policy

Commercial Support
Associate Commercial Practitioner
Commercial Practitioner
Associate Commercial Lead
Commercial Lead
Associate Commercial Specialist

Commercial assurance and governance

Commercial Support
Associate Commercial Practitioner
Commercial Practitioner
Associate Commercial Lead
Commercial Lead

Category strategy

Commercial Practitioner
Associate Commercial Lead
Commercial Lead
Associate Commercial Specialist
Commercial Specialist

Understanding needs and sourcing

Commercial intelligence

Commercial Practitioner
Associate Commercial Lead
Commercial Lead
Associate Commercial Specialist

Sourcing strategy

Associate Commercial Practitioner
Commercial Practitioner
Associate Commercial Lead
Commercial Lead
Associate Commercial Specialist
Commercial Specialist

Procurement process

Procurement business analysis

Commercial Support
Associate Commercial Practitioner
Commercial Practitioner
Associate Commercial Lead
Commercial Lead
Associate Commercial Specialist

Procurement management

Commercial Support
Associate Commercial Practitioner
Commercial Practitioner
Associate Commercial Lead
Commercial Lead
Associate Commercial Specialist
Commercial Specialist
Senior Commercial Specialist

Contract and supplier management

Contract management

Commercial Support
Associate Commercial Practitioner
Commercial Practitioner
Associate Commercial Lead
Commercial Lead
Associate Commercial Specialist
Commercial Specialist

Contract administration

Commercial Support
Associate Commercial Practitioner
Commercial Practitioner

Supplier management

Commercial Support
Associate Commercial Practitioner
Commercial Practitioner
Associate Commercial Lead
Commercial Lead
Associate Commercial Specialist
Commercial Specialist
Senior Commercial Specialist

Cross pillar

Category management

Multiple role components across the job pillars may be relevant to individuals from Commercial Support to Commercial Specialist

Enabling

These are not necessarily commercial professional roles:

Commercial risk management
Capability and resourcing
Systems and information
Continuous improvement

Entry points for a commercial career

This matrix outlines the necessary experience required to enter government commercial roles at each professional level as well as some example entry routes from both government and the private sector. It is important to note that the entry points listed are not exhaustive and vary across different departments.

Senior Commercial Specialist and Commercial Specialist

Significant commercial experience is required at these levels.

Capabilities are required in 3 different job pillars for Senior Commercial Specialist and 2 different job pillars for Commercial Specialist at level 4 and will be assessed at the ADC.

Example entry routes include private sector roles in any of the following:

strategic roles
category management
supply chain
contract management

Associate Commercial Specialist and Commercial Lead

Commercial experience is required at these levels.

Capabilities are required in 1 job pillar at a minimum of level 3 and will be assessed at the ADC.

Example entry routes include private sector roles in any of the following:

strategic roles
category management
supply chain
contract management

Associate Commercial Lead, Commercial Practitioner, Associate Commercial Practitioner and Commercial Support

Commercial interest and transferable skills are required at these levels.

Individuals will not have to attend an ADC.

An interest in government commercial is necessary.

Transferable skills to one or more role components are suggested especially from Associate Commercial Practitioner and above.

Example entry routes include:

policy function
legal function
commercial fast stream
private sector strategic roles
finance function
audit function
generalist fast stream
private sector category management
strategy function
project delivery function
commercial apprenticeships
private sector supply chain

The cross-pillar opportunities diagram

The diagram below outlines potential cross-pillar opportunities to support those in commercial roles in considering sideways moves into other commercial areas as they map their development needs and plan their careers. By finding their current role component(s) at the top of the diagram, individuals can identify the potential opportunities available to them (listed against the “cross-pillar pathways”).

To note

This diagram, along side the Career Pathway suggests potential cross-pillar roles at each professional level.

Individuals can also consider moving to another role within their current pillar.

Experience across at least 2 pillars is required for all roles at Commercial Specialist level and 3 pillars for Senior Commercial Specialist level.

Please ensure you consult your department for a full view of the opportunities available.

Question 3

Success Profiles

Accepted Answer

Applying the Success Profiles to the CCF

The role profiles in the CCF are mapped to the Civil Service Success Profiles. The experience and technical profiles are particularly relevant to roles within the commercial profession because of the skills and expertise assessed at the ADC for Commercial Lead and above.

Experience

Experience is the knowledge or mastery of an activity or subject gained through involvement in or exposure to it.

This is not the same as ‘time served’ as experience is transferable from other related commercial and non-commercial contexts.

The CCF role profiles provide the expectations of the experiences that are relevant for commercial roles at all professional levels.

Behaviours

Behaviours are the actions and activities that people do which result in effective performance in a job.

The CCF role profiles outline the level of Civil Service behaviours from the Success Profiles Framework expected for each role at each professional level.

Section A of the People Standards for the Profession (Judgement & Leadership) is aligned to the behaviour dictionary.

Technical

Technical is the demonstration of specific professional skills, knowledge and qualifications (capabilities) related to commercial roles.

The CCF outlines the technical capabilities needed to perform each role at each professional level effectively.

Section B of the People Standards for the Profession (Expertise) also outlines the technical skills and knowledge required at each professional level.

Question 4

Learning and development

Accepted Answer

L&D best practice

In order to maximise the effectiveness of learning and development for every commercial professional and to encourage continuous professional development, the GCF has adopted the ‘70-20-10 approach’:

70% - On the job experience that enables you to put your knowledge into practice and embed learning.

E.g. understanding the wider context of your team by attending strategic meetings, or reflecting on your development in your Personal Development Plan.

20% - Learning from others by sharing knowledge and experience both formally and informally.

E.g. attending networking events.

10% - Structured courses delivered in a classroom, as distance learning, or by e-learning.

E.g. Government Commercial College, and the bespoke development workshops.

L&D opportunities

There are also numerous ongoing learning activities which are open to everyone. These include:

Masterclasses led by peers
Specific training as agreed by your line manager
Speaker events as advertised via the Knowledge Hub: participation is strongly recommended and can be used as evidence of your development in your mid and end year reviews
Networking online and offline with the GCF community and Knowledge Hub
Wide range of on-the job learning (discussed with your line manager) through shadowing, participation in working groups, and participation in specific projects to develop or strengthen your skills
Contract Management Capability Programme: Foundation, Practitioner, Expert
Senior Responsible Owners (SROs) training
Commercial Programmes (accredited and working towards accreditation) for CL, ACS, CS and SCS levels
Commercial Senior Executive Officers development offer for Associate Commercial Leads

Please also check with your departmental capability lead for commercial development opportunities specific to your department

Useful Contacts

Learning & Development Team: commercial-development@cabinetoffice.gov.uk

Twitter: @GCF_Comms

Question 5

Capabilities

Accepted Answer

An introduction to capabilities

What are capabilities?

Attaining the appropriate technical capabilities indicates you ability to carry out key activities in order to be effective in your role.

They therefore describe the relevant expertise, experience and understanding in a specific field, system, way of working or environment which informs key decisions and processes and drives best practice.

Why do we need capabilities for the commercial profession?

The technical capabilities assigned to commercial roles in government, describe the knowledge and experience needed to perform effectively in specific roles.

Technical capabilities therefore help employees to acquire and demonstrate new levels of proficiency and expertise, which can be used to support progression both laterally and vertically across roles either in their current specialist area or the wider profession.<

When should you use capabilities?

Each commercial professional should regularly review their technical capabilities, particularly prior to any development discussion or performance review.

What are capability levels?

Each capability can be mapped to a capability level, in line with knowledge and skills required at a specific professional level; these are detailed in the table below. Please note that there may be some variation between departments in the capability levels required; as a result please refer to the GCF People Standards for the Profession for sight of the minimum requirements across government.

To understand how the capability levels and descriptions have been developed and aligned to the People Standards for the Profession, you can read the section on how has the CCF been aligned to the People Standards for the Profession.

Capability Levels

Level 1	Level 2	Level 3	Level 4
• You have basic knowledge of the capability and what skills it requires • You understand the importance of the capability and may be able to describe the overall benefits for government commercials • You may have applied this capability in low complexity scenarios with support	• You have knowledge and understanding of the capability and the skills it requires • You actively contribute by applying and demonstrating this capability in your position • You may have independently applied this capability in low complexity scenarios	• You have detailed knowledge and understanding of the capability and how to adapt and tailor your approach to different scenarios • You are responsible for applying and demonstrating this capability independently including in high complexity scenarios • You share your knowledge and expertise with others	• You are considered an expert in this capability and can adapt and tailor your approach effectively in all scenarios • You manage and supervise the application of this capability in all scenarios • You share your knowledge and expertise with others and help them to apply this capability • You champion capability development in this area

List of Capabilities

Commercial Context
Innovation
Contract Risk Management
Solutions Development
Business Case and Benefits Realisation
Budgeting and Cost Management
Business Partnering
Business Understanding
Commercial Vision
Strategy Development and Implementation
Quality Management
Policy Development
Pipeline Management
Market Analysis
Supply Market Analysis
Security Management
Strategic Sourcing
Assurance
Benchmarking
International Procurement
Single Sourcing
Supplier Engagement
Supplier Management
Requirements Gathering
Offer invitation
Supplier Selection and Evaluation
Contracting
Commercial Business Analysis
Commercial Options Analysis
Collaborative Procurement
Market Development
Framework Management
Contract Mobilisation
Intellectual Property Rights (IPR) Management
Contract Delivery and Performance Management
Contract Change Control
Contract Transition and Exit
Re-procurement
Systems Expertise

The People Standards for the Profession guidance will help to understand how the capability levels and descriptions have been developed and aligned.

Technical capability descriptions

Technical Capability		Description
1.	Commercial Context	Applies knowledge of the commercial lifecycle, the broader global context and markets to inform decision making and drive best practice.
2.	Innovation	Researches, encourages and applies new ideas and ways of working to include the review of existing and future contracts to foster and maintain best practice, value for money and to ensure alignment with business needs.
3.	Contract Risk Management	Identifies, logs and mitigates contract and supply chain risks in accordance with the organisation's commercial risk management approach. For high risk contracts, stress tests and scenario analysis should be used to classify risks.
4.	Solutions Development	Identifies and defines the problem, analyses a number of delivery options, selects the optimal solution and creates a specification for the solution.
5.	Business Case and Benefits Realisation	Prepares, develops, commissions and updates business cases to justify the initiation and continuation of projects in terms of benefits, value for money and risk.
6.	Budgeting and Cost Management	Estimates costs, produces a budget and controls forecasts and actual spend against budget.
7.	Business Partnering	Works closely with senior internal stakeholders from across the business, providing direction to inform strategy and critical decision making at the top level.
8.	Business Understanding	Identifies, articulates and communicates business needs to inform critical decision making, strategy and service definition for new and re- procured contracts and for continuous improvement and realignment of existing contracts.
9.	Commercial Vision	Sets the overall commercial vision for the department focused on outcomes such as adding value for the citizen and making real, lasting change. Establishes a culture of delivery, continuous improvement, efficiency and value for money.
10.	Strategy Development and Implementation	Defines, seeks approval for and implements a strategy for the whole or specific part of the commercial lifecycle.
11.	Quality Management	Plans, develops, maintains and applies procurement and contract management guidance and regulations throughout the commercial lifecycle.
12.	Policy Development	Inputs, assesses and shapes department and ministerial policies from a commercial perspective.
13.	Pipeline Management	Identifies, tracks and escalates the need for a third party provision in specific parts of the organisation in order to prioritise and manage contracts in the pipeline, thereby ensuring that there are no gaps in organisational provision. Engages with procurement and category colleagues to manage and secure the supply chain.
14.	Market Analysis	Understands how a market works from a buyer’s perspective, considering its impact on effective service delivery and a contract’s value for money. Combines market specific data analysis with the bigger picture in order to advise on future market changes, specifically in relation to the main and emerging players as well as the degree of existing competition.
15.	Supply Market Analysis	Understands how a market works from a supplier’s perspective in order to recommend the most appropriate market engagement approaches to increase competition, promote innovation and improve value for money in contracts.
16.	Security Management	Identifies and understands security requirements particularly in relation to GDPR and data off-shoring, develops evidence based strategies, evaluates options,impacts, risks and solutions and creates a security culture around the handling of information, physical, personnel and cyber risks.
17.	Strategic Sourcing	Understands business requirements and the market place, providing advice and challenge in the development of an overarching sourcing strategy.
18.	Assurance	Establishes, plans and manages reviews at appropriate points during all stages of the commercial life cycle to evaluate progress against time, cost, quality,compliance and ongoing viability.
19.	Benchmarking	Uses tools and techniques to compare the current price of goods and services procured under existing contracts, against market rates in order to inform commercial decisions to realign contract prices where necessary.
20.	International Procurement	Manages and facilitates the process which allows firms globally to bid on contracts for goods and services.
21.	Single Sourcing	Uses methods and strategic relationships to manage risks and foster high quality, reliable and on time delivery of products and services, which are only available from one supplier.
22.	Supplier Engagement	Engages with suppliers in the marketplace, across a variety of stages within the procurement process (including pre-market engagement, prea nd post contract award) to ensure a competitive landscape and to manage the supply chain.
23.	Supplier Management	Assesses the required nature of the relationship with the supplier(s) in line with organisational Supplier Relationship Management processes and strategy.
24.	Requirements Gathering	Conducts stakeholder needs analysis and develops a clear view of business requirements and target outcomes as part of the procurement and any contract changes. Uses demand management techniques to challenge and influence the development of requirements.
25.	Offer invitation	Justifies the route to market in line with the selected commercial optionand in compliance with the current commercial policy before issuing theITT, in order to invite the supplier to submit documented offers to deliver the requirement.
26.	Supplier Selection and Evaluation	Develops the specification, evaluation criteria, terms and conditions as part of the bidders pack and ensures that responses to clarification questions are responded to in a timely manner. Uses methods including e-sourcing tools to evaluate offers to include quality, deliverability, capability,social value, price and whole life cost.
27.	Contracting	Models, selects and finalises forms of contract to facilitate more efficient sourcing and contract management and to avoid prejudicing the position of either party and defines how the supplier should be paid for delivering the requirements.
28.	Commercial Business Analysis	Shapes the business need to use the outsourcing playbook to assess whether to deliver the requirement in-house or whether to outsource the contract with a third party and under what conditions.
29.	Commercial Options Analysis	Identifies and analyses commercial options/cases in line with the GreenBook (HM Treasury) to justify recommendations.
30.	Collaborative Procurement	Maximises purchasing power and value for money by aggregating demand and utilises collaborative procurement channels, for example, by using the Crown Commercial Services collaborative procurement deals.
31.	Market Development	Analyses supply markets to understand key characteristics of new markets to inform whether market making or development is required.
32.	Framework Management	Manages the framework and procurement processes via use of a framework,including specific maintenance activities and interaction with suppliers through the tender process.
33.	Contract Mobilisation	Allocates the contract to a tier in accordance with the commercial governance framework, agrees roles and responsibilities for managing the contract, agrees the budget for the contract and processes for committing and monitoring contract spend, creates a contract management plan and creates and tracks the mobilisation plan.
34.	Intellectual Property Rights (IPR) Management	Embeds Intellectual Property Rights throughout the implementation processes.
35.	Contract Delivery and Performance Management	Ensures the necessary resources, processes (to include disputes) and systems are in place and are used in the management of the contract and supplier performance. Reviews supplier performance in line with the contractual obligations, and deals with under performance in line with the contract. Provides reports to the senior business owner against the Contract Management plan, Key Performance Indicators and Obligations Matrix.
36.	Contract Change Control	Justifies, controls and records changes to the contract to ensure requirements continue to meet business needs.
37.	Contract Transition and Exit	Defines a transition plan in accordance with contractual provision to include responsibilities for each party, manages contract exit through updating contract documentation and approvals, ensures timely and comprehensive provision of handover data, assets and guidance from incumbent supplier and a smooth transition to the new provider/ in house/ cessation of provision by an authorised representative and considers all measures to minimise cost and impact of exit.
38.	Re-procurement	Supports colleagues in the commercial function by contributing to re-procurement and new sourcing exercises, using information sources, ensuring contract governance set up and drawing on lessons learned.
39.	Systems Expertise	Understands the specific systems underpinning commercial activity and strong working knowledge of how to use these systems.

Question 6

Strategy and Policy Development role profiles

Accepted Answer