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INTEGRATED COMPETENCY FRAMEWORK PRESENTATION

INTEGRATED COMPETENCY FRAMEWORK PRESENTATION. Contents. About Skills for Justice Integrated Competency Framework National Occupational Standards Qualifications Framework Putting the ICF to work NVQs/SVQs. About Skills for Justice . Recognised as the sector skills council for the justice

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INTEGRATED COMPETENCY FRAMEWORK PRESENTATION

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  1. INTEGRATED COMPETENCY FRAMEWORK PRESENTATION

  2. Contents About Skills for Justice Integrated Competency Framework National Occupational Standards Qualifications Framework Putting the ICF to work NVQs/SVQs

  3. About Skills for Justice • Recognised as the sector skills council for the justice sector on 1 April 2004 • Part of the Skills for Business network

  4. Aim • The justice sector will have a workforce with world class skills that enable the highest levels of performance across public, private and voluntary organisations in the UK

  5. Skills for Justice current scope • Over 440,000 people work within the justice sector in the UK as employees or volunteers in the following services: • Community justice • Court Services • Custodial care • Customs and Excise • Police services of the UK • Prosecution

  6. Skills for Justice projects • Integrated Competency Framework • National Occupational Standards • Performance and Development Review • National Competency Framework • Licensing and Accreditation • Skills Foresight programme • Qualifications Framework • Foundation Degrees • NVQs/SVQs • Assessment

  7. Information • Skills for Justice newsletter • www.skillsforjustice.com • E-briefing • info@skillsforjustice.com

  8. Integrated Competency Framework? • The Integrated Competency Framework is a tool that will enable forces to raise standards and improve the quality and consistency of performance • It consists of: • Competency Framework • National PDR • National Occupational Standards

  9. The Competency Framework • The framework is built around Rank and Role Profiles

  10. Rank and role profiles These are made up of… and also of… Behaviour Critical behaviours important for successful performance “How I need to behave to do the job effectively” Activity Library of activities that describe the role “The things I need to do” These are underpinned by … National Occupational Standards Standards that define levels of competent performance expected in a given role & define what knowledge is needed Which are linked to … Behaviour Category The observable behaviour

  11. Activity library Core Responsibility Areas • There are over 356 activities categorised into 18 Core Responsibility Areas, e.g: • Community Safety • Intelligence • Police Operations • Investigations • Custody & Prosecution • Managing & Developing People

  12. Behaviour Area - Leadership Strategic perspectiveLooks at issues with a broad view to achieve the organisation’s goals. Thinks ahead and prepares for the future. (A, B or C) Openness to changeRecognises and responds to the need for change, and uses it to improve organisational performance. (A, B or C) Negotiation and influencingPersuades and influences others using logic and reason. Sells the benefits of the position they are proposing, and negotiates to find solutions that everyone will accept. (A or B) Maximising potentialActively encourages and supports the development of people. Motivates others to achieve organisational goals. (A or B)

  13. Competency Framework • How does it work?

  14. Components A national occupational standard consists of: • Unit summary • Performance criteria • Range statements • Knowledge and understanding • Evidence requirements

  15. Firstly there is a rank profile • The Activities and Behaviours required by every person of that rank or grade • Each element contains clear performance criteria that describe what effective workers do and the standards of quality they achieve • Lets look at a specific rank, that of Constable

  16. Generic Constable rank profile

  17. Generic Constable rank profile

  18. Behaviour categories

  19. Then there is a role profile • Activities specific to the role of the person performing at the time

  20. Role profile Patrol Constable

  21. Effective performance

  22. Unit of national occupational standard Unit 2C1 Provide an initial police response to incidents There are two elements: • 2C1.1 Gather information and plan a response • 2C1.2 Respond to the incident

  23. Administrators Junior Managers Middle Managers Executive Managers Enquiry Desk Clerk Detention Officers ACPO Superintendents Federated Ranks Special Constables Community Support Officers Applies to all grades & ranks

  24. Qualifications framework Aim • to provide a coherent structure to the national occupational standards and identify how they relate to different levels of qualification within the sector

  25. Uses of the ICF • Succession & Workforce Planning • Recruitment & Selection • Performance Assessment & PDRs (appraisal) • Inefficiency Procedures • Training & development • Obtaining qualifications • Promotion

  26. Benefits for individuals • Support individuals’ professional development • Open a wider range of career possibilities • Help them to transfer their competencies to other jobs or work contexts • Give them confidence they are working to good practice standards • Help them speak with authority & present a professional image • Provide nationally recognised qualifications

  27. Management/HR uses Workforce planning Succession planning & promotion Job descriptions National occupational standards Recruitment & selection Training & development Induction

  28. Benefits to managers/HR • Ensure staff are clear about their responsibilities and competent to carry them out • Provide a ready-made framework for performance management and appraisal • Make assessment an integral part of line managers’ work • Help managers/HR provide specific feedback designed to improve performance • Allow them to delegate responsibility to staff with confidence • Ensure staff comply with legal and organisational requirements

  29. Organisational uses Performance management Meeting objectives, targets & indicators Quality assurance National Occupational Standards Partnership working and benchmarking Developing Organisational Culture Compliance

  30. Improved quality of service by raising the motivation & skills base Standardisation with external organisations Align individual effort with organisational goals & targets Assure the quality required to win & regain contracts Enhance public confidence in the sector Benchmarking with other forces Strategic & coherent training provision Ready made tool for Performance Needs Analysis (T/PNA) Provide integrated structure for HR management and development Benefits to the organisation

  31. Process 7. Monitor progress 6. Match candidates to assessors 5. Recruit candidates 4. Train assessors and internal verifiers 3. Decide on an awarding body 2. Gain senior management support 1. Identify a champion

  32. Does this provide for better policing Explains what a person’s role is • Does it benefit the public • Does it benefit the manager • Does it benefit the individual • Is it an iron cage

  33. National Occupational Standards? • Standards that define levels of competent performance expected in a given role • Standards that have been developed through consultation and agreement with sector employers and practitioners

  34. National Occupational Standards • The Development Process: • Use existing standards where appropriate • Developed in consultation with working groups • Consulted with the Sector • Piloted in the Sector

  35. Police sector NOS developed so far • Communications / IT • Community Safety • Custody and Criminal Justice • Driving and Road Policing • Financial Investigation • Firearms Management • Intelligence, Surveillance and Informants • Investigation • Operational Management • Operational Policing • Organisational Management • Scientific Support • Support Services • Youth Justice

  36. Unit summary • The unit title describes a key part of someone’s job • The unit summary explains • What the unit is about • Who it is for • Explanations of the terminology

  37. Elements of competence • Units are divided into two or more elements that describe the activities the person has to carry out

  38. Range Standards specify the range of circumstances or situations: • in which that activity should be performed • that might have a significant impact on the activity

  39. Knowledge and understanding • National occupational standards specify the knowledge, understanding and skills people need to do their jobs effectively

  40. Evidence requirements • National occupational standards are accompanied by a statement of the evidence that candidates need to submit in order to be assessed as competent for National Vocational Qualifications and Scottish Vocational Qualifications • The evidence requirements also provide guidance on what type of assessment would be appropriate for each unit

  41. Qualifications framework • Police qualifications framework developed by the PSSO (now part of Skills for Justice) • Based on NOS • Consultation with the sector • Submitted to Qualifications and Curriculum Authority (QCA)

  42. Types of qualifications • N/SVQs • VRQs • Certificates / Diplomas • Foundation Degrees • Degrees, Master & Post Graduate programmes

  43. Qualifications framework Structure • Core plus options • Initial qualifications on entry • Specialist roles & cluster units – development and progression

  44. Qualifications development Approval • Consultation with key groups within the Sector • Submission to the UKCG • Awarding Bodies and Higher Education Institutions develop specific qualifications

  45. Assessment The assessment strategy • NOS must be accompanied by an assessment strategy

  46. Individual uses Clarifying job requirements Guidance for good practice Career development Best guidance practice National occupational standards Identify strengths & development needs Continuing professional development NVQs/SVQs or other qualifications

  47. Why use ICF? • Professionalising the service • Accreditation of training • Qualifications for individuals

  48. Police sector standards • Communications / IT • Community safety • Custody and criminal justice • Driving and road policing • Financial investigation • Firearms management • Intelligence, surveillance and informants • Investigation • Operational management • Operational policing • Organisational management • Scientific support • Support services • Youth justice

  49. Accounting Administration Advice, guidance, custodial care Health care Information technology Management Occupational health and safety Personnel Research Social care Learning and development Youth justice Other national occupational standards

  50. Managing change Building public confidence Managing human resources Meeting the challenges Developing professionalism Promoting respect for race & diversity Delivering performance & quality Working in partnership

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