INTEGRATED COMPETENCY FRAMEWORK PRESENTATION
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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

INTEGRATED COMPETENCY FRAMEWORK PRESENTATION


Contents

Contents

About Skills for Justice

Integrated Competency Framework

National Occupational Standards

Qualifications Framework

Putting the ICF to work

NVQs/SVQs


About skills for justice

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


Integrated competency framework presentation

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


Skills for justice current scope

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


Skills for justice projects

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


Information

Information

  • Skills for Justice newsletter

  • www.skillsforjustice.com

  • E-briefing

  • [email protected]


Integrated competency framework

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


The competency framework

The Competency Framework

  • The framework is built around Rank and Role Profiles


Rank and role profiles

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


Activity library

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


Behaviour

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)


Competency framework

Competency Framework

  • How does it work?


Components

Components

A national occupational standard consists of:

  • Unit summary

  • Performance criteria

  • Range statements

  • Knowledge and understanding

  • Evidence requirements


Firstly there is a rank profile

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


Generic constable rank profile

Generic Constable rank profile


Generic constable rank profile1

Generic Constable rank profile


Behaviour categories

Behaviour categories


Then there is a role profile

Then there is a role profile

  • Activities specific to the role of the person performing at

    the time


Role profile patrol constable

Role profile Patrol Constable


Effective performance

Effective performance


Unit of national occupational standard

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


Applies to all grades ranks

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


Qualifications framework

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


Uses of the icf

Uses of the ICF

  • Succession & Workforce Planning

  • Recruitment & Selection

  • Performance Assessment & PDRs (appraisal)

  • Inefficiency Procedures

  • Training & development

  • Obtaining qualifications

  • Promotion


Benefits for individuals

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


Management hr uses

Management/HR uses

Workforce planning

Succession planning & promotion

Job descriptions

National occupational standards

Recruitment & selection

Training & development

Induction


Benefits to managers hr

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


Organisational uses

Organisational uses

Performance management

Meeting objectives, targets & indicators

Quality assurance

National Occupational Standards

Partnership working and benchmarking

Developing Organisational Culture

Compliance


Benefits to the organisation

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


Process

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


Does this provide for better policing

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


National occupational standards

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


National occupational standards1

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


Police sector nos developed so far

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


Unit summary

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


Elements of competence

Elements of competence

  • Units are divided into two or more elements that describe the activities the person has to carry out


Range

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


Knowledge and understanding

Knowledge and understanding

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


Evidence requirements

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


Qualifications framework1

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)


Types of qualifications

Types of qualifications

  • N/SVQs

  • VRQs

  • Certificates / Diplomas

  • Foundation Degrees

  • Degrees, Master & Post Graduate programmes


Qualifications framework2

Qualifications framework

Structure

  • Core plus options

  • Initial qualifications on entry

  • Specialist roles & cluster units – development and progression


Qualifications development

Qualifications development

Approval

  • Consultation with key groups within the Sector

  • Submission to the UKCG

  • Awarding Bodies and Higher Education Institutions develop specific qualifications


Assessment

Assessment

The assessment strategy

  • NOS must be accompanied by an assessment strategy


Individual uses

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


Why use icf

Why use ICF?

  • Professionalising the service

  • Accreditation of training

  • Qualifications for individuals


Police sector standards

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


Other national occupational standards

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


Integrated competency framework presentation

Managing change

Building public confidence

Managing human resources

Meeting the challenges

Developing professionalism

Promoting respect for race & diversity

Delivering performance & quality

Working in partnership


The business case for nos

The business case for NOS


Putting the standards to work

Putting the standards to work

Business plan

Working in partnerships

Job design & Role Profiling

Workforce planning

Recruitment

Assuring quality

Promotion

Induction

Succession planning

Developing organisational culture

Personal performance & Development

**Learning & development

Performance management

Recognition

Assessing competence

*LNA/TNA

Career development


Issues for training centres training providers to consider

Issues for training centres/training providers to consider

Objectives

  • To incorporate NOS into all products and develop a plan to implement the Standards

  • Developing training based on the NOS

  • Mapping existing programmes to the NOS

  • The role of training centres in assessment


Identifying relevant standards

Identifying relevant standards

3.Identify relevant occupational standards

2.Develop a role profile

1.List tasks or responsibilities


A guide to good practice

A guide to good practice

5.Evaluate your performance

4.Use standards as checklists

3.Plan the task

2.Identify relevant standards

1.Choose a task


The nvq svq process

The NVQ/SVQ Process

NVQ/SVQ

6. Receive assessment decision

5. Provide the evidence

4. Agree an assessment plan

3. Select appropriate optional units

2. Decide which NVQ/SVQ to take

1. Register with NVQ/SVQ centre


Who s who in nvqs svqs

Who’s who in NVQs/SVQs

Approved Centres

(in house or external)

Internal verifiers

NVQ/SVQ assessors

Candidates

Police sector or other NVQs/SVQs

Levels 1 to 5

Awarding Bodies

(e.g. City & Guilds, Edexcel, OCR, SQA)

External Verifiers


Managing performance

Managing performance

6. Provide feedback

5. Appraise Performance

4. Perform to Standards

3. Agree support required

2. Identify relevant Standards

1. Agree objectives


Assuring quality

Assuring Quality

Plan

the activity or improvement

Improve

if the outcomes do not meet the standards, take action to improve

Act

execute the plan

Check

the outcomes have been achieved


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