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  • Uploaded on

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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About Skills for Justice

Integrated Competency Framework

National Occupational Standards

Qualifications Framework

Putting the ICF to work


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

  • 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


  • Skills for Justice newsletter


  • E-briefing


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…


Critical behaviours important for successful performance

“How I need to behave to do the job effectively”


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


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?


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

Then there is a role profile
Then there is a role profile

  • Activities specific to the role of the person performing at

    the time

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


Junior Managers

Middle Managers

Executive Managers

Enquiry Desk Clerk

Detention Officers



Federated Ranks

Special Constables

Community Support Officers

Applies to all grades & ranks

Qualifications framework
Qualifications framework


  • 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


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


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 skills base

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 skills base

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 skills base?

  • 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 skills base

  • 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 skills base

  • 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 skills base

  • 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 skills base

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

Range skills base

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 skills base

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

Evidence requirements
Evidence requirements skills base

  • 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 skills base

  • 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 skills base

  • N/SVQs

  • VRQs

  • Certificates / Diplomas

  • Foundation Degrees

  • Degrees, Master & Post Graduate programmes

Qualifications framework2
Qualifications framework skills base


  • Core plus options

  • Initial qualifications on entry

  • Specialist roles & cluster units – development and progression

Qualifications development
Qualifications development skills base


  • Consultation with key groups within the Sector

  • Submission to the UKCG

  • Awarding Bodies and Higher Education Institutions develop specific qualifications

Assessment skills base

The assessment strategy

  • NOS must be accompanied by an assessment strategy

Individual uses
Individual uses skills base

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


Why use icf
Why use ICF? skills base

  • Professionalising the service

  • Accreditation of training

  • Qualifications for individuals

Police sector standards
Police sector standards skills base

  • 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 skills base


Advice, guidance, custodial care

Health care

Information technology


Occupational health and safety



Social care

Learning and development

Youth justice

Other national occupational standards

Integrated competency framework presentation

Managing change skills base

Building public confidence

Managing human resources

Meeting the challenges

Developing professionalism

Promoting respect for race & diversity

Delivering performance & quality

Working in partnership

Putting the standards to work
Putting the standards to work skills base

Business plan

Working in partnerships

Job design & Role Profiling

Workforce planning


Assuring quality



Succession planning

Developing organisational culture

Personal performance & Development

**Learning & development

Performance management


Assessing competence


Career development

Issues for training centres training providers to consider
Issues for training centres/training providers to consider


  • 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 consider

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 consider

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 consider


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 consider

Approved Centres

(in house or external)

Internal verifiers

NVQ/SVQ assessors


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 consider

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 consider


the activity or improvement


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


execute the plan


the outcomes have been achieved