Competency and values framework guidance

Introduction

The Competency and Values Framework (CVF) aims to support all policing professionals, now
and into the future. It sets out nationally recognised behaviours and values, which will provide
a consistent foundation for a range of local and national processes. This framework will ensure
that there are clear expectations of everyone working in policing which in turn will lead to
standards being raised for the benefit and safety of the public.

The framework has six competencies that are clustered into three groups. Under each
competency are three levels that show what behaviours will look like in practice. All of the
competencies are underpinned by our values that should support everything we do as a police
service.

Each cluster has a heading and a description of why that area is important. Each competency
includes a description and a list of behaviours which indicate that a person is displaying that
particular competence. Each competency is split into three levels which are intended to be
used flexibly to allow for a better fit with frontline and non-frontline policing roles rather than
ranks or work levels. The levels are designed to be cumulative, so those working at higher
levels should also demonstrate each preceding level’s behaviours. The competency levels
can broadly be matched to work levels as:

Level 1 – Constable / Practitioner Staff level
Level 2 – Sergeant/ Inspector / Chief Inspector / Middle Manager Staff Leve
Level 3 – Superintendent / Chief Superintendent / Executive / Senior Manager Staff Level

Police Scotland Values and Code of Ethics

Integrity

Integrity in Policing is defined as:

“The consistent ability to balance competing principles and thereafter deliver a service that
is relevant both to the citizen and policing, which builds trust and is worthy of support from
both those who are affected by the particular decision and those who are not”.
This requires you to think about your options before acting, ensuring any decisions that
you make will withstand scrutiny and reflect the values of the organisation.

Behaviours

I recognise my role in policing as being a symbol of public faith and trust and the
obligation this places upon me to act with integrity, fairness and respect.
I shall behave in a way which reflects the values of policing in Scotland.
I understand I am personally responsible for my own actions and will appropriately
exercise my discretion.
I shall act as a positive role model in delivering a professional, impartial service,
placing service to communities before my personal aims.
I will not accept any gift or gratuity that could, or could be perceived to,
compromise my impartiality.
I shall avoid all behaviour, which is or may be reasonably considered as abusive,
bullying, harassing or victimising.
I will demonstrate and promote good conduct and I will challenge the conduct of
colleagues where I reasonably believe they have fallen below the standards set
out in this Code.

Fairness

Within a policing context, Fairness can be defined as:

"Possessing an understanding of the cultural and social needs of the individual and
community, coupled with a calm and tolerant approach to any situation.”
From dealing with that initial phone call, to managing staff needs, to speaking with our
communities, it is essential to approach each situation in a fair manner; dealing with
people or groups according to their needs and in context of the circumstances surrounding
particular interactions.

Behaviours

I will act with courage and composure and shall face all challenges with selfcontrol, tolerance and impartiality.
I will promote a positive wellbeing within the community and service and ensure
that all people have fair and equal access to police services according to their
needs.
I shall maintain an open attitude and continue to improve my understanding and
awareness of cultural, social and community issues.
I will carry out my duties in a fair manner, guided by the principles of impartiality
and non-discrimination.

Respect

Respect in policing is defined as:

“Taking pride in delivering policing; consistently demonstrating the ability to be considerate
and appreciate the needs of others while acting politely and professionally.”
Respect is a key feature of policing and our actions, both internally and externally, should
have respect at their foundation.
This respect should be based on the pride we have for the jobs we do – being proud of the
organisation we represent.

Behaviours

I take pride in working as part of a team dedicated to protecting people.
will show respect for all people and their beliefs, values, cultures and individual
needs.
I will have respect for all human dignity as I understand my attitude and the way I
behave contribute to the consent communities have for policing.
I will have respect for all human dignity as I understand my attitude and the way I
behave contribute to the consent communities have for policing.
I will respect and uphold the law in order to maintain public confidence and, by
enhancing my personal knowledge and experience, contribute to the professional
development of policing.
I shall treat all people, including detained people, in a humane and dignified
manner.
I shall ensure that my relationships with colleagues is based on mutual respect and
understanding and shall, therefore, conduct all communications on that basis.

Human Rights

As a rights based organisation it is essential to include upholding Human Rights in our
values.
Human rights in policing is explained as follows:

‘Policing means protecting human rights’; and “the first duty of the police is to uphold human
rights and afford respect to all people.”
The guiding principles of Human Rights are equality, non-discrimination and human
dignity, which can be directly related to the values of PSOS.
If we afford human rights to all people we will be upholding the values of the service,
similarly if we treat everyone we encounter with integrity, fairness and respect it is likely
we will be meeting their fundamental human rights (Human Rights Act 1998)

Behaviours

I shall ensure my actions and policing operations respect the human rights of all
people and officers whilst understanding that I will also enjoy these same human
rights.
I will not undertake high-risk activities or use force other than where strictly
necessary in order to attain a legitimate objective and only after I have balanced all
the competing priorities I am aware of. (Article 2)
I will not encourage, instigate or tolerate any act of torture or inhuman or degrading
treatment under any circumstance nor will I stand by and allow others to do the
same. I understand that the humane treatment of prisoners is an essential element
of policing and that the dignity of all those I am trusted to care for remains my
responsibility. (Article 3)
I understand that people have an equal right to liberty and security. Accordingly, I
will not deprive any person of that liberty, except in accordance with the law.
(Article 5)
I will investigate crimes objectively and be sensitive to the particular needs of
affected individuals whilst following the principle that everyone who is the subject
of criminal investigation is innocent until found guilty by a court. (Article 6)
In carrying out my duties I shall respect everyone’s fundamental rights. I will only
interfere with privacy or family life when I am legally authorized to do so. (Article 8)
I will respect individual freedoms of thought, conscience or religion, expression,
peaceful assembly, movement and the peaceful enjoyment of possessions.
(Articles 9,10,11)

This Code of Ethics for Policing in Scotland sets out the standards we expect of all
individuals who contribute to policing in Scotland. This is neither a discipline code nor an
unattainable aspirational tool. Rather this Code is a practical set of measures, which reflect
the values of the Police Scotland.
We are all responsible for delivering a professional policing service to all people across the
country. This Code sets out both what the public can expect from you and what you should
expect from one another.

The following sections of this document explain each value and competency and show the
behaviours for level 1 constable which is the entry level for new police officers.

Competency - We are emotionally aware

We make the effort to understand ourselves, our colleagues and all those we serve. We
genuinely engage with and listen to others, making efforts to understand needs,
perspectives and concerns. We use these insights to inform our actions and decisions.
We are able to control our emotions in stressful situations, understanding our own
motivations and the underlying reasons for our behaviour. This is all underpinned by our
ability to anticipate and understand how other people may feel. We look after our own
wellbeing and that of others.

Adopting emotionally intelligent behaviours also means valuing diversity and difference in
approaches to work, in thinking, and in people’s backgrounds.

We are culturally sensitive and seek to understand different perspectives, acting with
sensitivity, compassion and warmth. We always try to understand the thoughts, feelings and
concerns of those we meet.

Why is it important? The way in which we conduct ourselves is just as important as what
we do. Communicating and acting politely, respectfully and with compassion helps to drive
and maintain public trust.

Empathy is particularly important, especially if we are to engage and involve some of the
most vulnerable individuals we encounter who may not be able to fully express or articulate
their thoughts or feelings.
Understanding ourselves means that we are able to improve our own resilience and
therefore cope effectively during challenging and emotionally charged situations.

Level 1 indicators

I treat others with respect, tolerance and compassion.
I acknowledge and respect a range of different perspectives, values and beliefs
within the remit of the law.
I remain calm and think about how to best manage the situation when faced with
provocation.
I understand my own emotions and I know which situations might affect my ability to
deal with stress and pressure.
I ask for help and support when I need it.
I understand the value that diversity offers.
I communicate in clear and simple language so that I can be easily understood by
others.
I seek to understand the thoughts and concerns of others even when they are unable
to express themselves clearly.

Competency - We take ownership

We take personal responsibility for our roles and accountabilities but we do not let this hold
us back from being effective or taking appropriate risks.
We make decisions at appropriate levels and in appropriate areas, having a clear rationale
(for example, use of decision-making models) and accepting responsibility for our decisions.
We seek feedback, learn from our mistakes and reflect to improve and amend our future
practice.
Demonstrating pride in our work is important to us. Our selflessness means that we also
seek to help solve issues or problems, which may be internal or external to our own teams.
We recognise where limitations in our own knowledge and experience may have an impact
on our decision making. We take responsibility for ensuring that support or development is
sought to minimise any risks.

Why is it important? Not all decisions need senior leader approval, meaning that, where
necessary, we can respond more swiftly to challenges while still ensuring we provide a full
rationale for our response. Because we all face different kinds of challenges that are not
always within our comfort zone, every one of us needs to feel confident and able to take
responsibility.

These behaviours mean that we are empowered, effective and able to learn from our
mistakes. Doing so allows us to own and see successes through our delivery of results, and
not just whether a particular process has been followed

Level 1 indicators

I actively identify and respond to problems.
I approach tasks with enthusiasm, focusing on public service excellence.
I regularly seek feedback to understand the quality of my work and the impact of my
behaviour.
I recognise where I can help others and willingly take on additional tasks to support
them, where appropriate.
I give feedback to others that I make sure is understandable and constructive.
I take responsibility for my own actions, I fulfil my promises and do what I say I will.
I will admit if I have made a mistake and take action to rectify this.
I demonstrate pride in representing the police service
I understand my own strengths and areas for development and take responsibility for
my own learning to address gaps.

Competency - We are collaborative

Ensuring and improving the safety and wellbeing of the public underpins all of our work. To
achieve this most effectively, we need to look beyond our traditional boundaries to think
about how to create the best possible outcomes.

We build genuine and long-lasting partnerships that focus on collective aims and not just on
our own organisation. This goes beyond just working in teams and with colleagues we see
daily. It includes building good relationships with other public and third sector providers,
reaching out to private organisations and working with our communities and customers.

We aim to work effectively with colleagues and external partners, mutually sharing our skills,
knowledge and insights with each other to achieve the best possible results for all and to
reduce silo working. Our engagement seeks to not only deliver joint solutions but also to
share appropriate information and negotiate new ways of providing services together.

In all of our dealings with our partners, we make sure that they feel respected and valued.

Why is it important? Demands on the police come from an increasingly diverse set of
sources and the need for services is not defined by organisational and geographical
boundaries. We must work together regardless of differing cultures, priorities and needs.
This means that we need to influence and negotiate in order to achieve outcomes for
everyone and not just focus efforts on our own immediate environment. Working to solve
problems without help from our partners ignores the strengths that we can utilise together,
but working jointly requires the ability to build relationships and break down barriers.
It is critical for us to build and retain our partners’ trust and confidence in us and a key part of
achieving this is through the way in which we work with others.

Level 1 indicators

I work cooperatively with others to get things done, willingly giving help and support
to colleagues.
I am approachable, and explain things well so that I generate a common
understanding.
I take the time to get to know others and their perspective in order to build rapport.
I treat people with respect as individuals and address their specific needs and
concerns.
I am open and transparent in my relationships with others.
I ensure I am clear and appropriate in my communications.

Competency - We deliver, support and inspire

We understand the vision for the organisation. We use our organisation’s values in our dayto-day activities as a role model to provide inspiration and clarity to our colleagues and
stakeholders. We work to create the right climate for people to get the job done to the best of
their abilities, ensuring a culture of mutual respect and support.
We are dedicated to working in the public’s best interests. We understand how we have an
impact on the wider organisation and those around us and we help others to deliver their
objectives effectively.
This behaviour is not restricted to those who are in formal or senior management positions.
We all have a positive contribution to make by operating at our best, adapting how we work
to take account of pressures and demands and helping others. We are focused on helping
our colleagues to improve and learn and are active in supporting them through activities
such as coaching and mentoring.

Why is it important? To deliver the most effective service, we need to be clear on our goals
and priorities, both for the police service and individually. We can all help to support and
motivate each other to ensure that we are working as effectively as we can, enabling us and
those around us to perform at our best. We should all act as organisational role models.

Level 1 indicators

I take on challenging tasks to help to improve the service continuously and support
my colleagues.
I understand how my work contributes to the wider police service.
I understand it is part of my collective responsibility to deliver efficient services. I take
personal responsibility for making sure that I am working effectively to deliver the
best service, both individually and with others.
I am conscientious in my approach, working hard to provide the best service and to
overcome any obstacles that could prevent or hinder delivery.
I support the efficient use of resources to create the most value and to deliver the
right impact.
I keep up to date with changes in internal and external environments.
I am a role model for the behaviours I expect to see in others and I act in the best
interests of the public and the police service.

Competency - We analyse critically

We analyse information, data, viewpoints and combine the best available evidence to
understand the root causes of issues that arise in complex situations.
We draw on our experience, knowledge and wide sources of evidence to give us a greater
view of what is happening underneath the surface. We combine insight and evidence-based
approaches to help make decisions, accepting that we will not have all the answers but will
always try to gather facts and robust information to be able to think tactically and
strategically.

Why is it important? Critical thinking drives effective policing as we are faced with a wide
variety of complex issues on a day-to-day basis. This means that we all need to be able to
make sense of a complex environment, accept that ambiguity is part of contemporary
working life and, therefore, be able to identify interrelationships between different factors.
If we are able to analyse the best available evidence and see what is happening underneath
the surface, we will be better able to make confident and effective decisions and implement
preventative solutions that deal with root causes

Level 1 indicators

I recognise the need to think critically about issues. I value the use of analysis and
testing in policing. #
I take in information quickly and accurately.
I am able to separate information and decide whether it is irrelevant or relevant and
its importance.
I solve problems proactively by understanding the reasons behind them, using
learning from evidence and my experiences to take action.
I refer to procedures and precedents as necessary before making decisions.
I weigh up the pros and cons of possible actions, thinking about potential risks and
using this thinking to inform our decisions.
I recognise gaps and inconsistencies in information and think about the potential
implications.
I make decisions in alignment with our mission, values and the Code of Ethics.

Competency - We are innovative and open-minded

We have an inquisitive and outward-looking nature, searching for new information to
understand alternative sources of good practice and implement creative working methods.
We are committed to reflecting on how we go about our roles, being flexible in our approach
as required to ensure the best outcomes.
We seek to understand how well we are performing, both as individuals and as teams, and
we seek to continuously improve. To do this, we look at relevant standards outside policing
in other organisations and sectors.
Constantly changing and adapting is part of our role. We maintain an open mind to allow us
to identify opportunities and to create innovative solutions.

Why is it important? New and emerging threats mean that our required response will not
always be obvious. We will need to adopt new thinking and assumptions, be continually
inquisitive and committed to continual improvement. The perpetual need to adapt, innovate
and question our assumptions is at the heart of being able to serve and protect the public. It
includes taking innovative, preventative action to reduce demand.
Being open-minded and reflective also allows us to tailor our approach to specific contexts
and the communities we serve.

Level 1 indicators

I demonstrate an openness to changing ideas, perceptions and ways of working.
I share suggestions with colleagues, speaking up to help improve existing working
methods and practices.
I constantly reflect on my own way of working and periodically review processes and
procedures to make continuous improvements.
I adapt to change and am flexible as the need arises while encouraging others to do
the same.
learn from my experiences and do not let myself be unduly influenced by
preconceptions.