Competency and values framework

Our values framework and indicators.

1. 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.

Level 3 indicators

I seek to understand the longer term reasons for organisational behaviour. This enables me to adapt and change organisational cultures when appropriate.
I actively ensure a supportive organisational culture that recognises and values diversity and wellbeing and challenges intolerance.
I understand internal and external politics and I am able to wield influence effectively, tailoring my actions to achieve the impact needed.
I am able to see things from a variety of perspectives and I use this knowledge to challenge my own thinking, values and assumptions.
I ensure that all perspectives inform decision making and communicate the reasons behind decisions in a way that is clear and compelling.

2. 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.

Level 3 indicators

I act as a role model, and enable the organisation to use instances when things go wrong as an opportunity to learn rather than blame.
I foster a culture of personal responsibility, encouraging and supporting others to make their own decisions and take ownership of their activities.
I define and enforce the standards and processes that will help this to happen.
I put in place measures that will allow others to take responsibility effectively when I delegate decision making, and at the same time I help them to improve their performance.
I create the circumstances (culture and process) that will enable people to undertake development opportunities and improve their performance.
I take an organisation-wide view, acknowledging where improvements can be made and taking responsibility for making these happen.

3. 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.

Level 3 indicators

I am politically aware and I understand formal and informal politics at the national level and what this means for our partners. This allows me to create long-term links and work effectively within decision-making structures.
I remove practical barriers to collaboration to enable others to take practical steps in building relationships outside the organisation and in other sectors (public, not for profit, and private).
I take the lead in partnerships when appropriate and set the way in which partner organisations from all sectors interact with the police. This allows the police to play a major role in the delivery of services to communities.
I create an environment where partnership working flourishes and creates tangible benefits for all.

4. We Deliver, Support and Inspire

We understand the vision for the organisation. We use our organisation’s values in our day-to-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.

Level 3 indicators

I challenge myself and others to bear in mind the police service’s vision to provide the best possible service in every decision made.
I communicate how the overall vision links to specific plans and objectives so that people are motivated and clearly understand our goals.
I ensure that everyone understands their role in helping the police service to achieve this vision.
I anticipate and identify organisational barriers that stop the police service from meeting its goals, by putting in place contingencies or removing these.
I monitor changes in the external environment, taking actions to influence where possible to ensure positive outcomes.
I demonstrate long-term strategic thinking, going beyond personal goals and considering how the police service operates in the broader societal and economic environment.
I ensure that my decisions balance the needs of my own force/unit with those of the wider police service and external partners.

I motivate and inspire others to deliver challenging goals.

5. 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.

Level 3 indicators

I balance risks, costs and benefits associated with decisions, thinking about the wider impact and how actions are seen in that context. I think through ‘what if’ scenarios.
I use discretion wisely in making decisions, knowing when the ‘tried and tested’ is not always the most appropriate and being willing to challenge the status quo when beneficial.
I seek to identify the key reasons or incidents behind issues, even in ambiguous or unclear situations.
I use my knowledge of the wider external environment and long-term situations to inform effective decision making.
I acknowledge that some decisions may represent a significant change. I think about the best way to introduce such decisions and win support

6. 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.

Level 3 indicators

I implement, test and communicate new and far-reaching ways of working that can radically change our organisational cultures, attitudes and performance.
I provide space and encouragement to help others stand back from day-to-day activities, in order to review their direction, approach and how they fundamentally see their role in policing.
This helps them to adopt fresh perspectives and identify improvements.
I work to create an innovative learning culture, recognising and promoting innovative activities.
I lead, test and implement new, complex and creative initiatives that involve multiple stakeholders, create significant impact and drive innovation outside of my immediate sphere.
I carry accountability for ensuring that the police service remains up to date and at the forefront of global policing.

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