Designing Buildings - User contributions [en]

How to Create a Competence Framework for the Built Environment

2026-06-16T16:26:47Z

KrishParmar:

= How to Create a Competence Framework for the Built Environment =

Competence is now a legal requirement across the built environment. This article explains how organisations can create a practical competence framework aligned with BS 8670‑1, PAS 8671–73, BS 8674 and ICC guidance. It provides a step‑by‑step method for defining roles, setting SKEB criteria, selecting assessment methods, capturing evidence and maintaining competence over time.

Competence is now a central requirement across the built environment. The [[Building_Safety_Act_2022|Building Safety Act 2022]], [[BSI_Built_Environment_Competence_Standards|BS 8670‑1]], [[Competence_standards_(PAS_8671,_8672,_8673)|PAS 8671–73]], [[BS_8674|BS 8674]] and the Industry Competence Committee’s Setting Expectations on Competence Management all require organisations to define, assess, evidence and maintain competence in a structured and repeatable way.

While many articles describe competence principles, there is limited practical guidance on how an organisation can create its own competence framework. This article sets out a step‑by‑step method that organisations of any size can use to develop a competence framework aligned with recognised standards and regulatory expectations.

== 1. Understand the Purpose and Scope ==

Before creating a framework, organisations should define:

* The services they deliver
* The roles involved
* The legal duties that apply
* The level of risk associated with their work

The Industry Competence Committee (ICC) notes that organisations must “plan, manage and monitor their work so it complies with building regulations” and must have “the appropriate management policies, procedures, systems and resources” to ensure competence.

This becomes the foundation of the competence framework.

== 2. Identify the Roles Requiring Defined Competence ==

Competence frameworks should be role‑specific. Organisations should list all roles that influence design, construction, building safety, product assurance or ongoing occupation. Examples include:

* [[Principal_Designer|Principal Designer]]
* [[Principal_Contractor|Principal Contractor]]
* [[Client_responsibilities|Client]]
* Building Safety Manager
* Fire Risk Assessor
* Site Supervisor
* Digital/BIM roles
* Product assurance roles
* Commercial and quality leads

PAS 8671–73 provide role‑specific competence expectations for Principal Designers, Principal Contractors and those managing safety in residential buildings.

== 3. Define Competence Criteria Using SKEB ==

BS 8670‑1 and the ICC emphasise competence as a combination of:

* Skills
* Knowledge
* Experience
* Behaviours

The ICC states that organisations should “establish simple and practical criteria for the skills, knowledge, experience and behaviours required for each role.”

Each role should therefore include:

* A short description of the role
* The SKEB criteria required
* Any additional requirements for Higher‑Risk Buildings
* Behavioural expectations (ethics, communication, decision‑making)

== 4. Map Competence Criteria to Recognised Standards ==

To ensure credibility and consistency, organisations should map their criteria against:

* [[BSI_Built_Environment_Competence_Standards|BS 8670‑1]]
* [[Competence_standards_(PAS_8671,_8672,_8673)|PAS 8671, 8672, 8673]]
* [[BS_8674|BS 8674]]
* ICC Setting Expectations on Competence Management
* [[CDM_Regulations|CDM Regulations]]
* [[Regulatory_Reform_(Fire_Safety)_Order_2005|Regulatory Reform (Fire Safety) Order 2005]]
* Construction Product Regulation Reform

This ensures the framework is aligned with regulatory expectations and can be evidenced if challenged.

== 5. Create Observable Behaviour Statements ==

Competence must be demonstrated, not assumed. Observable behaviours allow assessors to judge competence consistently.

Examples include:

* Identifies building safety risks early and escalates appropriately
* Applies relevant regulations and standards to design decisions
* Communicates technical information clearly to non‑technical audiences

The ICC emphasises that competence assessments should be “fair and evidence based” and focused on observable behaviours.

== 6. Select Assessment Methods ==

A robust framework uses multiple assessment methods, such as:

* Behavioural interviews
* Work samples or project‑based assessments
* Skills tests
* 360‑degree feedback
* Self‑assessment
* Observation in practice

The AIHR guidance notes that combining methods provides a more accurate and objective assessment.

== 7. Build a Structured Assessment Template ==

A practical competence framework should include:

* Role name
* Competence criteria
* Observable behaviours
* Assessment method
* Evidence field
* Rating scale
* Development actions
* Timescales and owners

This creates a repeatable, auditable process aligned with BS 8674’s requirement to maintain and develop competence.

== 8. Capture Evidence, Not Opinion ==

Assessments should record:

* What the individual demonstrated
* Where it was observed
* Supporting documents
* Examples of decisions made
* Outcomes achieved

This supports transparent, evidence‑based decision making.

== 9. Analyse Gaps and Plan Development ==

Once assessments are complete, organisations should:

* Identify gaps
* Prioritise high‑risk areas
* Create development plans
* Assign responsibility
* Set timescales
* Track progress

Competence assessments should lead to targeted development and improved organisational capability.

== 10. Maintain and Review Competence ==

Competence is not static. Organisations should:

* Reassess periodically
* Review after major projects
* Update criteria when regulations change
* Monitor performance
* Record CPD
* Review assessor competence

The ICC states that organisations must “regularly review what has been learned” and “make improvements where needed.”

== 11. Manage Sub‑Contractor Competence ==

Where work is delivered by third parties, organisations must:

* Check organisational capability
* Review their competence processes
* Set competence expectations in contracts
* Monitor performance

This is a legal requirement under the Building Regulations and HRB management regulations.

== 12. Keep Records and Demonstrate Compliance ==

Competence records should be:

* Clear
* Accessible
* Up to date
* Auditable

This supports regulatory engagement and demonstrates compliance with the Building Safety Act, CDM and fire safety legislation.

== Summary ==

Creating a competence framework is not a one‑off exercise. It is a structured, evidence‑based system that must be maintained, reviewed and aligned with recognised standards. By following the steps above, organisations can develop a practical and defensible framework that supports safe decision‑making, regulatory compliance and improved outcomes across the built environment.

[[User:Krish|Krish]] [https://elevatebuildingsafety.com/ elevatebuildingsafety.com]

[[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Regulations]] [[Category:Standards_/_measurements]] [[Category:Operations]] [[Category:Roles_/_services]] [[Category:Building_safety]] [[Category:People]]

How to Create a Competence Framework for the Built Environment

2026-06-16T16:25:49Z

KrishParmar: Created page with "= How to Create a Competence Framework for the Built Environment = Competence is now a legal requirement across the built environment. This article explains how organisations ca..."

= How to Create a Competence Framework for the Built Environment =

Competence is now a legal requirement across the built environment. This article explains how organisations can create a practical competence framework aligned with BS 8670‑1, PAS 8671–73, BS 8674 and ICC guidance. It provides a step‑by‑step method for defining roles, setting SKEB criteria, selecting assessment methods, capturing evidence and maintaining competence over time.

Competence is now a central requirement across the built environment. The [[Building Safety Act 2022]], [[BSI Built Environment Competence Standards|BS 8670‑1]], [[Competence standards (PAS 8671, 8672, 8673)|PAS 8671–73]], [[BS 8674]] and the Industry Competence Committee’s ''Setting Expectations on Competence Management'' all require organisations to define, assess, evidence and maintain competence in a structured and repeatable way.

While many articles describe competence principles, there is limited practical guidance on how an organisation can create its own competence framework. This article sets out a step‑by‑step method that organisations of any size can use to develop a competence framework aligned with recognised standards and regulatory expectations.

== 1. Understand the Purpose and Scope ==

Before creating a framework, organisations should define:

* The services they deliver
* The roles involved
* The legal duties that apply
* The level of risk associated with their work

The Industry Competence Committee (ICC) notes that organisations must “plan, manage and monitor their work so it complies with building regulations” and must have “the appropriate management policies, procedures, systems and resources” to ensure competence.

This becomes the foundation of the competence framework.

== 2. Identify the Roles Requiring Defined Competence ==

Competence frameworks should be role‑specific. Organisations should list all roles that influence design, construction, building safety, product assurance or ongoing occupation. Examples include:

* [[Principal Designer]]
* [[Principal Contractor]]
* [[Client responsibilities|Client]]
* Building Safety Manager
* Fire Risk Assessor
* Site Supervisor
* Digital/BIM roles
* Product assurance roles
* Commercial and quality leads

PAS 8671–73 provide role‑specific competence expectations for Principal Designers, Principal Contractors and those managing safety in residential buildings.

== 3. Define Competence Criteria Using SKEB ==

BS 8670‑1 and the ICC emphasise competence as a combination of:

* Skills
* Knowledge
* Experience
* Behaviours

The ICC states that organisations should “establish simple and practical criteria for the skills, knowledge, experience and behaviours required for each role.”

Each role should therefore include:

* A short description of the role
* The SKEB criteria required
* Any additional requirements for Higher‑Risk Buildings
* Behavioural expectations (ethics, communication, decision‑making)

== 4. Map Competence Criteria to Recognised Standards ==

To ensure credibility and consistency, organisations should map their criteria against:

* [[BSI Built Environment Competence Standards|BS 8670‑1]]
* [[Competence standards (PAS 8671, 8672, 8673)|PAS 8671, 8672, 8673]]
* [[BS 8674]]
* ICC ''Setting Expectations on Competence Management''
* [[CDM Regulations]]
* [[Regulatory Reform (Fire Safety) Order 2005]]
* Construction Product Regulation Reform

This ensures the framework is aligned with regulatory expectations and can be evidenced if challenged.

== 5. Create Observable Behaviour Statements ==

Competence must be demonstrated, not assumed. Observable behaviours allow assessors to judge competence consistently.

Examples include:

* Identifies building safety risks early and escalates appropriately
* Applies relevant regulations and standards to design decisions
* Communicates technical information clearly to non‑technical audiences

The ICC emphasises that competence assessments should be “fair and evidence based” and focused on observable behaviours.

== 6. Select Assessment Methods ==

A robust framework uses multiple assessment methods, such as:

* Behavioural interviews
* Work samples or project‑based assessments
* Skills tests
* 360‑degree feedback
* Self‑assessment
* Observation in practice

The AIHR guidance notes that combining methods provides a more accurate and objective assessment.

== 7. Build a Structured Assessment Template ==

A practical competence framework should include:

* Role name
* Competence criteria
* Observable behaviours
* Assessment method
* Evidence field
* Rating scale
* Development actions
* Timescales and owners

This creates a repeatable, auditable process aligned with BS 8674’s requirement to maintain and develop competence.

== 8. Capture Evidence, Not Opinion ==

Assessments should record:

* What the individual demonstrated
* Where it was observed
* Supporting documents
* Examples of decisions made
* Outcomes achieved

This supports transparent, evidence‑based decision making.

== 9. Analyse Gaps and Plan Development ==

Once assessments are complete, organisations should:

* Identify gaps
* Prioritise high‑risk areas
* Create development plans
* Assign responsibility
* Set timescales
* Track progress

Competence assessments should lead to targeted development and improved organisational capability.

== 10. Maintain and Review Competence ==

Competence is not static. Organisations should:

* Reassess periodically
* Review after major projects
* Update criteria when regulations change
* Monitor performance
* Record CPD
* Review assessor competence

The ICC states that organisations must “regularly review what has been learned” and “make improvements where needed.”

== 11. Manage Sub‑Contractor Competence ==

Where work is delivered by third parties, organisations must:

* Check organisational capability
* Review their competence processes
* Set competence expectations in contracts
* Monitor performance

This is a legal requirement under the Building Regulations and HRB management regulations.

== 12. Keep Records and Demonstrate Compliance ==

Competence records should be:

* Clear
* Accessible
* Up to date
* Auditable

This supports regulatory engagement and demonstrates compliance with the Building Safety Act, CDM and fire safety legislation.

== Summary ==

Creating a competence framework is not a one‑off exercise. It is a structured, evidence‑based system that must be maintained, reviewed and aligned with recognised standards. By following the steps above, organisations can develop a practical and defensible framework that supports safe decision‑making, regulatory compliance and improved outcomes across the built environment.

'''[[User:Krish|Krish]]''' [[File:YourProfileImage.jpg|50px]] [https://elevatebuildingsafety.com/ elevatebuildingsafety.com]

[[Category:Organisations]] [[Category:Projects_and_case_studies]] [[Category:Regulations]] [[Category:Standards_/_measurements]] [[Category:Operations]] [[Category:Roles_/_services]] [[Category:Building_safety]] [[Category:People]]

User:KrishParmar

2026-06-16T15:54:38Z

KrishParmar:

I lead Elevate, a specialist practice focused on structured quality planning and building safety governance. My work centres on applying Construction Product Quality Planning, Safety Case authorship and Golden Thread evidence structures to help clients navigate the increasing statutory demands of the Building Safety Act.

A major part of my mission is ensuring that Resident Management Companies and Right to Manage companies are not disadvantaged by the complexity of the new regime. I developed the Elevate RMC framework to give resident led organisations a clear, fair and robust pathway through Safety Case preparation, competence expectations and ongoing building safety management. My aim is to protect leaseholders from unnecessary cost and poor advice by giving them access to structured processes, transparent evidence and practical support.

I work across the built environment to improve outcomes through systems based thinking, risk clarity and evidence driven decision making. This includes developing competency guidance, ecosystem level work packages and CPQP aligned workflows that support both clients and supply chains. I also collaborate with academic institutions to help strengthen industry understanding of quality planning and building safety governance.

Outside of work I am a committed petrol head. I have a habit of buying project cars as if I have unlimited space and time, and I recently managed to spend a weekend working on a Nissan Skyline I picked up. Engineering, systems and performance have always been part of who I am, whether in cars or in the built environment.