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Last edited 17 Jun 2026

How to Create a Competence Framework for the Built Environment

1 Introduction
2 Understand the Purpose and Scope
3 Identify the Roles Requiring Defined Competence
4 Define Competence Criteria Using SKEB
5 Map Competence Criteria to Recognised Standards
6 Create Observable Behaviour Statements
7 Select Assessment Methods
8 Build a Structured Assessment Template
9 Capture Evidence, Not Opinion
10 Analyse Gaps and Plan Development
11 Maintain and Review Competence
12 Manage Subcontractor Competence
13 Keep Records and Demonstrate Compliance
14 Summary
15 Related articles on Designing Buildings

[edit] Introduction

Competence is now a central requirement across the built environment. The Building Safety Act 2022, BS 8670-1, PAS 8671–8673, 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 publications 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.

[edit] 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 that it complies with building regulations and must have appropriate management policies, procedures, systems, and resources to ensure competence.

This understanding forms the foundation of the competence framework.

[edit] Identify the Roles Requiring Defined Competence

Competence frameworks should be role-specific. Organisations should identify all roles that influence design, construction, building safety, product assurance, or building occupation and management.

Examples include:

Principal Designer.
Principal Contractor.
Client.
Building safety management roles.
Fire risk assessor.
Site supervisor.
Digital and BIM roles.
Product assurance roles.
Commercial and quality management roles.

PAS 8671–8673 provide role-specific competence expectations for Principal Designers, Principal Contractors, and those responsible for managing safety in residential buildings.

[edit] Define Competence Criteria Using SKEB

BS 8670-1 and the ICC describe competence as a combination of:

Skills.
Knowledge.
Experience.
Behaviours.

The ICC recommends establishing practical criteria for the skills, knowledge, experience, and behaviours required for each role.

Each role profile should therefore include:

A description of the role.
The required SKEB criteria.
Any additional requirements relating to higher-risk buildings.
Behavioural expectations, such as ethics, communication, and decision-making.

[edit] Map Competence Criteria to Recognised Standards

To ensure consistency and credibility, organisations should map competence criteria against relevant standards and regulations, including:

BS 8670-1.
PAS 8671.
PAS 8672.
PAS 8673.
BS 8674.
ICC Setting Expectations on Competence Management.
Construction (Design and Management) Regulations.
Regulatory Reform (Fire Safety) Order 2005.
Relevant construction product legislation and guidance.

This helps ensure the framework aligns with recognised industry and regulatory expectations.

[edit] Create Observable Behaviour Statements

Competence must be demonstrated rather than assumed. Observable behaviours enable assessors to evaluate competence consistently.

Examples include:

Identifies building safety risks early and escalates them appropriately.
Applies relevant regulations and standards to design decisions.
Communicates technical information clearly to non-technical audiences.
Demonstrates sound professional judgement when managing risk.

The ICC emphasises that competence assessments should be fair, evidence-based, and focused on observable performance.

[edit] Select Assessment Methods

A robust competence framework should use multiple assessment methods, such as:

Behavioural interviews.
Work samples or project-based assessments.
Skills testing.
360-degree feedback.
Self-assessment.
Observation in practice.
Professional review.

Combining assessment methods generally provides a more balanced and objective evaluation of competence.

[edit] Build a Structured Assessment Template

A practical competence framework should include:

Role title.
Competence criteria.
Observable behaviours.
Assessment methods.
Evidence requirements.
Rating scales.
Development actions.
Timescales and responsible persons.

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

[edit] Capture Evidence, Not Opinion

Assessments should record objective evidence, including:

What the individual demonstrated.
Where the competence was observed.
Supporting documentation.
Examples of decisions made.
Outcomes achieved.

This supports transparent, evidence-based decision-making and reduces the risk of subjective assessments.

[edit] Analyse Gaps and Plan Development

Once assessments have been completed, organisations should:

Identify competence gaps.
Prioritise higher-risk areas.
Create development plans.
Assign responsibilities.
Set timescales.
Monitor progress.

Competence assessments should lead to targeted learning and development activities that improve organisational capability.

[edit] Maintain and Review Competence

Competence is not static and should be reviewed regularly.

Organisations should:

Reassess competence periodically.
Review performance following major projects.
Update criteria when regulations or standards change.
Monitor ongoing performance.
Record continuing professional development (CPD).
Review the competence of assessors.

The ICC recommends regularly reviewing lessons learned and implementing improvements where required.

[edit] Manage Subcontractor Competence

Where work is delivered by subcontractors or third-party organisations, competence management should extend beyond direct employees.

Organisations should:

Assess organisational capability.
Review competence management processes.
Define competence requirements within contracts.
Monitor performance throughout project delivery.

This supports compliance with building regulations and helps ensure that competence requirements are maintained throughout the supply chain.

[edit] Keep Records and Demonstrate Compliance

Competence records should be:

Clear.
Accessible.
Up to date.
Auditable.
Securely maintained.

Good record-keeping supports regulatory engagement and demonstrates compliance with the Building Safety Act, CDM Regulations, fire safety legislation, and other relevant requirements.

[edit] 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 outlined above, organisations can develop a practical and defensible framework that supports safe decision-making, regulatory compliance, and improved outcomes across the built environment. Effective competence management helps ensure that individuals and organisations possess the skills, knowledge, experience, and behaviours necessary to deliver safe, high-quality buildings throughout their lifecycle.