Between 2008 and 2013, the Police Sector Council led a sustained, multi-stakeholder, competency-based management program which culminated in the Competency-Based Management Framework (CBMF) and related tools, which were of significant importance to Canadian policing.

The body of work developed by the Police Sector Council was transferred to the Canadian Police Knowledge Network (CPKN), which has continued to work with interested parties from policing, academia and related sectors to protect the intellectual property, share tools and knowledge, and strive for financial support to advance the work further.

In November 2018, CPKN conducted a survey and hosted a two-day workshop to engage the police sector to determine the current state of CBM usage, how it was being applied, and what the ongoing and future needs were in order to ensure the framework and tools remained accessible, valid and of value.  CPKN determined that:

  • There is broad-based support in the police community for CBM and the benefits it provides;
  • Many organizations are developing/using CBM processes and resources but are working in silos, independent of each other;
  • Many organizations use the national Competency-based Management Framework (CBMF) (developed by the Police Sector Council) as the foundation for CBM but adapt it to meet their specific needs; and
  • The community wants to collaborate to update and improve the CBMF to ensure it remains valid and that it can be easily adapted to the specific needs of organizations.

The Community Safety Knowledge Alliance (CSKA) included the following in its work on this project:

  • Conducted research and a literature review on leadership, policing and competency-based management;
  • Supported project partners in framing a workshop agenda, creating key messages to all stakeholders, and targeting a suitable workshop audience for optimal results;
  • Supported project partners in surveying the larger community requesting validation of existing leadership competencies, suggestions for modifications and identification of gaps that need to be filled;
  • Prepared, facilitated and recorded activities of a two day workshop (approx.. 35 participants) hosted at the Canadian police College. The workshop provided an opportunity for participants to review current competencies, the survey results, share best practices and identify required updates to the current senior leadership competencies as well as suggested next steps in the process; and
  • Created a final report that included:
    • a compilation of results from the workshop, including discussions and feedback;
    • an updated competency list and competency dictionary for senior leadership competencies to inform ongoing discussions; and
    • recommendations for next steps.