Ahead of the Curve: How VCA Is Already Delivering the NFCC 2026 Leadership Framework

Clearer, more specific behavioural expectations

The refreshed framework takes steps towards providing explicit behavioural descriptors, and this level of clarity is already built into the CPG. For example, in one of the many Watch Manager case studies, where candidates are required to diagnose team issues and actively involve their crew in shaping solutions. One candidate’s assessed response illustrates this clearly, proposing that crew members are engaged in discussing the obstacles they have faced and encouraged to contribute ideas on how to address them. In doing so, the response demonstrates a collaborative approach that draws on team insight to inform solutions, reflecting the kind of evidence-based problem-solving the refreshed framework now emphasises, and which the CPG has assessed for years.

Ethics and inclusive behaviour

The refreshed framework strengthens expectations around fairness, inclusion, and integrity, and these themes are already embedded across our assessments. In one example from the Watch Manager assessment, a candidate was observed creating a welcoming environment for women and BME groups and actively seeking diverse opinions to inform their plans. Whilst the assessor was positive about these inclusive behaviours, they noted that there was room for the candidate to more consistently consider input from all members of the team, including different roles, backgrounds, and perspectives. This illustrates how inclusive, values-based leadership is assessed in practice and shows that such behaviours are already a core part of the CPG, reflecting the framework’s emphasis on fairness, collaboration, and integrity.

Psychological safety

Psychological safety is now an explicit requirement in the refreshed framework, and this is already embedded in the CPG. In the Crew Manager role‑play, candidates are assessed on their ability to communicate with sensitivity and respect, acknowledge staff concerns and respond openly and credibly — behaviours that directly support environments where people feel safe to speak up.

This is reinforced in developmental feedback sessions, where candidates reflect on how they create open, honest dialogue. As one Group Manager noted:

“It was good to discuss some considerations regarding authenticity, feedback and approach to challenges.”

Together, these behaviours align directly with the refreshed framework’s strengthened expectations around psychological safety.

Wellbeing

The refreshed framework places greater emphasis on wellbeing as a leadership responsibility. This is already a core part of our assessments and feedback.

In the Group Manager role‑play, candidates challenge poor attitudes toward wellbeing, reinforce its importance in team goals and recognise the link between stress, wellbeing and performance. One candidate reflected on applying this in practice following their developmental feedback session:

“I was able to use this when considering welfare of team at all times even when deadlines are tight and the pressure is increasing.”

These behaviours demonstrate proactive wellbeing leadership, which the refreshed framework now makes explicit.

Systems leadership

The refreshed framework highlights the importance of working across teams, functions and partner organisations. This is already central to the CPG.

In the Watch Manager assessment, candidates demonstrate systems leadership by encouraging constructive working relationships, committing to shared objectives, promoting collaboration across Taskforce members and supporting information‑sharing across stations.

At more senior levels, this is reinforced through exercises such as in one of our Group Manager case studies, where candidates review and improve a multi‑agency partnership supporting vulnerable demographic groups.

Together, these assessments show that systems leadership is already embedded across levels of the CPG.

Innovation and technology

The refreshed framework expects leaders to champion new technology and innovative ways of working. This is already built into our Watch Manager assessments.

In one of our case studies, candidates address resistance to new technology and propose practical solutions to improve efficiency — demonstrating the ability to support digital adoption and modernisation.

This aligns directly with the refreshed framework’s clearer expectation for innovation.

Community outcomes and safeguarding

The refreshed framework places greater emphasis on understanding and responding to diverse community needs — something already reflected in our case studies.

In the Watch Manager assessment, candidates are expected to consider culturally appropriate engagement and long‑term community relationships. One candidate proposed:

“Engage with younger children (culturally appropriate events) and sustain this engagement as they develop.”

Assessors reinforce this through feedback, highlighting when candidates effectively gather community insight and when they could go further. As one assessor noted:

“You sought to gather input from the community on what they need and how to work positively with the FRS…”

These behaviours align closely with the refreshed framework’s strengthened focus on community outcomes and safeguarding.

Learning culture and coaching

The refreshed framework places greater emphasis on leaders enabling learning, not just managing performance. This is already embedded in our Station Manager assessments.

Candidates identify training gaps, encourage mentoring and coaching, support ongoing feedback and learning and promote growth and community impact. This is reinforced in feedback sessions, where candidates reflect deeply on their development. One Group Manager noted:

“I have taken detailed notes on how I could improve my leadership based on the assessments.”

Another shared:

“The VCA Psychologist gave me some really useful tips on how to delegate work and responsibility whilst maintaining support.”