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The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the Performance Criteria is detailed below. |
Environments may include | economic political social legal cultural physical organisational technological industrial |
Partnerships/alliances could include | business organisations pressure groups media or publicity organisations voluntary or community groups including Statutory Authorities unions individuals other organisational forces, both national and international |
Structures may include | the way in which responsibilities/activities are assigned the way in which sections/departments cooperate both internally and externally and may be permanent or temporary in nature |
Conditions could be both | contractual and/or informal and stipulate the requirements and arrangements governing employment and sourcing of support services |
Contingencies may include | suddenly identified new service delivery opportunities changing regulatory, policy or community needs introduction of new technologies change of government administrative arrangements compulsory competitive tendering establishment of 'private policing' |
Stakeholders may include | those individuals, groups and organisations who have an interest in the organisation They may see the organisation as potentially beneficial or harmful employees/voluntary workers the public in general other organisations, including government departments and statutory authorities the judicial system pressure or specific interest groups media industrial organisations business enterprises/professional groups |
Potential competitors may include | private industry private service providers other government agencies |
Evaluation criteria may be based on | performance against standards performance against other organisations performance against stated organisational mission, objectives and goals |
The organisation's stakeholders may be involved in the evaluation through | reviews surveys financial audits quality audits |
Evaluative information may be | qualitative quantitative |
Evaluation may be | qualitative quantitative, and include recommendations |
The organisation's performance in respect of its mission, objectives and policies may be attributed to | the performance of programs, projects and operations day-to-day relationships and behaviours the goals by which the objectives were to be achieved |
Causes of success or failure may include | the contribution of individuals/departments delegation level of resourcing level of advice provided the measures and control themselves communications systems |
The strengths or weaknesses of the organisation may hinge on the ability of the mission, objectives and policies to | identify the boundaries of the police officer's work inspire innovation in the programs or projects proposed encourage more responsible action take advantage of the creativity and diversity of those employees of the organisation |
Constraints may include | finance timeframes the law structures within the organisation political influences, eg vocal minority groups stakeholders' interest |
Values include | the way in which the organisation, its employees and its representatives operate with respect to each other and the world at large. They include the aspirations and beliefs which are the basis of the organisation's mission and operations. Policies, standing orders and strategies are specific statements which ensure certain ways of operating and allow these ways of operating to be made known both inside and outside the organisation |
Values and policies may cover | corporate values service delivery relationships supplier relationships legal requirements health and safety equal opportunities ethics and professional standards employment human resource management pay/reward welfare of staff personal development redundancy environmental impact charitable commitments cultural impositions |
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