Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners

PUAPOL021B Mapping and Delivery Guide
Identify and evaluate the organisational environment to facilitate service delivery

Version 1.0
Issue Date: May 2024


Qualification -
Unit of Competency PUAPOL021B - Identify and evaluate the organisational environment to facilitate service delivery
Description This unit covers the competency to assess the organisations operating environment, inform future operations and improve service delivery.
Employability Skills This unit contains employability skills.
Learning Outcomes and Application The application of this unit in the workplace - the environments, complexities and situations involved - will be written during Phase II of the Review of the PUA00 Public Safety Training Package.This text will be useful for the purposes of job descriptions, recruitment advice or job analysis; where possible, it will not be too job specific to allow other industries to import it into other Training Packages, where feasible.
Duration and Setting X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.
Prerequisites/co-requisites Prerequisite Unit/sNil
Competency Field
Development and validation strategy and guide for assessors and learners Student Learning Resources Handouts
Activities 		Slides
PPT 		Assessment 1 Assessment 2 Assessment 3 Assessment 4
Elements of Competency Performance Criteria              
Element: Guide the development of systems to identify and evaluate community needs of police service delivery
  • Systems developed are cost effective and utilise information from environments within which the organisation operates
  • Analysis of data is methodically sound, well evidenced and the possible future interests of and activities for policing are identified
       
Element: Manage the identification of current and potential interests of stakeholders/ competitors
  • The identification of stakeholders and competitors and their interests is comprehensive and takes account of current and potential activities of the organisation
  • Consultation with stakeholders is conducted in a manner likely to generate trust and accurately identify interests
  • Potential competitors and their areas of interest and likely impact are identified
       
Element: Evaluate and respond to the environment within which the organisation operates
  • Intelligence gathering makes use of information from the environments in which the organisation operates
  • Analysis of environments reflects emerging and predicted trends and identifies possible future strategies for the organisation
  • Opportunities are taken to change the external environment and influence key opinion formers and decision-makers
  • The methods used to influence the external environment are ethical, and in accordance with organisational policy and regulations
       
Element: Identify and assess current and potential partners/alliances
  • Potential partners/alliances who can support the organisation's objectives and service delivery are identified
  • The strengths and weaknesses of existing and potential partnerships/alliances are identified and assessed
  • Potential collaboration is analysed for risk and consistency with the plans and future direction of the organisation
       
Element: Review and improve the organisation'spoliciesstructures, systems andconditions
  • Obstacles and opportunities in existing organisational and communication structures, systems and conditions are accurately identified in the light of internal/external factors or specific contingencies
  • Solutions for improvements are developed in time to meet the new circumstances and communicated to those affected
  • Strategies to support implementation are identified and planned
  • The logistics for implementing improvements are comprehensively defined and communicated to those affected
       
Element: Plan, promote and facilitate organisational change that optimises service delivery
  • Consultation and collaboration with all major stakeholders is undertaken to develop specific change strategies
  • Proposed changes are justified and evidenced in terms of improved service delivery and organisational priorities
  • Organisational areas affected by the proposed changes are consulted with, prior to introduction of the proposed changes
  • Constraints/barriers to proposed changes are identified and appropriate action developed to take them into account
       
Element: Evaluate management effectiveness and potentialities
  • The extent to which the organisation's mission, values, objectives, policies and service delivery are being achieved are systematically monitored and evaluated against development criteria
  • Opportunities and optimising service delivery are identified, assessed and acted upon
  • Causes of success and failure in achieving service delivery are identified and assessed
  • Evaluative analysis, results and recommendations are used to improve service delivery
  • Evaluative information is used to inform the organisation's future planning and reformulation of mission, objectives and strategies
       


Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

Critical aspects for assessment and evidence required to demonstrate competency in this unit

It is essential for this unit that competence be demonstrated in the ability to use evaluative data from the environments to monitor and improve service delivery

Consistency in performance

Evidence for competence in this unit should be assessed over time and across a range of workplace contexts

Context of and specific resources for assessment

Context of assessment

Evidence should be gathered over a period of time in a range of actual or simulated workplace environments

Specific resources for assessment

No special requirements

Guidance information for assessment

Information that will assist or guide assessment will be written during Phase II of the Review of the PUA00 Public Safety Training Package.

Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here

Assessment task 1: [title]      Due date:

(add new lines for each of the assessment tasks)

Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

This describes the essential skills and knowledge and their level, required for this unit.

Required Skills

High level interpersonal techniques/public speaking

communication, both written and oral

negotiation at senior levels

judgement/political/business acumen

global problem solving

influencing others

evaluation of information

innovative leadership

industrial relations

Required Knowledge

Government policies procedures and processes

corporate plans

policy and procedures

human resources policy and procedures

networks/stakeholder requirements

information systems,

monitoring and evaluation of systems

resource implications

organisational environments

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

Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.

Observation Checklist

Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice Yes No Comments/feedback
Systems developed are cost effective and utilise information from environments within which the organisation operates 
Analysis of data is methodically sound, well evidenced and the possible future interests of and activities for policing are identified 
The identification of stakeholders and competitors and their interests is comprehensive and takes account of current and potential activities of the organisation 
Consultation with stakeholders is conducted in a manner likely to generate trust and accurately identify interests 
Potential competitors and their areas of interest and likely impact are identified 
Intelligence gathering makes use of information from the environments in which the organisation operates 
Analysis of environments reflects emerging and predicted trends and identifies possible future strategies for the organisation 
Opportunities are taken to change the external environment and influence key opinion formers and decision-makers 
The methods used to influence the external environment are ethical, and in accordance with organisational policy and regulations 
Potential partners/alliances who can support the organisation's objectives and service delivery are identified 
The strengths and weaknesses of existing and potential partnerships/alliances are identified and assessed 
Potential collaboration is analysed for risk and consistency with the plans and future direction of the organisation 
Obstacles and opportunities in existing organisational and communication structures, systems and conditions are accurately identified in the light of internal/external factors or specific contingencies 
Solutions for improvements are developed in time to meet the new circumstances and communicated to those affected 
Strategies to support implementation are identified and planned 
The logistics for implementing improvements are comprehensively defined and communicated to those affected 
Consultation and collaboration with all major stakeholders is undertaken to develop specific change strategies 
Proposed changes are justified and evidenced in terms of improved service delivery and organisational priorities 
Organisational areas affected by the proposed changes are consulted with, prior to introduction of the proposed changes 
Constraints/barriers to proposed changes are identified and appropriate action developed to take them into account 
The extent to which the organisation's mission, values, objectives, policies and service delivery are being achieved are systematically monitored and evaluated against development criteria 
Opportunities and optimising service delivery are identified, assessed and acted upon 
Causes of success and failure in achieving service delivery are identified and assessed 
Evaluative analysis, results and recommendations are used to improve service delivery 
Evaluative information is used to inform the organisation's future planning and reformulation of mission, objectives and strategies 

Forms

Assessment Cover Sheet

PUAPOL021B - Identify and evaluate the organisational environment to facilitate service delivery
Assessment task 1: [title]

Student name:

Student ID:

I declare that the assessment tasks submitted for this unit are my own work.

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Result: Competent Not yet competent

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Assessment Record Sheet

PUAPOL021B - Identify and evaluate the organisational environment to facilitate service delivery

Student name:

Student ID:

Assessment task 1: [title] Result: Competent Not yet competent

(add lines for each task)

Feedback to student:

 

 

 

 

 

 

 

 

Overall assessment result: Competent Not yet competent

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