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. | |
Prerequisite Unit/s | Nil |
ELEMENT | PERFORMANCE CRITERIA |
1. Guide the development of systems to identify and evaluate community needs of police service delivery | 1.1 Systems developed are cost effective and utilise information from environments within which the organisation operates 1.2 Analysis of data is methodically sound, well evidenced and the possible future interests of and activities for policing are identified |
2. Manage the identification of current and potential interests of stakeholders/ competitors | 2.1 The identification of stakeholders and competitors and their interests is comprehensive and takes account of current and potential activities of the organisation 2.2 Consultation with stakeholders is conducted in a manner likely to generate trust and accurately identify interests 2.3 Potential competitors and their areas of interest and likely impact are identified |
3. Evaluate and respond to the environment within which the organisation operates | 3.1 Intelligence gathering makes use of information from the environments in which the organisation operates 3.2 Analysis of environments reflects emerging and predicted trends and identifies possible future strategies for the organisation 3.3 Opportunities are taken to change the external environment and influence key opinion formers and decision-makers 3.4 The methods used to influence the external environment are ethical, and in accordance with organisational policy and regulations |
4. Identify and assess current and potential partners/alliances | 4.1 Potential partners/alliances who can support the organisation's objectives and service delivery are identified 4.2 The strengths and weaknesses of existing and potential partnerships/alliances are identified and assessed 4.3 Potential collaboration is analysed for risk and consistency with the plans and future direction of the organisation |
5. Review and improve the organisation'spoliciesstructures, systems andconditions | 5.1 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 5.2 Solutions for improvements are developed in time to meet the new circumstances and communicated to those affected 5.3 Strategies to support implementation are identified and planned 5.4 The logistics for implementing improvements are comprehensively defined and communicated to those affected |
6. Plan, promote and facilitate organisational change that optimises service delivery | 6.1 Consultation and collaboration with all major stakeholders is undertaken to develop specific change strategies 6.2 Proposed changes are justified and evidenced in terms of improved service delivery and organisational priorities 6.3 Organisational areas affected by the proposed changes are consulted with, prior to introduction of the proposed changes 6.4 Constraints/barriers to proposed changes are identified and appropriate action developed to take them into account |
7. Evaluate management effectiveness and potentialities | 7.1 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 7.2 Opportunities and optimising service delivery are identified, assessed and acted upon 7.3 Causes of success and failure in achieving service delivery are identified and assessed 7.4 Evaluative analysis, results and recommendations are used to improve service delivery 7.5 Evaluative information is used to inform the organisation's future planning and reformulation of mission, objectives and strategies |
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 |
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. |
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 |
Not applicable.
This unit contains employability skills. |
Not applicable.