The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Guide the development of systems to identify and evaluate community needs of police service delivery
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Systems developed are cost effective and utilise information from environments within which the organisation operates Completed |
Evidence:
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Analysis of data is methodically sound, well evidenced and the possible future interests of and activities for policing are identified Completed |
Evidence:
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Manage the identification of current and potential interests of stakeholders/ competitors
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The identification of stakeholders and competitors and their interests is comprehensive and takes account of current and potential activities of the organisation Completed |
Evidence:
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Consultation with stakeholders is conducted in a manner likely to generate trust and accurately identify interests Completed |
Evidence:
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Potential competitors and their areas of interest and likely impact are identified Completed |
Evidence:
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Evaluate and respond to the environment within which the organisation operates
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Intelligence gathering makes use of information from the environments in which the organisation operates Completed |
Evidence:
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Analysis of environments reflects emerging and predicted trends and identifies possible future strategies for the organisation Completed |
Evidence:
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Opportunities are taken to change the external environment and influence key opinion formers and decision-makers Completed |
Evidence:
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The methods used to influence the external environment are ethical, and in accordance with organisational policy and regulations Completed |
Evidence:
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Identify and assess current and potential partners/alliances
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Potential partners/alliances who can support the organisation's objectives and service delivery are identified Completed |
Evidence:
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The strengths and weaknesses of existing and potential partnerships/alliances are identified and assessed Completed |
Evidence:
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Potential collaboration is analysed for risk and consistency with the plans and future direction of the organisation Completed |
Evidence:
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Review and improve the organisation'spoliciesstructures, systems andconditions
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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 Completed |
Evidence:
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Solutions for improvements are developed in time to meet the new circumstances and communicated to those affected Completed |
Evidence:
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Strategies to support implementation are identified and planned Completed |
Evidence:
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The logistics for implementing improvements are comprehensively defined and communicated to those affected Completed |
Evidence:
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Plan, promote and facilitate organisational change that optimises service delivery
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Consultation and collaboration with all major stakeholders is undertaken to develop specific change strategies Completed |
Evidence:
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Proposed changes are justified and evidenced in terms of improved service delivery and organisational priorities Completed |
Evidence:
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Organisational areas affected by the proposed changes are consulted with, prior to introduction of the proposed changes Completed |
Evidence:
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Constraints/barriers to proposed changes are identified and appropriate action developed to take them into account Completed |
Evidence:
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Evaluate management effectiveness and potentialities
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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 Completed |
Evidence:
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Opportunities and optimising service delivery are identified, assessed and acted upon Completed |
Evidence:
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Causes of success and failure in achieving service delivery are identified and assessed Completed |
Evidence:
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Evaluative analysis, results and recommendations are used to improve service delivery Completed |
Evidence:
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Evaluative information is used to inform the organisation's future planning and reformulation of mission, objectives and strategies Completed |
Evidence:
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