Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the candidate must demonstrate evidence of performance of the following on at least one occasion.
interpreting and applying legislation, strategic plans and organisational purpose
anticipating and managing organisational issues
developing and assessing models appropriate for intervention
collecting and analysing information
documenting plans and systems
consulting with and negotiating mutually agreed outcomes with staff at all levels in the organisation
communicating verbally, including interviewing, negotiating
establishing and maintaining relationships and networks interpersonal communication, including
researching current trends in case management
analysing and evaluating practices
planning for practice improvement
explaining complex issues with different people in the organisation
applying program evaluation and review strategies
Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the depth of knowledge demonstrated must be appropriate to the job context of the candidate.
relevant policy including environmental and/or sustainability practices, procedures and legislation and statutory requirements related to offender management and services, quality management and assurance, organisational programs and services, strategic plans, and case management protocols and procedures
different models of intervention and behaviour change management
organisational and cultural protocols and systems
family structure, dynamics, communication and decision making
family support and family casework strategies
range of community services and available resources
indicators of abuse and accepted intervention strategies
effects of abuse on human development
effects of different forms of intervention
effects of incarceration
operational planning processes
report writing and documentation requirements
stress-management techniques
meeting procedures and facilitation
developing and maintaining appropriate networks
program specific knowledge, including:
organisation’s policies, objectives and program requirements for addressing offending behaviour using a case management approach
organisation’s criteria and protocols for suitability of programs and conditions for referral to programs within the organisation and in other agencies
range of approaches used to prevent and reduce the harm caused by specific offending behaviour and behaviour likely to lead to offending
theories of power and their analysis of relationships in the correctional environment
intervention techniques that use personal responsibility and motivation and a range of alternative strategies
partnership accountability that makes practice open to those who have an investment in the outcomes of case management and its role in reducing offending behaviour
restorative justice programs in which justice shifts from seeing crime as an offence against the state to treating it as an offence against people and relationships and tackling reconciliation and restitution at the human relationship level
alternative justice programs that focus on the offending behaviour and how to change it or require that the offender makes reparation rather than automatic incarceration
behaviour theories and therapeutic responses, including:
cognitive behavioural theory that emphasises the way that people’s thinking affects their behaviour and how thinking patterns can be changed to improve problem-solving skills and give people acceptable and constructive alternatives to harmful and illegal behaviour
human development theory that uses knowledge of the ways in which common human behaviours change during a life span and the way priorities evolve through the stages of life
systems theory that focuses on the interdependence of individuals, families, groups, organisations, environments and cultures as an explanation of how people operate and interrelate
motivational interviewing that uses tactical and strategic persuasion to increase an individual’s motivation by generating arguments for change from the individual
therapeutic group work that relies on knowledge of how the energies of group members can be mobilised and channelled to help each other and to increase responsibility and control
criminogenic factors in needs assessment that use testing of specific factors to determine appropriate intervention strategies
reflective practice that uses analysis of personal practice for increased selfawareness and professional development
grief and loss theories that explain how grief reactions to loss can result in a range of behaviour requiring consideration in the design of intervention and response