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Elements and Performance Criteria

  1. Implement the crime prevention action plan
  2. Coordinate activities, agencies and participants
  3. Lead teams involved in implementation of initiatives
  4. Evaluate crime prevention initiatives

Required Skills

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

Required Skills

engendering commitment and handling resistance

promoting and marketing initiatives

liaising and networking with diverse partners

handling the media and other communication agencies

setting performance indicators and measuring attainment

analysing interpreting and writing up data

using presentation skills

conducting risk assessments both OHS and general

Required Knowledge

organisational policies and procedures

Australian legal and criminal justice systems

contemporary crime prevention theory and best practice the practices associated with each approach and their accompanying characteristics

services provided by other organisations including

ATSIC regional councils

Aboriginal justice councils

Aboriginal legal services

principles of effective consultation particularly with Indigenous and culturally and linguistically diverse communities

organisational and social change principles and practices

people management models and strategies

project management models and practices

evaluation theories models and strategies

OHS legislation codes of practice and enterprise procedures

Evidence Required

Overview of assessment requirements

A person who demonstrates competency in this unit will be able to perform the outcomes described in the Elements to the required performance level detailed in the Performance Criteria The knowledge and skill requirements described in the Range Statement must also be demonstrated For example knowledge of the legislative framework and safe work practices that underpin the performance of the unit are also required to be demonstrated

Critical aspects of evidence to be considered

Demonstrated ability to implement and manage a crime prevention initiative monitor its progress and evaluate the outcomes Specifically evidence must be obtained on the ability to

acquire resources to support the implementation process

implement the initiative in accordance with its action plan

address OHS hazards and risks associated with the initiative

ensure all relevant stakeholders are aware of the crime prevention initiative through effective promotional activities

ensure information is gathered and stored and documentation is produced in accordance with organisational requirements

undertake all related implementation activities in accordance with organisational or community policy procedures and guidelines

Evidence of competency will also require demonstration of knowledge related to currently accepted best practice in crime prevention within one or more of the following contemporary approaches to preventing crime communitybased situational developmental criminal justice social and environmental

Context of assessment

Competency is demonstrated by performance of all stated criteria applicable to the workplace environment within the scope of the Range Statement

Assessment must take account of the endorsed Assessment Guidelines in the relevant Training Package

Evidence is best gathered through a holistic assessment activity that integrates the elements of competency

Assessment should reinforce the integration of the key competencies as indicated at the end of this unit

Formative assessments may be conducted off the job andor in simulated work environments However summative assessment of this unit of competency must be undertaken in an actual setting and preferably in conjunction with normal crime prevention activities

Evidence may be gathered by direct questioning observation of consultation and liaison in context or by supervisor reports and by examination of a portfolio The portfolio should contain evidence of processes in implementing coordinating leading and evaluating documentation of the results of the evaluation of the initiative and any client and management reports

Method of assessment

The following assessment methods are suggested

observation of the learner performing a range of workplace tasks over sufficient time to demonstrate hisher handling of a range of contingencies

written andor oral questioning to assess knowledge and understanding

completing workplace documentation

thirdparty reports from experienced practitioners

completion of selfpaced learning materials including personal reflection and feedback from trainer coach or supervisor

Evidence required for demonstration of consistent performance

Evidence of competency should be gathered over time in a range of actual or simulated workplace situations and involving a combination of direct and indirect forms of supplementary evidence

Substantiation of prior performance may be sought from supervisors and peers within the workplace or from others who are able to provide reliable and substantiated evidence regarding the candidates prior performance

Resource implications

Where assessment is conducted within the workplace the usual range of workplace resources should be supplied

Where initial assessments are conducted in simulated situations access to the necessary information resources particularly to organisational or community policies and guidelines should be provided

Final assessment will require access to a particular geographic area andor community group

Range Statement

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.

Factors impacting on the capacity of the organisation or community to deliver responses may include:

areas of responsibility and the organisation's policies, priorities and strategies

organisation's resourcing base in terms of:

the potential to access additional necessary resources

the skills level of available personnel

availability of internal funds to support each possible action

the need to address social justice issues related to:

availability of resources, including appropriate physical resources such as equipment and office space

disadvantaged and under-represented communities such as culturally and linguistically diverse groups

Aboriginal and Torres Strait Islander peoples

people with disabilities

women and children

aged persons

persons vilified and traumatised on grounds of race or sexual preference

Initiatives include:

projects

strategies

activities

Stakeholders include those persons likely to be directly involved in, or impacted upon by, the initiative. They may be internal or external to an organisation, within a geographic area or with an identified group within a community and may include:

personnel from other sections of one's own organisation or agency

community groups such as:

migrant resource services users of public space and public transport

property owners

authorities responsible for the provision of community and justice administration services, for example local councils and state and commonwealth agencies

crime prevention practitioners, law enforcement and private security agencies.

representatives from other organisations such as:

counsellors

issue-specific experts and consultants

victims of crime and their families, friends and supporters

support groups such as:

churches

Victims of Crime

groups that address drug and alcohol dependency

community houses

women's networks and refuges

professional associations

aged care support

disability services

youth centres

Indigenous communities

culturally and linguistically diverse communities

older persons

women and children

retailers and businesses

volunteer groups

service clubs, other clubs and associations

Neighbourhood Watch and Safety House committees

Aboriginal Land Councils *

Island Coordinating Councils and other Indigenous community organisations

local government

police

transport

security services

family services

health services

educational institutions

justice administration

Chambers of Commerce

Resources may be:

human, financial and/or physical

internal and/or external to the organisation

provided through the implementing organisation or provided through external groups or agencies.

Networks:

May be with:

internal personnel indirectly involved in the implementation process or likely to be impacted upon by the outcomes of the program or strategy

community groups involved or potentially interested in the outcomes

funding bodies

other crime prevention practitioners Could be established through:

other relevant organisations or agencies focused on health, justice administration and youth affairs.

consultative and public meetings

inter-agency forums

personal communication

Teams may refer to the individuals and groups involved in developing and implementing the initiative and may include:

reference groups and committees

community groups that are partners in the initiative

internal and external personnel undertaking the work, including contractors and consultants

Advice and guidance could include:

providing expert advice

helping work teams and external consultants resolve problems and access information

moderating and resolving interpersonal conflicts and difficulties

motivating individuals and teams

promoting the activities of the work teams to others

Evaluation criteria :

may be qualitative and/or quantitative

should include the initiative's strategic intentions and outcomes

should include the performance criteria, processes and procedures to be used to assess the success or failure of the initiative

Issues or problems may include:

loss of a member of the work team

withdrawal of an allocated resource due to redirection of priorities by organisation or agency

slow progression of work due to difficulties accessing appropriate information or data

unrealistic initial timeframes

fundamental change in the nature of the issue or problem that the initiative is addressing

change of direction due to altered risks and needs of government, community or organisations

Needs of various audiences:

May include those of:

Indigenous people

people from culturally and linguistically diverse backgrounds

those with specific ethno-cultural requirements

people with reading or hearing disabilities

people with literacy difficulties

May require:

communication to be provided in a variety of styles and formats to address cultural, social, gender, age and linguistic differences

Differences in performance may be:

Positive, such as:

greater reduction in incidence of targeted criminal and anti-social behaviour than planned

achievement of initiative's outcomes using less resources than planned or in a shorter timeframe

decreased fear of crime in the community

increased awareness of, and responsibility for, own personal and property security

improved general community relationships and partnerships across previously disparate groups

reduction of a different non-targeted crime issue

Negative, such as:

failure of the initiative to achieve expected outcomes or satisfy required timeframes

over-expenditure or over-use of allocated resources

unintended consequences that create new difficulties or problems

increased levels of crime or fear of crime

stigmatisation of target groups

Indeterminate, such as:

better than expected or increased community involvement in crime prevention action

unknown effectiveness due to failure to establish appropriate baseline measurements

inability to distinguish how much of the result is attributable to this initiative or due to other factors

Sustainability strategies may include:

identifying and negotiating independent funding sources or alternative resourcing arrangements

identifying opportunities to include crime prevention principles into the mainstream of organisational policy, practice and procedures

promoting community ownership

fostering continuity of management and coordination and resource-sharing structure

Factors impacting positively or negatively on the initiative's development and implementation may include:

insufficient or inappropriate resourcing

lack of certain skills within the team

unrealistic timeframes

inappropriate or inefficient decision making

inaccurate identification of original needs

insufficient advice and guidance to teams

lack of relevant community consultation

improved performance due to resource allocation

a major event affecting the people or issues being addressed

Relevant parties may include:

the funding body

organisation or agency

supervisor

delivery agent

community stakeholder

other interested persons or bodies

Compliance with occupational health and safety (OHS) legislation, codes of practice, public safety considerations and enterprise procedures may include:

office safety and security

isolating work that represents a safety risk from fellow workers and others

addressing workplace violence

safety of volunteers, networks and community groups

safety of individuals in the community

providing guidance, information or training on OHS issues

hazard and risk assessment, and related control measures and procedures (both OHS and general) for proposed and ongoing activities, programs and projects