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Elements and Performance Criteria

  1. Negotiate and agree to targets/outcomes to achieve organisational strategies
  2. Provide advice and support to solveproblemsand maintain progress
  3. Promote and sponsor organisational policies, strategies and programs
  4. Assess management potential and shortfalls
  5. Develop the effectiveness of the management team
  6. Represent the organisation in a variety of internal and external forums

Required Skills

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

Required Skills

high level written and oral communication

high level negotiation

judgement political and business acumen

lateral thinking

ethical performance

global decision making

leadership

Required Knowledge

government and policy environments within which policing will be delivered and factors which may impact on such delivery in short medium and long terms

contemporary issues in policing

organisational plans policy procedures and structures

agency goals objectives and priorities

leadership theories strategies and styles

factors involved in lawful delegation of authority

processes for negotiatingestablishing work targets and flexible working styles

the jurisdictions organisational culture

Evidence Required

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 promote and establish commitment to the organisations objectives which support effective service delivery

Consistency in performance

Evidence of competence 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 PUA Public Safety Training Package

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

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.

Authority may be delegated

to individuals

to groups/teams

to specific posts

on a short-term basis

on a long-term basis

Authority may also be delegated

for all of a program, project or area of operation

for part of a program, project or area of operation

for a one-off action emergency response

on an experimental basis

on a contingency basis

It may involve any or all of the departmental/functional areas and may extend to relationships with stakeholders and other operations

Targets/outcomes may also include

qualitative and quantitative descriptions and specifications of what is required from those to whom responsibility and authority is delegated

short-term

long-term

stage targets

Targets may include

timeframes

standards

quantity

resolution of conflicts/tensions

all or part of programs or projects

implementation of policies

service development

solutions to problems

Problems may include

disruption to specific programs

projects or operations (including emergencies)

flow of goods and services into the organisation

provision of goods and services by the organisation

Problems may result from

breakdown in policies

breach of ethics or values

political intervention

emerging environmental or social consequences of the organisation's activities

lack of clarity of initial delegation

inadequate communication systems

Advice and support may involve

discussions

referral to other sources of knowledge of expertise

hands-on assistance

development activities

Promotion may include

Promotion of programs, projects and operations may be necessary amongst those groups which are not fully convinced of the benefits of the work. Such groups may be committees, boards, political groupings (formal and informal), lobby groups, and the media

Lobbying

maintaining the profile of the work and people

explaining the work in conversations and meetings

holding briefings

publications

allocating specific resources to promotion

Assessments are

measures of the areas for future development of individual executives in their current and likely future work roles whereas audits are measures of the areas for future requirements of the organisation

Assessments and audits of senior executive effectiveness for future development may occur

routinely, as part of regular review, appraisal and management development in special circumstances, such as restructuring of the organisation

Assessments may be conducted by

senior executives in the organisation

specialists within the organisation

external consultants

Assessments may take place

as part of an assessment centre or development centre

focussed on an individual's capabilities as demonstrated through their actual work

The effectiveness of the executive management team may be developed through

composition (executives may be removed or recruited)

structure (responsibilities may be assigned differently

way of working (varying between collaborative, group decision making and/or more individual, competitive

styles)

competence of individual executives

Individual competence may be developed through

formal training and education

work based approaches, drawing on planned/reflective experience of peers

peer group counselling/mentoring

Stakeholders are those individuals, groups and organisations who have an interest in the organisation. They may see the organisation as potentially beneficial or harmful. They could include

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

Values may include

those expressed by the organisation as policy (including a Code of Ethics) and procedures (Standing Orders)

those of everyday human interaction

those expressed in regulatory requirements

Consultation and guidance may include

individual counselling, group discussions, publication of guidance materials, and feedback on the way values are expressed (orally and in organisational literature)

External advice may be sought and negotiations with appropriate industrial bodies may be required