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 |