PSPREG701A - Manage investigations program Competency Mapping Template
Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners
PSPREG701A Mapping and Delivery Guide Manage investigations program
Version 1.0 Issue Date: May 2024
Qualification
-
Unit of Competency
PSPREG701A - Manage investigations program
Description
This unit covers management of an organisation's investigations program where investigations may be conducted internally, externally or referred to other law enforcement agencies. It includes articulating and authorising an investigations strategy, evaluating investigation processes and the outcomes of investigations, handling complaints, authorising investigations, changing the strategic direction of investigations, and building links at policy level with other organisations and policy makers.In practice, managing investigations may overlap with other generalist or specialist public sector workplace activities such as managing compliance with legislation, managing diversity, managing risk, networking, implementing policy, managing client service, directing project activities, managing resources.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Employability Skills
This unit contains employability skills.
Learning Outcomes and Application
Not applicable.
Duration and Setting
X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.
Prerequisites/co-requisites
Not applicable.
Competency Field
Regulatory.
Development and validation strategy and guide for assessors and learners
Student Learning Resources
Handouts Activities
Slides PPT
Assessment 1
Assessment 2
Assessment 3
Assessment 4
Elements of Competency
Performance Criteria
Element: Articulate and authorise investigations strategy
Investigations strategy is linked to objectives of the organisation's overall compliance strategy
Strategy is used to communicate the roles of staff in investigations including their functions, responsibilities and rights
Policy and procedures are developed to enable staff to conduct successful investigations and meet organisational objectives
Guidelines are developed to assist decision making on whether particular investigations should be conducted in-house or through other avenues
Documented organisational procedures for handling investigations are included in guidelines
Staff training and maintenance of standards are addressed in the development of the guidelines
Element: Evaluate process of investigations
Scheduled times for evaluation and review are established in accordance with organisational policy and procedures
Consultation, review and development processes are developed and communicated in accordance with organisational policy and procedures
Quality assurance review programs are established to ensure the integrity of policy and procedures is maintained or enhanced
Data from performance measures is used to validate investigation processes against best practice, noting areas where improvements are needed as part of quality implementation
Recommendations to improve organisational guidelines are compared with legislative and judicial standards, to improve consistency with external benchmarks
Statutory reporting obligations are managed in accordance with organisational policy and procedures
Element: Evaluate outcomes of investigations
Resolution rate of investigations, reasons for lack of resolution and time taken to complete investigations are reported on and analysed for improvement
Strategic directions are amended where necessary to improve the rate of investigation resolution and the time taken for investigations to be completed
Element: Handle complaints
Strategies are established to handle a range of situations that may impact on the reputation of the organisation
Policy and procedures are implemented to facilitate the timely reporting to senior management of potentially serious situations
Element: Authorise investigations
Authority levels are determined to reflect structure and reporting lines within the organisation, jurisdictional and legislative requirements
Decisions regarding the allocation of investigative tasks to internal or external investigation personnel are based on organisational guidelines
Any request for authorisation by senior management is accompanied by sufficient information to facilitate effective and timely decision making
Element: Change strategic direction of investigations
Broader policy directives are balanced with needs and demands within the organisation
Any exemptions to established policy are authorised after full consideration of impact on the organisation, legal ramifications and reasons for exemption
Element: Build links at policy level with other organisations and policy makers
Opportunities for liaison with other investigations managers are used to extend knowledge and improve links within the profession
Staff are encouraged to build relationships with peers in other organisations
Opportunities are taken to promote the organisation and the investigations profession with policy makers and the public
Relationships with other key law enforcement agencies and standards setting organisations are established and maintained
Relationships with other relevant stakeholders are established and maintained
Element: Articulate and authorise investigations strategy
Investigations strategy is linked to objectives of the organisation's overall compliance strategy.
Strategy is used to communicate the roles of staff in investigations including their functions, responsibilities and rights.
Policy and procedures are developed to enable staff to conduct successful investigations and meet organisational objectives.
Guidelines are developed to assist decision making on whether particular investigations should be conducted in-house or through other avenues.
Documented organisational procedures for handling investigations are included in guidelines.
Staff training and maintenance of standards are addressed in the development of the guidelines.
Element: Evaluate process of investigations
Scheduled times for evaluation and review are established in accordance with organisational policy and procedures.
Consultation, review and development processes are developed and communicated in accordance with organisational policy and procedures.
Quality assurance review programs are established to ensure the integrity of policy and procedures is maintained or enhanced.
Data from performance measures is used to validate investigation processes against best practice, noting areas where improvements are needed as part of quality implementation.
Recommendations to improve organisational guidelines are compared with legislative and judicial standards, to improve consistency with external benchmarks.
Statutory reporting obligations are managed in accordance with organisational policy and procedures.
Element: Evaluate outcomes of investigations
Resolution rate of investigations, reasons for lack of resolution and time taken to complete investigations are reported on and analysed for improvement.
Strategic directions are amended where necessary to improve the rate of investigation resolution and the time taken for investigations to be completed.
Element: Handle complaints
Strategies are established to handle a range of situations that may impact on the reputation of the organisation.
Policy and procedures are implemented to facilitate the timely reporting to senior management of potentially serious situations.
Element: Authorise investigations
Authority levels are determined to reflect structure and reporting lines within the organisation, jurisdictional and legislative requirements.
Decisions regarding the allocation of investigative tasks to internal or external investigation personnel are based on organisational guidelines.
Any request for authorisation by senior management is accompanied by sufficient information to facilitate effective and timely decision making.
Element: Change strategic direction of investigations
Broader policy directives are balanced with needs and demands within the organisation.
Any exemptions to established policy are authorised after full consideration of impact on the organisation, legal ramifications and reasons for exemption.
Element: Build links at policy level with other organisations and policy makers
Opportunities for liaison with other investigations managers are used to extend knowledge and improve links within the profession.
Staff are encouraged to build relationships with peers in other organisations.
Opportunities are taken to promote the organisation and the investigations profession with policy makers and the public.
Relationships with other key law enforcement agencies and standards setting organisations are established and maintained.
Relationships with other relevant stakeholders are established and maintained.
Evidence Required
List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC701A Lead and influence ethical practice in the public sector
PSPHR703A Provide leadership in strategic human resource management
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
managing investigations programs relating to a range of (3 or more) contexts
Resources required to carry out assessment
These resources include:
the organisation's enabling legislation, policy and procedures that provide investigation powers
investigation guidelines and standards
public sector values and codes of conduct
case studies and workplace scenarios to capture the range of situations likely to be encountered when managing investigations programs
Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when managing investigations programs, including coping with difficulties, irregularities and breakdowns in routine
managing investigations programs relating to a range of (3 or more) contexts
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
case studies
portfolios
questioning
scenarios
authenticated evidence from the workplace and/or training courses
For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments
Submission Requirements
List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here
Assessment task 1: [title] Due date:
(add new lines for each of the assessment tasks)
Assessment Tasks
Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.
This section describes the essential skills and knowledge and their level, required for this unit.
Skill requirements
Look for evidence that confirms skills in:
managing projects
managing systems and processes for effective investigation processes and outcomes
liaising and managing investigations with outside agencies where, for example, investigations are conducted jointly or referred to a police service or contracted to an outside body
undertaking analysis and problem solving, especially when dealing with complaints
using a range of communication styles to suit different audiences and purposes
responding to diversity, including gender and disability
applying occupational health and safety and environmental procedures in the context of investigation management
Knowledge requirements
Look for evidence that confirms knowledge and understanding of:
agency investigation/compliance strategy
agency structure and core business
investigation techniques
an understanding of the relationship of the investigation strategy to the agency's overall strategy and jurisdictional policy and legislative requirements
relevant legislation and policy covering the conduct of investigations, as well as the procedural and offence provisions of specific legislation
legislative reporting requirements to standards setting organisations
public sector legislation relating to investigations management including anti-discrimination and diversity legislation, occupational health and safety and environment
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.
Other avenues for conducting investigations may include:
joint operations
referral to other agencies
private investigators
Guidelines may include:
those produced by standards setting organisations relevant to the jurisdiction
Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.
Observation Checklist
Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice
Yes
No
Comments/feedback
Investigations strategy is linked to objectives of the organisation's overall compliance strategy
Strategy is used to communicate the roles of staff in investigations including their functions, responsibilities and rights
Policy and procedures are developed to enable staff to conduct successful investigations and meet organisational objectives
Guidelines are developed to assist decision making on whether particular investigations should be conducted in-house or through other avenues
Documented organisational procedures for handling investigations are included in guidelines
Staff training and maintenance of standards are addressed in the development of the guidelines
Scheduled times for evaluation and review are established in accordance with organisational policy and procedures
Consultation, review and development processes are developed and communicated in accordance with organisational policy and procedures
Quality assurance review programs are established to ensure the integrity of policy and procedures is maintained or enhanced
Data from performance measures is used to validate investigation processes against best practice, noting areas where improvements are needed as part of quality implementation
Recommendations to improve organisational guidelines are compared with legislative and judicial standards, to improve consistency with external benchmarks
Statutory reporting obligations are managed in accordance with organisational policy and procedures
Resolution rate of investigations, reasons for lack of resolution and time taken to complete investigations are reported on and analysed for improvement
Strategic directions are amended where necessary to improve the rate of investigation resolution and the time taken for investigations to be completed
Strategies are established to handle a range of situations that may impact on the reputation of the organisation
Policy and procedures are implemented to facilitate the timely reporting to senior management of potentially serious situations
Authority levels are determined to reflect structure and reporting lines within the organisation, jurisdictional and legislative requirements
Decisions regarding the allocation of investigative tasks to internal or external investigation personnel are based on organisational guidelines
Any request for authorisation by senior management is accompanied by sufficient information to facilitate effective and timely decision making
Broader policy directives are balanced with needs and demands within the organisation
Any exemptions to established policy are authorised after full consideration of impact on the organisation, legal ramifications and reasons for exemption
Opportunities for liaison with other investigations managers are used to extend knowledge and improve links within the profession
Staff are encouraged to build relationships with peers in other organisations
Opportunities are taken to promote the organisation and the investigations profession with policy makers and the public
Relationships with other key law enforcement agencies and standards setting organisations are established and maintained
Relationships with other relevant stakeholders are established and maintained
Investigations strategy is linked to objectives of the organisation's overall compliance strategy.
Strategy is used to communicate the roles of staff in investigations including their functions, responsibilities and rights.
Policy and procedures are developed to enable staff to conduct successful investigations and meet organisational objectives.
Guidelines are developed to assist decision making on whether particular investigations should be conducted in-house or through other avenues.
Documented organisational procedures for handling investigations are included in guidelines.
Staff training and maintenance of standards are addressed in the development of the guidelines.
Scheduled times for evaluation and review are established in accordance with organisational policy and procedures.
Consultation, review and development processes are developed and communicated in accordance with organisational policy and procedures.
Quality assurance review programs are established to ensure the integrity of policy and procedures is maintained or enhanced.
Data from performance measures is used to validate investigation processes against best practice, noting areas where improvements are needed as part of quality implementation.
Recommendations to improve organisational guidelines are compared with legislative and judicial standards, to improve consistency with external benchmarks.
Statutory reporting obligations are managed in accordance with organisational policy and procedures.
Resolution rate of investigations, reasons for lack of resolution and time taken to complete investigations are reported on and analysed for improvement.
Strategic directions are amended where necessary to improve the rate of investigation resolution and the time taken for investigations to be completed.
Strategies are established to handle a range of situations that may impact on the reputation of the organisation.
Policy and procedures are implemented to facilitate the timely reporting to senior management of potentially serious situations.
Authority levels are determined to reflect structure and reporting lines within the organisation, jurisdictional and legislative requirements.
Decisions regarding the allocation of investigative tasks to internal or external investigation personnel are based on organisational guidelines.
Any request for authorisation by senior management is accompanied by sufficient information to facilitate effective and timely decision making.
Broader policy directives are balanced with needs and demands within the organisation.
Any exemptions to established policy are authorised after full consideration of impact on the organisation, legal ramifications and reasons for exemption.
Opportunities for liaison with other investigations managers are used to extend knowledge and improve links within the profession.
Staff are encouraged to build relationships with peers in other organisations.
Opportunities are taken to promote the organisation and the investigations profession with policy makers and the public.
Relationships with other key law enforcement agencies and standards setting organisations are established and maintained.
Relationships with other relevant stakeholders are established and maintained.
Forms
Assessment Cover Sheet
PSPREG701A - Manage investigations program
Assessment task 1: [title]
Student name:
Student ID:
I declare that the assessment tasks submitted for this unit are my own work.
Student signature:
Result: Competent Not yet competent
Feedback to student
Assessor name:
Signature:
Date:
Assessment Record Sheet
PSPREG701A - Manage investigations program
Student name:
Student ID:
Assessment task 1: [title] Result: Competent Not yet competent
(add lines for each task)
Feedback to student:
Overall assessment result: Competent Not yet competent