Application
This unit describes the skills required to create a shared vision to give purpose to the work of the organisation, formulate objectives and strategies to guide the work of the organisation and negotiate support for strategies.
This unit applies to those working in a management role within justice services.
The skills and knowledge described in this unit must be applied within the legislative, regulatory and policy environment in which they are carried out. Organisational policies and procedures must be consulted and adhered to.
Those undertaking this unit work autonomously, intuitively accessing and evaluating support from a broad range of sources. The role requires sophisticated conceptualisation, analysis and negotiation skills.
No licensing, legislative or certification requirements apply to unit at the time of publication.
Elements and Performance Criteria
ELEMENTS | PERFORMANCE CRITERIA |
Elements describe the essential outcomes | Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions section. |
1. Create a shared vision to give purpose to the work of the organisation | 1.1 Ensure that consultations with management and key stakeholders on the vision of the organisation are open, realistic and designed to engage their support. 1.2 Ensure that the proposed vision takes into account the requirements, expectations and interests of management and key stakeholders. 1.3 Check that the proposed vision reflects the nature and values of the organisation and its role in the justice environment. 1.4 Check that the vision is challenging and achievable. 1.5 Ensure that the vision helps members and staff to focus their contributions creatively and relate their values and principles to those of the organisation. 1.6 Ensure that the proposed vision includes consideration of trends and opportunities and is reviewed regularly in light of developments in the community and in the justice environment. |
2. Formulate objectives and strategies to guide the work of the organisation | 2.1 Provide opportunities for staff at all levels in the organisation to participate creatively in the development of organisational objectives and strategies. 2.2 Promote team commitment and ownership of organisational objectives and strategies. 2.3 Ensure that objectives and strategies are consistent with organisation’s culture, philosophy, purpose and vision. 2.4 Ensure that objectives are attainable in realistic timeframes and with available resources. 2.5 Ensure that objectives and strategies contain sufficient detail to allow the planning and development of specific programs of work. 2.6 Ensure that objectives and strategies take account of constraints and contingencies. 2.7 Ensure that objectives are measurable and achievable and include criteria to assess performance. 2.8 Ensure that objectives and strategies take account of research of trends and developments and anticipated change in the corrections and justice field. |
3. Negotiate support for strategies | 3.1 Use consultation processes that promote support and commitment from key stakeholders. 3.2 Resolve opposition and differences through compromise that is realistic, balances competing interests and acknowledges the legitimacy of difference. 3.3 Use consultation processes and presentations designed to attract the support of key stakeholders. 3.4 Anticipate and minimise potential problems and obstacles. 3.5 Maintain regular contact with key stakeholders to promote ongoing support and to anticipate issues for resolution. |
Evidence of Performance
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.
create a shared vision through:
consulting with a range of different key stakeholders and in different consultation processes
producing presentation material that promotes the proposed vision
negotiating commitment from key stakeholders at different levels of authority in the organisation and outside the organisation
formulate objectives and strategies:
conveying to key stakeholders the importance of objectives and strategies in achieving the vision of the organisation
using a range of methods for developing, reviewing and promoting objectives and strategies
developing objectives and strategies that meet the requirements of the organisation
developing objectives and strategies that gain the support and commitment of key stakeholders
developing objectives and strategies that are realistic, achievable, measurable and can be resourced
gain support by:
making presentations to key stakeholders
addressing differences and problems with key stakeholders
negotiating the support of key stakeholders
Evidence of Knowledge
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.
organisation’s policies and procedures related to the purpose and political environment of the organisation
key stakeholders in the organisation and in the wider service community
organisation’s management, performance management and accountability structure
trends, developments and current research
principles of consultation and negotiation
factors that influence organisational leadership, team leadership and motivation
purpose and components of organisational strategic planning
Assessment Conditions
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 by an individual responsible for providing strategic guidance in correctional services, including coping with difficulties, irregularities and changes to routine.
Assessors must satisfy the NVR/AQTF mandatory competency requirements for assessors.
Foundation Skills
The foundation skills demands of this unit have been mapped for alignment with the Australian Core Skills Framework (ACSF). The following tables outline the performance levels indicated for successful attainment of the unit.
ACSF levels indicative of performance:
Further information on ACSF and the foundation skills underpinning this unit can be found in the
Competency Field
Organisational administration and management