ELEMENT

PERFORMANCE CRITERIA

1. Contribute to public affairs scope and direction

1.1 An environmental scan is conducted to identify public affairs issues and needs for the organisation.

1.2 Target audiences for public affairs action are identified in accordance with organisational requirements.

1.3 Public affairs objectives and programs are developed in line with the organisation's business and strategic plans.

1.4 Criteria and measures are developed for assessing objectives.

1.5 Resourcing requirements are identified and the scope of public affairs activities is negotiated in accordance with organisational priorities and resource constraints.

2. Plan and manage public affairs program

2.1 An operational plan is developed for public affairs to integrate strategies and coordinate communications and activities.

2.2 Schedules are developed for communications and activities that are flexible enough to provide for contingencies and emerging issues.

2.3 Responsibilities and accountabilities are defined, and reporting requirements and benchmarks are identified for monitoring the program.

2.4 Public affairs program is implemented and monitored to ensure progress or to make changes to achieve the program objectives.

2.5 Results are evaluated in terms of media coverage, penetration and desired audience response, reasons for variations are identified and changes are made to improve results.

3. Develop crisis management communication strategies

3.1 Organisational activities and operations are assessed to identify potential crisis factors and evaluate risk management strategies.

3.2 The composition of a crisis communication team is explored and determined in terms of required specialist knowledge and guidance.

3.3 Training needs for potential spokespersons are identified and media training is organised in accordance with organisational policy and procedures.

3.4 Individuals and groups who must be contacted in crisis situations are identified, lines of communication are established and their involvement/role/responsibilities confirmed.

3.5 Crisis management action plan is developed and submitted for approval to document crisis management communication strategies and protocols, including post-crisis communication.

4. Handle high-profile events

4.1 Public affairs strategic planning is undertaken for high-profile events in accordance with organisational requirements.

4.2 Outside groups, partners, the media and business are involved in sponsoring/supporting special events as required.

4.3 Protocol standards are applied and explained to others as required to ensure a positive organisational outcome from high-profile events.

4.4 The involvement of managers, staff and government representatives in high-profile events is overseen and supported in accordance with organisational policy and procedures.

4.5 Speeches and statements for management and other officials are prepared for special events or in times of crisis.

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

Skill requirements

Look for evidence that confirms skills in:

applying legislation, regulations and policies relating to public affairs

planning and setting objectives

undertaking strategy development

establishing and maintaining relationships inside and outside the organisation

communication including consulting, negotiating and liaising with diverse groups

responding to diversity, including gender and disability

applying procedures relating to occupational health and safety and the environment in the context of public affairs

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

legislation, regulations, policies, procedures and guidelines relating to public affairs

public affairs capability and how this relates to organisational objectives

event management

requirements of crisis management communication strategies

equal employment opportunity, equity and diversity principles

public sector legislation such as occupational health and safety and the environment in the context of public affairs

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:

PSPETHC601B Maintain and enhance confidence in public service

PSPGOV601B Apply government systems

PSPGOV605A Persuade and influence opinion

PSPGOV606A Prepare high-level/sensitive written materials

PSPMNGT605B Manage diversity

PSPMNGT608B Manage risk

PSPMNGT609B Formulate business strategies

PSPLEGN601B Manage compliance with legislation in the public sector

PSPOHS602A Manage workplace safety

Overview of evidence requirements

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 public affairs in a range of (3 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, policy, procedures and protocols relating to public affairs

examples of crisis situations and high-profile events

case studies and workplace scenarios to capture the range of situations likely to be encountered when managing public affairs

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 public affairs, including coping with difficulties, irregularities and breakdowns in routine

managing public affairs in a range of (3 or more) contexts (or occasions, over time)

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

projects

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

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.

Environmental scan may include:

corporate strategy

strategic and operational objectives

range of products and services

operating environment

previous public affairs programs and their effectiveness

Resourcing may include:

human resources

financial resources

physical resources such as equipment

outsourced expertise

contingency provisions

Specialist knowledge and guidance may include:

legal aspects

technical aspects

security

industrial relations

management

occupational health and safety

emergency management

Individuals and groups may include:

Minister's office

police

emergency services

employees

clients

media

public

Post-crisis communication strategies may include:

cooperation with investigators

debriefing employees

thanking organisations and individuals who assisted in the crisis

information on changes to prevent or avoid the crisis recurring

strategies to re-build the organisation's image

High-profile events may include

special events

unforeseen incidents

disasters

times of crisis