The application of this unit in the workplace - the environments, complexities and situations involved - will be written during Phase II of the Review of the PUA00 Public Safety Training Package. This text will be useful for the purposes of job descriptions, recruitment advice or job analysis; where possible, it will not be too job specific to allow other industries to import it into other Training Packages, where feasible. | |
Prerequisite Unit/s | Nil |
ELEMENT | PERFORMANCE CRITERIA |
1. Negotiate and agree to targets/outcomes to achieve organisational strategies | 1.1 Targets/outcomes are agreed or amended with those responsible for meeting them in ways which encourage commitment and creative thinking 1.2 Targets/outcomes take into account the capabilities of the individuals and groups concerned, the systems to be used and the circumstances which apply 1.3 Targets/outcomes are consistent with the objectives of the organisation and consider the implications for other areas of service delivery |
2. Provide advice and support to solveproblemsand maintain progress | 2.1 Advice and support is provided that is constructive, timely and sensitive to needs and protocols 2.2 Advice and support is provided to enable individuals and groups to work autonomously 2.3 Acknowledgment is made of the need for specialist assistance when required |
3. Promote and sponsor organisational policies, strategies and programs | 3.1 Opportunities are taken to promote the benefits of programs, projects and operations to stakeholders 3.2 Barriers to the implementation of programs, projects or operations are identified and remedial action is taken 3.3 Support is provided to stakeholders to facilitate commitment to the organisation's strategies and programs 3.4 Adherence to the Code of Ethics and organisational policies and procedures is promoted throughout the organisation |
4. Assess management potential and shortfalls | 4.1 A management profile is developed and/or maintained which captures management activities and competencies that meet the organisation's current and future needs 4.2 The potential of managers from diverse backgrounds and experience bases is evaluated against the profile 4.3 Relevant action is taken to address management shortfalls 4.4 Outcomes of management evaluations are made available to support decisions on the structure and development of the management team |
5. Develop the effectiveness of the management team | 5.1 Workforce management and succession planning is consistent with the values and policies of the organisation 5.2 Team development decisions are communicated as appropriate 5.3 "Best practice" methods for developing the team and individuals are identified and utilised 5.4 Development activities are cost-effective and capable of ensuring managers are able to carry out present and likely future work roles 5.5 Development opportunities build on existing achievement and work practices and offer feedback and recognition of achievement |
6. Represent the organisation in a variety of internal and external forums | 6.1 The organisational values, goals, objectives, needs, interests and ethics are faithfully represented and communicated in language appropriate to each forum 6.2 Appropriate pre/post forum meetings are held to keep relevant personnel fully briefed 6.3 The forum's established protocols and values are adhered to |
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 negotiating/establishing work targets and flexible working styles the jurisdiction's organisational culture |
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 organisation's 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 PUA00 Public Safety Training Package. |
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 |
Not applicable.
This unit contains employability skills. |
Not applicable.