The evidence guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package.

Critical aspects for assessment and evidence required to demonstrate this unit of competency:

The individual being assessed must provide evidence of specified essential knowledge as well as skills

The application of competency is to be assessed in the workplace or realistically simulated workplace

Assessment is to occur under standard and authorised work practices, safety requirements and environmental constraints

Consistency of performance should be demonstrated over the required range of situations relevant to the workplace

The circumstantial or unsolicited testimony of program participants, governments or other non-government organisations regarding ethical behaviour should be considered as significant evidence in relation to this unit

Access and equity considerations:

All workers in development and humanitarian assistance should be aware of access, equity and human rights issues in their own area of work

All workers should develop their ability to work in a culturally diverse environment

In particular workers should be aware of cultural, historical and current issues facing the people and culture in which they are working

Assessors and trainers must take into account relevant access and equity issues relating to the culture in which they are working

Context of and specific resources for assessment:

This unit may be assessed independently, however holistic assessment practice with other related units of competency is encouraged

Assessment of essential underpinning knowledge, other than confirmatory questions, will usually be conducted in an off-site context

Resources required for assessment include access to:

workplace location or simulated workplace

specifications and work instructions

policy manuals and procedure manuals (international and local, including sector specific manuals)

relevant documents (such as staff assessments, memos, leave records and performance reviews)

relevant equipment (such as vehicles, office equipment and communications equipment)

managers, co-workers and other staff

Method of assessment:

Assessment needs to take into consideration the practical difficulties associated with attempting on-job assessment in the field

Given the nature of this unit, candidates should be expected to present evidence from within a real field environment

If this is not possible, demonstration of some performance criteria in this unit may be achieved through observing the behaviour and responses of the candidate under a stressful situation similar to those likely to be encountered in the field

While it is unethical and inappropriate to place a candidate in real danger, a life-like simulation may provide the best opportunity to observe 'near-real' responses

Underpinning knowledge may be assessed through:

written assignments

project reports

debriefings

action learning projects

Assessment should be supported by supplementary evidence from a wide range of sources, preferably including evidence from one or more field situations

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

Essential knowledge:

The candidate must be able to demonstrate essential knowledge required to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role

This includes:

General field environment

General project cycle

Relief to development transition issues

Specific issues impacting on work and outcomes in development and humanitarian assistance, such as gender, HIV/AIDS, environment and anti-corruption

Organisation structure, including formal lines of reporting and responsibility

Organisation support systems and personnel

Legal and ethical responsibilities, including work health and safety (WHS) and environmental regulations, equal employment and anti-discrimination requirements as well as responsibilities in the field context

Donor priorities, organisation structures and key stakeholders

Donor funding guidelines and reporting requirements

Broad knowledge of theoretical thinking and topical issues related to development assistance programs

Basic analysis techniques

Organisation policies and procedures relating to issues

Project development, including:

cash management

document storage and security

donor relations

financial standards

handling participant complaints

operational authority

organisation software

personal security

program design

service standards

Agency guidelines, such as:

Australian Agency for International Aid (AusAID) guidelines, including Development for All (Disability) Strategy and Child Protection Policy

U.S. Agency for International Development Field Operational Guide (USAID FOG) and United Nations High Commissioner for Refugees (UNHCR)

other relevant agencies

Partner country's national development strategies, institutions and procedures

General principles of participatory monitoring and evaluation

Essential skills:

It is critical that the candidate demonstrate the ability to:

Identify and describe basic development issues and program approaches

Explain how different program activities interact with sectoral issues, and how individual programs may affect others positively or negatively

Explain the key roles and responsibilities of relevant stakeholders working on development issues and programs

Comply with relevant organisation policies, procedures and requirements on WHS, stakeholder welfare, security and related issues

Effectively communicate with and work safely with others in the work area

In addition, the candidate must be able to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role

These include the ability to:

Use appropriate communication and interpersonal techniques with colleagues and others

Work as part of a team environment to complete tasks

Identify and clearly define problems and demonstrate appropriate response procedures

Initiate new ideas or work methodologies

Accurately plan and organise work activities

Efficiently manage own responsibilities and timelines for completion of work

Demonstrate personal management, including initiative, self motivation and direction

Retain clear sense of personal values and ethics in ambiguous or stressful situations

Identify areas for personal improvement or training in self and others

Make situational assessments

Demonstrate ethical handling of service delivery issues

Work with people from culturally and linguistically diverse backgrounds, showing sensitivity to cultural differences, including:

awareness and understanding of cultural differences

ability to express that awareness and understanding clearly and concisely

ability to build rapport with others, including participants, community leaders, donors and other non-government organisations

use basic strategies to overcome language barriers (fluency in more than one language would be a major asset)

Use emotional state control

Use communications equipment, including telephone, radio, satellite phone, fax and email

Use computing equipment and common software programs

Use administration and routine office procedures

Demonstrate adaptability and the ability to deal with ambiguous situations

Select and use appropriate technology

Apply skills in:

setting priorities

undertaking new tasks

adapting to different environments and responding effectively to challenges

communicating effectively with a wide range of different audiences

working safely and encouraging a safe workplace

accessing organisation records and information sources

interviewing

networking

language, literacy and numeracy skills such as those required to:

collect, analyse and organise data

communicate in spoken and written form with a range of audiences

adjust spoken and written language to suit audience

prepare or customise materials

calculate and estimate times, costs and quantities

The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts.

Project cycle is:

A well-known relief management construct used to describe the normal life-cycle of a development program

The project cycle generally includes:

assessment

analysis

design

marketing

monitoring

reporting

evaluation

Issues impacting development programs may include:

Human resource issues, such as:

hiring of local staff

local labour hire laws

local workers' demand for daily cash payment

staff accommodation and other conditions

evacuations

Communication issues, such as:

dealing with local or international media

preparing press releases

hosting media visits

preparing non-media marketing information

Finance issues, such as:

acquittals

budget submissions

preparation of invoice and receipt books

cash security

foreign currency restrictions and transactions

Technical issues specific to the program such as:

land ownership

sectoral coordination

Local capacity issues

Local ownership and management issues

Infrastructure issues

Key roles and responsibilities may include:

Operational

Line management

Preparation of financial reports

Preparation of non-financial reports

Design of program

Monitoring of program

Evaluation of program

Key stakeholders may include:

Community members and representatives

National and/or local government

Private sector organisations - local and international

Donors

Other government and/or non-government organisations

Voluntary civic and social organisations

'Internal' stakeholders, such as:

Immediate managers

Organisation's national hierarchy

Organisation's international or regional managers

Designated staff with specific program responsibilities

Interact refers to:

Interactions which occur when one program or intervention has an impact, either directly or indirectly on another

Interactions may also be considered to have occurred when one program or intervention stops another one from being implemented

For example, a health intervention may stop other water interventions going ahead and this impact is considered an intervention

Community development effectiveness includes:

Ownership, including:

using delivery processes that support partner countries to exercise effective leadership over their development policies and strategies

coordinating development actions

involving communities and local government in decision making, implementation, monitoring and evaluation

encouraging community's and local government's contribution to problem solving

Alignment, involving maintaining a comprehensive understanding of partner countries' national development strategies, institutions and procedures to guide program delivery

Harmonisation:

actively seeking to collaborate with other Official Development Assistance (ODA) partners to create added value and greater development effectiveness

Managing for results, including continuous improvement of systems to:

manage for development results

support evidence-based decision making

Mutual accountability, involving demonstration of:

full transparency and accountability for the use of development resources in program delivery

Obligations may include:

Regular reports

Specific activities

Outputs

Inputs

Training sessions

Progress reports may include:

Monthly reports

Situational reports

Verbal presentations

Annual plans

Evaluations

Financial reports may include:

Acquittals

Budget submissions

Preparation of invoice and receipt books

Donors may include:

Government:

Australian Agency for International Development (AusAID)

Canadian International Development Agency (CIDA)

European Union (EU)

Japan International Cooperation Agency (JICA)

U.S. Agency for International Development (USAID)

Multilateral:

World Food Program (WFP)

United Nations Children's Fund (UNICEF)

United Nations High Commissioner for Refugees (UNHCR)

Private donor:

internal

external

Corporate donor

Local representatives of all of the above

Local host government

Line managers are:

Managers with direct authority over and responsibility for staff reporting to them

Scope of authority may include:

Delegation to sign cheques or authorise, purchases and payment of invoices

Delegation to negotiate contract changes with, donors

Delegation to authorise use of program equipment

Delegation to recruit or direct staff

Delegation to determine changes to program