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Evidence Guide: CSCORG026 - Establish strategic guidance for correctional services

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

CSCORG026 - Establish strategic guidance for correctional services

What evidence can you provide to prove your understanding of each of the following citeria?

Create a shared vision to give purpose to the work of the organisation

  1. Ensure that consultations with management and key stakeholders on the vision of the organisation are open, realistic and designed to engage their support.
  2. Ensure that the proposed vision takes into account the requirements, expectations and interests of management and key stakeholders.
  3. Check that the proposed vision reflects the nature and values of the organisation and its role in the justice environment.
  4. Check that the vision is challenging and achievable.
  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.
  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.
Ensure that consultations with management and key stakeholders on the vision of the organisation are open, realistic and designed to engage their support.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that the proposed vision takes into account the requirements, expectations and interests of management and key stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that the proposed vision reflects the nature and values of the organisation and its role in the justice environment.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that the vision is challenging and achievable.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that the vision helps members and staff to focus their contributions creatively and relate their values and principles to those of the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Formulate objectives and strategies to guide the work of the organisation

  1. Provide opportunities for staff at all levels in the organisation to participate creatively in the development of organisational objectives and strategies.
  2. Promote team commitment and ownership of organisational objectives and strategies.
  3. Ensure that objectives and strategies are consistent with organisation’s culture, philosophy, purpose and vision.
  4. Ensure that objectives are attainable in realistic timeframes and with available resources.
  5. Ensure that objectives and strategies contain sufficient detail to allow the planning and development of specific programs of work.
  6. Ensure that objectives and strategies take account of constraints and contingencies.
  7. Ensure that objectives are measurable and achievable and include criteria to assess performance.
  8. Ensure that objectives and strategies take account of research of trends and developments and anticipated change in the corrections and justice field.
Provide opportunities for staff at all levels in the organisation to participate creatively in the development of organisational objectives and strategies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Promote team commitment and ownership of organisational objectives and strategies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives and strategies are consistent with organisation’s culture, philosophy, purpose and vision.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives are attainable in realistic timeframes and with available resources.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives and strategies contain sufficient detail to allow the planning and development of specific programs of work.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives and strategies take account of constraints and contingencies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives are measurable and achievable and include criteria to assess performance.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives and strategies take account of research of trends and developments and anticipated change in the corrections and justice field.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Negotiate support for strategies

  1. Use consultation processes that promote support and commitment from key stakeholders.
  2. Resolve opposition and differences through compromise that is realistic, balances competing interests and acknowledges the legitimacy of difference.
  3. Use consultation processes and presentations designed to attract the support of key stakeholders.
  4. Anticipate and minimise potential problems and obstacles.
  5. Maintain regular contact with key stakeholders to promote ongoing support and to anticipate issues for resolution.
Use consultation processes that promote support and commitment from key stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Resolve opposition and differences through compromise that is realistic, balances competing interests and acknowledges the legitimacy of difference.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Use consultation processes and presentations designed to attract the support of key stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Anticipate and minimise potential problems and obstacles.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Maintain regular contact with key stakeholders to promote ongoing support and to anticipate issues for resolution.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Create a shared vision to give purpose to the work of the organisation

  1. Ensure that consultations with management and key stakeholders on the vision of the organisation are open, realistic and designed to engage their support.
  2. Ensure that the proposed vision takes into account the requirements, expectations and interests of management and key stakeholders.
  3. Check that the proposed vision reflects the nature and values of the organisation and its role in the justice environment.
  4. Check that the vision is challenging and achievable.
  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.
  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.
Ensure that consultations with management and key stakeholders on the vision of the organisation are open, realistic and designed to engage their support.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that the proposed vision takes into account the requirements, expectations and interests of management and key stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that the proposed vision reflects the nature and values of the organisation and its role in the justice environment.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that the vision is challenging and achievable.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that the vision helps members and staff to focus their contributions creatively and relate their values and principles to those of the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Formulate objectives and strategies to guide the work of the organisation

  1. Provide opportunities for staff at all levels in the organisation to participate creatively in the development of organisational objectives and strategies.
  2. Promote team commitment and ownership of organisational objectives and strategies.
  3. Ensure that objectives and strategies are consistent with organisation’s culture, philosophy, purpose and vision.
  4. Ensure that objectives are attainable in realistic timeframes and with available resources.
  5. Ensure that objectives and strategies contain sufficient detail to allow the planning and development of specific programs of work.
  6. Ensure that objectives and strategies take account of constraints and contingencies.
  7. Ensure that objectives are measurable and achievable and include criteria to assess performance.
  8. Ensure that objectives and strategies take account of research of trends and developments and anticipated change in the corrections and justice field.
Provide opportunities for staff at all levels in the organisation to participate creatively in the development of organisational objectives and strategies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Promote team commitment and ownership of organisational objectives and strategies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives and strategies are consistent with organisation’s culture, philosophy, purpose and vision.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives are attainable in realistic timeframes and with available resources.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives and strategies contain sufficient detail to allow the planning and development of specific programs of work.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives and strategies take account of constraints and contingencies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives are measurable and achievable and include criteria to assess performance.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that objectives and strategies take account of research of trends and developments and anticipated change in the corrections and justice field.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Negotiate support for strategies

  1. Use consultation processes that promote support and commitment from key stakeholders.
  2. Resolve opposition and differences through compromise that is realistic, balances competing interests and acknowledges the legitimacy of difference.
  3. Use consultation processes and presentations designed to attract the support of key stakeholders.
  4. Anticipate and minimise potential problems and obstacles.
  5. Maintain regular contact with key stakeholders to promote ongoing support and to anticipate issues for resolution.
Use consultation processes that promote support and commitment from key stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Resolve opposition and differences through compromise that is realistic, balances competing interests and acknowledges the legitimacy of difference.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Use consultation processes and presentations designed to attract the support of key stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Anticipate and minimise potential problems and obstacles.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Maintain regular contact with key stakeholders to promote ongoing support and to anticipate issues for resolution.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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.

Required Skills and Knowledge

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 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 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