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
What evidence can you provide to prove your understanding of each of the following citeria?
Contribute to public affairs scope and direction
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An environmental scan is conducted to identify public affairs issues and needs for the organisation. Completed |
Evidence:
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Target audiences for public affairs action are identified in accordance with organisational requirements. Completed |
Evidence:
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Public affairs objectives and programs are developed in line with the organisation's business and strategic plans. Completed |
Evidence:
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Criteria and measures are developed for assessing objectives. Completed |
Evidence:
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Resourcing requirements are identified and the scope of public affairs activities is negotiated in accordance with organisational priorities and resource constraints. Completed |
Evidence:
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Plan and manage public affairs program
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An operational plan is developed for public affairs to integrate strategies and coordinate communications and activities. Completed |
Evidence:
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Schedules are developed for communications and activities that are flexible enough to provide for contingencies and emerging issues. Completed |
Evidence:
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Responsibilities and accountabilities are defined, and reporting requirements and benchmarks are identified for monitoring the program. Completed |
Evidence:
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Public affairs program is implemented and monitored to ensure progress or to make changes to achieve the program objectives. Completed |
Evidence:
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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. Completed |
Evidence:
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Develop crisis management communication strategies
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Organisational activities and operations are assessed to identify potential crisis factors and evaluate risk management strategies. Completed |
Evidence:
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The composition of a crisis communication team is explored and determined in terms of required specialist knowledge and guidance. Completed |
Evidence:
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Training needs for potential spokespersons are identified and media training is organised in accordance with organisational policy and procedures. Completed |
Evidence:
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Individuals and groups who must be contacted in crisis situations are identified, lines of communication are established and their involvement/role/responsibilities confirmed. Completed |
Evidence:
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Crisis management action plan is developed and submitted for approval to document crisis management communication strategies and protocols, including post-crisis communication. Completed |
Evidence:
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Handle high-profile events
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Public affairs strategic planning is undertaken for high-profile events in accordance with organisational requirements. Completed |
Evidence:
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Outside groups, partners, the media and business are involved in sponsoring/supporting special events as required. Completed |
Evidence:
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Protocol standards are applied and explained to others as required to ensure a positive organisational outcome from high-profile events. Completed |
Evidence:
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The involvement of managers, staff and government representatives in high-profile events is overseen and supported in accordance with organisational policy and procedures. Completed |
Evidence:
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Speeches and statements for management and other officials are prepared for special events or in times of crisis. Completed |
Evidence:
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