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?
Articulate and authorise investigations strategy
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Investigations strategy is linked to objectives of the organisation's overall compliance strategy Completed |
Evidence:
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Strategy is used to communicate the roles of staff in investigations including their functions, responsibilities and rights Completed |
Evidence:
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Policy and procedures are developed to enable staff to conduct successful investigations and meet organisational objectives Completed |
Evidence:
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Guidelines are developed to assist decision making on whether particular investigations should be conducted in-house or through other avenues Completed |
Evidence:
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Documented organisational procedures for handling investigations are included in guidelines Completed |
Evidence:
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Staff training and maintenance of standards are addressed in the development of the guidelines Completed |
Evidence:
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Evaluate process of investigations
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Scheduled times for evaluation and review are established in accordance with organisational policy and procedures Completed |
Evidence:
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Consultation, review and development processes are developed and communicated in accordance with organisational policy and procedures Completed |
Evidence:
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Quality assurance review programs are established to ensure the integrity of policy and procedures is maintained or enhanced Completed |
Evidence:
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Data from performance measures is used to validate investigation processes against best practice, noting areas where improvements are needed as part of quality implementation Completed |
Evidence:
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Recommendations to improve organisational guidelines are compared with legislative and judicial standards, to improve consistency with external benchmarks Completed |
Evidence:
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Statutory reporting obligations are managed in accordance with organisational policy and procedures Completed |
Evidence:
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Evaluate outcomes of investigations
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Resolution rate of investigations, reasons for lack of resolution and time taken to complete investigations are reported on and analysed for improvement Completed |
Evidence:
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Strategic directions are amended where necessary to improve the rate of investigation resolution and the time taken for investigations to be completed Completed |
Evidence:
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Handle complaints
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Strategies are established to handle a range of situations that may impact on the reputation of the organisation Completed |
Evidence:
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Policy and procedures are implemented to facilitate the timely reporting to senior management of potentially serious situations Completed |
Evidence:
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Authorise investigations
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Authority levels are determined to reflect structure and reporting lines within the organisation, jurisdictional and legislative requirements Completed |
Evidence:
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Decisions regarding the allocation of investigative tasks to internal or external investigation personnel are based on organisational guidelines Completed |
Evidence:
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Any request for authorisation by senior management is accompanied by sufficient information to facilitate effective and timely decision making Completed |
Evidence:
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Change strategic direction of investigations
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Broader policy directives are balanced with needs and demands within the organisation Completed |
Evidence:
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Any exemptions to established policy are authorised after full consideration of impact on the organisation, legal ramifications and reasons for exemption Completed |
Evidence:
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Build links at policy level with other organisations and policy makers
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Opportunities for liaison with other investigations managers are used to extend knowledge and improve links within the profession Completed |
Evidence:
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Staff are encouraged to build relationships with peers in other organisations Completed |
Evidence:
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Opportunities are taken to promote the organisation and the investigations profession with policy makers and the public Completed |
Evidence:
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Relationships with other key law enforcement agencies and standards setting organisations are established and maintained Completed |
Evidence:
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Relationships with other relevant stakeholders are established and maintained Completed |
Evidence:
|
Articulate and authorise investigations strategy
|
|
Investigations strategy is linked to objectives of the organisation's overall compliance strategy. Completed |
Evidence:
|
Strategy is used to communicate the roles of staff in investigations including their functions, responsibilities and rights. Completed |
Evidence:
|
Policy and procedures are developed to enable staff to conduct successful investigations and meet organisational objectives. Completed |
Evidence:
|
Guidelines are developed to assist decision making on whether particular investigations should be conducted in-house or through other avenues. Completed |
Evidence:
|
Documented organisational procedures for handling investigations are included in guidelines. Completed |
Evidence:
|
Staff training and maintenance of standards are addressed in the development of the guidelines. Completed |
Evidence:
|
Evaluate process of investigations
|
|
Scheduled times for evaluation and review are established in accordance with organisational policy and procedures. Completed |
Evidence:
|
Consultation, review and development processes are developed and communicated in accordance with organisational policy and procedures. Completed |
Evidence:
|
Quality assurance review programs are established to ensure the integrity of policy and procedures is maintained or enhanced. Completed |
Evidence:
|
Data from performance measures is used to validate investigation processes against best practice, noting areas where improvements are needed as part of quality implementation. Completed |
Evidence:
|
Recommendations to improve organisational guidelines are compared with legislative and judicial standards, to improve consistency with external benchmarks. Completed |
Evidence:
|
Statutory reporting obligations are managed in accordance with organisational policy and procedures. Completed |
Evidence:
|
Evaluate outcomes of investigations
|
|
Resolution rate of investigations, reasons for lack of resolution and time taken to complete investigations are reported on and analysed for improvement. Completed |
Evidence:
|
Strategic directions are amended where necessary to improve the rate of investigation resolution and the time taken for investigations to be completed. Completed |
Evidence:
|
Handle complaints
|
|
Strategies are established to handle a range of situations that may impact on the reputation of the organisation. Completed |
Evidence:
|
Policy and procedures are implemented to facilitate the timely reporting to senior management of potentially serious situations. Completed |
Evidence:
|
Authorise investigations
|
|
Authority levels are determined to reflect structure and reporting lines within the organisation, jurisdictional and legislative requirements. Completed |
Evidence:
|
Decisions regarding the allocation of investigative tasks to internal or external investigation personnel are based on organisational guidelines. Completed |
Evidence:
|
Any request for authorisation by senior management is accompanied by sufficient information to facilitate effective and timely decision making. Completed |
Evidence:
|
Change strategic direction of investigations
|
|
Broader policy directives are balanced with needs and demands within the organisation. Completed |
Evidence:
|
Any exemptions to established policy are authorised after full consideration of impact on the organisation, legal ramifications and reasons for exemption. Completed |
Evidence:
|
Build links at policy level with other organisations and policy makers
|
|
Opportunities for liaison with other investigations managers are used to extend knowledge and improve links within the profession. Completed |
Evidence:
|
Staff are encouraged to build relationships with peers in other organisations. Completed |
Evidence:
|
Opportunities are taken to promote the organisation and the investigations profession with policy makers and the public. Completed |
Evidence:
|
Relationships with other key law enforcement agencies and standards setting organisations are established and maintained. Completed |
Evidence:
|
Relationships with other relevant stakeholders are established and maintained. Completed |
Evidence:
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