Formats and tools
- Unit Description
- Reconstruct the unit from the xml and display it as an HTML page.
- Assessment Tool
- an assessor resource that builds a framework for writing an assessment tool
- Assessment Template
- generate a spreadsheet for marking this unit in a classroom environment. Put student names in the top row and check them off as they demonstrate competenece for each of the unit's elements and performance criteria.
- Assessment Matrix
- a slightly different format than the assessment template. A spreadsheet with unit names, elements and performance criteria in separate columns. Put assessment names in column headings to track which performance criteria each one covers. Good for ensuring that you've covered every one of the performance criteria with your assessment instrument (all assessement tools together).
- Wiki Markup
- mark up the unit in a wiki markup codes, ready to copy and paste into a wiki page. The output will work in most wikis but is designed to work particularly well as a Wikiversity learning project.
- Evidence Guide
- create an evidence guide for workplace assessment and RPL applicants
- Competency Mapping Template
- Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners. A template for developing assessments for a unit, which will help you to create valid, fair and reliable assessments for the unit, ready to give to trainers and students
- Observation Checklist
- create an observation checklist for workplace assessment and RPL applicants. This is similar to the evidence guide above, but a little shorter and friendlier on your printer. You will also need to create a seperate Assessor Marking Guide for guidelines on gathering evidence and a list of key points for each activity observed using the unit's range statement, required skills and evidence required (see the unit's html page for details)
- Self Assessment Survey
- A form for students to assess thier current skill levels against each of the unit's performance criteria. Cut and paste into a web document or print and distribute in hard copy.
- Moodle Outcomes
- Create a csv file of the unit's performance criteria to import into a moodle course as outcomes, ready to associate with each of your assignments. Here's a quick 'how to' for importing these into moodle 2.x
- Registered Training Organisations
- Trying to find someone to train or assess you? This link lists all the RTOs that are currently registered to deliver PSPREG701A, 'Manage investigations program'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Books
- Reference books for 'Manage investigations program' on fishpond.com.au. This online store has a huge range of books, pretty reasonable prices, free delivery in Australia *and* they give a small commission to ntisthis.com for every purchase, so go nuts :)
Elements and Performance Criteria
ELEMENT | PERFORMANCE CRITERIA |
1. Articulate and authorise investigations strategy | 1.1 Investigations strategy is linked to objectives of the organisation's overall compliance strategy. 1.2 Strategy is used to communicate the roles of staff in investigations including their functions, responsibilities and rights. 1.3 Policy and procedures are developed to enable staff to conduct successful investigations and meet organisational objectives. 1.4 Guidelines are developed to assist decision making on whether particular investigations should be conducted in-house or through other avenues. 1.5 Documented organisational procedures for handling investigations are included in guidelines. 1.6 Staff training and maintenance of standards are addressed in the development of the guidelines. |
2. Evaluate process of investigations | 2.1 Scheduled times for evaluation and review are established in accordance with organisational policy and procedures. 2.2 Consultation, review and development processes are developed and communicated in accordance with organisational policy and procedures. 2.3 Quality assurance review programs are established to ensure the integrity of policy and procedures is maintained or enhanced. 2.4 Data from performance measures is used to validate investigation processes against best practice, noting areas where improvements are needed as part of quality implementation. 2.5 Recommendations to improve organisational guidelines are compared with legislative and judicial standards, to improve consistency with external benchmarks. 2.6 Statutory reporting obligations are managed in accordance with organisational policy and procedures. |
3. Evaluate outcomes of investigations | 3.1 Resolution rate of investigations, reasons for lack of resolution and time taken to complete investigations are reported on and analysed for improvement. 3.2 Strategic directions are amended where necessary to improve the rate of investigation resolution and the time taken for investigations to be completed. |
4. Handle complaints | 4.1 Strategies are established to handle a range of situations that may impact on the reputation of the organisation. 4.2 Policy and procedures are implemented to facilitate the timely reporting to senior management of potentially serious situations. |
5. Authorise investigations | 5.1 Authority levels are determined to reflect structure and reporting lines within the organisation, jurisdictional and legislative requirements. 5.2 Decisions regarding the allocation of investigative tasks to internal or external investigation personnel are based on organisational guidelines. 5.3 Any request for authorisation by senior management is accompanied by sufficient information to facilitate effective and timely decision making. |
6. Change strategic direction of investigations | 6.1 Broader policy directives are balanced with needs and demands within the organisation. 6.2 Any exemptions to established policy are authorised after full consideration of impact on the organisation, legal ramifications and reasons for exemption. |
7. Build links at policy level with other organisations and policy makers | 7.1 Opportunities for liaison with other investigations managers are used to extend knowledge and improve links within the profession. 7.2 Staff are encouraged to build relationships with peers in other organisations. 7.3 Opportunities are taken to promote the organisation and the investigations profession with policy makers and the public. 7.4 Relationships with other key law enforcement agencies and standards setting organisations are established and maintained. 7.5 Relationships with other relevant stakeholders are established and maintained. |