Unit of competency Outline

Date retreived
22/07/2026 3:02 PM AWST

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Manage investigations program

Manage investigations program

Unit of competency
National Code
PSPREG701A
State Code
C8297
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
3.00
Current Release Date
01/11/2012
View on TGA
State Implementation and Classification
Approved Date
08/07/2014
Field of Education
080301 - Business Management
Original Release Date
08/07/2014
Nominal Hours
80
Description
This unit covers management of an organisation's investigations program where investigations may be conducted internally, externally or referred to other law enforcement agencies. It includes articulating and authorising an investigations strategy, evaluating investigation processes and the outcomes of investigations, handling complaints, authorising investigations, changing the strategic direction of investigations, and building links at policy level with other organisations and policy makers.In practice, managing investigations may overlap with other generalist or specialist public sector workplace activities such as managing compliance with legislation, managing diversity, managing risk, networking, implementing policy, managing client service, directing project activities, managing resources.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and 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.
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.
Other avenues for conducting investigations may include:
joint operations
referral to other agencies
private investigators
Guidelines may include:
those produced by standards setting organisations relevant to the jurisdiction
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC701A Lead and influence ethical practice in the public sector
PSPHR703A Provide leadership in strategic human resource management
PSPMNGT701B Provide strategic direction
PSPMNGT702A Influence and shape diversity management
PSPMNGT703A Lead and influence change
PSPMNGT704A Undertake enterprise risk management
Overview of evidence requirements
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
managing investigations programs relating to a range of (3 or more) contexts
Resources required to carry out assessment
These resources include:
the organisation's enabling legislation, policy and procedures that provide investigation powers
investigation guidelines and standards
public sector values and codes of conduct
case studies and workplace scenarios to capture the range of situations likely to be encountered when managing investigations programs
Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when managing investigations programs, including coping with difficulties, irregularities and breakdowns in routine
managing investigations programs relating to a range of (3 or more) contexts
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
case studies
portfolios
questioning
scenarios
authenticated evidence from the workplace and/or training courses
For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments
Replaces
State Code National Code Title Type
C1159 PSPFRAU604A Manage fraud investigations program Unit of competency
Replaced By
State Code National Code Title Type
AWT68 PSPREG030 Manage investigations program Unit of competency