Unit of competency Outline
Date retreived
22/07/2026 9:55 AM AWST
22/07/2026 9:55 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage major investigations
Manage major investigations
Unit of competency
National Code
PSPREG605
PSPREG605
State Code
WE685
WE685
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
08/07/2014
Field of Education
080313 - Public And Health Care Administration
Original Release Date
08/07/2014
Nominal Hours
70
Description
This unit describes the performance outcomes, skills and knowledge required to monitor the progress of major investigations and direct or redirect actions to achieve objectives within legal and resource limitations.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Assess investigation priorities and plans
- 1.1 The progress of major investigations is regularly monitored to ensure tasks are completed and operations are on track to meet objectives.
- 1.2 Deficiencies and areas requiring further action are identified and addressed in line with overall investigation planning.
- 1.3 Deficiencies and remedial actions undertaken are documented in the plan as the investigation progresses.
- 1.4 Feedback on the progress of investigations is communicated to contributing personnel, management, clients and stakeholders at regular intervals that vary according to the organisational protocols for each group.
2. Determine and report investigation status
- 2.1 Investigations are continually assessed against competing investigations or demands, to determine priorities and monitor resource and budgetary expenditure.
- 2.2 Investigations are strategically assessed at regular intervals to ensure that objectives are achievable within resource and legal constraints.
- 2.3 Critical decisions, to terminate, re-prioritise, or change the focus of investigations as a result of strategic assessments, are documented in investigation plans and reported in accordance with operational protocols.
3. Monitor the effectiveness of participating agencies
- 3.1 Organisational responsibilities for resource/budgetary allocations are monitored and reviewed to facilitate achievement of objectives.
- 3.2 Communication and coordination between agencies is evaluated and modified where required.
- 3.3 Tasks performed by participating agencies are reviewed and modified, if required, to maximise use of expertise and make effective use of resources.
4. Evaluate and report at conclusion of major investigations
- 4.1 The outcomes and issues from major investigations are analysed and conclusions and recommendations are formulated and reported in accordance with the protocols for multi-agency operations.
- 4.2 The effectiveness of agency alliances and partnerships is reviewed at the completion of investigations.
- 4.3 Recommendations arising from the review of agency alliances are documented and forwarded to respective managers, clients and stakeholders.
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Major investigations may be:
declared to be major investigations in accordance with organisational policy and guidelines
dependent on the estimated time to complete them, resources required and complexity of each investigation
Monitoring may use:
scheduling tools
Gantt charts
software or manual systems
electronic case management systems
Deficiencies may occur in investigations because of:
budgetary/resource constraints
legal obligations
organisational policy requirements
Contributing personnel may include:
support services
technical services
Clients may include:
the persons or organisations requesting investigations proceed on their behalf
internal or external clients
individuals
groups of people representing various levels of management
investigative groups
other sections of the agency/organisation
multi-agency and multi-organisational groups
Stakeholders are:
other people or organisations (not being the client) who may legitimately have an interest in the progress and results of the investigation
internal and/or external to the organisation
Strategic assessment involves:
identification of emerging issues
time frames
budgetary/resource/legal constraints
new methodologies for analysis of impact on investigation
Critical decisions may be influenced by:
financial and physical constraints
available resources
legal limitations
additional intelligence
re-focusing of priorities
Effective use of resources requires:
regular review of tasks performed by each agency
making the best use of available resources
minimal wastage
objectives to be achieved in a timely, cost-effective manner
Outcomes and issues may include:
degree of success of investigations in meeting their objectives
contribution of participating agencies/organisations
satisfaction of participating agencies with the operation and outcome of investigations
observations on the effectiveness of alliances and partnerships
trends observed
intelligence gaps
time constraints
duplication of effort
resource allocation issues
wastage
command and control issue
The effectiveness of agency alliances and partnerships may be evidenced through:
the productiveness of the partnership’s ability to work harmoniously in a multi-agency, multi-organisational environment
cooperative sharing of resources to achieve investigation objectives
Major investigations may be:
declared to be major investigations in accordance with organisational policy and guidelines
dependent on the estimated time to complete them, resources required and complexity of each investigation
Monitoring may use:
scheduling tools
Gantt charts
software or manual systems
electronic case management systems
Deficiencies may occur in investigations because of:
budgetary/resource constraints
legal obligations
organisational policy requirements
Contributing personnel may include:
support services
technical services
Clients may include:
the persons or organisations requesting investigations proceed on their behalf
internal or external clients
individuals
groups of people representing various levels of management
investigative groups
other sections of the agency/organisation
multi-agency and multi-organisational groups
Stakeholders are:
other people or organisations (not being the client) who may legitimately have an interest in the progress and results of the investigation
internal and/or external to the organisation
Strategic assessment involves:
identification of emerging issues
time frames
budgetary/resource/legal constraints
new methodologies for analysis of impact on investigation
Critical decisions may be influenced by:
financial and physical constraints
available resources
legal limitations
additional intelligence
re-focusing of priorities
Effective use of resources requires:
regular review of tasks performed by each agency
making the best use of available resources
minimal wastage
objectives to be achieved in a timely, cost-effective manner
Outcomes and issues may include:
degree of success of investigations in meeting their objectives
contribution of participating agencies/organisations
satisfaction of participating agencies with the operation and outcome of investigations
observations on the effectiveness of alliances and partnerships
trends observed
intelligence gaps
time constraints
duplication of effort
resource allocation issues
wastage
command and control issue
The effectiveness of agency alliances and partnerships may be evidenced through:
the productiveness of the partnership’s ability to work harmoniously in a multi-agency, multi-organisational environment
cooperative sharing of resources to achieve investigation objectives
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms consistency of performance in managing major investigations.
This will include evidence of:
directing the progress of at least two actual or simulated major investigations on separate occasions or for different situations/contexts
at least one actual or simulated investigation where strategic assessment results in a significant change of focus or reprioritisation of the investigation
adhering to legal, ethical and organisational requirements for major investigations
Context of and specific resources for assessment
Assessment must ensure access to a real or simulated workplace environment that closely resembles normal work practice and replicates the range of conditions likely to be encountered while managing major investigations, including coping with difficulties, irregularities and breakdowns in routine.
Access is required to resources such as:
applicable legislation, policies and procedures
case studies and workplace scenarios to capture the range of requirements for situations likely to be encountered
resources generally present in an operational environment where major investigations might occur
investigation management/case management technology
Method of assessment
Assessment methods suitable for valid and reliable assessment of this unit of competency may include, but are not limited to, a combination of 2 or more of:
case studies
demonstration
observation
written or oral questions
scenarios
simulation or role plays
authenticated evidence from the workplace and/or training courses
Guidance information for assessment
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
Critical aspects for assessment and evidence required to demonstrate competency in this unit
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms consistency of performance in managing major investigations.
This will include evidence of:
directing the progress of at least two actual or simulated major investigations on separate occasions or for different situations/contexts
at least one actual or simulated investigation where strategic assessment results in a significant change of focus or reprioritisation of the investigation
adhering to legal, ethical and organisational requirements for major investigations
Context of and specific resources for assessment
Assessment must ensure access to a real or simulated workplace environment that closely resembles normal work practice and replicates the range of conditions likely to be encountered while managing major investigations, including coping with difficulties, irregularities and breakdowns in routine.
Access is required to resources such as:
applicable legislation, policies and procedures
case studies and workplace scenarios to capture the range of requirements for situations likely to be encountered
resources generally present in an operational environment where major investigations might occur
investigation management/case management technology
Method of assessment
Assessment methods suitable for valid and reliable assessment of this unit of competency may include, but are not limited to, a combination of 2 or more of:
case studies
demonstration
observation
written or oral questions
scenarios
simulation or role plays
authenticated evidence from the workplace and/or training courses
Guidance information for assessment
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
No information
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