Elements and Performance Criteria

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 in the Performance Criteria is detailed below.
Factors impacting on the capacity of the organisation or community to deliver responses may include:
areas of responsibility and the organisation's policies, priorities and strategies
organisation's resourcing base in terms of:
the potential to access additional necessary resources
the skills level of available personnel
availability of internal funds to support each possible action
the need to address social justice issues related to:
availability of resources, including appropriate physical resources such as equipment and office space
disadvantaged and under-represented communities such as culturally and linguistically diverse groups
Aboriginal and Torres Strait Islander peoples
people with disabilities
women and children
aged persons
persons vilified and traumatised on grounds of race or sexual preference
Initiatives include:
projects
strategies
activities
Stakeholders include those persons likely to be directly involved in, or impacted upon by, the initiative. They may be internal or external to an organisation, within a geographic area or with an identified group within a community and may include:
personnel from other sections of one's own organisation or agency
community groups such as:
migrant resource services users of public space and public transport
property owners
authorities responsible for the provision of community and justice administration services, for example local councils and state and commonwealth agencies
crime prevention practitioners, law enforcement and private security agencies.
representatives from other organisations such as:
counsellors
issue-specific experts and consultants
victims of crime and their families, friends and supporters
support groups such as:
churches
Victims of Crime
groups that address drug and alcohol dependency
community houses
women's networks and refuges
professional associations
aged care support
disability services
youth centres
Indigenous communities
culturally and linguistically diverse communities
older persons
women and children
retailers and businesses
volunteer groups
service clubs, other clubs and associations
Neighbourhood Watch and Safety House committees
Aboriginal Land Councils *
Island Coordinating Councils and other Indigenous community organisations
local government
police
transport
security services
family services
health services
educational institutions
justice administration
Chambers of Commerce
Resources may be:
human, financial and/or physical
internal and/or external to the organisation
provided through the implementing organisation or provided through external groups or agencies.
Networks:
May be with:
internal personnel indirectly involved in the implementation process or likely to be impacted upon by the outcomes of the program or strategy
community groups involved or potentially interested in the outcomes
funding bodies
other crime prevention practitioners Could be established through:
other relevant organisations or agencies focused on health, justice administration and youth affairs.
consultative and public meetings
inter-agency forums
personal communication
Teams may refer to the individuals and groups involved in developing and implementing the initiative and may include:
reference groups and committees
community groups that are partners in the initiative
internal and external personnel undertaking the work, including contractors and consultants
Advice and guidance could include:
providing expert advice
helping work teams and external consultants resolve problems and access information
moderating and resolving interpersonal conflicts and difficulties
motivating individuals and teams
promoting the activities of the work teams to others
Evaluation criteria :
may be qualitative and/or quantitative
should include the initiative's strategic intentions and outcomes
should include the performance criteria, processes and procedures to be used to assess the success or failure of the initiative
Issues or problems may include:
loss of a member of the work team
withdrawal of an allocated resource due to redirection of priorities by organisation or agency
slow progression of work due to difficulties accessing appropriate information or data
unrealistic initial timeframes
fundamental change in the nature of the issue or problem that the initiative is addressing
change of direction due to altered risks and needs of government, community or organisations
Needs of various audiences:
May include those of:
Indigenous people
people from culturally and linguistically diverse backgrounds
those with specific ethno-cultural requirements
people with reading or hearing disabilities
people with literacy difficulties
May require:
communication to be provided in a variety of styles and formats to address cultural, social, gender, age and linguistic differences
Differences in performance may be:
Positive, such as:
greater reduction in incidence of targeted criminal and anti-social behaviour than planned
achievement of initiative's outcomes using less resources than planned or in a shorter timeframe
decreased fear of crime in the community
increased awareness of, and responsibility for, own personal and property security
improved general community relationships and partnerships across previously disparate groups
reduction of a different non-targeted crime issue
Negative, such as:
failure of the initiative to achieve expected outcomes or satisfy required timeframes
over-expenditure or over-use of allocated resources
unintended consequences that create new difficulties or problems
increased levels of crime or fear of crime
stigmatisation of target groups
Indeterminate, such as:
better than expected or increased community involvement in crime prevention action
unknown effectiveness due to failure to establish appropriate baseline measurements
inability to distinguish how much of the result is attributable to this initiative or due to other factors
Sustainability strategies may include:
identifying and negotiating independent funding sources or alternative resourcing arrangements
identifying opportunities to include crime prevention principles into the mainstream of organisational policy, practice and procedures
promoting community ownership
fostering continuity of management and coordination and resource-sharing structure
Factors impacting positively or negatively on the initiative's development and implementation may include:
insufficient or inappropriate resourcing
lack of certain skills within the team
unrealistic timeframes
inappropriate or inefficient decision making
inaccurate identification of original needs
insufficient advice and guidance to teams
lack of relevant community consultation
improved performance due to resource allocation
a major event affecting the people or issues being addressed
Relevant parties may include:
the funding body
organisation or agency
supervisor
delivery agent
community stakeholder
other interested persons or bodies
Compliance with occupational health and safety (OHS) legislation, codes of practice, public safety considerations and enterprise procedures may include:
office safety and security
isolating work that represents a safety risk from fellow workers and others
addressing workplace violence
safety of volunteers, networks and community groups
safety of individuals in the community
providing guidance, information or training on OHS issues
hazard and risk assessment, and related control measures and procedures (both OHS and general) for proposed and ongoing activities, programs and projects

Overview of assessment requirements
A person who demonstrates competency in this unit will be able to perform the outcomes described in the Elements to the required performance level detailed in the Performance Criteria. The knowledge and skill requirements described in the Range Statement must also be demonstrated. For example, knowledge of the legislative framework and safe work practices that underpin the performance of the unit are also required to be demonstrated.
Critical aspects of evidence to be considered
Demonstrated ability to implement and manage a crime prevention initiative, monitor its progress and evaluate the outcomes. Specifically, evidence must be obtained on the ability to:
acquire resources to support the implementation process
implement the initiative in accordance with its action plan
address OHS hazards and risks associated with the initiative
ensure all relevant stakeholders are aware of the crime prevention initiative through effective promotional activities
ensure information is gathered and stored and documentation is produced in accordance with organisational requirements
undertake all related implementation activities in accordance with organisational or community policy, procedures and guidelines.
Evidence of competency will also require demonstration of knowledge related to currently accepted best practice in crime prevention within one or more of the following contemporary approaches to preventing crime: community-based, situational, developmental, criminal justice, social and environmental.
Context of assessment
Competency is demonstrated by performance of all stated criteria applicable to the workplace environment, within the scope of the Range Statement.
Assessment must take account of the endorsed Assessment Guidelines in the relevant Training Package.
Evidence is best gathered through a holistic assessment activity that integrates the elements of competency.
Assessment should reinforce the integration of the key competencies as indicated at the end of this unit.
Formative assessments may be conducted off the job and/or in simulated work environments. However, summative assessment of this unit of competency must be undertaken in an actual setting and preferably in conjunction with normal crime prevention activities.
Evidence may be gathered by direct questioning, observation of consultation and liaison in context or by supervisor reports, and by examination of a portfolio. The portfolio should contain evidence of processes in implementing, coordinating, leading and evaluating, documentation of the results of the evaluation of the initiative, and any client and management reports.
Method of assessment
The following assessment methods are suggested:
observation of the learner performing a range of workplace tasks over sufficient time to demonstrate his/her handling of a range of contingencies.
written and/or oral questioning to assess knowledge and understanding
completing workplace documentation
third-party reports from experienced practitioners
completion of self-paced learning materials including personal reflection and feedback from trainer, coach or supervisor.
Evidence required for demonstration of consistent performance
Evidence of competency should be gathered over time in a range of actual or simulated workplace situations and involving a combination of direct and indirect forms of supplementary evidence.
Substantiation of prior performance may be sought from supervisors and peers within the workplace or from others who are able to provide reliable and substantiated evidence regarding the candidate's prior performance.
Resource implications
Where assessment is conducted within the workplace, the usual range of workplace resources should be supplied.
Where initial assessments are conducted in simulated situations, access to the necessary information resources, particularly to organisational or community policies and guidelines, should be provided.
Final assessment will require access to a particular geographic area and/or community group.