DRAFT

UNIT 1: ASSESS CRIME PREVENTION NEEDS WITHIN COMMUNITY
                GROUPS AND/OR PARTICULAR GEOGRAPHIC LOCALES

Unit descriptor

Perceptions of crime, criminal activity and local contexts generate the potential for many needs in relation to crime prevention. This unit focuses on the work undertaken to systematically identify crime prevention needs and formulate a range of potential options that may act as a basis for the development of crime prevention initiatives within community groups and/or particular geographical locales.

	Element of competency		Performance criteria
1.1	Consult with stakeholders to establish perceptions of crime and public safety issues and how they might be addressed	1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6	Consultations with stakeholders are based on the establishment of relationships that are culturally acceptable and respectful of established values, issues and structures within communities and organisations Strategies that promote inclusion of those groups least likely to engage in the consultative process are actively used Communication strategies that are sensitive to the needs of different individuals and groups are used and adapted to optimise inclusion and participation Differences in views and perspectives in relation to perceptions of crime and public safety issues and how they might be addressed are treated with respect and sensitivity Communication with stakeholders is undertaken honestly and ethically to promote optimal outcomes that reflect the needs and interests of individuals / communities Consultations with stakeholders reflect organisational strategies, policies and protocols

	Element of competency		Performance criteria
1.2	Analyse specific crime and public safety issues to establish their scope and parameters	1.2.1 1.2.2 1.2.3 1.2.4 1.2.5	Current and emerging trends and community perceptions in relation to personal safety, criminal behaviour and relevant social issues are identified Relevant research is undertaken to establish the nature, scope and impact of selected issue(s) Existing research, theoretical approaches and best practice in crime prevention are used to inform, guide and focus the data collection and analysis processes Data collected is analysed and synthesised with particular reference to the establishment of causal factors and their interrelationships Approaches to investigating issue(s) include the use of culturally relevant strategies that are inclusive of all potential stakeholders
1.3	Formulate a number of potential options to address the identified needs	1.3.1 1.3.2 1.3.3 1.3.4 1.3.5	Information from stakeholders and research processes are synthesised to provide a clear focus and understanding of the identified issues Theories of causation relevant to contemporary crime prevention practices are used as a basis for the formulation of number of potential initiatives to address the identified issue(s) Potential options are formulated for their potential to address the causal factors, their congruency with community preferences and needs, and their potential for risks / unintended outcomes Formulation of potential options involves an analysis of current crime prevention initiatives and the potential for upgrading or expanding these to address identified needs A range of potential options is communicated to stakeholders in effective and appropriate ways

Range of variables

The Range of Variables statement provides details of the scope of the elements and performance criteria to allow for differences within organisations and workplaces including practices, knowledge and requirements. The range of variables also provides a focus for assessment and relates to the unit as a whole.

Stakeholders include those persons likely to be directly involved in or impacted upon by the initiative, whether internal or external to an organisation, within a geographic locale or with an identified group within a community. Stakeholders may include:

• personnel from other sections of one’s own organisation/agency
• community groups such as indigenous communities, ethnic communities, school communities, older persons, women and children, retailers and businesses, volunteer groups, service clubs, other clubs and associations, Neighbourhood Watch, Safety House Committees
• representatives from other organisations such as Aboriginal Land Councils and other indigenous community organisations, local government, police, transport, security services, family services, health services, educational institutions, justice administration, Chambers of Commerce, churches
• counsellors
• issue specific experts/consultants
• actual ‘victims’, their families and friends
• support groups such as Victims of Crime groups, drug and alcohol groups, community houses, women’s networks and refuges, professional associations, aged care support, disability services, youth centres, migrant resource services
• users of public space and public transport
• property owners
• authorities responsible for provision of community and justice administration services, for example local councils, State and Commonwealth agencies
• crime prevention practitioners, law enforcement and private security agencies

Structures within communities and organisations may be formal, informal, based on traditions, friendship or business association.

Perceptions of crime and public safety issues may be based on personal experience, world views, assumptions, personal biases, discrimination, racism and not an accurate reflection of crime statistics or impact.

Crime and public safety issues refer to criminal and anti-social behaviour matters identified by community members (individuals or groups) and local/regional organisations as causing them concern.  Such issues can be extremely diversified but could include matters such as:

• personal safety and fear of crime
• behavioural issues, such as alcohol and illegal substance abuse; physical and/or verbal abuse; general vandalism and graffiti; break & enter, car theft, property damage; domestic/family violence
• social issues such as public space and building design and its impact on personal safety, youth and crime, 'hate crimes', racial vilification, fear of crime

Communication should be in a form that is relevant to, and understandable by, the recipient(s) and, given the diversity of those involved, this may mean information is communicated using languages other than English, cultural symbols or sign language or other methods that will enable recipients to participate effectively in the consultation process.

Scope and parameters of specific crime and public safety issues refers to:

• the nature of the issue or concern (what the issue/concern is, how it impacts on people, perceptions of causal factors and what should be done)
• the extent and level, both perceived and actual, of the issue/concern within and across the community
• the level and type of resources the community will/might contribute to the development and implementation of responses
• provision of support mechanisms to enable the affected community groups to develop and deliver their own responses
• development of a partnership with affected community group(s) to address the issue/concern
• development of a partnership with another organisation(s), not necessarily within the affected community, to develop and undertake a joint response
• referral to another organisation for consideration
• any combination of the above

Relevant research may include a range of processes including document analysis (reports of projects, research findings, conference proceedings, policy documents, newspapers) statistical analyses, surveys, focus groups, safety audits, key informant interviews, public forums, GIS systems for mapping crime and prevention patterns.

Theoretical approaches to crime prevention include:

• criminal justice (deterrence, incapacitation, rehabilitation strategies)
• situational (design, organisation, management of physical and cultural environments)
• social
• victimisation
• Crime Prevention Through Environmental Design (CPTED)
• community based (for example, targeted at environments such as neighbourhoods, schools, ‘at risk’ groups)
• developmental (for example, initiatives designed to prevent the development of offending/risk behaviours through interventions targeted through childhood and adolescence)

or a combination of these approaches.

Causal factors are those factors creating, or contributing directly to, the identified crime prevention/anti-social behaviour issue. Theories of causation include those espoused by researchers and leading practitioners and may vary over time.

Potential options cover the range of intervention means/mechanisms of prevention that could be applied to the resolution of the issue/concern. Such potential options could involve:

• development of an organisational/agency specific response, such as a targeted program or strategy
• development and implementation of a initiative, in partnership with others
• development of a supportive partnership with a community group or other agency which then undertakes the actual initiative

Options may include multiple strategies.

Evidence Guide

The evidence guide relates directly to the performance criteria and range of variables for this unit and will inform and provide guidance for assessment of the unit in the workplace and/or training program.

Critical Aspects of Evidence to be Considered

Demonstrated ability to work constructively with a wide range of community groups and stakeholders to identify crime prevention needs and formulate potential options to address those needs. In particular, evidence must be obtained on the ability to:

• identify and analyse community issues concerning crime and public safety, and determine their impacts
• engage and consult with all relevant stakeholders in culturally appropriate ways
• locate and access information and data elevant to the issues identified
• analyse data from multiple sources
• identify and critically analyse causal factors, and their inter-relationships, underpinning the identified crime prevention issues
• develop a range of potential response options to address those issues

Evidence of competency will also require demonstration of knowledge related to current accepted best practice in crime prevention within one or more of the following: community-based, situational, developmental and criminal justice approaches to preventing crime.

Relationship with Other Units

This unit may be assessed independently or in conjunction with … [to be added yet]

Underpinning Knowledge

Knowledge and understanding are essential to apply this standard in the workplace, to transfer the skills to other contexts and to deal with unplanned events. The knowledge requirements of this unit include:

• Diverse cultural groups within Australian society, particularly their history, culture and perceptions which impact on issues relating to crime and crime prevention issues
• Impact of factors (for example, racism, discrimination) that affect people from diverse communities participating in consultative processes
• Principles of effective consultation, particularly with Indigenous and other cultural and linguistic communities
• Local, national and international contemporary crime prevention theories and practices
• Local, state and commonwealth policies covering crime and crime prevention
• Contemporary crime prevention theory and best practice including situational, community, developmental and law enforcement approaches crime prevention, the practices associated with each approach and their attendant features
• Organisation’s/agency’s crime prevention policies and priorities
• A range of research techniques including statistical analysis and results interpretation

Underpinning Skills

To achieve the performance criteria in this unit, some complementary skills are required. These abilities include:

• Communicating sensitively with various individuals/groups/communities using a variety of forms (written, verbal)
• Issue/problem posing and definition
• Planning and conducting systematic analyses/investigations
• Interpreting data and statistics
• Critical/analytical thinking
• Developing innovative responses to complex issues
• Evaluating data and potential solutions

Resource Implications

This refers to the resources that are necessary for undertaking the assessment. This unit involves workplace-based activity, and the resources should relate specifically to the organisation’s policies, guidelines, requirements, resources and equipment. Resources may include:

• Literature and information relating to the locale and crime prevention theory and practice
• Internet resources
• Organisational policies and guidelines
• Access to a particular geographic locale and/or community group

Consistency in Performance

Evidence of competency in this unit will need to be gathered over time and across a range of actual or closely simulated workplace situations involving a combination of direct, indirect and supplementary forms of evidence.

Substantiation of prior performance can 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.

Context of Assessment

Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the Range of Variables.

Assessment must take account of the endorsed assessment guidelines in the relevant Training Package.

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 must be from an actual setting, and may be gathered by direct questioning, observation of consultation and liaison in context or by supervisor reports, and by examination of a final report. The report should contain evidence of effective communication and consultation with a wide range of stakeholders, evidence of reference to a range of relevant information sources and critical analysis of them, and potential options and how they were formulated.

KEY COMPETENCY ALIGNMENTS

Collate, analyse and organise information	Communicate ideas and information	Plan and organise activities	Work with others and in teams	Use mathematical ideas and techniques	Solve problems	Use technology
3	3	3	3	3	3	2

UNIT 2:   DESIGN A CRIME PREVENTION INITIATIVE

Unit descriptor

Design issues are critical, and need to be carefully considered within the contexts of various contemporary approaches to preventing crime. Crime prevention initiatives need to be contextualised to reflect the environment and adapted to the community and the identified needs to which they are targeted. This unit focuses on the knowledge and skills required to plan and develop crime prevention initiatives that are flexible and responsive to specified community contexts and needs.

	Element of competency		Performance criteria
2.1	Facilitate processes to select a preferred option(s) for action	2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 2.1.6 2.1.7	Potential options are assessed for their resource implications, including their potential fit with current organisational and political trends and interests in relation to crime prevention Existing data and information relevant to the identified issues are researched and analysed to inform selection process Existing initiatives are assessed for appropriateness and ‘fit’ to the identified issues Risks are identified and ranked in terms of level of threat in a particular option and extent of harm likely to occur as a result of that option Feasibility of options is determined in terms of organisational/community capacity, funding possibilities, resource availability and potential to effectively address the identified issues Options are prioritised in terms of their feasibility and effectiveness to address the identified issues An option(s) for a crime prevention initiative is selected after careful consideration of all these factors and appropriate consultation with stakeholders

	Element of competency		Performance criteria
2.2	Develop an action plan for a crime prevention initiative	2.2.1 2.2.2 2.2.3 2.2.4 2.2.5 2.2.6 2.2.7 2.2.8 2.2.9 2.2.10	Advice and guidance regarding the development of the action plan are sought, when necessary, from supervisors and other experts The initiative’s scope and parameters are determined, including clear, realistic and achievable targets and the means for assessing their achievement Implementation strategies are planned that will optimise potential to resolve identified issues within the organisation’s capacity and political realities, and minimise potential for unintended outcomes Plans and timelines for implementation are developed that are realistic and cost-effective, and promote long-term durability of the initiative Policies, procedures and protocols are written that will best facilitate implementation of the initiative Contingencies are considered and planned for Resources required to support implementation are identified and availability established, and where external to the organisation, appropriate arrangements for the use of those resources are negotiated and formalised Evaluative framework and processes are consistent with the initiative’s objectives, context and available resources and expertise, and meet stakeholder needs and funding body requirements Action plan is congruent with organisation’s strategic intentions, priorities and practices, promotes collaborative partnerships where possible and reflects best practice in crime prevention Action plan is clearly, consistently and comprehensively documented

	Element of competency		Performance criteria
2.3	Facilitate endorsement of a crime prevention initiative	2.3.1 2.3.2 2.3.3 2.3.4 2.3.5	Desired outcomes based on community perceptions and evidence of needs are negotiated with key people Details of the crime prevention initiative are communicated and promoted and to all relevant people in a manner that facilitates understanding, inspires action and engenders support Level of on-going support and commitment to the initiative is determined from key stakeholders, community groups and other organisations involved If applicable, a pilot is implemented and evaluated, and the action plan is modified as necessary to meet stakeholder needs Approval for funding of the initiative is obtained from a relevant source(s)

Range of Variables

The Range of Variables statement provides details of the scope of the elements and performance criteria to allow for differences within organisations and workplaces including practices, knowledge and requirements. The range of variables provides a focus for training and assessment, and relates to the unit as a whole. The scope of variables chosen in training and assessment may depend on individual work contexts.

Potential options include the range of intervention means/mechanisms of prevention that could be applied to the resolution of the issue/concern. Such options could involve:

• development of an organisational/agency specific response, such as a targeted program or strategy
• development and implementation of a initiative, in partnership with others
• development of a supportive partnership with a community group or other agency which then undertakes the actual initiative

Existing data and information refers to any data and information that may impact on the identification and/or resolution of general matters or issues related to the crime prevention practitioner’s workplace or the community’s involvement in managing its crime prevention and anti-social behaviour issues. Such information could be in the form of:

• formal documentation such as:

» reports of projects, new initiatives and practices, research findings, conferences

» statistical data such as demographics, youth and family services data, local criminal activity data, criminal activity trend data, criminal justice system/correctional services data

» national, state and local government policy documents

» community groups’ and common interest support groups’ publications

» private and public organisations’ policy documents and business plans

» internal work procedures and guidelines documents

» reference materials such as academic texts, unpublished papers, journals

• informal documentation, such as:

» general public sources – newspapers, newsletters/community bulletins, local council publications and letter-drops

» specific issue/interest groups’ brochures and flyers

» correspondence, personal notes of meetings/conference/workshops

• or in non-documented forms such as:

» verbal reports, discussions with colleagues/peers/community members

» personal viewpoints established from consideration of existing information and data

» written or electronic

Initiatives include projects, strategies and activities.

An option may include multiple strategies.

Appropriate consultation would include mechanisms that facilitate open and regular communication between those directly involved or impacted upon by the initiative. This would include the personnel involved in developing and implementing the initiative and those for whom the initiative is being developed. Such mechanisms could include Consultative Committees, Steering Groups and Reference Groups.

Stakeholders include those persons likely to be directly involved in or impacted upon by the initiative, whether internal or external to an organisation, within a geographic locale or with an identified group within a community. Stakeholders may include:

• personnel from other sections of one’s own organisation/agency

• community groups such as indigenous communities, ethnic communities, school communities, older persons, women and children, retailers and businesses, volunteer groups, service clubs, other clubs and associations, Neighbourhood Watch, Safety House Committees

• representatives from other organisations such as Aboriginal Land Councils and other indigenous community organisations, local government, police, transport, security services, family services, health services, educational institutions, justice administration, Chambers of Commerce, churches

• counsellors

• issue specific experts/consultants

• actual ‘victims’, their families and friends

• support groups such as Victims of Crime groups, drug and alcohol groups, community houses, women’s networks and refuges, professional associations, aged care support, disability services, youth centres, migrant resource services

• users of public space and public transport

• property owners

• authorities responsible for provision of community and justice administration services, for example local councils, State and Commonwealth agencies

• crime prevention practitioners, law enforcement and private security agencies

An action plan in general would cover such matters as:

• a rationale for the initiative, including the nature of the crime/issues to be addressed

• strategic intentions and outcomes

• actions to be undertaken, the sequence of those actions and responsible personnel/groups

• timetable for the implementation activities and timeframe for the entire initiative

• resources to be acquired internally and externally, and how those resources are to be utilised

• framework for how the initiative is to be evaluated and what criteria are to be used

• consultative mechanisms to be used to engage the community in the process

• any reporting requirements (on progress, performance, resource monitoring, finances)

Scope and parameters refer to:

• the nature of the issue or concern (what the issue/concern is, how it impacts on people, perceptions of causal factors and what should be done)

• the extent and level, both perceived and actual, of the issue/concern within and across the community

• the level and type of resources the community will/might contribute to the development and implementation of responses

• provision of support mechanisms to enable the affected community groups to develop and deliver their own responses

• development of a partnership with affected community group(s) to address the issue/concern

• development of a partnership with another organisation(s), not necessarily within the affected community, to develop and undertake a joint response

• referral to another organisation for consideration

• any combination of the above

Targets are the outcomes required to effect implementation of the established crime prevention/anti-social behaviour policies, strategies and programs to meet the organisation’s identified service delivery requirements and:

• must be realistic, achievable and, where applicable, measurable

• timeframe realistic

• are negotiated, understood and agreed to by relevant stakeholders

• communicated in appropriate manner to people involved in the implementation process

• adhere to organisational guidelines and procedures

Means for assessing their achievement refers to relevant performance criteria which should reflect the nature of the initiative and could, for example, relate to:

• level of success of the initiative in addressing the actual issue

• support received from the community in delivering the initiative

• absence of consequential unintended outcomes

• inter-organisational cooperation generated

• level of change in community perception and awareness of crime prevention

• displacement

• diffusion of benefits

Such performance criteria could be qualitative and/or quantitative in nature.

Capacity relates to the organisation’s/community’s actual ability to develop and deliver the required actions, as well as its ability to galvanise others across and within the community; whereas political realities relate essentially to the organisation’s/community’s need to prioritise the activities it undertakes across its entire constituent base in accord with its policies, priorities and available resources.

Unintended outcomes could relate to:

• potential increase in the level of fear of crime

• reduction in the amenity of the community

• diffusion of benefits

• further restrictions to free access to public space, facilities, services

• increasing community member costs

• raising of existing tensions between specific community groups

• reinforcing existing labelling/stereotyping (for example, 'at risk', 'offenders/criminals’, 'gangs') of groups and individuals

Contingencies refer to those issues or matters that may arise but were generally not planned for, as they were either unforeseen or identified but considered of low risk or probability, and hence were not budgeted for. Some examples of contingencies that may arise include:

• significant change in price of previously quoted goods and/or services

• sudden change in supporting personnel arrangements

• withdrawal of a previously agreed funding source

• major equipment breakdown

Resources refer to human, financial and physical resources that could be both internal and/or external to the organisation. In the majority of instances, the resources required to support an initiative’s implementation will be provided through the implementing organisation. However, in other cases, significant resources may be directly provided through groups and agencies external to the implementing organisation.

Appropriate arrangements for the resources loaned or other such arrangement may need to be negotiated. Such arrangements could include:

• contracts (for example, closed circuit TV usage)

• provision of specific insurance to cover resources provided

• mechanisms for recording resource usage and maintenance for equipment

• protocols for using provided resources

• how and when provided resources are to be returned

In the context of this unit, best practice in crime prevention includes, for example:

• the recognition, acknowledgment and valuing of the diversity of community stakeholder views, values, expectations and potentialities

• the willing use of collaborative and consultative mechanisms to optimise community involvement in development and implementation of crime prevention interventions

• the use of contemporary research and practice, including cross-disciplinary, to inform and guide intervention/response development, implementation and review, and reduce the potential for unintended outcomes

• the efficient and effective use of organisation’s and community’s resources to address crime prevention/anti-social behaviour issues and concerns at the community level

Endorsement is the process whereby the developed initiative is agreed to and given approval for implementation. In some circumstances, this may be the practitioner himself/herself. However, in the majority of cases, endorsement of the initiative will be undertaken by managers. This will usually require submission of the initiative’s full details together with supporting documentation.

All relevant people means those persons likely to be directly involved in or impacted upon by the initiative, whether internal or external to the organisation. Such communication and promotion should be in a form that is relevant to, and understandable by the recipient(s) and, given the diversity of those involved, this may mean information is communicated using languages other than English, cultural symbols or sign language.

Sources of funding might include local businesses and business groups, church groups, community service groups, government departments.

Evidence Guide

The evidence guide relates directly to the performance criteria and range of variables for this unit and will inform and provide guidance for assessment of the unit in the workplace and/or training program.

Critical Aspects of Evidence to be Considered

Demonstrated ability to work constructively with a wide range of community groups and stakeholders to adapt or design new solutions to meet identified needs in crime prevention. In particular, evidence must be obtained on the ability to:

• assess response options to identified crime prevention needs and determine the optimal action to be implemented
• in consultation with relevant others, design an initiative to address identified issues
• develop an action plan for the initiative
• document information in accordance with organisational requirements
• obtain endorsement of, commitment to and funding for the initiative

Evidence of competency will also require demonstration of knowledge related to current accepted best practice in crime prevention within one or more of the contemporary approaches to preventing crime, for example, community-based, situational, developmental, criminal justice, social, victimisation, environmental.

Evidence is best gathered through an holistic assessment activity which integrates the elements of competency.

Relationship with Other Units

This unit may be assessed in independently or in conjunction with … [to be added]

Underpinning Knowledge

Knowledge and understanding are essential to apply this standard in the workplace, to transfer the skills to other contexts and to deal with unplanned events. The knowledge requirements of this unit are listed below:

• Organisational policies and procedures
• Principles of effective consultation particularly with Indigenous and other cultural and linguistic communities
• Risk assessment principles
• Australian legal and criminal justice systems
• Contemporary crime prevention theory and best practice, including various approaches to crime prevention, the practices associated with each approach and their accompanying characteristics
• Available information sources and data sets
• Research methodologies
• Available sources of funding
• Communication strategies
• Organisational and social change principles and practices

Underpinning Skills

To achieve the performance criteria in this unit, some complementary skills are required. These skills are:

• Assessing risks
• Developing and documenting action plans
• Interpreting data and statistics
• Organising and conducting public meetings
• Writing submissions for funding
• Communicating sensitively with various individuals/groups/communities
• Engendering commitment and handling resistance
• Developing policies, procedures and protocols
• Negotiating
• Planning programs/projects

Resource Implications

Where assessment is conducted within the workplace, there are no resource implications above those normally available in the workplace.

Where initial assessments are conducted in simulated situation, access to the necessary information resources, particularly to organisational/community policies and guidelines, should be provided. Final assessment requires access to a particular geographic locale and/or community group.

Consistency in Performance

Evidence of competency in this unit will need to be gathered over time and across arrange of actual or closely simulated workplace situations involving a combination of direct, indirect and supplementary forms of evidence.

Substantiation of prior performance can 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.

Context of Assessment

Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the Range of Variables.

Assessment must take account of the endorsed assessment guidelines in the relevant Training Package.

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 the risk assessment, crime prevention action plan, promotion materials, evidence of endorsement, evidence of a pilot (if applicable) and evidence of funding support, along with any client or management reports.

KEY COMPETENCY ALIGNMENTS

Collate, analyse and organise information	Communicate ideas and information	Plan and organise activities	Work with others and in teams	Use mathematical ideas and techniques	Solve problems	Use technology
3	3	3	3	1	3	1

UNIT 3:   MANAGE AND EVALUATE CRIME PREVENTION
                  INITIATIVES

Unit descriptor

Recognition of the value of crime prevention rests on the careful implementation, monitoring and evaluation of specific initiatives within a community/regional context. This unit focuses on the knowledge and skills needed to effectively manage crime prevention initiatives and to provide evidence of their outcomes.

	Element of competency		Performance criteria
3.1	Implement the methods and strategies defined in an action plan	3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6 3.1.7	Planned methods, strategies and resources are revisited in light of the current capacity of the organisation/community to implement initiatives and minimise the potential for unintended outcomes Implementation processes for the initiatives are finalised Implementation processes are promoted to relevant stakeholders and community groups in a manner that facilitates understanding and engenders commitment Implementation of initiatives involves processes that are culturally acceptable and respectful of established values, issues and structures within communities and organisations Resources required to support initiatives are accessed in accordance with organisational procedures and, where external, in accordance with negotiated protocols Methods, strategies and use of resources are implemented in accordance with the negotiated and endorsed action plan Where contingencies arise, they are handled in accordance with the contingency section in the action plan, or where not covered in that plan, in accordance with organisational procedures and protocol

	Element of competency		Performance criteria
3.2	Coordinate activities, agencies and participants	3.2.1 3.2.2 3.2.3 3.2.4 3.2.5 3.2.6 3.2.7 3.2.8	Liaison and networking appropriate to the initiatives are established and maintained to maximise resources and opportunities for effective collaboration throughout implementation Relative contributions from professional and voluntary sectors are clear, with guidelines developed to clarify roles and responsibilities The work of personnel (including volunteers, where appropriate) implementing initiatives is guided, coordinated and supported to enable the effective achievement of outcomes Structural arrangements are set up that generate a sense of identity and promote ownership of initiatives among stakeholders Contributions are made to public media management in accordance with organisational protocols Communication with all participants and relevant stakeholders is regularly maintained throughout implementation, and is correct, factual, timely, customer-focused and in accordance with relevant guidelines, legislation and standards Negative publicity and perceptions are responded to whenever required Overall management of implementation takes a holistic approach in that it considers all activities of the participating organisations as an integrated whole system, rather than only focusing on separate individual components

	Element of competency			Performance criteria
3.3	Lead teams involved in implementation of initiatives		3.3.1 3.3.2 3.3.3 3.3.4 3.3.5	Liaison with external contractors, where involved, is regularly undertaken to ensure tasks are completed as per contractual agreements Advice and guidance, as appropriate, are readily provided to teams and external contractors to ensure work outcomes comply with initiatives’ planned work, outcomes and timeframes Responsibility for work activity is delegated, as appropriate, to make best use of team members’ skills. Solutions to issues/problems arising are negotiated with team members in a constructive and collaborative manner Effective and consistent leadership is demonstrated that fosters the building of teams, motivates and inspires commitment to initiatives and, where necessary, helps overcome stakeholder rivalry and conflict
3.4	Evaluate crime prevention initiatives	3.4.1 3.4.2 3.4.3 3.4.4 3.4.5 3.4.6 3.4.7 3.4.8 3.4.9 3.4.10 3.4.11		Evaluation processes are open and accountable, and enable immediate and effective participation by all relevant stakeholders, including community groups with special needs Evaluation criteria, and the means for measuring them, are feasible, realistic, reliable, cost effective and provide timely information to enable implementation issues/ problems to be identified and addressed early Evidence on initiatives’ design, processes and/or outcomes (intended and unintended) is gathered from as many different perspectives and sources as possible Where information is gathered through direct consultative and/or interview means, such processes are undertaken with due regard for participants’ social and cultural values, beliefs and needs, and privacy/ confidentiality entitlements Progress and, where necessary, adjustments to work, resources and timelines are continually reviewed throughout implementation Information and data gathered are analysed to identify the relationship between actual performance and that stated or implied in initiatives’ performance indicators Sustainability strategies are regularly reviewed to determine viability and long-term relevance of initiatives to community needs Differences between planned/expected performance and actual performance are investigated and the reasons for such differences identified, and where appropriate, qualified Factors mitigating against achievement of expected performance are explored and their influences/impacts noted to assist future decision-making Format and style of documentation are in accordance with (a) organisational/ community requirements and (b) the nature of the evaluation, and are readily adaptable to meet the needs of various audiences Evaluation findings are reported to all relevant parties, as required, and used to inform future decision-making and contribute to practice knowledge

Range of Variables

The Range of Variables statement provides details of the scope of the elements and performance criteria to allow for differences within organisations and workplaces including practices, knowledge and requirements. The range of variables also provides a focus for assessment and relates to the unit as a whole.

Planned methods, strategies and resources are those defined during the design of the crime prevention initiative

Factors impacting on the capacity of the organisation/community to deliver responses may include:

• organisational area of responsibility (in relation to the issue) and its policies, strategic intentions, and priorities

• organisation’s resourcing base in terms of current availability and the potential to access any necessary additional resources, and more specifically:

» available personnel and their skill levels

» availability of appropriate physical resources such as equipment, office space

» availability of internal funds to support each possible action

• the need to address social justice issues related to disadvantaged and under-represented communities such as:

» ethnic groups, Aborigines and Torres Strait Islanders

» people with disabilities

» women and children

» the aged

» persons vilified and traumatised on grounds of race or sexual preference

Initiatives include projects, strategies and activities.

Liaison and networking may be with:

• internal personnel indirectly involved in the implementation process or likely to be impacted upon by the program’s/strategy’s outcomes

• community groups involved or potentially interested in the outcomes

• funding bodies

• other crime prevention practitioners

• other relevant organisations/agencies focused on health, justice administration, youth affairs

and could be undertaken through:

• consultative and public meetings

• inter-agency forums

• personal communication

Teams refers to the individuals and groups actually involved in developing and implementing the initiative and may include:

• reference groups and committees

• the individuals, both internal and external to the organisation, undertaking the work

• community groups in partnership in the initiative

• external contractors and consultants involved

Advice and guidance are focused on assisting teams achieve required work outcomes and individuals, their personal work goals. This could include, for example:

• provision of expert advice

• helping teams/external consultants resolve problems, access information

• resolving/moderating interpersonal conflicts and difficulties

• motivating individuals and teams

• promoting the activities of the work teams to others

Evaluation criteria refer to the criteria against which the performance of the implementation activity will be measured. In most instances, these will be determined during the initiative design phase. Such performance criteria can be qualitative and/or quantitative in nature and should as a minimum:

• identify the initiative’s strategic intentions and outcomes

• the evaluative criteria, processes and procedures to be used to assess the success or failure of the initiative

Issues/problems may include:

• loss of a member of the work team

• withdrawal of an allocated resource due to redirection of priorities by organisation/agency

• slow progression of work due to difficulties accessing appropriate information/data

• unrealistic initial timeframes

Privacy/confidentiality entitlements include those provided under law and in respect for traditional values

Sustainability strategies refer to such matters as identifying and negotiating independent funding sources or alternative resourcing arrangements, organisational mainstreaming opportunities, promoting community ownership, and continuity of management, coordination and resource-sharing structures.

Differences in performance may be positive such as:

• better than expected or increased community involvement in crime prevention action

• greater reduction in incidence of criminal/anti-social behaviour activity than targeted

• achievement of initiative’s outcomes using less resources than planned, or in a shorter timeframe

• decreased levels of ‘fear of crime’ in the community