- •Code of Professional Responsibility. – Availble at: http://www.Arma.Org/about/overview/ethics.Cfm
- •II: The Professional Principles
- •3.1 Responsibilities
- •3.2 Acquisition and processing of personal data (Principles 1 and 2)
- •3.3 Records management policies, procedures and systems
- •3.4 Records centre operations
- •3.5 Inventory of personal data systems
- •3.6 Notification
- •3.7 Maintaining accuracy of personal data (Principle 4)
- •3.8 Data subject access to personal data (Principle 6)
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry / sector specific knowledge and understanding
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry/sector specific knowledge and understanding
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values, the following values and behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviour which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •1 Identifying options for training sessions
- •2 Delivering training sessions for learners
- •Industry/Sector Specific Knowledge and Understanding
- •Industry / Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Introduction
- •Involvement and motivation
- •Volunteering
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •In addition you will need to demonstrate that you know and understand:
- •Industry/Sector Specific Knowledge and Understanding
- •3.1 The Records Management Function
- •3.2 Roles and Responsibilities
- •3.3 Records Management Policy Statement
- •3.4 Training and Awareness
- •3.5 Records Capture and Creation
- •3.6 Records Maintenance
- •3.7 Records Disposal
- •1. Scope of the policy
- •2. Responsibilities
- •3. Relationship with existing policies
- •4. Guidance
- •Introduction
- •1 Business
- •1.1 Business Knowledge
- •1.2 Business Orientation
- •2 Technical
- •2.1 Legal & Regulatory Framework For Records Management
- •2.2 Records Management Theory and Practice
- •2.3 Professional Networking
- •Introduction
- •2.1 Competencies
- •2.2 Levels of Knowledge/Expertise
- •2.3 Framework
- •2.4 Application of the Framework
- •3 Job and Person Specifications
- •3.1 Role Types
- •3.2 Job Specifications
- •3.3 Person Specifications
- •4.2 Development Plans
- •4.3 Training
- •It Literacy
- •Influencing
- •Information Management
- •Iinformation Technology
- •Information Policy
- •I. Demonstrate Interpersonal Skills
- •I 1. Demonstrate concern for client / customer / user
- •I 2. Demonstrate oral communication skills
- •I 3. Demonstrate written communication skills
- •I 4. Demonstrate leadership
- •I 5. Demonstrate negotiation skills
- •I 6. Demonstrate interviewing skills
- •I 7. Demonstrate teamwork skills
- •1. Basic Level:
- •2. Technical Level:
- •3. Expert Level:
- •4. Manager Level:
- •3. Records Management Competency Profiles
- •2 Policy and Skills / Knowledge
- •Core knowledge and skills
- •Alia core values statement
- •5.1.2 Organisation of administration
- •5.2.3 Documents and documenting
- •5.2.4 Records Management
- •5.2.5 Archives management
- •5.2.6 Information technology
- •5.3.4 Records management
- •5.3.5 Archival processing
Industry/Sector Specific Knowledge and Understanding
Regulations and codes of practice that apply in the industry or sector.
Standards of behaviour and performance in the industry or sector.
Working culture of the industry or sector.
Context Specific Knowledge and Understanding
Current and future work being carried out.
Colleagues who are relevant to the work being carried out, their work roles and responsibilities.
Processes within the organisation for making decisions.
Line management responsibilities and relationships within the organisation.
The organisation’s values and culture.
Power, influence and politics within the organisation.
Standards of behaviour and performance expected in the organisation.
Information and resources that different colleagues might need.
Agreements with colleagues.
Standard H6 – Develop organisational structures and systems to support volunteering [UKWH A3]
Introduction
Organisations need structures and systems that properly integrate and support the work of volunteers. In particular, these structures and systems should cover:
personnel management in a volunteer context
health and safety
induction
training and development
supervision and support
communication
resourcing
You need to evaluate how existing structures and systems can be improved to meet your organisation’s and volunteers’ needs. You may need to introduce quite new structures and systems where none exist.
When designing or redesigning structures and systems, you need to develop various options
and consult on these with volunteers, other stakeholders (such as beneficiaries of volunteer work, individual or corporate funders, partner organisations and paid staff) and decision makers (such as trustees, committee members and senior managers). Before putting the agreed structures and systems in place you need to negotiate their introduction with the volunteers, other stakeholders and decision makers.
To develop organisational structures and systems to support volunteering, you need to:
A3.1 Identify and evaluate organisational structures and systems to support volunteering
A3.2 Design organisational structures and systems to support volunteering, and
A3.3 Implement organisational structures and systems to support volunteering
This unit links closely with unit A1 Contribute to the development of your organisation’s strategy, unit A2 Develop your organisation’s volunteering policy, unit A4 Develop plans to meet your organisation’s goals and unit A5 Evaluate volunteers’ contributions to your organisation’s goals.
Performance Standards
A3.1 Identify and evaluate organisational structures and systems to support volunteering
To perform to the standard you need to:
Identify existing structures and systems that are relevant to volunteers in your organisation
Identify the diverse needs of volunteers and potential volunteers in relation to structures and systems
Encourage and support volunteers and colleagues to provide feedback on the effectiveness and efficiency of structures and systems and how well they meet diverse needs
Identify and evaluate structures and systems in other related organisations to identify best practice
Analyse the information and identify ways in which structures and systems in your organisation could best meet the needs of your volunteers
Share your findings with decision makers and stakeholders and take account of their feedback
A3.2 Design organisational structures and systems to support volunteering
To perform to the standard you need to:
Identify the current and potential resources available for structures and systems
Develop specifications for structures and systems using evaluation and feedback
Develop options to meet these specifications which are achievable within available resources and are consistent with other relevant structures and systems in your organisation
Make sure the options you develop promote people’s rights, responsibilities and diversity
Present your options to decision makers and stakeholders and help them to provide informed feedback on your options
Take account of the feedback of decision makers and stakeholders in selecting and refining an option and gain their approval to move forward
A3.3 Implement organisational structures and systems to support volunteering
To perform to the standard you need to:
Involve volunteers and colleagues in planning how to implement structures and systems
Negotiate and agree your plans for implementing structures and systems with decision makers and stakeholders
Make sure those involved in implementing the structures and systems understand the implications for their work
Identify and provide the training, development and other support that may be required to make the structures and systems effective
Put in place methods to monitor and evaluate the structures and systems and identify when evaluation will take place
Monitor the implementation of the structures and systems, ensuring they are being adhered to
Carry out scheduled evaluations and make any necessary improvements
Knowledge, Understanding and Skills
To perform to the standard, you need the following knowledge, understanding and skills.
Communication
i. the principles of effective communication and how to apply them
ii. the importance of getting informed feedback from people, and how to do so
Continuous improvement
i. the importance of continuously reviewing and improving structures and systems, and how to do so
ii. the value of seeking innovation in structures and systems
Diversity and equality
i. the role that institutional discrimination can play in promoting inequality and how to minimise this
ii. the particular needs that volunteers with different experiences, backgrounds and
iii. abilities may have and how to cater for these within volunteer support structures and systems