Planning and monitoring the development direction and changes of a complex organisation, range of programs or major program area.
Planning and monitoring the development direction and changes of a complex organisation, range of programs or major program area
You may want to include more information here about the target group and the purpose of the assessments (eg formative, summative, recognition)
Prerequisites
Not applicable.
Employability Skills
Not applicable.
Evidence Required
List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.
Critical aspects of assessment:
Strategic planning
Managing organisational change
Developing strategies for adapting organisation to changes
Designing strategies to involve and communicate with all major stakeholders
Essential knowledge:
Best practice including:
Management systems and principles
Performance standards
Accountability
Training and skills development and recognition
Administrative systems and principles
Service quality development
Consumer focus
Enterprise agreements
Performance monitoring and review
Statutory and legislative requirements including:
Occupational Health and Safety
Industrial relations/enterprise contracts
Non discrimination
Equal employment opportunities principles and practice
Access to appropriate workplace where assessment can be conducted, or
Simulation of realistic workplace setting for assessment
Consistency in performance:
Assessment may include observations, questioning and evidence gathered from the workplace
It is recommended that assessment take place on more than one occasion to enable all aspects of managing a service organisation to be assessed
Context of assessment:
This unit is most appropriately assessed in the workplace or in a simulated workplace and under the normal range of workplace conditions. This may include the use of languages other than English and alternative communication systems.
Critical aspects of assessment:
Strategic planning
Managing organisational change
Developing strategies for adapting organisation to changes
Designing strategies to involve and communicate with all major stakeholders
Essential knowledge:
Best practice including:
Management systems and principles
Performance standards
Accountability
Training and skills development and recognition
Administrative systems and principles
Service quality development
Consumer focus
Enterprise agreements
Performance monitoring and review
Statutory and legislative requirements including:
Occupational Health and Safety
Industrial relations/enterprise contracts
Non discrimination
Equal employment opportunities principles and practice
Access to appropriate workplace where assessment can be conducted, or
Simulation of realistic workplace setting for assessment
Consistency in performance:
Assessment may include observations, questioning and evidence gathered from the workplace
It is recommended that assessment take place on more than one occasion to enable all aspects of managing a service organisation to be assessed
Context of assessment:
This unit is most appropriately assessed in the workplace or in a simulated workplace and under the normal range of workplace conditions. This may include the use of languages other than English and alternative communication systems.
Submission Requirements
List each assessment task's title, type (eg project, observation/demonstration, essay, assingnment, checklist) and due date here
Assessment task 1: [title] Due date:
(add new lines for each of the assessment tasks)
Assessment Tasks
Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.
Not applicable.
Strategies for the development of policies, practices and standards may include:
Change management
Organisational development
Indicators for change include:
Staff
Management committee
Organisational executive management turnover
User involvement
Level of commitment to organisation's aims and objectives
Relationship with external agencies
Change in government polices and associated change in organisational focus
Communication designed to promote the organisation include:
Verbal presentations
Letters
Brochures
Fliers and other written advertisements
Poster and other artwork and audiovisual advertisements
Organisational change related to:
Nature and focus of service, programs and activities
Changing service users
Staff requirements
Employment and work practices
Management decision-making processes
Membership changes
New buildings and other resources
Different levels of funding
Legislative change
Technological change
External policy change
Strategic alliances will include:
Industry networks
Professional associations
Other key agencies/organisations
Political parties and committees
Key government officers
Ministerial advisers and staff
Ministerial advisory committees
Key public policy and decision makers
Funding agencies
Business leaders
Community leaders
Social/economic/political researchers, analysts and advisers
Media
Special interest groups
Specialist services
Strategies for the development of policies, practices and standards may include:
Change management
Organisational development
Indicators for change include:
Staff
Management committee
Organisational executive management turnover
User involvement
Level of commitment to organisation's aims and objectives
Relationship with external agencies
Change in government polices and associated change in organisational focus
Communication designed to promote the organisation include:
Verbal presentations
Letters
Brochures
Fliers and other written advertisements
Poster and other artwork and audiovisual advertisements
Organisational change related to:
Nature and focus of service, programs and activities
Changing service users
Staff requirements
Employment and work practices
Management decision-making processes
Membership changes
New buildings and other resources
Different levels of funding
Legislative change
Technological change
External policy change
Strategic alliances will include:
Industry networks
Professional associations
Other key agencies/organisations
Political parties and committees
Key government officers
Ministerial advisers and staff
Ministerial advisory committees
Key public policy and decision makers
Funding agencies
Business leaders
Community leaders
Social/economic/political researchers, analysts and advisers
Media
Special interest groups
Specialist services
Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.
Observation Checklist
Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice
Yes
No
Comments/feedback
Appropriate strategic alliances are identified and participation is negotiated and maintained
The overall purpose and philosophy of the organisation are identified and translated into a written or recorded set of aims and objectives which are clearly understood, measurable and attainable and evaluated as appropriate
Appropriate corporate planning processes which maximise consultation and devolution of planning, are implemented
Appropriate corporate planning process which ensure responsiveness to client needs are implemented
Appropriate consultation is undertaken with relevant people and agencies
Appropriate management structure and process is established to coordinate corporate planning, advise decision makers and to reflect principles and philosophy of the objectives
The way in which the values and beliefs of workers and stakeholders may influence the defined organisational purpose and philosophy is analysed and communicated to all relevant participants
Resources are made available as appropriate to support the planning processes at all levels
Systems, processes and timeframes are developed for all aspects and components of the planning process
An appropriate structure is determined for the organisation to match organisational philosophy and purpose
Lines of decision making and accountability are developed, agreed, implemented and monitored
Budgets are prepared in line with the strategic plan and make allowance for all requirements and components of planning and implementation of programs and services
Financial accountability systems are established which meet agreed organisation best practice provisions
Planning guidelines provide for inclusion of appropriate statutory, legislative and practice provisions
Planning guidelines and systems are developed which are clear, fully documented and accessible to all involved
Appropriate consultations are held with stakeholders to examine issues and trends; and outcomes are advised to decision makers as required
All required reporting is completed in a timely way in accordance with organisational requirements
Appropriate evaluation arrangements are identified, developed and implemented with representation from relevant stakeholder groups
Advice is prepared and provided to decision makers within the negotiated format and timeframe
Mechanisms are implemented to ensure relevant commonwealth, state and local government legal requirements are identified and adhered to
Information about current legal requirements is updated regularly and if appropriate, proposals to modify organisational policy and procedures developed
Formal and informal networks are used as channels to communicate the organisation's activities and achievements
A range of communication mediums and activities are used to convey information about the activities and achievements of the organisation to encourage support and interest
Opportunities to promote the organisation through media, government and the community are sought and utilised
Confidentiality and sensitivity is displayed in the details, content and extent of public comment on organisation's activities
When required policies and procedures for the employment role of the organisation are developed, articulated and their implementation monitored
Problems in implementing defined procedures are addressed promptly to ensure resolution
Reports which comprehensively and accurately describe the organisation's activities and achievements are prepared and presented to relevant stakeholders and management, as required
When required, management board meetings are serviced to ensure effective and informed deliberations and decision-making
Mechanisms for effective coordination of activities and services are identified and implemented
Policy, social, political and economic trends are identified and assessed for potential impact on the organisation
Management and work practices are assessed and revised relative to social, political and economic trends and impacts
Indicators for change within the organisation are defined and monitored
Opportunities for positive change are identified and promoted and appropriate work is undertaken to maximise support from staff, clients and stakeholders
Forms
Assessment Cover Sheet
CHCORG14B - Manage a service organisation
Assessment task 1: [title]
Student name:
Student ID:
I declare that the assessment tasks submitted for this unit are my own work.
Student signature:
Result: Competent Not yet competent
Feedback to student
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Signature:
Date:
Assessment Record Sheet
CHCORG14B - Manage a service organisation
Student name:
Student ID:
Assessment task 1: [title] Result: Competent Not yet competent
(add lines for each task)
Feedback to student:
Overall assessment result: Competent Not yet competent