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Elements and Performance Criteria

1. Utilise information systems
   • Strategies are developed to ensure effective use of organisational information systems, so that information required by teams can be determined and found
   • Information held by the organisation is accessed and reviewed to determine suitability, accessibility, currency and reliability
   • Strategies are developed to source and obtain information which is not immediately available/accessible
2. Collect, analyse and review information
   • Systems are developed to ensure that collection of information is timely, adequate, relevant to the needs of teams, and is in a format suitable for analysis, interpretation and dissemination
   • Information is analysed to identify and report relevant trends and developments to support the strategic planning process
3. Manage the information systems
   • Strategies are developed to ensure that management information systems are used effectively to store and retrieve data to aid the decision making process
   • Strategies are developed and implemented to ensure that technology available in the work area is used to manage information effectively
   • Strategies are developed and implemented to improve the information system, and communicated to designated groups as required
4. Develop business plan/budgets
   • Strategies are developed to maximise team involvement in business plans and/or budget preparation in a way which uses their contribution effectively and contributes to gaining support for the outcomes
   • Business plans and/or budgets are prepared and presented in accordance with the organisation's guidelines and requirements
   • Contingency plans are developed as part of the strategic planning process
5. Manage resource planning
   • Resource proposals are developed in consultation with relevant stakeholders using all available planning information
   • Estimates of resource needs and use reflect the organisation's business plans, and customer and supplier requirements
   • Proposals to secure resources are supported by clearly presented submissions describing realistic options, benefits, costs and outcomes

Required Skills

Not applicable

Evidence Required

The Evidence Guide provides advice to inform and support appropriate assessment of this unit It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package

Overview of Assessment Requirements

A person who demonstrates competence in this standard must be able to provide evidence that they are able to access use and communicate workplace information They must be able to show evidence of the ability to manage the design of the workplace information system to facilitate the operational plan They must be able to provide feedback on how to improve the management information system and research and prepare financial and resource plansproposals

Specific Evidence Requirements

Required knowledge and understanding include

relevant legislation from all levels of government that affects business operation especially in regard to occupational health and safety and environmental issues equal opportunity industrial relations and antidiscrimination

the principles and techniques involved in the management and organisation of

strategy development and implementation which facilitates workplace information systems

accessing and assessing information

contingency planning

problem identification and resolution

leadership and mentoring techniques

information systems

development of resource proposals

consultation and communication techniques

methods of collecting analysing reviewing and reporting information

financial concepts in business plans and budgets

methods to gain efficiencies in resource management

Required skills and attributes include

ability to relate to people from a range of social cultural and ethnic backgrounds and physical and mental abilities

functional literacy skills to access and use workplace information

communication skills

research skills including collecting analysing interpreting and reporting information

skills to identify current and future planning for information requirements of the team

information management skills

skills to improve information usage in decision making

information presentation skills

coaching and mentoring skills to provide support to colleagues

technology skills to extractinputpresent information

Key competencies or generic skills relevant to this unit

The seven key competencies represent generic skills considered essential for effective work participation Innovation skills represent a further area of generic competence The bracketed numbering indicates the performance level required in this unit

Level represents the competence to undertake tasks effectively

Level represents the competence to manage tasks

Level represents the competence to use concepts for evaluating and reshaping tasks The bulleted points provide examples of how the key competencies can be applied for this unit

Communicating ideas and information

communicating verbally with stakeholders especially individuals and members of the work team to obtain information and feedback and to discuss strategies

communicating in writing including submissions on proposals to secure resources business plans budgets systems and strategies

Collecting analysing and organising information

accessing a range of information to assist in the development andor implementation of the information system

analysing data information and feedback to identify trends

ensuring the system is appropriate for information storage and retrieval

Planning and organising activities

preparing business plans budgets and proposals

undertaking risk management and contingency planning

Working in a team

developing and maintaining the information management system in consultation with work team and other stakeholders

maintaining team cohesion and effectiveness

Using mathematical ideas and techniques

making budget calculations to aid financial planning

Solving problems

addressing problems related to the development and implementation of the information system

Using technology

using appropriate technology to assist in the management of information

Innovation skills

developing an innovative approach to the development of the information system to enhance business operations

Products that could be used as evidence include

documentation produced in managing the workplace information system such as

contribution to organisational policies and procedures

procedures and policies for dealing with information management systems and related codes of conduct

actions taken to develop an information system and address issues of information collection retrieval and analysis

strategies developed to ensure management information system is used effectively

actions taken to address internal and external information management issues and problems

advice and input into management decisions related to management information systems

budgets and business plans developed

contingency plans developed

resource proposals

learning and development plans for team

materials developed for coaching mentoring and training

induction programs developed andor delivered

actions taken to address issues and problems

reviews of people management

records of people management lessons learned

Processes that could be used as evidence include

how strategies have been developed to ensure the organisational information system is utilised

how the system has been managed to ensure that information is collected efficiently and effectively

how strategies ensure information is accessed and reviewed

how record keeping systems have been managed

how systems have been designed to store and use data for the decision making process

how systems have been designed to ensure that technology is used to manage information effectively

examples of how strategies have been designed and used to improve the information system

how strategies were developed to maximise team involvement in budgets and planning

how budgets business and contingency plans were prepared and presented

how resource proposals were developed and consulted on

Resource implications for assessment include

access by the learner and trainer to appropriate documentation and resources normally used in the workplace

Validity and sufficiency of evidence requires

that this unit can be assessed in the workplace or in a closely simulated work environment

that where assessment is part of a learning experience evidence will need to be collected over a period of time involving both formative and summative assessment

that examples of actions taken by the candidate to manage workplace information systems are provided

Integrated competency assessment means

that this unit should be assessed with other frontline management units taken as part of this qualification as applicable to the candidates leadership role in a work team and as part of an integrated assessment activity

The Evidence Guide provides advice to inform and support appropriate assessment of this unit It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package

Overview of Assessment Requirements

A person who demonstrates competence in this standard must be able to provide evidence that they are able to access use and communicate workplace information They must be able to show evidence of the ability to manage the design of the workplace information system to facilitate the operational plan They must be able to provide feedback on how to improve the management information system and research and prepare financial and resource plansproposals

Specific Evidence Requirements

Required knowledge and understanding include

relevant legislation from all levels of government that affects business operation especially in regard to occupational health and safety and environmental issues equal opportunity industrial relations and antidiscrimination

the principles and techniques involved in the management and organisation of

strategy development and implementation which facilitates workplace information systems

accessing and assessing information

contingency planning

problem identification and resolution

leadership and mentoring techniques

information systems

development of resource proposals

consultation and communication techniques

methods of collecting analysing reviewing and reporting information

financial concepts in business plans and budgets

methods to gain efficiencies in resource management

Required skills and attributes include

ability to relate to people from a range of social cultural and ethnic backgrounds and physical and mental abilities

functional literacy skills to access and use workplace information

communication skills

research skills including collecting analysing interpreting and reporting information

skills to identify current and future planning for information requirements of the team

information management skills

skills to improve information usage in decision making

information presentation skills

coaching and mentoring skills to provide support to colleagues

technology skills to extractinputpresent information

Key competencies or generic skills relevant to this unit

The seven key competencies represent generic skills considered essential for effective work participation Innovation skills represent a further area of generic competence The bracketed numbering indicates the performance level required in this unit

Level represents the competence to undertake tasks effectively

Level represents the competence to manage tasks

Level represents the competence to use concepts for evaluating and reshaping tasks The bulleted points provide examples of how the key competencies can be applied for this unit

Communicating ideas and information

communicating verbally with stakeholders especially individuals and members of the work team to obtain information and feedback and to discuss strategies

communicating in writing including submissions on proposals to secure resources business plans budgets systems and strategies

Collecting analysing and organising information

accessing a range of information to assist in the development andor implementation of the information system

analysing data information and feedback to identify trends

ensuring the system is appropriate for information storage and retrieval

Planning and organising activities

preparing business plans budgets and proposals

undertaking risk management and contingency planning

Working in a team

developing and maintaining the information management system in consultation with work team and other stakeholders

maintaining team cohesion and effectiveness

Using mathematical ideas and techniques

making budget calculations to aid financial planning

Solving problems

addressing problems related to the development and implementation of the information system

Using technology

using appropriate technology to assist in the management of information

Innovation skills

developing an innovative approach to the development of the information system to enhance business operations

Products that could be used as evidence include

documentation produced in managing the workplace information system such as

contribution to organisational policies and procedures

procedures and policies for dealing with information management systems and related codes of conduct

actions taken to develop an information system and address issues of information collection retrieval and analysis

strategies developed to ensure management information system is used effectively

actions taken to address internal and external information management issues and problems

advice and input into management decisions related to management information systems

budgets and business plans developed

contingency plans developed

resource proposals

learning and development plans for team

materials developed for coaching mentoring and training

induction programs developed andor delivered

actions taken to address issues and problems

reviews of people management

records of people management lessons learned

Processes that could be used as evidence include

how strategies have been developed to ensure the organisational information system is utilised

how the system has been managed to ensure that information is collected efficiently and effectively

how strategies ensure information is accessed and reviewed

how record keeping systems have been managed

how systems have been designed to store and use data for the decision making process

how systems have been designed to ensure that technology is used to manage information effectively

examples of how strategies have been designed and used to improve the information system

how strategies were developed to maximise team involvement in budgets and planning

how budgets business and contingency plans were prepared and presented

how resource proposals were developed and consulted on

Resource implications for assessment include

access by the learner and trainer to appropriate documentation and resources normally used in the workplace

Validity and sufficiency of evidence requires

that this unit can be assessed in the workplace or in a closely simulated work environment

that where assessment is part of a learning experience evidence will need to be collected over a period of time involving both formative and summative assessment

that examples of actions taken by the candidate to manage workplace information systems are provided

Integrated competency assessment means

that this unit should be assessed with other frontline management units taken as part of this qualification as applicable to the candidates leadership role in a work team and as part of an integrated assessment activity

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Range Statement

The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.

Legislation, codes and national standards relevant to the workplace may include:

award and enterprise agreements and relevant industrial instruments

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations, anti-discrimination and record keeping standards and legislation

relevant industry codes of practice

OHS considerations may include:

knowledge of OHS legislation, principles and practice within the context of the organisation's operations and plans

health and safety procedures at the workplace relevant to employees, including the use and maintenance of risk control measures

OHS practice as an ethical standard and legislative requirement

training of all employees in health and safety procedures, and regular updating of OHS systems

inclusion of OHS in business plans

inclusion of OHS in resource proposals

adjustment of OHS approach to cater for social and cultural diversity and special needs

Information may include:

data shared and retrieved in various forms such as in writing or verbally, electronically or manually

policies and procedures

planning and organisational documents

organisational performance data

financial and contractual data

marketing and customer-related data

continuous improvement and quality assurance data

archived, filed and historical background data

data available internally or externally

Strategies may refer to:

long-term or short-term plans for obtaining storing and retrieving information

dialogue with personnel holding information

training activities

questionnaires, surveys and interviews

Technology may include:

computerised systems and software such as databases, project management and word-processing

telecommunications devices

any other technology used to carry out work roles and responsibilities

Designated groups may include:

managers or supervisors whose roles and responsibilities concern information systems

other work groups or teams whose work will be affected by the system

groups designated in workplace policies and procedures

other stakeholders accessing the information system such as customers and service providers

Business plans and/or budgets may refer to:

long-term budgets/plans

short-term budgets/plans

operational plans

spreadsheet-based financial projections

cash flow projections

targets or key performance indicators (KPIs) for production, productivity, wastage, sales, income and expenditure

Contingency plans may include:

rental, hire purchase or alternative means of procurement of required materials, equipment and stock

contracting out or outsourcing human resource and other functions or tasks

restructuring of organisation to reduce labour costs

strategies for reducing costs, wastage, stock or consumables

diversification of outcomes

recycling and re-use

finding cheaper or lower quality raw materials and consumables

seeking further funding

increasing sales or production

risk identification, assessment and management processes

succession planning

Relevant stakeholders may include:

internal and external contacts

senior management and Board members

individuals within the work team

the organisation's clients and customers

business or government contacts

funding bodies

professional associations

unions/employee groups

The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.

Legislation, codes and national standards relevant to the workplace may include:

award and enterprise agreements and relevant industrial instruments

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations, anti-discrimination and record keeping standards and legislation

relevant industry codes of practice

OHS considerations may include:

knowledge of OHS legislation, principles and practice within the context of the organisation's operations and plans

health and safety procedures at the workplace relevant to employees, including the use and maintenance of risk control measures

OHS practice as an ethical standard and legislative requirement

training of all employees in health and safety procedures, and regular updating of OHS systems

inclusion of OHS in business plans

inclusion of OHS in resource proposals

adjustment of OHS approach to cater for social and cultural diversity and special needs

Information may include:

data shared and retrieved in various forms such as in writing or verbally, electronically or manually

policies and procedures

planning and organisational documents

organisational performance data

financial and contractual data

marketing and customer-related data

continuous improvement and quality assurance data

archived, filed and historical background data

data available internally or externally

Strategies may refer to:

long-term or short-term plans for obtaining storing and retrieving information

dialogue with personnel holding information

training activities

questionnaires, surveys and interviews

Technology may include:

computerised systems and software such as databases, project management and word-processing

telecommunications devices

any other technology used to carry out work roles and responsibilities

Designated groups may include:

managers or supervisors whose roles and responsibilities concern information systems

other work groups or teams whose work will be affected by the system

groups designated in workplace policies and procedures

other stakeholders accessing the information system such as customers and service providers

Business plans and/or budgets may refer to:

long-term budgets/plans

short-term budgets/plans

operational plans

spreadsheet-based financial projections

cash flow projections

targets or key performance indicators (KPIs) for production, productivity, wastage, sales, income and expenditure

Contingency plans may include:

rental, hire purchase or alternative means of procurement of required materials, equipment and stock

contracting out or outsourcing human resource and other functions or tasks

restructuring of organisation to reduce labour costs

strategies for reducing costs, wastage, stock or consumables

diversification of outcomes

recycling and re-use

finding cheaper or lower quality raw materials and consumables

seeking further funding

increasing sales or production

risk identification, assessment and management processes

succession planning

Relevant stakeholders may include:

internal and external contacts

senior management and Board members

individuals within the work team

the organisation's clients and customers

business or government contacts

funding bodies

professional associations

unions/employee groups

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