Google links for PSPMNGT704A - Undertake enterprise risk management

Elements and Performance Criteria

Required Skills

This section describes the essential skills and knowledge and their level required for this unit

Skill requirements

Look for evidence that confirms skills in

applying legislation regulations and policies relating to risk management in the public sector

articulating models of cultural change and influencing key stakeholders to participate

influencing and consulting with others in the implementation of enterprise risk management

explaining complex concepts and gaining support for implementation

responding to diversity including gender and disability

applying procedures relating to occupational health and safety and environment and sustainability in the context of risk management

Knowledge requirements

Look for evidence that confirms knowledge and understanding of

legislation regulations policies procedures and guidelines relating to risk management

strategic approaches to risk management

the principles of enterprise risk management

models of cultural change

equal employment opportunity equity and diversity principles

public sector legislation such as occupational health and safety and environmental requirements in the context of enterprise risk management

Evidence Required

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole It must be read in conjunction with the Unit descriptor Performance Criteria the Range Statement and the Assessment Guidelines for the Public Sector Training Package

Units to be assessed together

Prerequisite units that must be achieved prior to this unitNil

Corequisite units that must be assessed with this unitNil

Coassessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include but are not limited to

PSPETHCA Lead and influence ethical practice in the public sector

PSPETHC701A Lead and influence ethical practice in the public sector

PSPHRA Provide leadership in strategic human resource management

PSPHR703A Provide leadership in strategic human resource management

PSPMNGTB Provide strategic direction

PSPMNGT701B Provide strategic direction

PSPMNGTA Influence and shape diversity management

PSPMNGT702A Influence and shape diversity management

PSPMNGTA Lead and influence change

PSPMNGT703A Lead and influence change

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria look for evidence that confirms

the knowledge requirements of this unit

the skill requirements of this unit

application of the Employability Skills as they relate to this unit see Employability Summaries in Qualifications Framework

enterprise risk management in a range of or more contexts or occasions over time

Resources required to carry out assessment

These resources include

legislation policy procedures and protocols relating to risk management

principles and practices of enterprise risk management

case studies and workplace scenarios to capture the range of situations likely to be encountered when undertaking enterprise risk management

Where and how to assess evidence

Valid assessment of this unit requires

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when undertaking enterprise risk management including coping with difficulties irregularities and breakdowns in routine

enterprise risk management undertaken in a range of or more contexts or occasions over time

Assessment methods should reflect workplace demands such as literacy and the needs of particular groups such as

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people

women

young people

older people

people in rural and remote locations

Assessment methods suitable for valid and reliable assessment of this competency may include but are not limited to a combination of or more of

simulation or role plays

authenticated evidence from the workplace andor training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

Range Statement

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.

Strategic advantages of a risk management culture may include:

increased ability to deal with continually evolving risks and opportunities

aggregated risk information for decision making, as opposed to reporting by function or business unit

alignment of strategy, people, technology and knowledge on an enterprise-wide basis

economic benefit

improved business performance

improved client service

innovative, creative staff who are not risk averse

greater capacity for flexibility and managed responsiveness to change

risk optimisation rather than risk minimisation

politically acceptable decision making

reduced resource wastage

improved sustainability

Risk management :

is a logical and systematic process of identifying, analysing, evaluating, treating, and monitoring risks related to any strategy plan, process, program or procedure that will enable the organisation to minimise losses and maximise opportunities

may be considered in relation to an organisation's:

people

assets and physical environment

decision making approaches

processes/procedures

is being recognised as inseparable from strategy development, capital allocation and other core management processes

needs to be integrated into the management actions of staff at all levels of the organisation

at strategic or enterprise level overcomes a fragmented approach, such as managing risk by silos, and provides an integrated, aligned, holistic, synergistic and inclusive process

Legislation, policy and procedures may include:

Commonwealth and State/Territory legislation relating to risk management

national and international codes of practice and standards, such as SIRCA 8001: 2003

the organisation's risk management policies and practices

codes of conduct/codes of ethics

Australian and New Zealand standards - Risk management AS/NZS 4360:1999 or as revised

Guidelines for managing risk in the Australian and New Zealand public sector - HB 143:1999 or as revised

professional standards for risk management, for example CPRM - certified practising risk manager

jurisdictional policies, guidelines and web sites, for example www.riskmanagement.qld.gov.au

Stakeholders may include:

all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services, including:

boards of management

clients

community organisations

contractors

employees at all levels of the organisation

government

Ministers

other public sector organisations

union and association representatives

volunteers

Strategies to communicate with stakeholders may include:

oral advice and guidance

one-on-one meetings

small group meetings

telephone contact and/or electronic mail

information presentations

written documentation

policy and procedure statements

guides

information brochures and pamphlets

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PSPMNGT704A - Undertake enterprise risk management

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Elements and Performance Criteria

Required Skills

Evidence Required

Range Statement