The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Review and confirm the organisations business goals and vision
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The organisations documented business goals and vision are accessed and analysed against actual business activities and decisions taken. Completed |
Evidence:
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The values and community expectations of the organisation are reviewed and analysed against actual business activities and decisions taken. Completed |
Evidence:
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The organisations operating environment is reviewed to identify potential opportunities and threats. Completed |
Evidence:
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The overall strengths and weaknesses of the organisation are analysed to identify potential areas for development. Completed |
Evidence:
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Information on available innovations for potential use in the organisation is accessed and discussed with colleagues. Completed |
Evidence:
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The organisations goals and vision are articulated and documented to provide a basis for future planning and decision-making. Completed |
Evidence:
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Prepare human resource development plans
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Personal values, attributes and skills of the management team are identified and analysed. Completed |
Evidence:
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Specific areas of expertise in the business are recognised and articulated. Completed |
Evidence:
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Specific areas of responsibilities are devolved to the most suitable team members based on identified skills and attributes. Completed |
Evidence:
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The processes for succession planning are discussed and decided with management team members and the process is put in place. Completed |
Evidence:
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Areas in which skill development and training is required for individual team members, or the entire group, are identified and recorded. Completed |
Evidence:
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A commitment is made to ongoing skill development of the management team. Completed |
Evidence:
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Ongoing communication strategies are put in place, and an environment in which all members can contribute is fostered and developed, to ensure the smooth running of the business. Completed |
Evidence:
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Prepare a plan to manage land use
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Land is surveyed to identify natural resources, soil characteristics, water resources, and cultural heritage values of the property. Completed |
Evidence:
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Land use capacities are determined from land condition tests and history of yields. Completed |
Evidence:
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Land use for individual paddocks is determined based on land use capacities, products being produced, and the organisations goals and vision. Completed |
Evidence:
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A plan to improve the management and use of land on the property is developed, based on property resources and the organisations goals and vision, and incorporated into the production plan. Completed |
Evidence:
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Organisational policy in relation to the environmental management of the land is developed based on land use, prevalent pests and diseases, and the organisations goals and vision. Completed |
Evidence:
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Plan production processes
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Information regarding the characteristics of the products being grown or refined/ manufactured and their respective market requirements is accessed. Completed |
Evidence:
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Characteristics of the land under production and the quality and amount of existing infrastructure are confirmed from colleagues and other planning processes. Completed |
Evidence:
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Historical data, including recent data, from organisational records is identified and accessed for input to production planning. Completed |
Evidence:
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Information regarding other organisational planning processes and potential for improvements or innovations is collected and used to inform production planning. Completed |
Evidence:
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Requirements of the organisation are taken into consideration during analysis. Completed |
Evidence:
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Production processes required to efficiently achieve the targeted production requirements in line with organisational policies are identified and compared with those that currently exist. Completed |
Evidence:
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Develop financial goals and risk management strategies
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The key financial performance indicators of each enterprise in the business are identified from analysis of cash flow, profitability and net worth. Completed |
Evidence:
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The financial performance of each enterprise in the business is assessed through analysis of key financial performance indicators and their impacts on business performance. Completed |
Evidence:
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Financial goals for each enterprise in the business are identified from financial performance assessment and the organisations goals and vision. Completed |
Evidence:
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Areas of risk in the organisation are identified from analysis of the operating environment, production strategies, and skill and ability resources of the organisation. Completed |
Evidence:
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Risk management strategies are identified and put in place. Completed |
Evidence:
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Prepare and communicate the organisations vision, goals and plan
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The organisations goals and vision, human resource development, land-use, production and financial plans are integrated to reflect the decisions taken in each area. Completed |
Evidence:
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The organisations goals, vision and plans are clearly articulated to those that will implement them, to ensure a common understanding. Completed |
Evidence:
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A schedule is put in place to regularly review the organisations vision, goals and plans. Completed |
Evidence:
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