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?
Establish basis for ensuring organisation's probity
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Establish a code of conduct which takes into account: Completed |
Evidence:
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the conduct of the governing body and employees |
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Completed |
Evidence:
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transparency and accountability in all dealings |
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Completed |
Evidence:
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confidentiality of the organisation's business transactions and the privacy of individuals dealing with the organisation |
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Completed |
Evidence:
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protection of the organisation's assets |
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Completed |
Evidence:
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management of personal conflicts of interest or organisation conflicts of interest |
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Completed |
Evidence:
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prevention of exploitation of knowledge or information about the affairs of the organisation for personal financial gain
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Put in place policies and procedures to support implementation of code of conduct Completed |
Evidence:
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Ensure effective governance of social housing organisation
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Develop organisation's mission, purpose, values to reflect the relevant state standards, National Community Housing Standards and legal requirements for the delivery of affordable housing services Completed |
Evidence:
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Ensure members of the governing body have sufficient training and communication to carry out their role effectively Completed |
Evidence:
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Develop and maintain a resource kit for members of the governing body which outlines their legal requirements, estimated time commitments, organisation expectation of the member, organisation code of conduct and division of responsibility between the governing body and management of the organisation Completed |
Evidence:
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Establish strategies to identify, manage and mitigate potential conflicts of personal interest and conflicts of organisation interest Completed |
Evidence:
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Identify situations which may require specialist advice and appropriate professionals to provide such advice Completed |
Evidence:
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Establish and maintain accurate record-keeping systems Completed |
Evidence:
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Manage risk effectively
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Determine risks (including environmental) to the business and identify appropriate financially sustainable strategies to address these risks Completed |
Evidence:
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Establish authority and accountability for management of risks to the business Completed |
Evidence:
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Establish an accurate system of communicating risks to the governing body Completed |
Evidence:
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Develop relevant and reliable reports to provide information on risks to other management staff and the governing body Completed |
Evidence:
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Develop a continuous improvement process of evaluating risks against the business plan Completed |
Evidence:
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Manage staffing issues to address organisation performance
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Develop and maintain policies on staff recruitment, development and management that reflect the signposts of good practice outlined in the National Community Housing Standards Completed |
Evidence:
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Develop and maintain position descriptions which include organisation's code of conduct, management objectives and role of individual employee in achieving those objectives Completed |
Evidence:
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Develop and maintain systems to ensure staff remuneration is commensurate with their skills and experience, scale and complexity of the organisation's operations and in line with relevant industrial awards and other like agencies Completed |
Evidence:
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Clearly and appropriately define the relationship between remuneration, organisation performance and individual performance to ensure transparency Completed |
Evidence:
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Manage financial viability issues
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Develop long term business plan that demonstrates financial viability and solvency of the organisation Completed |
Evidence:
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Develop and implement policies and strategies to minimise prolonged vacancies in housing stock and subsequent loss of rental income Completed |
Evidence:
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Establish authority and accountability in accordance with organisation's guidelines and National Community Housing Standards in regard to financial, administrative and information management systems Completed |
Evidence:
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Develop and implement tenancy management strategies
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Develop and implement systems to review rent modelling and impact of organisation policy on the tenant population and organisation's financial viability Completed |
Evidence:
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Develop policies and strategies to sustain tenancies where the tenant faces financial difficulty with rent arrears Completed |
Evidence:
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Develop and implement policies and strategies in line with National Community Housing Standards in relation to fair and equitable access and allocation of housing, meeting requirements of clients with complex needs on low income Completed |
Evidence:
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Oversee management and maintenance of housing stock
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Develop and implement systems to ensure the properties under the organisation's ownership or management are maintained to a community standard and never below habitable standards Completed |
Evidence:
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Develop and implement policies and processes to ensure a regular program of inspection, maintenance and upgrade of properties that complies with the signposts of good practice in regard to asset management outlined in the National Community Housing Standards Completed |
Evidence:
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Develop systems to ensure the organisation consults with tenants in relation to the acquisition and development of new housing stock Completed |
Evidence:
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