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Evidence Guide: PSPMNGT704A - Undertake enterprise risk management

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

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

 

PSPMNGT704A - Undertake enterprise risk management

What evidence can you provide to prove your understanding of each of the following citeria?

Influence organisational culture

  1. The strategic advantages of embedding risk management within organisational culture are promoted and reflected through the leadership position adopted on all matters related to the management of enterprise risk.
  2. Risk management requirements and performance indicators are embedded in senior position profiles, organisational strategies, policies and plans to mainstream risk management as part of normal business operations rather than an added requirement.
  3. Strategies are developed and implemented to promote knowledge sharing on risk and risk control across organisational functions.
  4. Initiatives to embed risk management within organisational culture are supported and resourced in accordance with the legislation, policy, procedures and the overall enterprise risk management strategy.
  5. Risk management training and awareness programs are resourced and embedded in induction and professional development opportunities provided to staff to support the development of a risk management culture.
  6. Organisational culture, business outcomes and stakeholder feedback are monitored, and positive achievements related to risk management initiatives are identified and celebrated in accordance with organisational policy.
The strategic advantages of embedding risk management within organisational culture are promoted and reflected through the leadership position adopted on all matters related to the management of enterprise risk.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Risk management requirements and performance indicators are embedded in senior position profiles, organisational strategies, policies and plans to mainstream risk management as part of normal business operations rather than an added requirement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies are developed and implemented to promote knowledge sharing on risk and risk control across organisational functions.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Initiatives to embed risk management within organisational culture are supported and resourced in accordance with the legislation, policy, procedures and the overall enterprise risk management strategy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Risk management training and awareness programs are resourced and embedded in induction and professional development opportunities provided to staff to support the development of a risk management culture.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Organisational culture, business outcomes and stakeholder feedback are monitored, and positive achievements related to risk management initiatives are identified and celebrated in accordance with organisational policy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide strategic direction in risk management

  1. Future trends and issues that may impact on the organisation's risk management strategies are identified, analysed and communicated to senior management, business unit and line managers.
  2. The impact of current and changing needs of the organisation is identified, and the development of strategies is initiated to address risk management at the enterprise level in accordance with organisational policy and procedures.
  3. Strategic priorities for risk management in the organisation are developed to support overall government policies on risk management and to encourage staff to share information and think laterally in their approach to identifying and managing risks.
  4. Strategic priorities are communicated to key stakeholders using a variety of strategies tailored to their needs and purposes and in such a way as to attract their support.
  5. Key risk management stakeholders are kept informed, in a manner suited to their needs, of what constitutes best practice in the area of risk management and its potential impact on the organisation.
Future trends and issues that may impact on the organisation's risk management strategies are identified, analysed and communicated to senior management, business unit and line managers.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The impact of current and changing needs of the organisation is identified, and the development of strategies is initiated to address risk management at the enterprise level in accordance with organisational policy and procedures.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategic priorities for risk management in the organisation are developed to support overall government policies on risk management and to encourage staff to share information and think laterally in their approach to identifying and managing risks.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategic priorities are communicated to key stakeholders using a variety of strategies tailored to their needs and purposes and in such a way as to attract their support.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Key risk management stakeholders are kept informed, in a manner suited to their needs, of what constitutes best practice in the area of risk management and its potential impact on the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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

Pre-requisite units that must be achieved prior to this unit:Nil

Co-requisite units that must be assessed with this unit:Nil

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

PSPETHC701A Lead and influence ethical practice in the public sector

PSPHR703A Provide leadership in strategic human resource management

PSPMNGT701B Provide strategic direction

PSPMNGT702A Influence and shape diversity management

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 (2 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 (3 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 2 or more of:

case studies

demonstration

observation

portfolios

projects

questioning

scenarios

simulation or role plays

authenticated evidence from the workplace and/or 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

Required Skills and Knowledge

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

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

reputation and image

legal issues

business continuity

finances

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

self-insurers

service providers

suppliers

the public

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