Formats and tools
- Unit Description
- Reconstruct the unit from the xml and display it as an HTML page.
- Assessment Tool
- an assessor resource that builds a framework for writing an assessment tool
- Assessment Template
- generate a spreadsheet for marking this unit in a classroom environment. Put student names in the top row and check them off as they demonstrate competenece for each of the unit's elements and performance criteria.
- Assessment Matrix
- a slightly different format than the assessment template. A spreadsheet with unit names, elements and performance criteria in separate columns. Put assessment names in column headings to track which performance criteria each one covers. Good for ensuring that you've covered every one of the performance criteria with your assessment instrument (all assessement tools together).
- Wiki Markup
- mark up the unit in a wiki markup codes, ready to copy and paste into a wiki page. The output will work in most wikis but is designed to work particularly well as a Wikiversity learning project.
- Evidence Guide
- create an evidence guide for workplace assessment and RPL applicants
- Competency Mapping Template
- Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners. A template for developing assessments for a unit, which will help you to create valid, fair and reliable assessments for the unit, ready to give to trainers and students
- Observation Checklist
- create an observation checklist for workplace assessment and RPL applicants. This is similar to the evidence guide above, but a little shorter and friendlier on your printer. You will also need to create a seperate Assessor Marking Guide for guidelines on gathering evidence and a list of key points for each activity observed using the unit's range statement, required skills and evidence required (see the unit's html page for details)
- Self Assessment Survey
- A form for students to assess thier current skill levels against each of the unit's performance criteria. Cut and paste into a web document or print and distribute in hard copy.
- Moodle Outcomes
- Create a csv file of the unit's performance criteria to import into a moodle course as outcomes, ready to associate with each of your assignments. Here's a quick 'how to' for importing these into moodle 2.x
- Registered Training Organisations
- Trying to find someone to train or assess you? This link lists all the RTOs that are currently registered to deliver AHCAGB504A, 'Plan production for the whole land/farm based business'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Books
- Reference books for 'Plan production for the whole land/farm based business' on fishpond.com.au. This online store has a huge range of books, pretty reasonable prices, free delivery in Australia *and* they give a small commission to ntisthis.com for every purchase, so go nuts :)
Elements and Performance Criteria
ELEMENT | PERFORMANCE CRITERIA |
1. Review and confirm the organisations business goals and vision | 1.1. The organisations documented business goals and vision are accessed and analysed against actual business activities and decisions taken. 1.2. The values and community expectations of the organisation are reviewed and analysed against actual business activities and decisions taken. 1.3. The organisations operating environment is reviewed to identify potential opportunities and threats. 1.4. The overall strengths and weaknesses of the organisation are analysed to identify potential areas for development. 1.5. Information on available innovations for potential use in the organisation is accessed and discussed with colleagues. 1.6. The organisations goals and vision are articulated and documented to provide a basis for future planning and decision-making. |
2. Prepare human resource development plans | 2.1. Personal values, attributes and skills of the management team are identified and analysed. 2.2. Specific areas of expertise in the business are recognised and articulated. 2.3. Specific areas of responsibilities are devolved to the most suitable team members based on identified skills and attributes. 2.4. The processes for succession planning are discussed and decided with management team members and the process is put in place. 2.5. Areas in which skill development and training is required for individual team members, or the entire group, are identified and recorded. 2.6. A commitment is made to ongoing skill development of the management team. 2.7. 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. |
3. Prepare a plan to manage land use | 3.1. Land is surveyed to identify natural resources, soil characteristics, water resources, and cultural heritage values of the property. 3.2. Land use capacities are determined from land condition tests and history of yields. 3.3. Land use for individual paddocks is determined based on land use capacities, products being produced, and the organisations goals and vision. 3.4. 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. 3.5. 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. |
4. Plan production processes | 4.1. Information regarding the characteristics of the products being grown or refined/ manufactured and their respective market requirements is accessed. 4.2. Characteristics of the land under production and the quality and amount of existing infrastructure are confirmed from colleagues and other planning processes. 4.3. Historical data, including recent data, from organisational records is identified and accessed for input to production planning. 4.4. Information regarding other organisational planning processes and potential for improvements or innovations is collected and used to inform production planning. 4.5. Requirements of the organisation are taken into consideration during analysis. 4.6. Production processes required to efficiently achieve the targeted production requirements in line with organisational policies are identified and compared with those that currently exist. |
5. Develop financial goals and risk management strategies | 5.1. The key financial performance indicators of each enterprise in the business are identified from analysis of cash flow, profitability and net worth. 5.2. The financial performance of each enterprise in the business is assessed through analysis of key financial performance indicators and their impacts on business performance. 5.3. Financial goals for each enterprise in the business are identified from financial performance assessment and the organisations goals and vision. 5.4. Areas of risk in the organisation are identified from analysis of the operating environment, production strategies, and skill and ability resources of the organisation. 5.5. Risk management strategies are identified and put in place. |
6. Prepare and communicate the organisations vision, goals and plan | 6.1. The organisations goals and vision, human resource development, land-use, production and financial plans are integrated to reflect the decisions taken in each area. 6.2. The organisations goals, vision and plans are clearly articulated to those that will implement them, to ensure a common understanding. 6.3. A schedule is put in place to regularly review the organisations vision, goals and plans. |