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 AHCPGD503, 'Manage parks and reserves'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Books
- Reference books for 'Manage parks and reserves' 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 |
Elements describe the essential outcomes. | Performance criteria describe the performance needed to demonstrate achievement of the element. |
1. Implement business, financial, marketing and human resource management plans | 1.1 Identify goals and objectives for park or reserve management as well as the goals and objectives or charter of linked external agencies 1.2 Identify the actions required to achieve the plans and determine operational objectives 1.3 Consult with appropriate personnel to communicate the roles, responsibilities and performance targets of staff and work groups |
2. Implement and monitor a purchasing plan | 2.1 Determine the quantity, quality and timing of supply of each input and service as required by the business plan and cash flow budgets 2.2 Confirm that the purchasing system and records facilitate the selection of suppliers and arrangement of orders 2.3 Isolate inefficiencies, stock outs and system problems, identify solutions and modify systems as required 2.4 Establish asset databases and prepare and present asset management reports 2.5 Consider work health and safety requirements in all purchase decisions 2.6 Communicate purchasing plan to responsible personnel, initiate and monitor systems and maintain inventories |
3. Schedule park or reserve operations | 3.1 Document schedules and timelines of operations in a form that is accessible and understandable to all relevant personnel 3.2 Identify and coordinate quantity, quality and timing of supply of each input and service as required by the financial, physical and human resource requirements of the operation 3.3 Coordinate operations to ensure that available labour matches the quantity and type of work to be completed 3.4 Establish key performance outcomes and indicators to measure performance of all park or reserve operations and personnel 3.5 Undertake benchmarking as required by the particular organisation 3.6 Isolate coordination inefficiencies and problems, identify solutions and modify systems as required |
4. Manage enterprise office | 4.1 Develop and implement sound office and administrative systems and communications 4.2 Ensure necessary office equipment is available or purchase where necessary and cost effective to do so 4.3 Identify work health and safety hazards, assess risks and implement suitable controls 4.4 Assess and implement innovations in office procedures where appropriate |
5. Monitor, review and report on changing conditions | 5.1 Establish systems to monitor operational objectives, identify variance from plans and adjust actions where necessary 5.2 Establish systems to monitor the immediate and related environments 5.3 Identify variances likely to affect the achievement of business, financial, marketing and human resource management goals and objectives and report to senior management 5.4 Maintain records, provide reports and document reviews |
6. Recommend improvements to operation | 6.1 Review operations and identify possible improvements affecting business planning, personnel morale, productivity and systems efficiency 6.2 Document recommendations for improvements to operations that are supported by appropriate evidence and reasoned arguments, and present to senior management |