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 CHCORG14B, 'Manage a service organisation'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Books
- Reference books for 'Manage a service organisation' 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
Elements and Performance Criteria | |||
Element | Performance Criteria | ||
1 | Coordinate organisational planning | 1.1 | Appropriate strategic alliances are identified and participation is negotiated and maintained |
1.2 | The overall purpose and philosophy of the organisation are identified and translated into a written or recorded set of aims and objectives which are clearly understood, measurable and attainable and evaluated as appropriate | ||
1.3 | Appropriate corporate planning processes which maximise consultation and devolution of planning, are implemented | ||
1.4 | Appropriate corporate planning process which ensure responsiveness to client needs are implemented | ||
1.5 | Appropriate consultation is undertaken with relevant people and agencies | ||
1.6 | Appropriate management structure and process is established to coordinate corporate planning, advise decision makers and to reflect principles and philosophy of the objectives | ||
1.7 | The way in which the values and beliefs of workers and stakeholders may influence the defined organisational purpose and philosophy is analysed and communicated to all relevant participants | ||
1.8 | Resources are made available as appropriate to support the planning processes at all levels | ||
1.9 | Systems, processes and timeframes are developed for all aspects and components of the planning process | ||
2 | Design and implement the structures and process of the organisation | 2.1 | An appropriate structure is determined for the organisation to match organisational philosophy and purpose |
2.2 | Lines of decision making and accountability are developed, agreed, implemented and monitored | ||
2.3 | Budgets are prepared in line with the strategic plan and make allowance for all requirements and components of planning and implementation of programs and services | ||
2.4 | Financial accountability systems are established which meet agreed organisation best practice provisions | ||
2.5 | Planning guidelines provide for inclusion of appropriate statutory, legislative and practice provisions | ||
2.6 | Planning guidelines and systems are developed which are clear, fully documented and accessible to all involved | ||
3 | Implement evaluation processes | 3.1 | Appropriate consultations are held with stakeholders to examine issues and trends; and outcomes are advised to decision makers as required |
3.2 | All required reporting is completed in a timely way in accordance with organisational requirements | ||
3.3 | Appropriate evaluation arrangements are identified, developed and implemented with representation from relevant stakeholder groups | ||
3.4 | Advice is prepared and provided to decision makers within the negotiated format and timeframe | ||
4 | Enable organisation to meet legal requirements | 4.1 | Mechanisms are implemented to ensure relevant commonwealth, state and local government legal requirements are identified and adhered to |
4.2 | Information about current legal requirements is updated regularly and if appropriate, proposals to modify organisational policy and procedures developed | ||
5 | Establish the profile of the organisation and market its services | 5.1 | Formal and informal networks are used as channels to communicate the organisation's activities and achievements |
5.2 | A range of communication mediums and activities are used to convey information about the activities and achievements of the organisation to encourage support and interest | ||
5.3 | Opportunities to promote the organisation through media, government and the community are sought and utilised | ||
5.4 | Confidentiality and sensitivity is displayed in the details, content and extent of public comment on organisation's activities | ||
6 | Give direction for the effective management of the organisation | 6.1 | When required policies and procedures for the employment role of the organisation are developed, articulated and their implementation monitored |
6.2 | Problems in implementing defined procedures are addressed promptly to ensure resolution | ||
6.3 | Reports which comprehensively and accurately describe the organisation's activities and achievements are prepared and presented to relevant stakeholders and management, as required | ||
6.4 | When required, management board meetings are serviced to ensure effective and informed deliberations and decision-making | ||
6.5 | Mechanisms for effective coordination of activities and services are identified and implemented | ||
7 | Manage changes in the organisation | 7.1 | Policy, social, political and economic trends are identified and assessed for potential impact on the organisation |
7.2 | Management and work practices are assessed and revised relative to social, political and economic trends and impacts | ||
7.3 | Indicators for change within the organisation are defined and monitored | ||
7.4 | Opportunities for positive change are identified and promoted and appropriate work is undertaken to maximise support from staff, clients and stakeholders | ||