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 PSPFRAU601B, 'Develop fraud control strategy'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Reference books for 'Develop fraud control strategy' 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
1. Identify organisational needs and obligations
1.1 Obligations of the organisation are researched based upon the concept of fraud and corruption as both ethical and law enforcement issues that impede effective performance of the organisation's core business.
1.2 All formal internal and external reporting requirements are identified
1.3 Organisational data analysis and information needs for fraud and corruption detection are identified in line with privacy, confidentiality and law enforcement policy and legislative requirements.
1.4 A strategic management approach to the prevention of corruption/fraudulent activities is reflected in the needs identification.
1.5 Organisational responsibility for the coordination, monitoring, implementation, ongoing review and promotion of the organisation's strategy is identified and agreed in consultation with senior management.
1.6 Organisational responsibility is identified and agreed for the protection of persons who provide information under legislation related to public interest disclosures, protected disclosures or whistleblowing legislation.
2. Benchmark fraud/corruption control strategy
2.1 Performance indicators are identified to facilitate benchmarking the fraud/corruption control strategy.
2.2 Best practice examples are utilised in the development of benchmarks.
2.3 Standards-setting organisations are utilised where appropriate to assist in the identification of benchmarks relative to the organisation's needs and core business.
3. Assess stakeholder and environmental considerations
3.1 Client entitlements such as right to privacy, confidentiality, freedom from reprisals, and freedom of information, are incorporated.
3.2 Issues such as profile of clients, corporate history and culture and staffing profile are considered.
3.3 Constraints of operating environment, such as staff shortages, geographical spread of staff and budgeting constraints, are taken into consideration.
3.4 Client and community expectations are considered.
3.5 Management perspectives are identified through consultations with those with relevant responsibilities in terms of the organisation's business, and those with overall responsibility for oversight and implementation of fraud/corruption control in the organisation.
4. Develop organisation's fraud/corruption control strategy
4.1 Balance between compliance requirements and operational pressures is achieved.
4.2 Strategies are identified to enable constant updating of the fraud/corruption control strategy to incorporate changing and newly identified risks.
4.3 Key factors such as the organisational environment and core business are incorporated within the fraud/corruption control strategy.
4.4 Internal and external strategies are recommended based on assessment of relevant factors.
4.5 Internal and external quality assurance is incorporated into the strategy with responsibility for maintaining quality assurance allocated in accordance with organisational policy and procedures.
4.6 Strategy is accepted by authorities within the organisation and meets the requirements of the relevant standards-setting organisations.
5. Implement fraud/corruption control strategy
5.1 Initiatives required to minimise fraud and corruption are developed in consultation with stakeholders.
5.2 Timeframe for implementation of strategy is identified based upon an understanding of resource ramifications.
5.3 Areas within the organisation responsible for actions to minimise fraud and corruption are identified.
5.4 Procedures are developed for the reporting of information and the protection of persons who provide information under public interest disclosures, protected disclosures or whistleblowing legislation.
5.5 Consultations with relevant personnel are undertaken to facilitate a shared understanding of responsibilities.
6. Analyse and review effectiveness of strategy
6.1 Review is structured to incorporate key features of the strategy and is underpinned by the need for the strategy to be holistic and comprehensive.
6.2 Regular reviews are undertaken to accommodate lessons learnt during application of the strategy.
6.3 Feedback mechanisms are established.
6.4 Reporting mechanisms are established to provide information to senior management about effectiveness of the strategy measured against objectives, and to provide advice regarding changes to management practices to enhance effectiveness of the strategy.
6.5 Results of analysis and review are incorporated to improve fraud and corruption control.