Business Administration Management Level 4 Standards

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BSBBAD0274B Manage finances within a budget
BSBBAD0274B: Manage finances within a budget
Competency Descriptor: This unit deals with the skills and knowledge required to allocate
budget resources, monitor financial activities against budget, evaluate
options for improved budget performance and prepare
financial/statistical reports.
Competency Field: Business Services
ELEMENT OF COMPETENCY PERFORMANCE CRITERIA

1. Allocate budget resources 1.1 Funds are allocated according to agreed priorities.
1.2 Changes in income and expenditure priorities are

discussed with appropriate person prior to implementation.
1.3 All relevant personnel are kept informed of resource

decisions.
1.4 Colleagues are made aware of the importance of budget
control.
1.5 Records of resource allocation are accurately detailed in

accordance with enterprise control systems.
2. Monitor financial activities 2.1 Actual income and expenditure is checked against budgets
against budget at regular intervals.
2.2 Financial commitments are included to ensure accurate

monitoring.
2.3 Deviations are identified and reported according to

enterprise policy and significance of deviation.
2.4 Appropriate colleagues are advised of budget status in

relation to targets.
3. Identify and evaluate options for 3.1 Existing costs and resources are assessed and areas for
improved budget performance improvement are clearly identified.
3.2 Desired outcomes are discussed with relevant colleagues.
3.3 Research is undertaken to investigate new approaches.
3.4 Benefits and disadvantages of new approaches are clearly

defined and communicated.
Standards and Assessment Development Unit, NCTVET BSB13 Page 1 of 4

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3.5 Impacts on customer service levels and colleagues are

taken into consideration.
3.6 Recommendations are clearly and logically presented to

the appropriate person/department.
4. Complete financial/statistical 4.1 All required financial and statistical reports are completed
reports accurately within designated timelines.
4.2 Reports are clear, concise and checked for accuracy.
4.3 Reports are promptly forwarded to the appropriate

person/department.
RANGE STATEMENTS
The scope and context of this unit of competence allow for differences between enterprises and
workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables
may be present for this particular unit:
This unit may apply to various staff in all tourism and Financial/statistical reports may relate to:
hospitality sectors.
 daily, weekly, monthly transactions and
Budgets may include but are not limited to: reports
 break up by department
 cash budgets  occupancy
 departmental budgets  sales performance
 budgeted profit and loss and balance sheets  commission earnings
 wages budgets  sales returns
 project budgets  commercial account activity
 purchasing budgets
 sales budgets
 cash flow budgets
EVIDENCE GUIDE
Competency is to be demonstrated by the ability to manage finances within a budget in accordance with
the performance criteria and the range listed within the range of variables statement.
(1) Critical Aspects of Evidence
 ability to monitor income and expenditure in accordance with budget, and to identify ways of
improving budget performance
 understanding of the main types of budget that apply in the industry
 knowledge of basic budget principles and accounting/auditing/reporting requirements

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(2) Pre-requisite Relationship of Units
 Nil
(3) Underpinning Knowledge and Skills
Knowledge Skill
Knowledge of: The ability to:
 knowledge and understanding of budgets,  allocate funds

specifically the different types of budget, how  prepare records of resource allocation
a budget is structured and how to interpret a  check actual income and expenditure
budget against budgets
 knowledge of internal and external auditing  identify deviations from budget
requirements  assess existing costs and resources
 knowledge of accounting procedures in  identify and evaluate options for improved
specific relation to disbursement of funds budget performance
and record keeping  monitor financial activities against budget
 financial reporting procedures  prepare financial and statistical reports
(4) Resource Implications
The following resources should be made available:
 All resources normally available in the work environment.
(5) Method of Assessment
Evidence should be gathered attesting to the achievement of competence by the candidate to the
standard required for each element and unit of competency.
Assessment activities may also include written or verbal short answer testing, practical exercises,
role-plays, or observation of on the job activities.
(6) Context of Assessment
This unit may be assessed on or off-the-job.

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CRITICAL EMPLOYABILITY SKILLS
Three levels of performance denote level of competency required to perform a task. These levels do not
relate to the NCTVET Qualification Framework. They relate to the seven areas of generic competency
that underpin effective workplace practices.
Levels of Competency
Level 1. Level 2. Level 3.
 Carries out established  Manages process  Establishes principles and procedures
processes  Selects the criteria for  Evaluates and reshapes process
 Makes judgement of the evaluation process  Establishes criteria for evaluation
quality using given
criteria
Collect, analyse and organise information Level 2

Communicate ideas and information Level 2
Plan and organise activities Level 3
Work with others and in team Level 2
Use mathematical ideas and techniques Level 2
Solve problems Level 3
Use technology Level 2
Please refer to the Assessment Guidelines for advice on how to use the Critical Employability Skills.

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BSBBAD0362B Manage stress
BSBBAD0362B: Manage stress
Competency Descriptor: This unit covers the methods in recognizing, preventing, and managing
stress resulting from heavy workloads, conflict, and other elements.
Competency Field: Business Administration Services

1. Recognise stress 1.1 The signs of stress are observed.
1.2 Stress is acknowledged.
1.3 Cultural issues are considered.
1.4 The causes of stress are analysed and listed.
1.5 Discretion is exercised.
2. Develop ways of preventing stress 2.1 Spiritual, emotional, cultural and social well-being is included
in considerations.
2.2 The main areas of responsibility and activity associated with

stress are pinpointed and listed.
2.3 Strategies to relieve stress that are culturally appropriate are

agreed on.
2.4 Stress reduction strategies are implemented.
3. Provide assistance where 3.1 Organisation resources are considered.

necessary
3.2 Family and community supports are accessed.
3.3 The need for external assistance is sought and acknowledged.
3.4 External help is obtained only where necessary.
4. Monitor stress 4.1 Health and well being are given high priority.
4.2 Signs of stress are monitored.
4.3 Remedial action is taken where needed.

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RANGE STATEMENT
The Range Statement provides advice to interpret the scope and context of this unit of competence,
allowing for differences between organization and workplaces. It relates to the unit as a whole and
facilitates holistic assessment. The following variables may be present for this particular unit:
Stress reduction strategies may include: Stress related signs may include:
 family support  absence from work

 time out  poor work performance
 group activities  conflict
 sharing work  substance abuse (alcohol, drugs)
 staff intervention  illness
 awareness raising
 training
Help may include: Sources of stress may include but not limited to:
 review of job design  workloads

 counselling  complex tasks
 mediation  work and family conflict
 family support  cultural issues
 team support  financial situations
EVIDENCE GUIDE
The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated
to confirm competence for this unit. This is an integral part of the assessment of competence and should
be read in conjunction with the Range Statement.
It is essential that competence is observed in the following aspects:
 demonstration of all elements of competency and their performance criteria

 stress is seen in the context of the whole being spiritual, emotional, cultural and occupational
 recognition that sources of stress include cultural and community issues and conflict between
the 'two worlds'
 family is seen as the primary support for the individual
 family and community strategies are preferred to external interventions
 stress is monitored and managed effectively

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 Nil
(3.) Underpinning Knowledge and Skills
Knowledge Skills
 relevant aspects of culture which may  display self-observation and self-awareness

include: cultural protocol, language,  recognize and analysis stressful situations
business culture family and  exercise discretion in reporting on stressful
community responsibilities situations
 community participation and control in  work through stressful situations
decision making which are central to
organisations
 the location and resources that
organisations operate in particularly
where cultural, social, economic and
political conditions may vary widely
 acute resource shortages which may
determine the options available
 legal requirements under which the
organisation operates
 legal entities and funding recipients
which influence decision-making
 organisation processes
 areas of responsibility
 signs of stress
 sources of outside help for stress
management
 stress relieving activities
(4.) Resource Implications
The learner and trainer should have access to appropriate documentation and resources
normally used in the workplace.

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(5.) Method of Assessment
Competency should be assessed through direct observation of application to tasks and questions
related to underpinning knowledge:
 direct observation
 oral/written questions related to underpinning knowledge
 demonstration
 third party reports
(6.) Context of Assessment
A simulated environment may be used but such simulation must replicate conditions in terms of:
performing the task; managing a number of different tasks such as; coping with irregularities and
breakdowns in routine; dealing with the responsibilities and expectations of the supervisor,
including working with others; and transferring competency to other situations.
relate to the NCTVET Qualifications Framework. They relate to the seven areas of generic competency
Level 1 Level 2 Level 3
 Carries out established  Manages process  Establishes principles and
processes  Selects the criteria for the procedures
 Makes judgement of evaluation process  Evaluates and reshapes process
quality using given  Establishes criteria for evaluation
criteria


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BSBBAD0372B Manage time
BSBBAD0372B: Manage time
Competency Descriptor: This unit covers the skills and knowledge necessary for employees to
manage their time by assessing their commitments to the
organization and to other matters.

1. Assess the commitment involved 1.1 A list of tasks involved in being a team member is
in being a team member developed taking into consideration the organization’s
objectives.
1.2 The time involved in each task is estimated.
1.3 The total time needed to meet commitments is calculated.
2. Calculate available time 2.1 Other commitments are listed and the time involved is
estimated.
2.2 Time available to commit to work-related activities is

estimated.
3. Plan ahead for all activities 3.1 Schedules for all activities are obtained and adhered to in
order to prioritise time allocation and commitments.
3.2 A personal action plan is developed and documented for

each week and month for the coming year.
3.3 Periods of no activity are included to allow flexibility and

reduce stress.
3.4 Potential and actual changes are identified and managed

appropriately to ensure least disruption of tasks in
progress.
4. Review progress and modify 4.1 The action plan is followed.

diary/plan
4.2 Progress is reviewed and changes made to commitments

and times as appropriate.

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Page 9
RANGE STATEMENT
allowing for differences between enterprises and workplaces. It relates to the unit as a whole and
facilitates holistic assessment. The following variables may be pres ent for this particular unit:
Tasks involved in being a team member may The action plan may include:
include:
 personal commitments
 meetings  team commitments
 community consultation  community commitments
 group consultation  written forms, other forms
 training
Other commitments may include:
 other organisations
 family
 other cultural events
EVIDENCE GUIDE
 Demonstrates all elements of competency and their performance criteria.

 Time is managed to allow attention to all commitments.
(2.) Pre-requisite Relationship of Units
Nil

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Knowledge Skills
 relevant aspects of culture that may  estimate time demands

include: cultural protocol, language,  plan
business culture and community  prioritise
responsibilities  review and revise plans
 community participation and control in
decision-making
 acute resource shortages which may
determine the options available
 responsibilities as a team member
The learner and trainer should have access to appropriate documentation and resources normally
used in the workplace.
Competency should be assessed while tasks are undertaken.
Assessment should involve:
 observation of work processes

 questioning related to underpinning knowledge
Assessment may be by intermittent checking at various stages of each task application or at the
completion of each task in accordance with the performance criteria.
This unit of competency should be assessed through the performance of duties, but in the event
that there is no opportunity to observe such a performance a simulated environment can be used.
Such simulation must replicate conditions in terms of: performing the task; managing a number of
different tasks; coping with irregularities and breakdowns in routine; dealing with the
responsibilities and expectations of the job, including working with others.

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 Makes judgement of evaluation process  Evaluates and reshapes
quality using given process
criteria  Establishes criteria for
evaluation
Collecting, analysing and organising ideas and information Level 2

Communicating ideas and information Level 2
Planning and organising activities Level 2
Working with others and in teams Level 2
Use mathematical ideas & techniques Level 2
Using technology Level 2
Please refer to the Assessment Guidelines for advice on how to use the Critical Employability Skills

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BSBBAD0384B Ensure sales and service delivery
BSBBAD0384B: Ensure sales and service delivery
Competency Descriptor: This unit involves competencies encompassing the monitoring, maintenance
and particularly the improvement of sales and service delivery. It involves
market research, developing new markets and marketing products and services
within the culture of the overall organization.
Competency Field: Business Administration

1. Maintain and improve 1.1 Policies and procedures for sales and service delivery is
operations assessed, communicated, implemented and reviewed on a
regular basis.
1.2 Resource allocation for client service provision is adequate

and maintained in line with organization policy.
1.3 Customer complaints which have been referred by staff is

resolved according to organization policy.
1.4 Sales and service targets consistent with organizational

objectives.
1.5 Sales and service targets/plans monitored to ensure that

customer requirements are met and appropriate remedial
action taken if required.
1.6 Sales and service targets/plans communicated to relevant

personnel according to implementation schedules.
1.7 Feedback is given to staff on operations and outcomes.
1.8 Staffs are encouraged to take responsibility for meeting

customer requirements.
1.9 Feedback from customers is sought and used to improve

future operations.
1.10 Corrective measures are taken to minimize factors, which

may cause operations to be disrupted.

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1.11 Corrective actions monitored and evaluated for

effectiveness and used for future operational planning.
1.12 Current and accurate records on sales are available to

authorized personnel.
1.13 Relevant reports interpreted and acted upon as required.
2. Establish customer 2.1 Strategies are planned and developed to enhance

requirements customer service provision according to organization policy.
2.2 Customer needs arr researched and analysed accurately.
3. Provide productive work 3.1 Sufficient supply of resources of the necessary quantity and
environment quality established and maintained to meet customer
requirements.
3.2 Access to, and use of, resources is regulated and

monitored for maximum efficiency.
3.3 Staff working conditions met current legislation and

organization policy.
3.4 Maintenance, frequency and use of equipment conform to

recommended schedules and procedures.
3.5 Resources which do not meet requirements are replaced,

repaired or adapted as soon as is practicable and with
minimum disruption to work activity.
3.6 Efficiency, quality and functional specifications are ensured

in delivery of output.
3.7 Recommendations for improving conditions communicated

to relevant personnel within designated time frame.
3.8 Complete and accurate records are maintained and made

available to authorized personnel.

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RANGE STATEMENT
The Range Statement provides details of the scope of the Elements and Performance Criteria to allow for
differences within organizations and workplaces, including practices, knowledge and requirements. The
Range Statement also provides a focus for assessment and relates to the unit as a whole.
Specifications for services and products may The following variables may be present:
involve but not limited to:
 organization policies and procedures in regard
 quality to sales and service delivery
 quantity/range  size, type and location of organization
 coverage/content  store merchandise and service range
 time schedules/scales
 cost
Policies and procedures may involve but not Resources may be but not limited to:
limited to:
 people
 service standards  material
 staff presentation  equipment/technology
 customer complaints  financial
 staff orientation  external consultants
 customer service and sales training
 production standards
 adherence to best practices
 sales and service delivery targets/plans
 records of sales and service
 quality specifications
 pricing
Service and products may be: Customers may be:
 current  external
 potential  internal i.e. other departments or teams

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Specifications, recommendations and information Specifications may include but not limited to:
may be communicated to:
 operational means for meeting agreements
 higher level managers  specific functional duties within the
 subordinates organisation
 colleagues, specialists, staff from other  quality assurance requirements
departments  product specifications
 external organisations
 government agencies
Factors which disrupt operations may include but Feedback may be sought and given:
not limited to:
 verbally
 supply  in writing
 operational resources
 quality of materials
 industrial action
 force majeure
Analysis methods may be: Communications may occur with people from a
range of:
 quantitative
 qualitative  social
 cultural
 and ethnic backgrounds

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EVIDENCE GUIDE
The following components of the Evidence Guide relate directly to the Performance Criteria and the
Range Statement for the unit of competency and will inform and provide guidance for assessment of the
unit in the workplace and/or training program.
Evidence of the following knowledge and skills is considered essential to demonstrate competency
in this unit:
 maintaining, monitoring and evaluating sales and service delivery

 communicating sales and service targets/plans to key stakeholders
 providing feedback on operations and outcomes to relevant personnel
 proactively improving sales and service delivery operations
 interpreting and maintaining data on sales and services delivery
 negotiating and arranging supply of goods according to organization policies and procedures
 authorising payment agreements according to organization policies and procedures
 maintaining, monitoring and evaluating supply of stock
 proactively maintaining quality output of goods and services
 Nil

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Knowledge Skills
 sales and service delivery  conduct research and analyse and interpret a
 supply specifications broad range of written material
 quality assurance and control  prepare reports
 stock maintenance and control  document results
 pricing  manage resources
 organisation’s merchandise and  think critically
service range  solve problems
 organisation’s merchandising plan  manage systems and processes
 strategic planning
 operations management
 range and availability of new
products and services
 customer demand and market trends
 product quality standards
 stock control
 collecting, analysing and organising
information, including:
 record maintenance
 performance measures
 communicating ideas and
information to staff and management
 solving problems
 planning and organising activities

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All resources must be provided for the assessment. The resources should relate specifically to
organization policies, procedures, and range of stock and equipment and may include:
 a retail environment
 a wholesale environment
 a service environment
Relevant documentation, such as:
 organization policies and procedures for:

 sales and service delivery
 pricing
 sales and service delivery targets/plans
 records of sales and service
 legislation and statutory requirements
 industry codes of practice
 occupational health and safety practices
 access to a team
 quality specifications
The assessment for this unit is most effectively undertaken on the job.
Assessment activities may include written or verbal short answer testing and research/project
work or observation of practical demonstration.
In order to ensure consistency of performance, evidence should be collected over a set period of
time that is sufficient to include dealing with an appropriate range and variety of situations.
Elements of competency contain both theoretical and practical components. The theoretical
components may be assessed off the job. The practical components should be assessed in a
work environment.
Evidence is best gathered using the products, processes and procedures of an individual
workplace context.

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 Carries out  Manages process  Establishes principles and
established  Selects the criteria for procedures
processes the evaluation process  Evaluates and reshapes
 Makes judgement of process
quality using given  Establishes criteria for
criteria evaluation


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BSBBAD0642A Process accounts payable and receivable
BSBBAD0642A: Process accounts payable and receivable
Competency Descriptor: This unit covers maintenance of accounts payable and accounts
receivable records, processing of payments to creditors, and
handling overdue accounts receivable.
Competency Field: Business Administrative Services

1. Maintain financial journal systems 1.1 Source documents are checked for accuracy and
authorisation.
1.2 Errors and discrepancies in source documents are

referred for resolution in accordance with organisational
policy and procedures.
1.3 Transactions are entered into the cash and credit journal
system in accordance with organisational policy and
procedures and accounting requirements.
1.4 Credit journals are totalled in accordance with

organisational policy and procedures.
2. Prepare bank reconciliations 2.1 Cash journals are checked against bank statements to
identify differences.
2.2 Cash journals are updated with relevant data from bank
statement.
2.3 Discrepancies are identified and referred to the

appropriate staff member/agency.
3. Maintain accounts payable and 3.1 Transactions are entered into individual accounts
accounts receivable systems payable and accounts receivable in accordance with
organisational policy and procedures and accounting
requirements.
3.2 Schedules of accounts payable and accounts receivable

are prepared for reconciliation purposes in accordance
with organisational requirements.
3.3 Schedules of accounts payable and accounts receivable

are reconciled with journal data or general ledger in
accordance with organisational requirements.

Copyright  2007 National Council on Technical & Vocational Education & Training (NCTVET)
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4. Process payments for accounts 4.1 Accounts payable statements are reconciled with
payable accounting records in accordance with organisational
4.2 Payment documentation is checked for accuracy of

information and discrepancies and errors rectified in
5. Prepare statements for accounts 5.1 Discrepancies are rectified and statements despatched
receivable within designated timelines.
5.2 Accounts receivable statements are produced and

checked for accuracy of content in accordance with
6. Follow up outstanding accounts 6.1 Accounts receivable ledger system is maintained in

accordance with organisational requirements to reflect
the current credit situation.
6.2 Aged analysis of accounts receivable is conducted to

identify outstanding accounts and determine collection
procedures in accordance with organisational
requirements.
6.3 Outstanding accounts are reported or followed up in

accordance with organisational policy and procedures.
6.4 Credit terms are monitored and reviewed in accordance

with credit policy and procedures.
RANGE STATEMENT
The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing
for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic
assessment. The following variables may be present for this particular unit:
Transactions may include: Source documents may include:
• credit purchases • invoices received

• credit sales • tax invoices issued
• returns • credit notes received
• day-to-day expenses • credit notes issued
• purchases paid by cheque • adjustment notes
• withdrawal of cash by owner • cheque stubs
• payments to creditors • receipts
• interest charges and bank fees
• capital contributions in cash by owner
• payments received by debtors
• cash sales
• cash purchases
• commission
• interest revenue

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Journals may include: Discrepancies may include:
• purchases journal • bank charges

• purchases returns journal • interest
• cash payments journal • dishonoured cheques
• sales journal • direct payments
• sales returns journal • direct deposits
• cash receipts journal
Journal data may include: Accounts payable and accounts receivable

systems may include:
• purchases journal total
• purchases returns journal total • accounts payable subsidiary ledger
• accounts payable data from cash payments • accounts payable schedule
journal • accounts receivable subsidiary ledger
• sales journal total • accounts receivable schedule
• sales returns journal total
• accounts receivable data from cash receipts
journal
Credit terms may include: Systems may include:
• cash on delivery • manual

• cancellation of agreed credit arrangements • computerised
• arrangements for settlement
Accounts receivable statements may include: Checking of payment documentation may include:
• manual system • attachment of supporting invoices, statements

• computerised system • calculation of discount
• name and address of supplier • cheque data
• name and address of client/accounts receivable • remittance advice data
• month to which statement is applicable
• opening balance if applicable
• information about any sales, sales returns,
credit, forward orders and payments which have
occurred throughout the month
• final balance with overdue details if appropriate
• any payments received allocated on an invoice
by invoice basis
• discount policy

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EVIDENCE GUIDE
The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm
competency for this unit. This is an integral part of the assessment of competency and should be read in
conjunction with the Range Statement.
• Integrated demonstration of all elements of competency and their performance criteria.

• Knowledge of accounting record keeping system with regard to maintenance of journals and
subsidiary ledgers.
• Accurate entry of data into journal and subsidiary ledger system.
• Reconciliation of subsidiary ledger system with journal or general ledger data.
• Systematic tracing of errors.
• Nil
Knowledge Skills
• relevant legislation from all government • read and understand financial procedures;
agencies that affect business operation, select and apply the procedures and
especially in regard to occupational strategies needed to perform a range of
health and safety, and environmental tasks after reading appropriate texts; follow
issues, equal opportunity, industrial sequenced written instructions
relations and anti-discrimination • use mathematical concepts; interpret,
• organisation’s accounting system and compare and calculate with whole numbers
procedures and money; decimal fractions and
• policies and procedures across the percentages in some unfamiliar contexts
range of tasks required • solve problem using approximation to check
• relevant source documents and for discrepancies
information contained within source • follow oral instructions; use questioning to
documents clarify information
• definition of accounts payable and • proofreading skills to check calculations
accounts receivable • relate to people from a range of social,
• cross-checking techniques cultural and ethnic backgrounds and
• limit of scope of own responsibility physical and mental abilities
• tax regulations

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used in the workplace, which may include:
• workplace reference materials such procedural manuals and company policy

• cash journals
• credit journals
• accounts payable and accounts receivable subsidiary ledgers
• calculator
• computer equipment and relevant software
In order to achieve consistency of performance, evidence should be collected over a set period of
time, which is sufficient to include dealings with an appropriate range and under a variety of
situations.
Competency is demonstrated by performance of all stated criteria, including paying particular

attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and
within the scope as defined by the Range Statement.
Assessment must take account of the endorsed assessment guidelines in the Business Competency
Standards.
Assessment of performance requirements in this unit should be undertaken in an actual workplace or

simulated environment.
Assessment should reinforce the integration of the key competencies and the business services
common competencies for the particular NVQ-J level. Refer to the Critical Employability skills levels
at the end of this unit

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relate to the NCTVET Qualifications Framework. They relate to the seven areas of generic competency that
underpin effective workplace practices.
• Carries out established • Manages process • Establishes principles and
processes • Selects the criteria for the procedures
• Makes judgement of evaluation process • Evaluates and reshapes process
quality using given • Establishes criteria for evaluation
criteria


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BSBBAD0643B: Apply the principles of confidentiality and security

Competency Descriptor:
This unit covers the use of ethical behaviour when dealing with sensitive and
confidential information in an organization. It is essential that these
behaviours govern all aspects of work in an organization.

1. Work within accepted codes of 1.1 Work is reviewed and approved by the supervisor who
conduct delegated the task/s.
1.2 Paperwork is kept up to date and reports on the progress of

matter/s are forwarded to clients regularly according to
instructions and relevant legislation and organization policy.
1.3 Conflict of interest or potential conflict of interest in any

matter is promptly communicated to the person responsible
for the department.
1.4 Care is taken to behave with honesty and integrity at all

times
1.5 Clients and fellow workers are treated with respect.
2.1 Information is assessed with regard to what is and what is

2. Follow confidentiality procedures
not disclosable.
2.2 Client-related matters are discussed only within the

confines of the organization and with appropriate
personnel.
2.3 Confidentiality procedures relative to user name, password

and security questions are maintained.
2.4 Discretion and judgement are used in all communications.
Standards and Assessment Development Unit, NCTVET BSB07 (Reviewed 10) Page 1 of 5
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Discussions relating to client/customers matters are held

3 Follow security procedures 3.1
in a private location
File related information is stored and secured

3.2
appropriately.
3.3 All documents relating to a file are locked away securely

after use according to organization policies and
procedures.
3.4 All materials required by legislation to be stored for certain

periods of time are labelled clearly and stored securely
according to organization policies and procedures.
3.5 Back copies are made where possible and filed according
to legislation, policy and procedures
3.6 Security procedures are followed for the handing over of

documents, files, reports and other confidential
information.
RANGE STATEMENTS
allowing for differences between organizations and workplaces. It relates to the unit as a whole and
Codes of conduct may include: Non-disclosable information may include:
 maintaining confidentiality  names of clients or staff

 duty of care  addresses of clients or staff
 ethical behaviours  telephone numbers of clients or staff
 privacy  information relating to a client's business
 non-discriminatory practice matter
 conflict of interest  firm's client database
 use of company property  whereabouts of client
 compliance with reasonable direction  financial information
 sign-in /sign-out procedures  sensitive details about the firm itself
 passwords or security procedures
 nature of client's business matter
 fact that the client/customer has consulted the
firm
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Conflict of interest may exist where but not limited Electronically stored information may include but
to: not limited to:
 an executive or support person has a personal,  on-line (e-mail or web)

financial or other interest in the organization  on computer hard-drive or floppy disc, jump
 a legal practitioner and client are in business drive
together  on voice mail
 a legal practitioner simultaneously represents  on audio-cassette
two clients whose interests are adverse to one  compact discs
another  dvd’s
 the legal stance of one client is detrimental to  cameras
the business activities of another client  photographs
EVIDENCE GUIDE
This unit of competency will require evidence to be collected across a range of events, dealing with
different issues and client matters, and over a period of time to ensure that situational variables are
consistently achieved.
(1.) Critical Aspects of Evidence
 where the level of confidentiality required in a situation is unclear, clarification is sought from
the appropriate person before any information is divulged
 the legal context of conflict of interest is understood
 the organization’s security procedures are understood and followed
 electronic and paper-based confidential information are handled according to a firm's policies
and procedures
 file-related matters stored electronically are secured when the operator is absent
 breaches of confidentiality, security and conduct (own and others) can be identified and
standard resolutions to these breaches can be explained
 assistance and advice is provided to co-workers where appropriate
 evidence of knowledge of own scope of responsibility and roles and responsibilities of
relevant others
 Nil
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Knowledge Skill
 policies and procedures relating to  interpret and classify information;

legislation e.g. Privacy Act  apply judgement in terms of identifying
 context of legal conflict of interest potential conflict of interest
 legal terminology  listen to clear sequenced instructions
 roles and responsibilities of internal and  use strategies to confirm or clarify
relevant external individuals/authorities understanding of terms and context
 intellectual property  abide by the organization honesty and
integrity policy
 comply with statutory regulations concerning
security of records and keeping clients up to
date on file matter/s
The assessor must have access to appropriate documentation and resources normally found in
the work environment and required to allow the job or task to be properly performed. These may
include:
 appropriate legislation and regulations relevant to codes of conduct

 workplace manuals and reference materials such as organization policy, procedural manuals
and checklists
 appropriate technology such as computers with relevant software
Evidence gathering methods may include:
 demonstration
 questioning
 workplace performance
 simulation
 role-play
 projects/assignments
 workplace documents
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Evidence of competency can be met in different situations, including:
 on the job assessment

 off the job assessment
 placement in an organization
 participation in an apprenticeship arrangement
 use of a Practice Firm or simulated work environment
 Recognition of Prior Learning, Recognition of Current Competencies (in skill areas where
there has been no significant change to work practice in recent times).

quality using given
criteria

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BSBBAD0773BA Research, prepare and present information
BSBBAD0773B: Research, prepare and present information

Competency Descriptor: This unit covers the use of a variety of information sources to find
requested information. It also covers integrating and presenting
the information in a variety of styles.

1. Plan search 1.1 Timelines for completing search are arranged and work is
planned.
1.2 Appropriate information sources for completing the search

are identified and procedure for obtaining information from
sources is identified and clarified if necessary.
2 Research, locate and select 2.2 Clear requirements for the information to be located and
information researched are agreed and recorded.
2.3 Information sources that meet the requirements are clearly

identified.
2.4 Condition and/or permission in practicing or making a

search and use of the information is established.
2.5 Available specialist support is used as needed and payment

is prepared.
2.6 Correct use is made of efficient research methods to locate

the required information.
2.7 Information, which meets agreed requirements, is selected

and recorded.
3. Integrate, prepare and supply 3.1 Agreement is reached and recorded on the integration and
information presentation of the information.
3.2 Document style chosen is appropriate to the purpose and

use of the information.
4. Receive outcome of search 4.1 Process of obtaining information is arranged with the
appropriate person/official.
4.2 Self or other is organised to collect information from

external agency in the arranged manner.

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4.3 All records of expense are filed.
4.4 Information is checked to see that it meets identified needs

and appropriate follow-up action is taken with assistance if
necessary.
5 Recognize intellectual property 5.1 Information and reference sources used are acknowledged
rights in the document or material developed.
5.2 Intellectual property rights and conditions associated with

the reference materials are used.
6. Quality check document 6.1 Final documents are quality checked and errors corrected.
6.2 Amendments to document are agreed with person

requesting.
6.3 Final document meets with approval of person requesting.
7. Deliver information 7.1 Information is delivered intact to designated person.
7.2 Difficulties are identified and resolved within timelines.
7.3 All activities, actions and outcomes are documented and

time is recorded.
RANGE STATEMENT
The range statement provides advice to interpret the scope and context of this unit of competency,
allowing for differences between enterprises and workplace. It relates to the unit as a whole and
facilitates holistic assessment. The following variables may be present for the particular unit.
A firm's policies and procedures may include: Difficulties in meeting timelines may relate to:
 available resources
 office procedure manual  client needs
 information sources  liaising with others
 recording information  technical difficulties
 security/confidentiality/ privacy procedures  alterations to instructions
 contingencies in terms of inadequate payment,  backlog at supplier's end
unavailable information
 handling money
 charging of search expenses

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Requirements to included: Timelines may be contingent upon:
 length  court timelines

 technical details  legal practitioner's workload
 wording  case issues
 diagrams  client needs
 agreement on outcomes  changes in legislation
 figures  significant dates such as new year, end of
 dates financial year
 formats
 stationery
Quality check of document to include: Method of data collection to include:
 proofreading  interviews (face-to-face)

 spell check  telephone interviews
 editing  persons internal and external to organization
 grammar
 styles and context
 technical correctness/accuracy of information
Information sources to include: Legislation to include:
 paper based  Information Act 2002

 libraries  information searches
 reference materials  use of information
 resource persons  copyrights and data protection and
 telephone information services intellectual property rights
 internet facilities  intellectual assessment
 computer-based research  confidentiality of source
 government agencies
 data bases
 credit files (in accordance with Privacy Act)
Standard document styles to include:
 reports
 pictorial/graphical
 tables
 manual
 presentation materials
 correspondence

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EVIDENCE GUIDE
 research, locate and select information

 interpret and use legislation pertaining to the use of information sources
 importance of adhering to timelines can be explained
 where instructing others, instructions are clear and sufficient and adequate explanation is
given
 the purpose of the search can be explained
 the appropriate information sources for obtaining the required information are correctly
identified
 on-line information locations are accurately utilised where appropriate
 a variety of information sources is used appropriately
 trust account funds are accessed according to the firm's procedure and used to pay search
fee where appropriate
 record of lodgement is filed and detailed file notes are kept at each step of the search
process
 evidence of knowledge of standard problems and resolutions is demonstrated
 where difficulties cannot be resolved through standard procedures, the legal practitioner or
supervisor is consulted
 matter identification is attached to appropriate documentation and such documentation is filed
correctly
 all work is conducted within accepted codes of conduct including those relating to:
- maintaining confidentiality, use of company property, duty of care, ethical behaviours,
privacy, non-discriminatory practice, conflict of interests and compliance with reasonable
direction
Nil

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Knowledge Skills
 research methods  use information sources:

 relevant legislation covering: - paper-based (libraries etc.)
- information searches - computer-based (databases,
- use of information internet etc.)
- confidentiality - telephone information services
- data protection - people internal to or external to the
- copyrights organization
 importance of:  use research methods including:
- acknowledging information source - questionnaires
- accessing and using specialist - interviews (telephone or person to
- support or experts person)
- identifying & selecting information  conduct quality checks
- that meets agreed requirements - edit
- agreeing and recording clear - proofread
requirements - correct errors
- maintaining goodwill of source of  follow legal procedures; follow written
information and oral sequenced instructions
 objectives of search involving legal terminology
 relevant search sources  conduct a search such as matching,
 location and appropriate search key word searches, locating specific
procedures information
 legal terminology  lodge requests such as providing clear
 roles and responsibilities of internal and specific instructions about
and relevant external information required;
individuals/authorities  listen to clear sequenced instructions of
several steps to complete task;
accurate
 use strategies to confirm, repair or
clarify understanding of terms and
context
 use mathematical knowledge in relation
to search fees
 source information using libraries,
internet, government information
services
 manage tasks within specified timelines
 record keeping efficiently and
accurately

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Resources to be available should normally relate to those used in the workplace. These may
include the following:
 computer databases
 internet access
 personal computer
 library materials
 reference material
 organizational procedures, reference materials
 access to resource persons
 observation of work processes

 questioning related to underpinning knowledge
 demonstration
 questioning
 simulation
 written tests
 portfolio of completed searches
Assessment may be by intermittent checking at various stages of each task application or at the
completion of each task in accordance with the performance criteria.

attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide,
and within the scope as defined by the Range Statement.
Assessment of performance requirements in this unit should be undertaken in an actual
workplace or simulated environment.

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quality using given criteria  Establishes criteria for evaluation


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BSBBAD0803b Co-ordinate business resources
BSBBAD0803B Co-ordinate business resources

This unit covers the skills and knowledge required to determine and analyse
Competency Descriptor: existing and required resources, their effective application and the
accountability for their use.

1. Determine resource 1.1 Resource requirements are determined in accordance with
requirements business and operational plans and organisational
requirements.
1.2 Opportunities are given to individuals and workgroups to

contribute to the identification of resource requirements.
1.3 Resource expenditure is realistic and makes efficient use

of available budget allocations.
1.4 Recommendations on resource requirements are

presented in the required format, style and structure using
relevant business equipment and technology.
2. Acquire and allocate resources 2.1 Physical resources and services are acquired in
2.2 Resources are checked to ensure quality and quantity in

line with service agreements.
2.3 Resources are allocated promptly to enable achievement

of work group objectives.
2.4 Consultation with individuals and teams on allocation of

resources is participative and is conducted using
appropriate interpersonal skills.
3. Monitor and report on resource 3.1 The effectiveness of resource planning is measured and
usage assessed against actual costs and identified shortfalls and
surpluses.
3.2 Methods of monitoring resource use are developed and

implemented to enable timely and accurate reporting
against business and operating plans.

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3.3 Improvements in resource planning are identified through

consultation and feedback and implemented in
3.4 Records concerning equipment and resource purchases

are maintained in accordance with organisational
requirements.
RANGE STATEMENTS
The Range Statements provide advice to interpret the scope and context of this unit of competence,
Legislation, codes and national standards relevant Appropriate interpersonal skills may include:
to the workplace including:
 using appropriate body language
 award and enterprise agreements and relevant  summarising and paraphrasing
industrial instruments  consultation methods, techniques and
 relevant legislation from government agencies protocols
that affect business operations, especially in  clarity of language
regard to Occupational Health and Safety and  seeking feedback from group members to
environmental issues, equal opportunity, confirm understanding
industrial relations and anti-discrimination
 relevant industry codes of practice
Organisational requirements may be included in: Resource requirements may include:
 quality assurances and/or procedures manuals  technological equipment/software

 goals, objectives, plans, systems and  plant/machinery
processes  stock and supplies
 legal and organisational policy/guidelines and  Occupational Health and Safety resources
requirements  staff amenities
 business and performance plans  human resources
 security and confidentiality requirements  training materials
 management and accountability channels  storage space
 access and equity principles and practice  location/premises
 ethical standards  materials for refurbishing
 occupational health and safety policies,  raw materials,office supplies
procedures and programs
 quality and continuous improvement processes
and standards
 defined resource parameters
 reporting requirements
 manufacturers' and operational specifications

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Records may include: Feedback sources may include:
 computerised or manual  customer/client response data

 financial statements  employee data
 stock list and inventory control  sales orders
 purchase orders  financial forecasts
 invoices  supplier's invoices
 maintenance schedules/requests  equipment meter readings
 order forms
 petty cash forms
Business equipment/technology may include:
 photocopier
 computer
 printer
 spiral binder
 shredder
 answering machine/voice mail
 fax machine
 telephone
EVIDENCE GUIDE
In order to achieve consistency of performance, evidence should be collected over a set period of time,
which is sufficient to include dealing with an appropriate range and variety of situations.
(1) Critical Aspects and Evidence
Monitoring inventory to determine resource needs:
 maintaining records of resource requirements

 identifying and communicating of faults and/or risks to appropriate personnel
 calculating costs and expenditures
 negotiating with others in relation to access to resources
 making decisions for allocating resources between competing priorities
 Nil

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At this level the learner must demonstrate understanding of a board knowledge base
incorporating some theoretical concepts.
Knowledge Skill
 the relevant legislation from all  draft complex reports and display logical
government agencies that affect information on resource usage
business operations, especially in  communicate, request advice, receive
regard to Occupational Health and feedback and work with a team
Safety and environmental issues,  diagnose, problems with resource use
equal opportunity, industrial relations  interpret, compare and calculate resource
and anti-discrimination usage costs
 the organisation's policies, plans and  organise and present information
procedures considering aspects of context, purpose
 the functions of a range of business and audience
equipment  plan/schedule resource use and
 correct start-up and shut-down availability
procedures for a range of business  analyse/define parameters for resource
equipment use
 common equipment faults  select and use technology appropriate to
 principles of designing maintenance a task
schedules for plant, equipment and  relate to people from a range of social,
business technology cultural and ethnic backgrounds and
 evaluation processes for resource physical and mental abilities
monitoring purposes
 records management processes and
techniques related to maintenance
schedules
 decision making techniques for
allocating resources between
competing priorities

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All methods except Training Records


Assessment should reinforce the integration of the key competencies and the Business Services
Core Competencies for the particular NVQ-J Level. Refer to the Critical Employability Skills at the
end of this unit.
quality using given
criteria


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BSBBAD0813B Contribute to effective workplace relationship
BSBBAD0813B: Contribute to effective workplace relationship

This unit covers the skills and knowledge required to develop, establish and
Competency Descriptor: maintain effective workplace relationships and networks. It covers the
activities of communication and representation.

1. Communicate effectively in the 1.1 Information and ideas are expressed clearly and concisely
workplace using language appropriate to meet audience needs.
1.2 Appropriate interpersonal skills are used to develop

rapport, promote confidence and the accurate exchange of
relevant information.
1.3 Individual differences are acknowledged and taken into

account in the communication style used.
1.4 Written information is structured, relevant and conveys the

intended meaning of the material.
1.5 Written information follows established organisational

requirements for style, format and presentation.
2. Develop and maintain effective 2.1 Relationships with colleagues and customers are
relationships developed and maintained to promote benefits consistent
2.2 Business technology is used to involve and maintain

individuals in productive relationships.
2.3 Trust and confidence of colleagues and customers is

gained and maintained through demonstration of high
performance standards.
2.4 Appropriate interpersonal skills are used to facilitate and

promote positive relations.
2.5 Coaching and mentoring assistance is used to promote

collaborative solutions to problems.

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3. Represent the organisation with 3.1 Internal and external meetings appropriate to the
a range of groups organisation are identified and accessed in accordance
3.2 Feedback is used to identify improvements to

representational activities within available opportunities.
3.3 Networking is used to access appropriate representational

opportunities.
3.4 Reports accurately reflect representational activities and

evaluate benefits to the organisation of networking.
RANGE STATEMENTS
They may use legislation, codes and national Interpersonal skills may include:
standards relevant to the workplace including:
 using appropriate body language
 award and organization agreements and  summarising and paraphrasing
relevant industrial instruments  networking
 relevant legislation that affects business  consultation methods, techniques and
operation, especially in regard to Occupational protocols
Health and Safety and environmental issues,  seeking feedback from group members to
equal opportunity, industrial relations and anti- confirm understanding
discrimination
Individual differences may include: Written information may include but is not limited
to:
 disabilities
 language  handwritten and printed materials
 beliefs/values  electronic mail
 religious/spiritual observances  internal memoranda
 gender  briefing notes
 culture  facsimiles
 age  general correspondence
 educational background  marketing materials
 telephone messages
 minutes of meetings

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Organisational requirements may be included in: Business technology may include:
 goals, objectives, plans, systems and processes  computers

 business and performance plans  computer applications
 legal and organisational policy/guidelines and  personal schedules
requirements  e-mail
 access and equity principles and practice  internet/extranet/intranet
 ethical standards  photocopiers
 occupational health and safety policies,  scanner
procedures and programs  digital camera
 quality and continuous improvement processes  facsimile machines
and standards
 awards and organization agreements
Coaching and mentoring assistance may include: Internal and external fora may include:
 providing feedback to another team member  team meetings

 fair and ethical practice  division meetings
 non-discriminatory processes and activities  professional associations
 respecting the contribution of all participants and  peer groups
giving credit for achievements  business social functions
 presenting and promoting a positive image of the
collective group
 problem solving
 providing encouragement
Feedback on ways to improve promotional activities

may include:
 accuracy and sufficiency of information

 benefits to organisation
 impact of message
 use of media
 liaison with networks
 appropriateness of audience
 participation of competitors

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EVIDENCE GUIDE
 negotiating solutions between groups and individuals

 communicating information clearly to a variety of audiences
 preparing written material in a variety of formats
 presenting the organisation's goals and objectives
 facilitating co-operation between groups and individuals
 Nil
Knowledge Skill
 the relevant legislation that affect  use communication skills including

business operation, especially in regard receiving feedback and reporting,
to Occupational Health and Safety and maintaining effective relationships
environmental issues, equal opportunity, and conflict management
industrial relations and anti-  to read a variety of texts; prepare
discrimination general information and papers;
 industry networks write formal and informal letters
 the organisation's policies, plans and according to target audience
procedures  proofread and edit to ensure clarity
 the organisation's structure and of meaning and conformity to
accountabilities organisational requirements, check
 the principles of effective communication for accuracy and consistency of
in relation to listening, questioning and information
non-verbal communication  apply evaluation skills for assessing
 understanding the techniques for benefits of networking
building relationships of trust  use problem solving skills to solve
 principles and techniques associated routine difficulties
with negotiation and team work  negotiate to achieve mutually
 principles and techniques to use acceptable outcomes
feedback to achieve positive outcomes  relate to people from a range of
social, cultural and ethnic
backgrounds and physical and
mental abilities

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Assessment methods may include:
 third Party Reports

 questioning/Interview
 workplace Documents
 training Records
 case Study

quality using given
criteria


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BSBBAD0853B Deal with conflict situations
BSBBAD0853B: Deal with conflict situations

Competency Descriptor: This unit deals with the skills and knowledge required to handle difficult
interpersonal situations –with customers, suppliers and colleagues.

1. Identify conflict situations 1.1 Potential for conflict is quickly identified and swift and
tactful action is taken to prevent escalation.
1.2 Situations where personal safety of customers or

colleagues may be threatened are quickly identified and
appropriate assistance is organised.
2. Resolve conflict situations 2.1 Responsibility is taken for finding and developing a
solution to the conflict within the scope of individual’s job.
2.2 All points of view are encouraged, accepted and treated

with respect.
2.3 Effective communication skills are used to assist in the

management of the conflict.
2.4 Accepted conflict resolution techniques are used to

manage the conflict situation.
3. Respond to customer complaints 3.1 Complaints are handled sensitively, courteously and
discreetly.
3.2 Responsibility is taken for resolving the complaint.
3.3 The nature and details of the complaint are established

and agreed with the customer.
3.4 Appropriate action is taken to resolve the complaint to the

customer's satisfaction wherever possible.
3.5 Where appropriate, techniques are used to turn

complaints into opportunities to demonstrate high quality
customer service.
3.6 Any necessary documentation is completed accurately

and legibly within time constraints.

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RANGE STATEMENTS
The Range Statement provides advice to interpret the scope and context of this unit of competence. It
relates to the unit as a whole and facilitates holistic assessment.
Conflict situations may include but are not limited to:
 Customer/supplier complaints  refused entry

 conflicts among work colleagues  drug or alcohol affected persons
 ejection from premises
EVIDENCE GUIDE
Competency is to be demonstrated by the ability to effectively deal with conflict situations in accordance
with the performance criteria and the range listed within the range of variables statement.
Evidence gathered must demonstrate:
 knowledge of conflict resolution techniques

 ability to apply conflict resolution techniques to resolve a range of different conflict situations
in contexts appropriate to the sector and workplace
Nil

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Knowledge Skill
 conflict resolution skills  identify potential for conflict

 communication skills  identify situations where personal safety
 problem solving skills of customers or colleagues may be
 procedures for customer complaints threatened
 find a solution to conflict
 encourage all points of view
 use communication skills
 use conflict resolution techniques
 manage the conflict situation
 handle Complaints
 establish nature and details of
complaints
 turn complaints into opportunities
 complete documentation
All relevant resources and documents normally used in the work situation.
Competency shall be assessed while work is undertaken under direct supervision with regular
checks, but may include some autonomy when working as part of a team.
Competencies in this unit may be determined concurrently.
Assessment must be in accordance with the performance criteria.
This unit may be assessed on or off the job. Assessment should include practical demonstration
either in the workplace or through a simulation. This should be supported by a range of methods
to assess underpinning knowledge.

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quality using given criteria process
 Establishes criteria for
evaluation

Use mathematical ideas and techniques Level -

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BSBBAD1023B Develop and implement operational plan
Competency Descriptor: This unit deals with the skills and knowledge required for the frontline
supervisor to actively engage in planning, implementing, monitoring and
recording performance to achieve the business plans of the
team/organisation.
Competency Field: Business Management

1. Plan resource use 1.1 Resource information for use in operational plans is
collected, analysed and organised in consultation with
colleagues and specialist resource managers.
1.2 Operational plans contribute to the achievement of the

organisation’s performance/business plan.
1.3 Key performance indicators are developed within

operational plans.
1.4 Contingency plans are prepared in the event that initial

plans need to be varied.
2. Acquire resources 2.1 Employees are recruited and/or inducted within the
organisation’s human resource management policies and
practices.
2.2 Physical resources and services are acquired within the

organisation’s polices, practices and procedures.
3. Monitor operational performance 3.1 Performance systems and processes are monitored to
assess progress in achieving profit/productivity plans and
targets.
3.2 Budget and actual financial information is analysed and

interpreted to monitor profit/productivity performance.
3.3 Unsatisfactory performance is identified and prompt action

is taken to rectify the situation.
3.4 Mentoring and coaching is provided to support

individuals/teams use resources to the required standard.

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3.5 Recommendations for variation to operational plans are

negotiated and approved by the designated
persons/groups.
3.6 Systems, procedures and records associated with

documenting performance are managed in accordance
with the organisation’s requirements.
RANGE STATEMENT
workplaces. It relates to the unit as a whole and facilitates holistic assessment.
The following variables may be present for this particular unit:
 Legislation, codes and national standards relevant to the workplace, which may include:
- award and enterprise agreements and relevant industrial instruments

- relevant legislation from all levels of government that affects business operation, especially in
regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial
relations and anti-discrimination
- relevant industry codes of practice
NVQJ level 3 supervisors will normally be engaged in a workplace context where they:
 engage in short term planning within the department’s business plans. For example, prepare a weekly
schedule of outputs and/or outcomes to be achieved
 take responsibility for own outputs in work and learning. For example, assess own performance and
identify the competencies which need to be upgraded/developed
 take limited responsibility for the output of others. For example, provide coaching support to assist
individuals meet their performance requirements
 demonstrate some relevant theoretical knowledge. For example, explain the purpose of Key
Performance Indicators to others
 perform a defined range of skills, usually within known routines, methods and procedures and within
known time constraints. For example, provide services to internal customers within an agreed
schedule
 apply known solutions to a variety of predictable problems. For example, within the organisation’s
standard procedures considers the options and, using some discretion and judgement, select the
preferred action to rectify faulty service to a customer
 interpret available information, using some discretion and judgement in work responsibilities. For
example, interpret the continuous improvement processes, procedures and documentation used by
the team and decide how to apply them to own work function

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Frontline management at level III normally operate in a relatively simple and routine workplace
environment in which they use the organisation’s:
 goals, objectives, plans, systems and processes

 business and performance plans
 access and equity principles and practice
 ethical standards
 quality and continuous improvement processes and standards
Resources may include: Operational plans are:
 people, power/energy, information, finance,  the short term plans developed by the
buildings/facilities, equipment, technology, time department/section to describe
product/service performance
Colleagues and specialist resource managers may The organisation’s policies, practices and
include: procedures are:
 persons at the same level or more senior  those which govern the acquisition of
managers, and may include people from a wide resources, for example, the purchase of
range of social, cultural and ethnic equipment
backgrounds
OHS considerations may include: Designated persons/groups may include:
 provision of information about OHS and the  those who have the authority to make
organisation’s OHS policies, procedures and decisions and/or recommendations about
programs varying operations
 employee induction
 systems, procedures and records
 organisation’s procedures for dealing with
hazardous events
 key performance indicators include OHS
EVIDENCE GUIDE
The critical aspects, underpinning knowledge and skills identified must be demonstrated to confirm
competence for this unit.
 Produces short term plans for department/section

 Plans, acquires and uses resources
 Monitors and adjusts operational performance
 Reports performance

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 Nil
Knowledge Skills
 relevant legislation that affects  access and use workplace information

business operation, especially in  maintain a safe workplace and environment
regard to Occupational Health and  access and use feedback to improve
Safety and environmental issues, operational performance
equal opportunity, industrial relations  prepare recommendations to improve
and anti-discrimination operations
 the principles and techniques of:  access and use established systems and
- planning operations processes
- resource planning  use coaching and mentoring skills to provide
- resource management systems support to colleagues
- budgeting and financial analysis  relate to people from a range of social,
and interpretation cultural and ethnic backgrounds and physical
- monitoring performance and mental abilities
- reporting performance
 problem identification and resolution
 alternative approaches to improving
resource usage and eliminating
resource inefficiencies and waste
 ways of supporting individuals/teams
who have difficulty in performing to
the required standard
The following resources should be provided:
 access to appropriate documentation and resources normally used in the workplace
In order to achieve consistency of performance, evidence should be collected over a set period of
time, which is sufficient to include dealings with an appropriate range and variety of situations.

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workplace or simulated environment and should reinforce the integration of the Critical
Employability Skills.

quality using given criteria process
 Establishes criteria for
evaluation


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BSBBAD1034B Manage project contract and procurement
BSBBAD1034B: Manage project contract and procurement
Competency Descriptor: This unit deals with the skills and knowledge required to undertake
procurement and contract management within projects. It covers
determining procurement requirements, establishing agreed
procurement processes, conducting contracting and procurement
activities, and managing finalisation processes.

1. Determine procurement 1.1 Procurement requirements are identified, with input from
requirements stakeholders and other project personnel if necessary, as
the basis for procurement planning and the contract.
1.2 Within delegated authority, an agreed procurement

management plan and strategies are established and
maintained to ensure clarity of understanding between
stakeholders and achievement of project objectives.
2. Establish agreed procurement 2.1 Information is obtained from established sources capable
processes of fulfilling procurement requirements to determine how
project objectives can be met.
2.2 Established selection processes and selection criteria,

including OHS requirements are adopted and
communicated to stakeholders and prospective
contractors or suppliers to ensure fair competition.
2.3 Approvals for procurement processes to be used for the

project are obtained from a higher project authority to
enable formal discussions to be conducted.
3. Conduct contracting and 3.1 Agreed proposals and/or specifications are

procurement activities communicated to prospective contractors or suppliers to
ensure clarity of understanding of project objectives.
3.2 Responses are evaluated and preferred contractors or

suppliers are selected in accordance with current legal
requirements and agreed selection processes.

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3.3 Negotiations are conducted with the preferred contractor

or supplier, and other project personnel if necessary, to
agree on contract terms and conditions, establish
common goals and minimize uncertainty.
4. Implement the contract and/or 4.1 Established procurement process is implemented and
procurement modifications made with the approval of relevant project
authority to ensure a common approach to achievement
of objectives.
4.2 Progress is reviewed and agreed changes are managed

to ensure timely completion of tasks, resolution of
conflicts and achievement of project objectives within the
legal framework of the contract.
4.3 Procurement management problems are identified and

reported to relevant project personnel and agreed
remedial actions are implemented to ensure project
objectives are met.
5. Manage contract and 5.1 Finalization activities are conducted to ensure that
procurement finalisation contract deliverables meet contractual requirements.
procedures
5.2 Project outcomes are reviewed using available

procurement records and information to determine the
effectiveness of contracting and procurement processes
and procedures.
5.3 Lessons learned and areas for improvements are

identified, documented and passed on to the relevant
project personnel for application in future projects.

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RANGE STATEMENTS
The Range Statement adds definition to the unit by elaborating critical or significant aspects of the
performance requirements of the unit. It establishes the range of indicative meanings or applications of
these requirements in different operating contexts and conditions.
Delegated authority refers to planning and Legislation, codes and national standards relevant
activities that may: to the workplace which may include:
 be done independently within broad  award and enterprise agreements and relevant
guidance or by taking the lead of a team industrial instruments
 involve consultation with other project  relevant legislation that affects business
members, teams and internal stakeholders operation, especially in regard to Occupational
 involve the selection, use and supervision of Health and Safety and environmental issues,
appropriate procurement management equal opportunity, industrial relations and anti-
methods, tools and techniques discrimination
 be conducted routinely or as changing  relevant industry codes of practice
circumstances dictate
 take into account internal organisational
change and external environmental change
A procurement management plan identifies and Modifications may be made:

outlines:
 independently or with authorised endorsement if
 procurement objectives, strategies and necessary
timelines  regularly throughout the project life cycle
 resources to be obtained against a timeline  in consultation with project team members,
and budget section heads, project manager and
 processes to be used for procurement of stakeholders
resources  taking into account internal organisational
 responsibilities for staff/team members change and external environmental change
 how procurement arrangements are
communicated to stakeholders
 the process for monitoring and evaluating
procurement related to the project

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Procurement records and information may Higher project authorities may be:
include:
 the client/customer
 project (product/service) specifications  the project manager (in large projects where the
 procurement management plan individual is section head or sub-project leader)
 contract documentation  other personnel within the project/organisation
 contractor selection criteria, processes and designated specific authority over certain
recommendations aspects of the project
 contract negotiation documentation  the programme manager
 contract change proposals and approvals  higher management within the organisation
 test and acceptance procedures and
documentation
 contract discharge documentation
 asset disposal documentation and register
The client is the authority, or authorities, for Stakeholders may be:

whom the project is being undertaken and may
be internal or external to the organisation  within the project
 other projects affecting the client/customer
The client may be:  suppliers/contractors and/or the parent
organisation
 the customer  other persons or organizations affected by the
 the owner project
 the sponsoring authority in the case of
projects where a contract does not exist, or
 an authority specifically designated as the
client
Advice and assistance may be provided by:
 other project managers

 the program manager
 section heads and/or specialists within the
organisation
Liaison with the client organisation and external authorities would normally be within agreed authorisation
and reporting requirements.

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EVIDENCE GUIDE
The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It
contains an overview of the assessment requirements followed by identification of specific aspects of
evidence that will need to be addressed in determining competence.
The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with
the other components of competency.
Evidence of the following must be gathered:
 compliance with occupational health and safety regulations applicable to workplace

operations
 application of organisational management policies and procedures including quality
assurance requirements where applicable
 demonstrated ability to determine procurement requirements and establish procurement
processes
 demonstrated ability to plan and coordinate contractual relationships
 negotiation of contracts considering legal and financial requirements for the contract, and
requirements of workplace policy and procedures
 communication with key stakeholders re all project considerations, particularly those affected
by legal, statutory and financial restraints
Pre-requisite for this unit is:
 Nil

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Knowledge Skill
 the principles and application of  relate to people from a range of social, cultural
procurement management and ethnic backgrounds, and physical and
 the principles of contracts and mental abilities
contractual legal requirements from  demonstrate project management and contract
the project management perspective management skills
 the selection of appropriate formal  use planning and organizing skills
arrangements and the legal  communicate and negotiate
implications of such agreements  apply problem-solving techniques
 contract negotiation skills  apply leadership and personnel
 procurement management processes management techniques
and procedures  apply monitoring and review skills
 OHS legislative requirements  pay attention to detail,
 quality assurance principles and  maintain an overview of the project
procedures  demonstrate thoroughness and positive
leadership
This refers to the resources that are necessary for undertaking the assessment.
If workplace based, the resources should relate specifically to organisation policies, guidelines,
requirements, resources and equipment.
If an off the job or simulated work environment is used then resources should be generic and be
applicable to a variety of work environments.
Resources should include access to workplace documentation.

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A person who demonstrates competence in this unit must be able to provide evidence that they
have taken responsibility within projects for procurement and contract management. Assessment
methods may include questioning/interview and reviewing workplace documents.
Documents may include:
 product specifications
 procurement management plans
 contract documentation
 records of evaluation and selection of preferred contractors
 records of involvement in contract negotiations
 progress measurement and conflict resolution process records
 contract change procedures and documentation
 records of test and acceptance procedures and documentation
 records of contract discharge procedures and documentation
 records of procurement lessons learned and recommended improvements
Processes that could be used as evidence include:
 how procurement requirements were identified and documented for projects

 how procurement management plan was developed for projects
 how team members were managed throughout projects with respect to management of
procurement within the project
 how procurement was managed during projects
 how procurement problems and issues arising during projects were identified and addressed
 how contract finalisation activities were managed
 how project was reviewed with respect to procurement management
 how improvements to procurement management for projects have been acted upon
Evidence will need to be collected over a period of time, involving both formative and summative
assessment, and examples of projects where the candidate has managed procurement within
projects.

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evaluation
Collect, analyse and organise Level 2

information

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BSBBAD1054B Provide leadership
BSBBAD1054B: Provide leadership
Competency Descriptor: This unit deals with the skills, knowledge and attitude required for the
achievement of operational results and effective working relationships
through leadership, feedback and support of individuals in a workgroup that
may exist in the workplace.

1. Facilitate commitment to 1.1 The organisation's vision, strategic objectives and required
objectives and required standards of performance are discussed and clarified with
standards others in accordance with the needs, communication and
learning styles of workgroup members.
1.2 Establishment of the purpose, objectives, roles and

responsibilities in the workgroup is facilitated in accordance
with organisational requirements and objectives.
1.3 Commitment to objectives and standards is modelled to

provide leadership and develop workgroup commitment.
1.4 Equal employment opportunity, occupational health and

safety, diversity management and participative work
practices are modelled and promoted within the workgroup
in accordance with legislation, policy and procedures.
2. Contribute to the development 2.1 Work contributions or suggestions are encouraged,

of a co-operative, high acknowledged and considered constructively.
performance workgroup
2.2 Workgroup members are supported to use, share and

develop their skills according to work requirements.
2.3 Work allocation is facilitated within the group on the basis of

current skills and development needs.
2.4 Implementation of new work practices is undertaken in

consultation with workgroup members.
2.5 Conflict and other issues which affect the performance of the
workgroup are resolved within the workgroup wherever
possible, or referred in accordance with organisational policy
and procedures.

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3. Give and receive feedback on 3.1 Feedback is obtained from others outside the workgroup on
performance personal and workgroup performance, and open and
constructive responses to feedback are given.
3.2 Regular constructive feedback on all aspects of work

performance is gathered from and provided to the
workgroup.
3.3 Performance is assessed and addressed in a fair and timely

manner and where possible notable performance is
recognised/rewarded in accordance with organisational
3.4 Under-performance of self and others is addressed in

accordance with relevant legislation, guidelines and
procedures.
3.5 Feedback is used to continuously improve performance and

outcomes.
4. Support and participate in 4.1 An action plan to meet individual and group learning and
development activities development needs is developed, agreed and implemented.
4.2 Individuals are supported to identify their specific learning

and development needs.
4.3 Workgroup members are encouraged and supported to take

advantage of development opportunities in accordance with
their needs and organisational requirements.
4.4 Learning and development opportunities are accessed to

continuously improve own leadership skills and other
identified development needs.
4.5 On-the-job learning opportunities are provided for in

accordance with individual needs and to the required
standard.
4.6 Workgroup members are encouraged and supported in

applying new skills and knowledge in the workplace.
5. Provide leadership, direction 5.1 Participative decision making is used routinely in developing,
and guidance in the workgroup implementing and reviewing the work of the group and the
distribution of responsibilities, where appropriate.
5.2 Opportunities and encouragement are given to workgroup

members to develop new and innovative work practices and
strategies.

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5.3 Workgroup members are provided with the support,

leadership, advice and policy direction necessary to perform
work safely and effectively.
5.4 Tasks are allocated in accordance with the competencies of

workgroup members, and autonomy and authority are
delegated as appropriate.
5.5 Leadership and guidance strategies are varied to meet

changing priorities and situations, and take into account the
differing needs and skills of individuals and the requirements
of the tasks and workplace.
RANGE STATEMENTS
The Range Statement provides advice to interpret the scope and context of this unit of competency,
Legislation, policy and procedures may include Learning and development opportunities may
legislation and regulations such as: include:
 organization management acts  formal course participation

 financial management acts  on-the-job training
 privacy legislation  work experience
 equal employment opportunity, anti-  staff exchanges
discrimination and harassment legislation  mentoring
 occupational health and safety legislation  coaching
 consumer legislation  external study
 environment legislation  conference and seminar attendance
 risk management guidelines  induction
 ethics and accountability standards  job rotation
 public sector standards  projects
 fraud control standards  secondment
 government security standards  opportunities to act in higher positions
 organisational policy, procedures and protocols

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Work allocation may include: Individual learning needs includes:
 procedures and systems for team functioning  needs of self and others
 procedures to identify development  self-awareness
requirements
Workgroup may include: Information affecting the workgroup/organisation

may include:
 an existing team
 business unit  legislation
 group formed for a special purpose or project  plans
 group of community members  industrial awards and agreements
 volunteers  organisation policies, plans, procedures and
 inter-agency members protocols
 client group, such as employees on a safety  performance management systems
committee  quality standards
 group of employers  efficiency indicators
 members of the public in a special interest
group etc.
EVIDENCE GUIDE
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 Critical Employability Skills as they relate to this unit
 provision of leadership in a range of 3 or more contexts or occasions, over time
 Nil.

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Knowledge Skill
 legislation, regulations, policies,  apply legislation, regulations, policies,

procedures and guidelines relating to procedures and guidelines
the organization  provide leadership, supervision and
 principles of effective team operation performance feedback
 principles of facilitation and  undertake problem solving in a team
empowerment environment
 group processes  use transparent decision making
 group dynamics  communicate with a diverse workplace
 range of leadership styles and the including listening, facilitating, negotiating,
application of these to suit different mentoring
groups and tasks  respond to diversity, including gender and
 learning and development in the disability
workplace
 equal employment opportunity, equity
and diversity principles
 Occupational Health and Safety and
environment legislation in the context of
leading a workgroup
These resources include:
 legislation, policy, procedures and protocols relating to the organization

 case studies and workplace scenarios to capture the range of situations likely to be
encountered when providing leadership to a workgroup
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

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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.
quality using given
criteria


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BSBBAD1063B Interpret financial information
BSBBAD1063B: Interpret financial information
Competency Descriptor: This unit describes the performance outcomes, skills and knowledge required
to interpret the types of financial information used by operational supervisors
and managers in their day-to-day work activities. The unit focuses on
understanding key financial terminology, different types of financial reports
and on how financial information is used in the management of a business.

1. Access and interpret financial 1.1 Identify and use relevant business performance indicators
information and benchmarks for decision-making purposes.
1.2 Identify the range of financial information and reports

required to monitor business performance effectively on a
day-to-day operational management level.
1.3 Access and review relevant financial information at

appropriate times according to organisation’s policy and
financial reporting periods.
1.4 Interpret financial information correctly.
2. Apply financial information to 2.1 Identify financial information that applies to particular areas
work activities of work operation.
2.2 Review financial information in terms of its impact on day-to-

day work operations and take action accordingly.
2.3 Share appropriate financial information with colleagues in a

timely manner.

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RANGE STATEMENTS
The Range Statement relates to the unit of competency as a whole. It allows for different work
environments and situations that may affect performance.
Financial information may include:
 source documents  wastage reports

 journal entries  sales reports
 transaction reports  supporting reports, such as covers,
 account summaries and balances occupancy rates, staff costs and units sold
 balance sheets  business activity statements
 profit and loss statements  labour and wages reports
 invoices  cash flow reports
 budget reports  bank statements
 expenditure reports (labour or non-labour)  bank deposit documentation
 trial balance  merchant statements
 receivable reports  transaction exemption reports
 purchase summary reports  cheque books
 stock reports  credit card transaction statements
 variance reports  banking summaries
 merchant summaries
EVIDENCE GUIDE
The Evidence Guide provides advice on assessment and must be read in conjunction with the
performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for
the Training Package.
Evidence of the following is essential:
 understanding of the accounting process and of key accounting terminology

 interpreting, evaluating and extracting key information from profit and loss statements and
balance sheets
 interpreting of financial information and determining the relationship between the information
and the performance of a business
 Nil

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Knowledge Skill
The following knowledge must be assessed The following skills must be assessed as
as part of this unit: part of this unit:
 understanding of the basic features of  think critically to evaluate financial

accounting and how it provides information and determine its impact
information for business management, and importance for day-to-day
including: workplace operations
- charts of accounts and account  interpret a wide range of business
categories, such as assets, documentation
liabilities, equity, cost of sales,  interpret and use financial reports
income and expense
- basic rules underpinning double-
entry accounting and the concept
of debits and credits
- accrual versus cash accounting
- profit and loss statements and
balance sheets as key financial
statements used to measure
business performance, including
their role; how these reports are
generated; and the format,
features and key information an
operational manager should look
for
- reporting periods, including
variations of different financial
years observed by different
businesses
- concept of reconciliations
- concept of costing, including
fixed and variable costs
- aging of accounts
 general features of computerised
accounting packages, including the types
of packages suitable for different industry
sectors
 overview of the financial record-keeping
process and key terminology, including:
- ledgers, subsidiary ledgers and
journals
- transactions, receipts and
disbursements

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Underpinning Knowledge and Skills (Cont’d)
Knowledge
Knowledge of: (Cont’d)
- invoices, accounts payable,

debtors and creditors
- reconciliations, including purpose,
different types of reconciliation and
the impact of unpresented
cheques, bank charges, direct
debits and credits on
reconciliations
- cash flow
 financial terminology used specific to
different industry sectors, e.g. average
spend, cover, and ullage
 overview of GCT accounting and
reporting processes for business and
the impact of this on day-to-day
operations
A range of assessment methods should be used to assess practical skills and knowledge. The
following examples are appropriate for this unit:
 case studies that allow the candidate to report on business performance through analysis of
financial reports
 oral or written questions to assess knowledge and understanding of accounting concepts and
terminology
 review of portfolios of evidence and third-party workplace reports of on-the-job performance
by the candidate
Assessment must ensure:
 use of commercially realistic financial data and reports

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 Carries out  Manages process  Establishes principles and procedures
established  Selects the criteria for  Evaluates and reshapes process
processes the evaluation process  Establishes criteria for evaluation
 Makes judgement of
quality using given
criteria

Solve problems Level

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BSBBAD1083B Apply contract and procurement procedures
BSBBAD1083B: Apply contract and procurement procedures
Competency Descriptor: This unit describes the performance outcomes, skills and knowledge
required to assist with contracting and procurement for a project. It covers
identifying procurement and contract requirements, assisting with
contractor selection, conducting contracting and procurement activities
and assisting with finalization of activities for the project.

1. Assist with contract and 1.1 Contribution is provided for the establishment of
procurement planning procurement requirements and management plan.
1.2 Contributions support the development of project

documentation for contract definition and formation.
2. Contribute to contractor selection 2.1 Information on potential suppliers is collected and

process evaluated.
2.2 Recommendations are made to assist in selection of

preferred contractors.
2.3 Contribution is provided to the definition of agreed terms

and conditions with preferred contractor/s.
2.4 Assistance is provided with the development of the final

tendering and contractual documentation.
3 Conduct contracting and 3.1 Procurement activities are undertaken and maintain
procurement activities information is maintained so that reporting, confidentiality
and audit requirements are met.
3,2 Receive, reconcile and register supplies in accordance

with the established procedures to facilitate payment
throughout project.
3.3 Monitor and control Contractors and suppliers’ activities

are monitored and controlled for compliance with
designated responsibilities, deliverables, time/cost and
quality conformance and other requirements.

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4 Conduct finalisation activities 4.1 Supplies are tested and accepted to ensure quality and
suitability for purpose.
4.2 Assistance is provided for the on-going review of project

outcomes using available records and information to
determine the effectiveness of contracting and
procurement activities.
4.3 Contracting and procurement management issues along

with responses to other application for future projects are
reported.
RANGE STATEMENT
The Range Statement explains the scope and context of the unit of competency allowing for differences
between workplaces. The scope of variables chosen for training and assessment requirements will
depend on the particular work situation,
The following variables may be present
Procurement activities may include: Records may include:
 conducting transfer and disposal actions  assets and disposal actions

 confirming details and obtaining additional  lists of suppliers
information about quotes etc.  procurement logs, registers
 formally receipting goods and services or  procurement reports
providing formal notice of delivery of goods and  records of contract planning, formation,
services negotiation or administration
 identifying occupational health and safety  quotes, invoices and receipts
(OHS) issues  test and acceptance results
 liaising with client, contractors, sub-contractors
and other stakeholders
 maintaining registers and lists
 obtaining approvals from higher project
authorities
 obtaining quotes from potential suppliers,
providing quotes to potential clients or
collaborating agencies and alliances
 planning, specifying and/or conducting test and
acceptance procedures
 processing payment documentation

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Reviews may include evaluations of: Delegated authority means:
 agreed major milestones, for example phases  subject to frequent change in a multi-
and sub-contracts disciplinary environment
 changes of key personnel  under limited guidance and supervision
 delivery of major deliverables  within agreed authorisation and limits
 finalisation of project and other agreed  within established organisational framework,
milestones procedures and routines
Others may include:
 higher project authorities

 project manager
 project specialists or personnel
 team members
EVIDENCE GUIDE
Evidence of the following needs to be demonstrated:
 application of procurement and contract management techniques in relation to multiple

complex projects
 knowledge of the place and role of procurement in the project life cycle
 Nil

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Knowledge Skills
 contract and procurement management  apply organisational skills to participate in

framework as applied to project contract and procurement management
management  apply literacy skills to read and interpret
 project procurement and contract contracts and procurement documentation
management tools and techniques  apply interpersonal skills to communicate
 broad legal contractual obligations of effectively with contractors and suppliers about
each party contract performance and obligations
 access to examples of project contract and procurement documentation

 access to records of project team participation in procurement tasks and activities
A range of assessment methods should be used to assess practical skill and knowledge. The
following assessment methods are appropriate for this unit:
 direct questioning combined with review of portfolios of evidence and third party workplace
reports of on-the-job performance by the candidate
 analysis of responses addressing different case studies and scenarios which present issues
and problems in procurement
 oral or written questioning to assess knowledge of strategies for project procurement and
contracting and their application to different situations
 review of procurement and contract management plans and other documentation associated
with procurement processes
 evaluation of information gathered on potential suppliers
 assessment of recommendations made to assist in selecting preferred contractors
 assessment of reports produced about contracting and procurement management issues

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In the context of this unit a complex project is defined as a project which involves :
 the need for a comprehensive and multi faceted project plan

 the need for a formal internal or external communications strategy
 a dedicated and diverse project budget
 multiple administrative components
 multiple operational components
 a wide range of stakeholders
 a project operations team
Any simulated assessment must closely resemble what obtains at the workplace.


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BSBBAD1093B Draft legally binding documents
BSBBAD1093B: Draft legally binding documents
Competency Descriptor: This unit covers the drafting of a variety of legally binding documents to
meet particular legal matter requirements under the guidance of a
qualified legal advisor.

1. Identify purpose of document 1.1 Case files are reviewed and needs are identified.
1.2 Meeting is arranged to discuss document requirements and

future actions.
1.3 Relevant parties are contacted and scope of responsibility,

document implications and its uses are clearly explained.
1.4 Existing precedents are reviewed as a basis for drafting

new document.
2. Draft document 2.1 Research is carried out to ensure compliance with relevant
legislation and/or regulations.
2.2 Self-education is arranged and pursued when necessary.
2.3 Document is drafted to comply with legal requirements and

needs.
3. Evaluate document 3.1 Draft document is self-checked to ensure it meets the

needs, particular legal requirements and includes relevant
legislative excerpts.
3.2 Any gaps or deficiencies are rectified.
3.3 Meeting is arranged with legal advisor to review document

and file and any suggestions or amendments are
implemented.
3.4 Amended document is forwarded to legal advisor to

facilitate signing off process.

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4. Forward document to relevant 4.1 Document is forwarded to relevant parties for approval.
parties
4.2 Amendments are forwarded to instructing legal advisor and

integrated as directed.
4.3 Signatures are obtained, witnessed and dated as required

and appropriate follow-up action is undertaken.
RANGE STATEMENTS
The Range Statements provide details of the scope of the Elements and Performance Criteria to allow for differences
within enterprises and workplaces, including practices, knowledge and requirements. The Range Statement also
provide a focus for assessment and relates to the unit as a whole. The variables listed should be considered
indicative rather than exhaustive and should be used as applicable to the job role or function.
Candidates must demonstrate competency in at Relevant parties may include:

least six (6) of the following documents including:
 a small business
 letters  individuals
 leases  large organisations
 mortgage  third party
 contracts  insurance company
 transfer of shares  community organisation
 wills  financial institutions
 agreements  international companies
 briefs  police
 those relating to business formation and
operations
Research may include the following under the Legal matter may include:
instruction of a qualified legal advisor:
 settling a dispute
 reading file notes  agreements
 reading supervisor's notes  contracts
 obtaining information from:  disputing a claim
- a client  mediated disputes
- a representative of opposing party  protecting rights
- an external party  trademarks, copyrights, patents
- a government department
 firm's procedural manuals
 guidelines/checklists

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Precedent documents may be relevant to the Range of new legally binding document may
following areas of law: include:
 commercial law  single purpose documents

 corporate law  multi-purpose document
 industrial relations/employment law  document that provides limited options for
 property law inserting individual clauses
 tax law
Format requirements may include: Appropriate follow-up action may include:
 letter layout  getting document stamped

 court document  lodging copy with a government
 contract layout agency/department
 will  forwarding a copy or the original to the client
 correct margins  forwarding the document to another party
 correct spacing  processing and storing the document:
 dual column system - client records
 presence/absence of a backup sheet - client's beneficiaries
 presence/absence of a cover sheet - for a later date
 placing of headings - on the organization's information system
 usage of keycaps and font features
 table of contents
 paragraph numbering
 correct use of referencing
 specific sign-off clauses
 appropriate use of letterhead
 use of document footers
 list of enclosures
 spaces for signature and date of:
- client
- witness/es
- other party/ies
The precedents may be: Appropriate information used in drafting the

document may include:
 in-house
 external  standard legal phrases
 on-line  particular Acts/legislation/regulations
 stored pre-printed forms

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Relevant sources of information may include: Deficiencies may include:
 clients  inappropriate language

 files  inaccurate terms
 documents  ambiguity
 other staff or legal personnel  inappropriate legislation
 database  incorrect interpretation of legislation
 government departments  grammar
 libraries  spelling
 on-line information services  missing words
 a organization's policies and procedures
 relevant legislation
A organization's policies and procedures may

include:
 information sources
 time recording procedures
 security/confidentiality/privacy procedures
 verifying and authorising information
 recording information
 style/layout guide
EVIDENCE GUIDE
This unit of competency will require evidence to be collected across a range of events, e.g. dealing with
different legally binding documents, and over a period of time to ensure that situational variables are
consistently achieved.
 legal advisor's instructions are followed

 format, content and range of new document is determined
 deficiencies in draft document are rectified through further research and drafting as required
 legislative requirements, purpose of document and legal terminology are explained to
relevant party in clear and simple language
 correct legal terminology is used in appropriate sections of document
 precedents are adapted where appropriate
 document is prepared correctly within agreed timelines
 produced document is assessed to ensure that it meets the requirements of legislation
 problems or questions outside own area of responsibility are promptly referred to legal
advisor
 ancillary notes explaining document are forwarded where appropriate
 relevant documentation is filed appropriately for future reference
 all work is conducted within accepted codes of conduct

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 Nil
Knowledge Skills
 various types of legally binding  read and interpret relevant legal documents
documents and their purposes  demonstrate well developed writing skills;
 accepted codes of conduct relating to  understand and interpret relevant legislation
security, confidentiality and privacy and regulations
 application of a organization's policies  interpret, select and investigate relevant
and procedures required in the full information
range of tasks covered  follow and provide clear written and oral
 relevant legal terminology instructions
 apply proofreading and editing skills
 participate in sustained and complex
transactions
 conduct meeting to clarify issues and solve
problems
 check accuracy and relevance
 demonstrate flexibility and a range of
interaction strategies for the purposes of
maintaining and developing relationships
 explore issues
 solve problems
 use word processing and document
management software
The assessor must have access to appropriate documentation and resources normally found in
the work environment and required to allow the job or task to be properly performed. These may
include:
 appropriate legislation and regulations relevant to drafting legally binding documents

 workplace manuals and reference materials such as legal dictionary, company policy,
procedural manuals and checklists
 appropriate technology such as computers with relevant software

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 demonstration
 questioning
 written tests
Evidence of competency can be met in different situations, including:
 on-the-job assessment
 off-the-job assessment
 flexible delivery methods used by training providers to cater for distance education students
 recognition of Prior Learning, Recognition of Current Competencies (in skill areas where
there has been no significant change to work practice in recent times)

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BSBBAD1114B Manage quality customer service
BSBBAD1114B: Manage quality customer service
Competency Descriptor: This unit covers the knowledge skills and attitudes for the promotion,
delivery and on-going review of customer service within complex or
changing circumstances in business organizations.

1. Analyse customer needs 1.1 Key stakeholders and customer are consulted to determine
options for addressing client needs.
1.2 Understanding of options for service delivery is used to

match customer needs.
1.3 Records of customer needs are developed and maintained

in accordance with organisational policy and procedures.
1.4 Customer requirements are identified and feedback is

reviewed routinely to ensure that needs are met.
1.5 Service delivery is reviewed routinely to ensure it satisfies

the requirements of the customers.
2. Deliver service which satisfies 2.1 Current and relevant information and materials are provided
changing customer to customer in accordance with their needs.
requirements
2.2 Service delivery is based on up-to-date information, and is

successfully negotiated and finalised.
2.3 Current good practice is reflected in customer service

delivery.
2.4 Problems in customer service delivery are identified and

addressed.
2.5 Improvements to customer service practices and procedures

are implemented within the area of responsibility.

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3. Secure employee commitment 3.1 A consultative approach within the business unit is adopted
to the provision of customer to formulate service standards.
service
3.2 Sections, workgroups and individuals are encouraged to

provide suggestions and action strategies to improve service
delivery.
3.3 Quality customer service provided by individuals or

workgroups is identified and recognised.
3.4 Quality customer service is modelled for employees within

the business unit.
4. Promote customer service 4.1 Service to potential customers is marketed effectively.
4.2 Potential areas of difficulty in customer services are

identified and solutions recommended.
4.3 Customer concerns about the service are resolved and

complaints of a serious nature are referred to senior staff.
4.4 Responses to customers are actioned within an acceptable

timeframe.
5. Monitor customer services 5.1 Relevant information on markets and trends is used to
review customer service delivery.
5.2 Performance indicators are developed to monitor and

improve customer service delivery.
5.3 The provision of customer services is monitored for

compliance with legislative requirements and organisation
policy.

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RANGE STATEMENTS
performance requirements of the unit. The Range Statement establishes the range of indicative meanings
or applications of these requirements in different operating contexts and conditions.
Legislation requirements and organisational policy Stakeholders may include all those individuals and
may include: groups both inside and outside the organisation
that have some direct interest in the organisation's
 equal employment opportunity and anti- behaviour, actions, products and services such as:
discrimination law
 national and international codes of practice and  employees at all levels of the organisation
standards  other public sector organisations
 the organisation's policies and practices  union and association representatives
 government policy  boards of management
 codes of conduct  government
 provisions of the Consumer Protection Act  Ministers
 provisions of the Fair Competition Act
Clients may include: Client services may include:
 individual members of the public  coordinated and single point of delivery

 end users and sponsors  'hotline' service providing direct access to a
 potential providers or suppliers known staff member
 current providers/suppliers  selection of appropriate and effective products
 technical or functional experts or advisers  streamlining service delivery
 Local Government  special offers
 the organisation  guaranteed service response times
 other public sector organisations  membership of a special customer club
 non-governmental organisations  effective account management
 employees  review of current products and services to
 unions or staff associations optimise benefits and improve service
 industry bodies
 local communities and society as a whole
 lobby groups
 special user groups

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Business unit may refer to:
 a programme
 sub-programme
 cost centre
 area
 division
 branch
 production unit or section located within the
organisation
EVIDENCE GUIDE
Range Statements for the unit of competency and will inform and provide guidance for assessment of the
unit in the workplace and/or training programme.

 management of quality client services in a range of 3 or more contexts (or occasions) over
time
 Nil

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Knowledge Skill
 legislative and regulatory frameworks  market and promote customer services

influencing the provision of client  engage in oral and written clarification of
services issues
 current developments in effective  negotiate variations and changes with
customer services delivery customers
 the constraints on the provision of  use appropriate language and style for
customer service caused by the written submissions
availability of resources and the  use technical and other vocabulary
likelihood that client needs have to be  use a variety of words and language
prioritised structures to explain complex ideas to
 the relationships between effective different audiences
management of diversity and satisfying  network with clients, suppliers and
customer needs stakeholders
 equal employment opportunity, equity  monitor and review customer services
and diversity principles  respond to diversity, including gender and
 organisational goals and policies relating disability
to customer service delivery  analyse customer needs
 monitoring review strategies and  plan customer services delivery
methodologies for customer services
 occupational health and safety and
environmental issues relating to the
provision of customer services
 Legislation, procedures, guidelines and protocols relating to customer services

 Workplace scenarios and case studies to capture the range of situations likely to be
encountered when managing customer services
 Organisational materials on the range and type of services provided
Assessment methods may include:
 case studies
 questioning
 projects
 scenarios

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unit outcome and apply the competency in different situations or environments. Off-the-job or
simulated environments must closely resemble the workplace.
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BSBBAD1174B Produce management reports to enable effective decision-making
BSBBAD1174B: Produce management reports to enable effective

decision-making
Competency Descriptor: This unit deals with the skills, knowledge and attitude required for producing
management reports that enable will better management decisions.

1. Determine management 1.1 Management requirements are responded to by identifying
requirements the areas of concerns comprehensively.
1.2 Proposed management reports are referred to relevant

parties for prompt action.
1.3 Proposed reports are analysed and is considered whether

report is to be permanent or single purpose.
2. Determine source and 2.1 All sources of data are examined to establish availability and
availability of data suitability to meet management requirements.
2.2 Any limitations or restrictions on use of data are identified

and communicated to staff.
2.3 Data costs are calculated in order to assess viability of

report production within available budget.
3. Access resources 3.1 Data access resources are obtained and their use
authorised appropriately.
3.2 Suitable data modelling tools are identified.
4. Produce and distribute reports 4.1 Reports are prepared using data from analysis and
modelling in accordance with identified management
requirements.
4.2 Report design is presented to management to obtain

feedback on suitability for intended purpose.

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4.3 Accurate and reliable reports are produced, which present

data, in both full and summarised versions for ease of
access by users.
. 4.4 Distribution of completed reports is arranged to ensure

compliance with company guidelines and requirements.
RANGE STATEMENTS
The Range Statements add definition to the unit by elaborating critical or significant aspects of the
performance requirements of the unit. The Range Statements establish the range of indicative meanings
To respond may involve: To initiate may involve:
 taking action in respect of management  identifying to management the availability of

requests/recommendations new or revised reports
Modelling tools may include: Costing may include:
 interaction of financial data as it flows from the  the calculation of cost to produce the report
source to the required output  cost may be either direct or levied by other
 a process for testing assumptions against a departments
variety of scenarios
Company policy and procedures may include: Policy and procedures
 operations manuals  'Policy' means a policy statement

 internal control guidelines  'procedures' means operating procedures
 computer system documentation
Industry and legislative requirements may cover:
 relevant insurance act

 consumer credit legislation
 privacy act
 industry code of practice
 Trade Act
 Stamp Duty act
 Tax Collection Act

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EVIDENCE GUIDE
evidence that will need to be addressed in determining competence. The Evidence Guide is an integral
part of the unit and should be read and interpreted in conjunction with the other components of
competency.
(1.) Critical Aspects and Evidence
 demonstrated report writing skills

 proven conceptual, analytical and planning skills
 high level negotiation and communication with senior management and key stakeholders
 Nil
Knowledge Skill
knowledge of: the ability to:
 company policy and procedures  use computerised spreadsheet and

 relevant acts and regulations database
 legal systems and procedures  analyse and interpret data
 industry codes of practice  evaluate and analyse financial documents
 computer systems  apply negotiation and interpersonal skills
 procedure writing  write reports
 access to a relevant workplace or closely simulated office environment

 the use of a range of office equipment, technology and consumables

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 case studies
 portfolios
 projects
 questioning
 scenarios
Competency is demonstrated by performance of all stated criteria, including the Range

Statements applicable to the workplace environment. Aspects of competency, including the
attainment of relevant knowledge and skills, may be assessed in a relevant workplace, a closely
simulated work environment, or other appropriate means that clearly meet industry competency
requirements.

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BSBBAD1193B Apply risk management techniques
BSBBAD1193B: Apply risk management techniques
Competency Descriptor: This unit deals with the skills, knowledge and attitude required to
assist with aspects of risk management within an organization. It
specifically involves assisting the management team to plan,
control and review risks associated with the organization.

1. Assist with risk analysis 1.1 Team members are made aware of their roles and
planning responsibilities in risk identification and of the associated
management systems and procedures.
1.2 Contribution is made to identify and prioritise potential risks

throughout the business operations.
1.3 Within delegated authority, input is provided to develop risk

management strategies and risk management plans within
established guidelines.
1.4 Established risk analysis methods, techniques and tools

are used to assist in the analysis of risks.
1.5 Reporting mechanisms for risks are planned and agreed.
2. Conduct risk analysis activities 2.1 The identification process covers all relevant areas of
potential risk.
2.2 Control activities are undertaken in accordance with agreed

business and risk management plans to achieve objectives.
2.3 Progress is measured, and perceived, potential or actual

risks are acted on within authority or reported to others for
response.
2.4 Contribution is made to the implementation of agreed risk

approaches and the amendment of plans to reflect the
changing environment.
2.5 Opportunities for improving risk management are identified

and reported for action in the same way as risks.

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3. Monitor risks and contribute to 3.1 Contribution is made to the ongoing review of business
the review of measures for outcomes to determine the effectiveness of risk
controlling them. management activities.
3.2 Appropriate business records and other available

information and advice are sought.
3.3 Adjustments and improvements to risk control measures

are implemented against any shortcomings found during
the review and in line with level of responsibilities.
3.2 Risk management issues and responses are reported to

others for lessons learned or application for the future.
RANGE STATEMENTS
Legislation, codes and national standards relevant Risk analysis methods, techniques and tools may
to the workplace may include: include:
 award and organization agreements and  using personal experience and/or subject
relevant industrial instruments matter experts
 relevant legislation that affects business  applying qualitative and/or quantitative risk
operation, especially in regard to occupational analysis, such as schedule simulation, decision
health and safety and environmental issues, analysis, contingency planning and alternative
equal opportunity, industrial relations and anti- strategy development
discrimination  using specialist risk analysis tools to assist in
 relevant industry codes of practice the decision making process
Delegated authority means: Others personnel may include:
 within established organisational framework,  project manager

procedures and routines  higher authorities
 under limited guidance and supervision within  team members
agreed authorisation and limits subject to  other specialists or personnel
frequent change in a multi-disciplinary
environment

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Areas of potential risk: Opportunities for improving risk management may

include:
 business/project outcomes
 project implementation  better means of achieving a result
 business/project resources  efficiencies or methods to work more
 business/project programme effectively, such as ways of shortening an
 health and safety activity
 environmental  responses to changing commercial/competitive
 property conditions
 data  changes in a project or broader environment
 business that offer scope for rescheduling activities to
 commercial better effect
 financial  initial project activities that reveal entirely
 legal different sets of priorities, for example product
development, research and policy development
 political
 security
Records may include: Review may include evaluations of:
 lists of potential risk events (risk register/log)  agreed major milestones, for example phases
 risk analysis and reappraisal and sub-contracts
 risk management plan  delivery of major deliverables
 risk diaries, incident logs, occurrence reports  change of key personnel
and other such documentation  finalisation of project and other agreed
 project and/or organisation files and records milestones
 risk management lessons learned
Reporting may be in the form of: Participation/contribution may take the form of:
 written reports, briefs, minutes, letters and  making decisions and acting within limits of
other such documentation authorisation in the individuals area of
 oral briefings, advice and conversations, expertise
telephone calls  providing detailed input/advice in the
 computer generated, e.g. electronic data individual's area of expertise
transfer, internet  contributing general input in a team
 project management information systems environment
(PMIS) ranging from complex computer-based
systems to simple manual systems. Use of the
PMIS would normally be within established
guidelines and procedures and clearly defined
lines of authority

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Reporting may involve:
 other team members

 project team leaders/coordinators
 colleagues internal and/or external to the
organisation
 members of client organisation as authorised
EVIDENCE GUIDE
The Evidence Guide provides advice to inform and support appropriate assessment of this unit. The
Evidence Guide should be read and interpreted in conjunction with the other components of the
competency. Assessment must reflect the endorsed Assessment Guidelines.
A person who demonstrates competence in this unit must be able to provide evidence that they
have contributed to the management of risk within the business/project; this will include evidence
of the ability to:
 contribute to the establishment and maintenance of a culture of risk awareness

 work with others to identify risk and develop risk management strategies
 select options and implement measures for controlling risks
 monitor risks (with an emphasis on variation management)
 review risk management within the business/project
 Nil

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Knowledge Skills
 identifying and allocating roles and  relate to people from a range of social, cultural
responsibilities for risk identification and ethnic backgrounds' and physical and
and management mental abilities
 qualitative and quantitative risk  apply risk management techniques
assessment techniques in relation to  apply planning techniques
people, the project, the  apply monitoring and tracking skills
business/commercial context, and the  apply teamwork skills
environment  apply communication skills
 the need for business/project risk  demonstrate attributes of accuracy, attention to
management within the broad detail and thoroughness
management framework
 the place of project risk management in
the context of the project life cycle and
other project management functions
 the application of risk management
tools and techniques within the
candidate's area of expertise
 how, when and why risk identification,
monitoring and reporting processes are
implemented
 the importance of the individual's
contribution to the risk management
process
Learner and trainer should have access to workplace documentation or similar documentation if
assessment takes place in a simulated environment.

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Assessment of this competency is most likely to be project related under real or simulated
conditions and require portfolios or other forms of indirect evidence of process.
Evidence of relevant processes should include:
 how risks were determined, analysed, prioritised and planned for

 how risk management strategies were determined
 how contingency management process was aligned to risk management (planning and
control) process
 how effectiveness of risk controls was monitored and any issues/problems acted upon
 how risk management was reviewed for project and identified improvements acted upon
Methods may include:
 Workplace Documents such:

 certification of compliance on the final outcome,
 records of input to risk management risk management plan and strategies
 lists of perceived, potential or actual risk events (risk register/log)
 risk management reports
 periodic reports that include updating project risk likelihood/impact ratings
 pre-planned response mechanisms for level of risk likelihood per activity
 records of (time/cost) contingency planning as an outcome of project risk management
 records of input to project risk reviews, including reports of lessons learned and
recommendations for improvement
 examples of projects where the candidate has contributed to managing risk
 questioning/interview
 third Party Reports
The competency is to be demonstrated in a range of situations (on or off the job), which may
include involvement in related activities normally experienced in the workplace. Simulated
environments must closely resemble what obtains in the workplace.

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processes  Selects the criteria for procedures
 Makes judgement of the evaluation process  Evaluates and reshapes
evaluation


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BSBBAD1233B: Prepare and mange budgets and forecasts
BSBBAD1233B Prepare and manage budgets and forecasts
Competency Descriptor: This unit requires the application of skills and knowledge
required to prepare and manage budgets and forecasts. The
unit has application specifically to those job functions that
have responsibility for preparing and managing budgets and
forecasts including accountant and divisional managers.

1. Prepare revenue and 1.1 Budget objectives are clear and consistent with
expenditure budget organisational aims and projects.
1.2 Discussions and negotiations with stakeholders are

conducted in a manner that promotes understanding,
goodwill and ongoing co-operation.
1.3 Performance indicators identified to be included in budgets.
1.4 Annual budgets are broken down into seasonal periods in

accordance with operating trends.
1.5 Budget committee is established to facilitate preparation of

budget.
2. Forecast estimates 2.1 Estimates of future cash flow, costs and revenues are
clearly defined, realistic and attainable and supported by
verifiable evidence and source documentation.
2.2 Relevant data for forecasts are identified and changes in

circumstances anticipated.
2.3 Assumptions and parameters are established and reviewed

for relevance and compliance with organisational
procedures and policies.
2.4 Risks are identified and protection strategies initiated in

accordance with organisational procedures and policies.

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3. Document budget 3.1 Data is presented in a format that is easily understood and
appropriate to budget reporting.
3.2 Trends and issues are documented in a structured format

to ensure comparison with actual performance.
4. Monitor budget outcomes 4.1 Variances with budget are prepared in accordance with
organisational procedures.
4.2 Analysis of costs and revenue is carried out.
4.3 Recommendations based on the analysis are made to

client/designated person.
RANGE STATEMENT
Expenditure and revenue items may include but not Budgets may include but not limited to:
limited to:
 sales budgets
 revenue producing expenditures  purchase budgets
 occasional expenditures  labour budgets
 discretionary expenditure  production budgets
 client and supplier payments (e.g. sales and  manufacturing budgets
commissions)  statement of financial performance
 fees and charges  statement of financial position
 capital expenditure  cash budgets
 community service obligation expenditure
 sales
 service fees
 other revenues
Budget objectives may include but not limited to: Presentation methods and formats may include but
not limited to:
 annual planning
 rolling forecasts (next period, monthly, next  tables
year)  graphics
 strategic review (long term)  estimates and projections
 debt reduction  calculations
 business expansion and growth  explanatory notes
 cost reduction
 solvency

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Expenditure and revenue items may include but not Stakeholders may include but not limited to:
limited to:
 employees
 revenue producing expenditures  clients
 occasional expenditures  Managers and Company Officers (e.g.
 discretionary expenditure Company Directors and Board of Management)
 client and supplier payments (e.g. sales and  financial institutions
commissions)  suppliers
 fees and charges  Ministers
 capital expenditure  Chief Executive Officers
 community service obligation expenditure
 sales
 service fees
 other revenues
Trends, issues and performance indicators may Verifiable evidence and source documentation may
include but not limited to: include but not limited to:
 reports (quarterly, half yearly, annual)  order and supplier documentation

 compliance with scheduled payment dates  invoices/receipts
 profit and loss statement  financial institution statements
 debt reduction targets  taxation and statutory returns
 unit costs
Assumptions and parameters may include but not Data may include but not limited to:
limited to:
 cash flow projections
 expenditure limits  fixed costs
 productivity levels  variable business costs
 cash and business returns  sales records and projections
 market share growth
 competitors' behaviour
 regulatory stability

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EVIDENCE GUIDE
Competence in this unit must be assessed over a period of time in order to ensure consistency of
performance over the Range of Variables and contexts applicable to the work environment.
This unit may be assessed on its own or it may be assessed with other units that cover related skills and
knowledge.
Evidence is most relevant when provided through an integrated activity, which combines the elements of
competency for the unit, or a cluster of units of competency.
To achieve competency in this unit, a person must be able to demonstrate:
 accurate estimation of cash flows and returns

 logical and clear presentation of financial conclusions
 interpretation of financial data to identify trends
 gathering, reconstruction and recording of data in appropriate consolidated formats
 ability to prepare budgets
 ability to forecast estimates
 ability to document budget
 ability to monitor budget outcomes
 knowledge of accounting principles and practices
 knowledge of organizational policies and procedures
 knowledge of organizational chart of accounts
 knowledge of trends, issues and performance indicators

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Knowledge Skills
 principles of budgetary control  demonstrate interpersonal skills and

 forecasting techniques communication skills (e.g. liaising, listening,
 principles of double entry book consulting)
keeping  use information technology for the set up and
 principles of statistical analysis and analysis of spreadsheets
measures of variance  demonstrate estimating, forecasting and
 organisational procedures and analysis skills
policies  read and interpret financial statements and
 principles and practices of accrual reports
accounting  demonstrate writing skills for reports and
 ethical considerations for budgetary recommendations
forecasting and projections (e.g.  demonstrate numeracy for financial
strength of assumptions, forecast calculations and analysis
reliabilities)  record, gather and classify financial information
 principles of corporate governance
Assessment of this unit of competence requires access to suitable resources to demonstrate

competence.
Assessment instruments, including personal planner and assessment record book

Access to registered provider of assessment services.
For valid and reliable assessment of this unit, evidence should be gathered through a range of
methods to indicate consistent performance.
Assessment of this unit of competence will usually include observation of processes and
procedures, oral and/or written questioning on underpinning knowledge and skills and other
methods as required.

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Assessment of performance requirements in this unit should be undertaken within the financial
services industry context and should cover aspects of personal/financial responsibility and
accountability.
Aspects of competency, including the attainment of relevant knowledge and skills, may be
assessed in a relevant workplace, a closely simulated work environment, or other appropriate
means that clearly meet industry competency requirements.

evaluation


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BSBBAD1235B Plan for organisational gaols
BSBBAD1235B: Plan for organisational goals
Competency Descriptor: This unit involves the necessary competencies required by managers to
advise Board members of the current and future needs for the organisation.

1. Set directions for the future of 1.1 Information is collected, analyzed and documented.
the organisation
1.2 Organisation performance is evaluated.
1.3 Key strategies to achieve directions are identified and

documented.
1.4 The skills and competencies needed for the future of the
organization is identified and documented
2. Set goals and objectives 2.1 Strengths, weaknesses, opportunities and threats (SWOT
analysis) to the organisation are identified and documented.
2.2 Goals and objectives are identified, discussed and set.
3. 3.1 Financial constraints and obligations of the organization are

Set financial targets
identified and documented.
3.2 Financial possibilities, scenarios, strategies are explored,

discussed and documented.
4. Set targets for enhancing the 4.1 Methods for strengthening and enhancing the image of the
image of the organization. organisation are identified, documented and implemented..
4.2 Funding options are identified and documented.
4.3 Partnerships and networks are identified and documented.
4.4 Protocols which promote respect are set and documented.
Standards and Assessment Development Unit, NCTVET BSB08 (Revised 2010) Page 1 of 5
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5. Incorporate directions, goals 5.1 Directions, goals and objectives are incorporated into the
and objectives into the Business Business Plan.
Plan
5.2 Allocated budget requirements are established to meet

organizational goals.
RANGE STATEMENTS
The Range Statements provide advice to interpret the scope and context of this unit of competence,
Information may include: Strengths may include:
 community feedback  capability of the organisation

 funding body details  staff skills
 skills and manpower capability  finances
 documents of the organisation such as vision  adaptability and flexibility of the organisation
and mission statements, business plan,  uniqueness and knowledge
procedures, policies and statistics
 networks and supporters of the organisation
Weaknesses may include: Opportunities may include:
 community politics  business opportunities

 conflicts  business enterprises
 location  partnership possibilities
 size and scope of the organisation  employment schemes
 skills deficit of staff  training opportunities
Financial constraints may include: Threats may include:
 availability of funds  bureaucratic systems and demands

 level of reserves  politics
 conditions of funding  funding changes including withdrawal of
 capability to manage funds funds
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Responsibilities of board members may include: Future directions may include:
 understanding the organisation  vision and mission

 understanding legal responsibilities  objectives
 knowledge of political climate  resource plans
 funding sources  expressed needs of the organization
 importance of lobbying, representing and  contractual obligations and arrangements
contributing to submissions etc.
Financial obligations may include: Protocols that promote respect may include:
 overheads, legal requirements  recognition of community leaders

 contracts in effect  local traditions and customs
 budgeted and committed funds  community processes of consultation
 accounts payable  rights of others, rights of privacy
 loans and obligations  respect and courtesy to other organizations
Funding options may include: Partnerships and networks may include:
 equity input, grants, schemes, trusts, etc  other organisations and individuals
 government initiatives and programmes  firms or agencies
 self funded projects and initiatives  government and quasi government bodies
 partnerships and joint projects
Organization’s image may include: Methods include but not limited to:
 marketing
 common values  promotions
 diversity and uniqueness of individuals  branding
 logos, letterheads and trademarks
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EVIDENCE GUIDE
 Integrated demonstration of all elements of competency and their performance criteria,

 Plans meet organisational goals.
 Nil
Knowledge Skill
 cultural protocols  communicate orally and in writing

 business, family and community  work in a team
responsibilities  evaluate and make decisions
 community control and participation  negotiate
 resource organisations  relate to people from a range of social,
 legal requirements cultural, ethnic backgrounds and physical
 organisations, entities and funding and mental abilities
recipients which influence decision-
making
 equity and diversity principles
 codes of conduct
This unit of competency should be assessed through the performance of normal duties, but in the
event that there is no opportunity to observe such a performance a simulated environment can be
used however such simulation must replicate normal conditions and the relevant resources
provided.
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 case studies
 portfolios
 questioning
 scenarios
 authenticated evidence from the workplace and/or training c ourses
This competency should be assessed through the performance of normal duties, or may be
assessed through an accurate simulation of duties.

quality using given
criteria

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BSBBAD1244B Manage workplace (industrial) relations
BSBBAD1244B: Manage workplace (industrial) relations
Competency Descriptor: This unit deals with the skills and knowledge required to manage
workplace relations, from an industrial relations perspective. It
focuses on the skills needed by all managers.

1. Build a positive industrial 1.1 Employees are provided with accurate and impartial
relations climate information on industrial matters likely to affect them.
1.2 Workplace changes or issues that may cause industrial

unrest are identified and documented.
1.3 Potential causes of industrial unrest from external

environments are identified and documented.
1.4 Conditions of employment are created in accordance with

relevant legislation and industrial awards and agreements.
1.5 Consultative structures for the identification and resolution

of grievances are established.
2. Establish and implement formal 2.1 Procedures are developed in consultation with relevant
industrial procedures parties.
2.2 Procedures for consulting with staff and facilitating two-way

communication are implemented.
2.3 Procedures are communicated to all appropriate staff.
2.4 Agreed processes are used and monitored; appropriate

adjustments are made in consultation with relevant parties.
3. Create and maintain productive 3.1 Systems and procedures applicable to area of responsibility
working relationship are correctly and appropriately applied.
3.2 Efforts are made to establish and maintain productive

working relationships.

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3.3 Opportunities to discuss work-related matters are readily

provided.
3.4 Differences are dealt with in ways that maintain productive

working relationships.
3.5 People are sufficiently informed about changes in policy

and working practices that may affect them.
3.6 Opportunities for individuals to discuss personal problems

are readily available.
3.7 Open and objective discussions are encouraged.
RANGE STATEMENTS
allowing for differences between organisations and workplaces. It relates to the unit as a whole and
Relevant parties should include unions and employer Systems and procedures include those that relate
groups as appropriate to the business sector. to:
Working relationship relates to that which exists  establishing relationships with others
between:  informing and consulting with staff about
proposals
 managers  providing praise and constructive criticism to
 supervisors encourage staff, handling disagreements and
 union representative conflicts
 colleagues  handling confidential information
 suppliers  forming and managing work groups
 visitors
 directors
Legislation, codes and national standards relevant External environmental factors may include:
to the workplace may include but not limited to:
 general economic and demographic
 award and enterprise agreements and relevant environmental factors
industrial instruments  business environmental factors
 relevant legislation that affects business  political, fiscal and legal environmental factors
operation, especially in regard to Occupational  social and cultural environmental factors
Health and Safety (OHS) and environmental
issues, equal opportunity, industrial relations
and anti-discrimination
 Labour Relations and Industrial Disputes Act

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Procedures include but not limited to:

 awards and commendations
 counselling
 disciplining staff
 grievances
 dispute resolution
EVIDENCE GUIDE
Competency is to be demonstrated by the ability to manage workplace relations in accordance with the
performance criteria and the range listed within the range of variables statement.
It is essential that evidence is collected attesting to:
 knowledge of industrial relations issues and regulations and how they apply to particular
sectors
 ability to interpret industrial awards and agreements
 ability to develop procedures to handle industrial issues in the workplace
 ability to create and foster productive work teams
 Nil

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Knowledge Skill
 an overview of the industrial relations  create conditions in relation to workplace

system in Jamaica relations and organizational policy
 the role of unions in the Jamaican  identify potential causes of industrial unrest
workplace  establish consultative structures for the
 types of workplace agreements and identification and resolution of grievances
awards  develop procedure for counselling,
 formal counselling and industrial dispute disciplining staff and dispute resolution
resolution procedures  establish and maintain productive working
 the Labour Relations & Industrial relationships
Disputes Act
 work team development
 a workplace environment (simulated or actual enterprise)

 relevant legislation
 workplace agreements and awards
 grievance procedures
(5. Method of Assessment
Evidence should be collected over a set period of time sufficient to allow for the monitoring
aspects of this unit.
Assessment activities may include any one or a combination of the following: written or verbal
short answer testing, multiple choice testing, practical exercises, role plays, research/project work
or observation of practical demonstration.
The theoretical components may be assessed off the job. The practical components should be
assessed either in a work or simulated work environment.

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established processes  Selects the criteria for  Evaluates and reshapes process
quality using given
criteria


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BSBBAD1254B Represent and promote the interest of the organization
BSBBAD1254B: Represent and promote the interest of the

organization
Competency Descriptor: This unit deals with the skills, knowledge and attitude required to represent
and promote the organization in different settings by using a range of
communication strategies to achieve desired outcomes.

1. Represent the organization 1.1 A professional image of the organization is promoted in
accordance with the organization's policy and procedures.
1.2 Information on issues, policies and practices is adapted for

different audiences in terms of its range, depth and form of
presentation, and is communicated orally and in writing.
1.3 Recommendations are provided within the area of

responsibility in accordance with organizational policy and
procedures.
1.4 Feedback is obtained on clients' levels of understanding and

additional information or explanation is used to clarify issues
if required.
2. Use communication strategies 2.1 Communication strategies are tailored to the audience and
to achieve desired outcomes the context.
2.2 Communication strategies and content are adjusted in

response to feedback from clients.
2.3 When additional personnel are needed to assist with a

strategy, they are briefed on the expected outcomes and
their role/responsibilities in achieving them.
2.4 Clients are advised of processes and timelines for receiving

information when issues are referred to others for
interpretation/advice on complex matters.

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3. Build and maintain networks 3.1 Time is allocated to establish and maintain networks and
and relationships work relationships.
3.2 Information, key people and networks are identified and

accessed to assist in achieving work outcomes.
3.3 Communication channels are established/maintained and

information and ideas are exchanged to provide benefits for
clients and the organization.
RANGE STATEMENTS
Communication strategies may include: Desired outcomes may include:
 presentations  improved compliance with legislation

 promotions  greater awareness of:
 marketing
 answering and conveying descriptions, - occupational health and safety
explanations and instructions - injury management
 consulting and advising - workers compensation
 structured interviewing - workplace relations issues
 discussions  improved networks
 negotiating  enhanced information sources
 conflict resolution  improved image of the organization
 chairing and/or participating in meetings  promotion and marketing of the services
 briefings provided by the organization
 counselling
 mediation
 advocacy
Groups to which the organization is promoted may Networks include:

include:
 formal and informal information groups which
 formal and informal gatherings are directly related to work activities or make a
 internal and external clients valuable contribution to effective performance
 professional networks  professional groups
 managers
 political groups

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EVIDENCE GUIDE
competency.

 representation and promotion of the organization in a range of 3 or more contexts or
occasions, over time
 Nil
Knowledge Skill
 organizational policy, procedures and  communicate with a range of audiences,

legislation requiring adaptation of style and language
 organizational code of conduct  question to confirm understanding
 the industry  interpret complex written materials
 cultural protocols  present information
 communication strategies  chair/facilitate groups
 building and maintaining networks  use mediation
 mediation techniques  undertake negotiation/conflict resolution
 respond to diversity, including disability and
gender

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Assessor and trainee should have access to:
 legislation, policy, procedures and protocols relating to the organization and workplace
legislative compliance
encountered when representing and promoting the organization
 case studies
 demonstration
 observation
 portfolios
 questioning
 scenarios

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quality using given
criteria
Collect, analyse and organize information Level 2

Plan and organize activities Level 2

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BSBBAD1264B Undertake compliance audits
BSBBAD1264B: Undertake compliance audits
Competency Descriptor: This unit deals with the skills, knowledge and attitude required to perform
comprehensive compliance audits. It includes assisting in and undertaking
preliminary audit planning, undertaking compliance audits as a member of a
team, dealing with audit issues, and contributing to the reporting and
presentation of audit findings.

1. Assist in audit planning 1.1 The audit objectives, scope and focus are identified.
1.2 Relevant operational and information systems in the audit

context are identified.
1.3 Audit team roles and key audit techniques are identified.
1.4 An audit plan is prepared that meets organisational

requirements and the objectives of the audit.
1.5 Audit documentation is prepared according to organisational

policies and guidelines.
1.6 Pre-audit communication is conducted with the client to be

audited in accordance with organisational policy and
procedures.
2. Undertake preliminary activities 2.1 Concepts, systems and reports relevant to the audit are
identified.
2.2 Analytical checks are performed in accordance with

2.3 Initial assessment is made, and considered to ensure it is

appropriate and accurate.
2.4 Appropriate and significant controls are identified and control

tests are designed.
2.5 Risk assessment activities are undertaken to determine risks

and risk treatments necessary.

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3. Undertake audit activity as a 3.1 Sampling techniques are identified to suit audit requirements
member of a team and are applied according to established procedures.
3.2 Controls are tested and assessed in accordance with the

audit plan.
3.3 Substantive testing is conducted.
3.4 Technology is selected and used in line with audit

requirements.
3.5 Audit documentation and working papers are prepared

according to the established format.
4. Deal with audit issues 4.1 Situations requiring specialist input are identified and
referred for action.
4.2 Situations requiring referral to other areas are identified and

referred in a timely manner.
4.3 Issues which arise during the audit are dealt with in a
professional manner in accordance with organisational
5. Contribute to the reporting and 5.1 Audit reports are prepared in the approved format.
presentation of audit findings
5.2 Discussions with the client on audit findings are conducted

in a professional manner.
5.3 Internal reports are prepared in the required style and

format.
5.4 Final recommendations on action are made according to

organisational policies and guidelines, and in a timely
manner.
5.5 Responses to audit recommendations are received and the

audit is finalised in accordance with organisational policy
and procedures.
5.6 Audit findings are recorded in information management

systems in accordance with organisational policy and
procedures.

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RANGE STATEMENTS
Audit objectives should include: Operational and information systems may include:
 assessing the level of the client's compliance  file records

with legislative requirements  audit history records
 assessing the adequacy/effectiveness of the  registry files
client's internal controls  sources, records of auditee information
 structure  intelligence systems.
 helping to improve the auditee's future
compliance.
Audit techniques may include: Audit planning include:
 comprehensive audits  research

 focused audits  objectives
 transaction audits  scope
 those based on national standards setting body  focus
guidelines.  coverage of the audit.
Concepts may include: Relevant audit documentation consists of:
 accounting concepts  working papers

 concepts relating to subject of the audit, such  records
as:  documenting the company's systems
 leasehold land condition  control and potential error matrix and audit
 contract conditions reporting
 lease arrangements
 product information, etc.
Analytical checks may include: Initial assessment may include:
 trends in costs and payments  pre-audit research

 trends in quantity/values of products/services  document reviews
 ratio of input to output  desk audit activities
 contract conditions versus actual practice
Sampling techniques may include substantive Risks may be:

testing based on:
 low
 audit methodology such as service providers  medium
audit methodology (SPAM)  high
 sampling methodology such as dollar unit
discovery sampling (DUDS)
 inspections

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Recommended actions may be one or more of the Professional manner include:

following:
 using appropriate communication skills
 sanctions  protocols and ethical client-centred behaviour
 client advice and education that preserves the image of the organisation
 leverage
 industry campaigns
 referral to another area or organisation
 take legal action on breach
 prepare evidence relating to alleged breaches
Relevant technology may include it software Controls may include:

packages such as:
 control and potential error matrix
 audit management system  preliminary control assessment
 flow charter  control evaluation using matrices
 feedback/survey  identifying reliance on computer controls
 word processing
 spreadsheet
 accounting
EVIDENCE GUIDE
The Evidence Guide provides advice to inform and support appropriate assessment of this unit. The
Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the
other components of competency.

 compliance audits undertaken in a range of 3 or more contexts or occasions, over time.
 Nil.

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Knowledge Skill
 principal and allied legislation  identify problems and solutions

 policies and procedures  use decision making techniques using
 aspects of criminal law and sound judgment
administrative law relating to the  undertake research and analysis
outcomes of compliance audits  evaluate conflicting requirements
 principles of auditing as detailed in  use negotiation and conflict resolution
organisational policies techniques
 duties and responsibilities of auditors  engage in teamwork
 testing procedures and methods of  use a range of communication
inquiry techniques communication including
 industry knowledge interviewing, listening, briefing, de-
 requirements for security of documents briefing, presentation (including co-
and information presentations) and intra-team
 procedures for declaring conflicts of communication
interest  adjust communication to suit different
 protocols for reporting fraud, corruption audiences
and maladministration  respond to diversity, including gender
 fundamental ethical principles in the and disability
handling of documents and information,  write ongoing and final reports, and
natural justice, procedural fairness, official correspondence
respect for persons and responsible care  use scanning techniques
 other ethics standards such as  read complex and formal documents
professional standards such as legislation and accounting and
 equal employment opportunity, equity other company documents
and diversity principles  use information technology for preparing
 organization values/ethics and code of written advice and reports requiring
conduct precision of expression
 organization legislation including  apply occupational health and safety and
occupational health and safety and environmental legislation and
environment relating to compliance procedures in the context of undertaking
audits compliance audits

Assessor and trainee should have access to:
 legislation, policy, procedures and protocols relating to compliance audits

 organization standards and codes of conduct/ethics
encountered when undertaking compliance audits.

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 case studies
 demonstration
 observation
 portfolios
 questioning
 scenarios
 authenticated evidence from the workplace and/or training courses.

quality using given
criteria


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BSBBAD1273B: Lead and manage people
Competency Descriptor: This unit involves competencies encompassing the leadership and
management of teams, where the manager has a key role in motivating
others to achieve objectives. It involves team building, consultation,
communication and delegation of authority.

1. 1.1 Leadership style reflects the organization’s image and
Lead the team
culture.
1.2 Environment is created in which people are motivated to

achieve high standards of performance.
1.3 Personal leadership style is analysed and evaluated in

terms of effects on motivation and performance of team
members.
2. Lead by example 2.1 High personal performance standards are demonstrated.
2.2 Willingness to confront difficult situations and problems is

demonstrated.
2.3 Honest, open consultation is used to communicate with

team members.
2.4 Difficult situations are dealt with fairly, openly and promptly.
3. Develop and communicate team 3.1 Clear, accurate and relevant team objectives are developed,
objectives including expected performance standards.
3.2 Objectives are achievable within designated time limits and

according to resources available.
3.3 Objectives are explained clearly and at a level and pace

appropriate to team members.

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3.4 Objectives are reviewed regularly according to team and

organization policy changes.
3.5 Team members are encouraged to provide feedback on

objectives and to clarify areas of uncertainty.
4. Establish, develop and improve 4.1 Plans are based on accurate assessment of current
teams competencies and career aspirations according to current
and future organization requirements.
4.2 Individuals are assisted and encouraged to take responsibility

for their self-development.
4.3 Team building and development plans contain clear and

realistic objectives.
4.4 Friction between team members minimized.
4.5 Collaborative approach taken with team members,

colleagues and management to establish productive
relationships.
4.6 Team members encouraged to offer ideas, views or

suggestions.
4.7 Team members’ suggestions are recognized and

explanations given if proposals are unfavourable.
4.8 Outstanding achievement is recognized.
4.9 Promises and undertakings to team are realistic and are

honoured.
4.10 Team members are given appropriate support in areas that

may affect work performance and morale.
5. Develop self 5.1 Current self-competencies and development needs identified

according to current position description and future career
aspirations.
5.2 Realistic, achievable and challenging objectives are

developed and reviewed regularly.
5.3 Steps are taken for achieving self-development objectives.

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5.4 Progress and performance reviewed regularly with

appropriate personnel.
5.5 Feedback is used to improve future performance.
6. Delegate responsibility and 6.1 Team and individual responsibilities and limits of
authority responsibility are clearly defined according to organization
6.2 Information is provided in a manner and at a pace

appropriate for the individual.
6.3 Delegations are unambiguous, explicit and able to be carried

out within a designated time frame.
6.4 Resources and implementation methods are negotiated

effectively with team member(s).
6.5 Support and resources available are accessible and are

sufficient for the needs of the operation.
6.6 Delegations are reviewed regularly and revised as required.
7. Consult with team 7.1 Policies, plans, problems and solutions are communicated
clearly and concisely to team according to organization
policy.
7.2 Communication to team on organization policy and

operational issues are demonstrated actively and clearly
7.3 Meeting purposes are established clearly
7.4 Information is presented clearly.
7.5 Positive contributions are encouraged from all members of

group.
7.6 Discussion time is allocated to items according to importance,

urgency or complexity.
7.7 Leadership style is appropriate for purpose and membership

of group.

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7.8 Decisions are recorded accurately and acted upon as

required.
7.9 Written and verbal communication is presented in a clear and

concise manner according to organization policy.
8. Support the team 8.1 Staff, colleagues and management are supported actively
within organization policy guidelines.
8.2 Team members are actively supported in the achievement of

realistic goals.
8.3 Team members are focused towards organization plans and

targets.
RANGE STATEMENTS
The Range Statements provide details of the scope of the Elements and Performance Criteria to allow for
differences within enterprises and workplaces, including practices, knowledge and requirements. The
Range Statement also provides a focus for assessment and relates to the unit as a whole.
The following variables may be present:
 organization policies and procedures in regard  current team competencies

to staff development, people management  manager’s succession planning requirements
and leadership style  manager’s interpersonal operating style
 size and diversity of team  manager’s personal leadership style
 organization policies and procedures for  opportunities for manager to demonstrate
conflict resolution/grievance procedures personal performance standards at operational
 size, and type and location of organization level
 team members may come from a variety of  organization plans and targets
social, cultural or ethnic backgrounds  organization culture and operating environment
 team members may vary in literacy and  degree of delegation authorized
numeracy skills
 staff development policies and budget
allocation

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Communication may be: Manager’s self competencies may include:
 verbal  communication skills

 singly or in groups, in person or by telephone  ability to delegate
 formal or informal meetings  conflict resolution skills
 written correspondence, memos  team building skills
 electronic
EVIDENCE GUIDE
Range Statement the unit of competency and will inform and provide guidance for assessment of the unit
in the workplace and/or training program.
Evidence of the following knowledge and skills is considered essential to demonstrate competency
in this unit:
 establishing effective and collaborative teams to achieve common objectives

 relating to people from a range of social, cultural and ethnic backgrounds and physical and
mental abilities
 managing teams to perform effectively and collaboratively by:
 using a leadership style that supports organization image/culture/business strategic direction
 creating an environment to achieve high standards
 maintaining effective communication with staff
 leading by example
 consulting honestly and openly
 dealing with difficult situations fairly, openly and promptly
 evaluating, analysing and enhancing own leadership style
 evaluating and improving the effective performance of teams
 leading teams in an effective, open, consultative and supportive manner
 delegating appropriate responsibility and authority to team members
 Nil

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Knowledge Skills
 people management  resolve conflicts

 staff development  communicate effectively
 team and company objectives  demonstrate skills in:
 planning and organising activities  influencing/negotiating
 communicating ideas and information  consultation
 working with others and in teams  team building
 conflict resolution  training/mentoring
 influencing and negotiating  delegation
 consultation  leadership styles
 team building  personal leadership development
 training and mentoring  assertiveness
 delegation
 leadership styles
 personal leadership development
 group presentation
 assertiveness
 cultural and ethnic diversity
If workplace based, the resources should relate specifically to organization policies, procedures
and range of equipment. If an off-the-job or simulated work environment is used then resources
should be generic and be applicable to a wide variety of organizations/work environments.
Assessment activities may include written or verbal short answer testing, practical exercises, role-
plays, research/project work or observation of practical demonstration.
Elements of competency contain both theoretical and practical components. The theoretical
components may be assessed off the job. The practical components should be assessed either
in a work or simulated work environment.

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established  Selects the criteria for procedures
processes the evaluation process  Evaluates and reshapes
 Makes judgement of process
criteria evaluation


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BSBBAD1283B Develop and use emotional intelligence
BSBBAD1283B: Develop and use emotional intelligence
Competency Descriptor: `This unit deals with the skills, knowledge and attitude required for the
development and use of emotional intelligence to increase self-awareness,
self-management, social awareness and relationship management in the
context of the workplace.

1. The impact of own emotions on 1.1 Own emotional strengths and weaknesses are identified.
others in the workplace is
identified
1.2 Personal stressors and own emotional states related to the

workplace are identified.
1.3 Awareness of own emotional triggers is developed and used

to enable control to be exercised over emotional responses.
1.4 Workplace behaviours that demonstrate management of

emotions are modelled.
1.5 Self-reflection is utilised and feedback from others is

obtained to improve development of emotional intelligence.
2. The emotional strengths and 2.1 The emotional states of co-workers are assessed and
weaknesses of others are emotional cues responded to.
recognised and appreciated
2.2 The varying cultural expressions of emotions are identified

and utilised to respond to emotional cues in a diverse
workforce.
2.3 Flexibility and adaptability are demonstrated in dealing with

others.
2.4 The emotions of others are taken into account when making
decisions.

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3. The development of emotional 3.1 Opportunities are provided for others to express their
intelligence in others is thoughts and feelings.
promoted
3.2 Others are assisted to understand the effect of their

behaviour and emotions on others in the workplace.
3.3 Self-management of emotions is encouraged in others.
3.4 Others are encouraged to develop their own emotional

intelligence to build productive relationships and maximise
workplace outcomes.
4. Emotional intelligence is utilised 4.1 A positive emotional climate is encouraged in the workplace.
to maximise team outcomes
4.2 The strengths of workgroup members are used to achieve

workplace outcomes.
RANGE STATEMENTS
Emotional intelligence is: Effective people:
 widely recognised as the ability of an  are proactive

individual to monitor their own and others'  begin with the end in mind
emotions in a social or work environment, to  prioritize
discriminate among the emotions and to use  believe in mutual benefits (win/win)
the information to guide their thinking and  seek to understand and then to be understood
actions  believe in creative cooperation (synergize)
 characterised by:  balance work/self development and recreation
 self-awareness (personal)
 self-management (personal)
 social awareness (social)
 relationship management (social)

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Emotions may include:  fear

 happiness
 anger  inadequacy
 anxiety  joy
 apathy  nervousness
 apprehension  over-confidence
 caring  pride
 confidence  stress
 depression  under-confidence
 elation  unhappiness
 enthusiasm
 excitement
Development of emotional intelligence may Emotional motivators are:

include:
 a sense of belonging
 mentoring  a sense of security
 shadowing  a sense of freedom
 coaching  a sense of significance
 training  a sense of purpose
 simulation
EVIDENCE GUIDE
competency.

 development and use of emotional intelligence in a range of 3 or more contexts or occasions,
over time
 Nil

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Knowledge Skill
Knowledge of: Ability to:
 legislation, regulations, policies,  apply legislation, regulations and policies

procedures and guidelines relating to relating to the workplace
the workplace  keep check of emotions when challenges
 emotional intelligence principles and arise and maintaining composure
strategies  perceive the emotional motivators that drive
 the relationship between effective individuals and groups in the workplace and
people and the attainment of business engaging those motivators, where
unit objectives appropriate, to optimise organisational
 communication with a diverse performance
workforce  use a variety of words and language
 varying cultural expressions of emotion structures to explain complex ideas to
 equal employment opportunity, equity different audiences
and diversity principles  respond to diversity, including gender and
 legislation such as occupational health disability
and safety and environment in the  apply procedures relating to occupational
context of using emotional intelligence health and safety and environment
 legislation, policy, procedures and protocols relating to the workplace

 emotional intelligence background material and workplace strategies
encountered where the use of emotional intelligence is relevant
 case studies
 demonstration
 observation
 projects
 questioning
 scenarios

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unit outcome and apply the competency in different situations or environments

quality using given
criteria


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BSBBAD1305B Analyse and interpret workforce development trends
BSBBAD1305B: Analyse and interpret workforce development trends
Competency Descriptor: This unit deals with the skills, knowledge and attitude required to analyse
and interpret workforce development trends.
Competency Field: Public Sector Administration

1. Access information on 1.1 Aims and objectives of workforce development trend
workforce development trends analysis are clearly established.
1.2 Clear and quantifiable parameters are set for the

identification and sourcing of information in accordance with
legislative and organisational requirements.
1.3 Workforce development trend information and data is

accessed and evaluated in terms of validity, reliability and
relevance in accordance with identified analysis
requirement.
1.4 Methods of analysis, testing, assessment, reporting and

evaluation are appropriate to the information and the goals
and objectives of the research.
2. Interpret trends in workforce 2.1 Quantitative and/or qualitative analysis is undertaken of

developments comparative data using standard analysis techniques.
2.2 Trends and developments are identified and evaluated in

terms of potential implications and impacts on business.
2.3 Risk contingencies are identified and quantified in

accordance with industry standards, precedents and
techniques.
2.4 Sound inductive reasoning is applied to ensure consistency

of interpretations based on available information.
3. Conduct workforce 3.1 In-depth analysis is conducted of current workforce

development analysis development practices, deployment, diversity and
competencies to provide a baseline for workforce
development planning and management.
3.2 Trends in employments opportunities are assessed and new

and emerging avenues for employment are identified.

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3.3 Labour market and industry analysis is undertaken to

identify factors and trends that may impact on the strategic
objectives of the organization and the implications of these
for workforce planning and management.
3.4 Scenario planning or other forecasting tools are used to

predict and assess likely futures for the workforce with their
associated implications and risks.
3.5 The results of workforce development trend analysis are

presented in objective and unbiased terms and reported in a
form and language to suit the intended audience of the
presentation.
3.6 The results of workforce analysis are applied to corporate

decision making about projected future workforce
requirements.
4. Incorporate analysis of trends 4.1 Information and advice is used to inform policy development
into organisation’s strategic and the organisation’s corporate strategic planning process.
planning
4.2 Strategies and interventions to improve the organization’s

workforce are formulated to reflect latest workforce
development trends and future requirements.
4.3 Training, assessment and human resource development

strategies are reviewed and modified to reflect the new
practices in development of the human resources.
4.4 The results of workforce development analysis and planning

are used to assist the management of the development of
the organization’s workforce to ensure that employees have
the competencies required for demands of the future.

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RANGE STATEMENTS
Purposes of assessment may include: Reasons for training may include:
 diagnosing performance  increasing productivity

 classifying an employee  increasing enterprise profitability
 confirming an employee's competency for the  attainment of specified industry or enterprise
purpose of career advancement/job level competencies
 awarding a qualification or statement of  achievement of national development priorities
attainment  achievement of organizational priorities
 recognition of current competency  licensing or accreditation requirements
 recognition of prior learning
Stakeholders may include: Policies may include:
 industry/professional/trade associations  purposes of training and assessment

 trainers/teachers and assessors  human resource management issues
 team leaders/supervisors  what and who is to be trained and assessed
 managers/employers  timing of training and assessments
 training and assessment coordinators  links with human resource functions
 participants/employees/learners  evidence types
 technical experts  assessment methods
 government regulatory bodies  record keeping requirements
 union/employee representatives  recognition of current competencies
 consultative committees  recognition of prior learning
 relevant industry training advisory bodies  development costs and resources
 funding bodies  evaluation
 training organisations
 certifying organization
Purposes of training may include: Systems may be developed by:
 productivity improvement  the industry

 professional development requirements  the enterprise
 competency acquisition  a training organisation
 induction of new employees  a combination of the above
 refresher training for competency maintenance
 legislative or government regulatory
requirements
 access and equity considerations

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Summarising quantitative information may involve: Operational constraints may include:
 charts  time, resources and locations available

 tables  cost of evidence gathering strategies
 reports  availability of stakeholders for review and
 videos feedback
 oral presentations  government, organisational, industry
 development of visual presentations including requirements and procedures
computer generated visuals and overhead
transparencies
Resources may include: Evidence gathering instruments and procedures

may include:
 human personnel required to carry out the
evaluation  survey instruments (delphi, questionnaires,
 physical resources (equipment, diaries, logs, attitude scales, diagnostics)
materials/documents, facilities, assessment  interview schedules and records
tools)  observations
 financial amounts
 in-kind services
 space, location
Types of evidence to be collected may include: Report formats may include:
 affective (e.g. satisfaction with the programme)  written reports

 cognitive (e.g. knowledge or skill gain)  oral presentations
 performance or behaviour (e.g. quality of work,  audiovisual reports
productivity)
Sources of information may include: Validating the data gathering process may include:
 industry/enterprise competency standards,  detailing what is to be measured

including international information  assessing the capacity of the instrument to
 training packages collect sufficient, valid, reliable and current
 curriculum and other training programme information
information  detailing how the instrument or procedure is
 licensing requirements administered, scored and interpreted in the
 government legislation, policies and practices particular evaluation
 job descriptions  presenting both qualitative and quantitative
 observations of competent workers evidence that justifies the use of the particular
 enterprise skills audit reports instrument or procedure
 industry skills audit reports  defending the validity of the use and
 workplace conditions interpretation of the information provided by
 policies and standard operating procedures the instrument or procedure
 benchmarking reports
 industry publications or reports
 market needs analysis reports
 quality assurance procedures

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EVIDENCE GUIDE

 application of the Critical Employability Competencies as they relate to this unit
 workforce planning and succession strategies implemented in a range of 3 or more contexts
or occasions, over time
 Nil
Knowledge Skill
 data analysis  demonstrate literacy skills to identify and

 forecasting and planning evaluate information, and to interpret training
 scenario planning and assessment requirements
 strategic thinking and analysis  demonstrate communication skills including
 strategic planning questioning, clarifying and reporting
 organisational business planning cycle  demonstrate research and evaluation skills
and processes  demonstrate computer technology skills
 organisational goals, policies and  relate to people from a range of social,
procedures related to workforce planning cultural and ethnic backgrounds and physical
and analysis and mental abilities
 equal employment opportunity, equity and  analyse information and trends
diversity principles  consult, negotiate and advise on workforce
 standard and content requirements of planning and succession management
workforce analysis and planning reports  lead and influence in relation to workforce
 jurisdictional legislation applying to human analysis and planning
resources, including freedom of  apply problem solving techniques
information, privacy, confidentiality,  use a variety of words and language
occupational health and safety and structures to explain ideas to different
environment audiences

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Knowledge Skill
 compliance with requirements for  interpret and explain data and assist
copyright and regulatory bodies others to apply the outcomes in the
 language and literacy skills to collect workplace
and interpret information relevant with  prepare written advice and reports
the unit and communicate with client, requiring reasoning and precision of
stakeholders and others expression
 application of cultural understanding in  respond to diversity, including gender
the workplace and disability
 applying relevant workplace policies  apply occupational health and safety
and procedures and any related procedures in the context of
legislation or regulatory requirements implementing workforce planning and
succession strategies
Access to clients, stakeholders, information and resources needed to address the required skills
and knowledge and to conduct an evaluation of a training and assessment system such as:
 strategic planning guidelines

 relevant legislation, procedures and protocols
 workplace information such as mission, vision, goals etc
 case studies and scenarios to capture the range of situations likely to be encountered when
providing strategic direction
 workforce development information
 labour market and industry information
 case studies
 demonstration
 portfolios
 projects
 questioning
 scenarios
Assessment may occur on the job or in a simulated workplace.

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 Carries out established  Manage process  Establishes principles and procedures
processes  Select the criteria for the  Evaluates and reshapes process
 Makes judgement of evaluation process  Establishes criteria for evaluation
quality using given
criteria


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BSBBAD1324B Build client relationships
BSBBAD1324B: Build client relationships
Competency Descriptor: This unit covers the establishment, maintenance and improvement of client
relationships to support attainment of key business outcomes.

1. Initiate interpersonal 1.1 Preferred client communication styles and methods are
communication with clients identified and used.
1.2 Verbal and non-verbal communication processes are used

to establish rapport with clients.
1.3 Active listening is utilised to establish rapport with clients.
1.4 Opportunities to offer positive feedback to the client are

investigated and acted upon.
1.5 Open questions are used to promote two way

communications.
1.6 Potential barriers to effective communication with clients are

identified and acted upon.
1.7 Communication processes initiated identify client needs,

preferences and expectations.
2. Establish client relationship 2.1 Client loyalty objectives are developed to focus on the
management strategies development of long term business partnerships.
2.2 Client profile information is assessed to determine approach.
2.3 Client loyalty strategies are developed to attract and retain

clients in accordance with the business strategy.
2.4 Client care and client service standards are identified and
applied.

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3. Maintain and improve ongoing 3.1 Strategies are developed to obtain ongoing feedback from
relationships with clients clients to monitor satisfaction levels.
3.2 Feedback provided information in a form that can be utilised

to improve relationships with clients.
3.3 Feedback is used to develop and implement strategies to

maintain and improve relationships with clients.
RANGE STATEMENTS
The Range Statements provide advice to interpret the scope and context of this unit of competency,
allowing for differences between organizations and workplaces. They relate to the unit as a whole and
facilitate holistic assessment. The following variables may be present for this particular unit:
Legislation, codes and national standards Client definition:

relevant to the workplace which may include:
 client is used as the generic description for a
 award and enterprise agreements and person or organisation who receives (or has
relevant industrial instruments the potential to receive) products, services or
 relevant legislation that affects business ideas supplied by the organisation
operation, especially in regard to  The term "client" may be translated according
Occupational Health and Safety and to the user's context as "customer",
environmental issues, equal opportunity, "consumer", "member", "patient", or other title
 Fair Competition Act
 provisions of the Fair Trading Commission
 provisions of the Consumer Affairs
Commission
Verbal communication includes: Client loyalty strategies include:
 clarity of speech  client clubs

 articulation  credit or discount facilities
 voice modulation  client reward schemes
 voice projection  a phone call thanking the client for the
 language business
 questioning skills  a handwritten note thanking the client
 listening skills  a formal letter of thanks
 feedback  offering promotional items

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Barriers to effective communication may include: Non-verbal communication includes:
 cultural differences  gestures

 stereotypes  posture
 word choices  body orientation
 non verbal communication  facial expression
 voice modulation and articulation  touching
 not listening actively  distance
 physical, personal, and age differences  clothing
 educational differences
 organisational
Feedback may be obtained through: Client care refers to:
 survey instruments  all of the activities that are required to provide

 telephone client satisfaction
 email
 letters
EVIDENCE GUIDE
In order to achieve consistency of performance, evidence should be collected over a set period of time
which is sufficient to include dealings with an appropriate range and variety of situations.
 Integrated demonstration of all elements of competency and their performance criteria

 Demonstration of effective interpersonal communication skills which initiate and build ongoing
positive relationships with clients.
 Nil

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Knowledge Skill
 relevant legislation that affects  apply client service skills including

business operation, especially in determining client needs and
regard to Occupational Health and preferences
Safety, environmental issues, equal  apply active listening skills
opportunity, industrial relations and  use questioning skills
anti-discrimination  apply information management skills,
 client service standards including summarising information
 key concepts in the communication though written and verbal means
process  use effective networking skills
 the range of verbal non-verbal  clarify issues
communication techniques which can  relate to people from a range of
be used to convey meaning social, cultural and ethnic
 strategies for determining the extent to backgrounds and physical and
which client requirements are being mental abilities
me
 Fair Competition Act
 provisions of the Fair Trading
Commission
 provisions of the Consumer Affairs
Commission
At this level the learner must demonstrate

understanding of a broad knowledge base
incorporating some theoretical concepts.


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workplace or simulated environment. Simulations must closely relate to the workplace.
common competencies for the particular NVQ level.

quality using given
criteria


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BSBBAD1334A Work in and with small, regional and remote organisations
BSBBAD1334A: Work in and with small, regional and remote

organisations
Competency Descriptor: This unit deals with the skills, knowledge and attitude required for working
in and with small, regional or remote organisations. It includes establishing
organisational parameters, operating effectively, observing protocols and
dealing with difficult situations.

1. Establish organisational 1.1 The identity and roles of key organisations, and
parameters stakeholders within those organisations, are identified.
1.2 The relationships between organisations and stakeholders

are identified.
1.3 Types and general features of services available are

identified.
2. Operate effectively 2.1 Knowledge of current and emerging issues affecting the
area is developed.
2.2 Understanding of challenges facing principal client groups is

applied to work activities.
2.3 An understanding of cross-cultural issues is reflected in work

practices.
2.4 The value of diversity in the community is recognised and

actively promoted.
3. Observe protocols 3.1 Knowledge of different models of work and current issues
that impact on the work area/organisation is reflected in
work practices.
3.2 Consideration and understanding of the underpinning values

and philosophy of the organisation are demonstrated in work
undertaken.
3.3 Cultural protocols are observed according to community

and/or legislation, policies and procedures.

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4. Deal with difficult situations 4.1 Issues which may cause conflict or misunderstanding
between own and other organisation/s are identified.
4.2 Difficulties are addressed in accordance with organisational

policy and procedures and assistance is sought from others
where required.
4.3 Possible cultural differences are considered when difficulties

or misunderstandings occur.
4.4 Efforts are made to resolve misunderstandings, taking

account of cultural considerations.
4.5 Issues and problems are referred to the appropriate officer/s

for follow-up.
RANGE STATEMENTS
Stakeholders may include Legislation, policies and procedures may include

government legislation and regulations such as:
• Clients and/or target groups of the small,
regional or remote organisation • public sector management acts
• friends, peers and families • privacy legislation
• the wider local community • equal employment opportunity, anti-
• local community organisations discrimination and harassment legislation
• government representatives and service • occupational health and safety legislation
providers • ethics and accountability standards
• specialists/experts • industry standards
• lobby groups and networks in the sector • organisational policy, procedures and protocols
• management, colleagues, supervisor, team • international legislation/codes of behaviour
members
Organisations may include: Cross-cultural issues may arise from
• those providing specialist services to assist • race

local clients, including those funded by • language
governments • specific needs
• employers and employer associations • disabilities
• area consultative committees • ethnicity
• government • family structure
• community organisations • gender
• training organisations • age
• businesses

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Possible cultural differences may include those

arising from:
• language spoken
• forms of address
• levels of formality/informality
• non-verbal behaviour
• understandings and interpretations
• work ethic
• personal grooming
• dress
• family and social obligations and status
• observance of special religious, feast or other
celebratory days
• customs, beliefs and values
• specific needs
EVIDENCE GUIDE
competency.
• the knowledge requirements of this unit

• the skill requirements of this unit
• application of the Critical Employability Skills as they relate to this unit
• work in and with a small, regional or remote organisation in a range of contexts or occasions,
over time
• Nil

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Knowledge Skill
• legislation, regulations, policies, • apply legislation, regulations and policies

procedures and guidelines such as anti • communicate with diverse stakeholders
discrimination, privacy including consultation, negotiation and
• organisational protocols and practices conflict resolution
• people management practices and • use networking skills
procedures • build relationships
• internal and external sources of • respond to diversity, including gender and
information disability
• cultural awareness • apply procedures relating to occupational
• codes of ethics and codes of conduct health and safety and environment in the
• equal employment opportunity, equity context of small, regional or remote
and diversity principles organisations
• occupational health and safety and
environment issues in the context of
small, regional or remote organisations
The trainee and assessor should have access to the following:
• legislation, policy, procedures and protocols relating to information in the public and private
sector
• case studies and workplace scenarios to capture the range of situations likely to be
encountered when working in and with a small, regional or remote organisation
but are not limited to:
• case studies
• demonstration
• observation
• portfolios
• questioning/interview
• scenarios
• authenticated evidence from the workplace and/or training courses.

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unit outcome and apply the competency in different situations or environments. Assessment may
be on or off the job. Simulations must closely relate to the workplace.

• Carries out established • Manages process • Establishes principles and procedures
processes • Selects the criteria for • Evaluates and reshapes process
• Makes judgement of the evaluation process • Establishes criteria for evaluation
quality using given
criteria


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BSBBAD1345B Monitor and review strategic direction
BSBBAD1345B: Monitor and review strategic direction
Competency Descriptor: This unit deals with the skills, knowledge and attitude required for carrying
out ongoing monitoring and review of strategic direction of the organisation.

1. Analyse factors in the operating 1.1 The organisation's purpose and direction are analysed with
environment a view to determining key factors and issues for
consideration and response.
1.2 The organisation's culture, values and strategic priorities are

analysed with a view to determining key factors and issues
for consideration and response.
1.3 Internal and external factors likely to impact upon the

organisation are continually monitored and analysed.
1.4 Best practice models related to the nature of the

organisation's core business are explored.
1.5 Client needs and preferences are identified and analysed.
1.6 Legislation and organisational policies and practices that

may impact upon the organisation's operations are identified
and analysed.
2. Develop and coordinate a 2.1 Consultation with key stakeholders is conducted in a manner
strategy for determining that maximizes their commitment and contribution.
strategic priorities
2.2 Constructive solutions are found where stakeholders are in

conflict.
2.3 Analysis and evaluation of information gained from a variety

of sources, including key stakeholders, is used to identify
strategic options for prioritization.
2.4 Benchmarking is undertaken with other organizations or best

practice standards to inform development of strategic
priorities.

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3. Formulate and communicate 3.1 Strategic priorities are developed that support overall
strategic priorities business strategy.
3.2 Strategic priorities are developed that embody the

organisation's values, beliefs and philosophy.
3.3 Strategic priorities are used to draw together and reflect the
suggestions and interests of stakeholders.
3.4 Strategic priorities are developed that embody a shared

vision for the future and set out challenging but realistic
objectives that encourage staff to be creative and innovative
in their approach to attaining objectives.
3.5 Strategic priorities are communicated to stakeholders using

a variety of strategies and in such a way as to attract their
support.
4. Monitor strategic direction 4.1 Management processes to support the management of

business processes for the attainment of strategic goals are
established.
4.2 Performance indicators for success are established in

compliance with corporate governance and management
requirements.
4.3 Internal control procedures are established, analysed and

monitored to determine performance in compliance with
corporate governance and management requirements.
4.4 Information gathering and reporting systems are established

and managed to provide current and accurate data on
progress of business operations.
4.5 Progress and audit reports are analysed to determine

business performance outcomes against the objectives and
strategic goals of the organisation.
4.6 Changes to business operations are planned and

implemented to meet targets as required.
4.7 Implementation is monitored to ensure strategic priorities are

addressed through related business objectives.

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5. Review strategic direction 5.1 System for periodic review of business operations,
objectives and strategic direction is established and
managed.
5.2 The achievement of business operations and attainment of

corporate objectives are assessed and reviewed against key
result areas.
5.3 The content of business strategic plans is reviewed and

adjusted to address changes in political, social and
economic climate.
5.4 Issues and circumstances mitigating against successful

achievement of strategic goal are analysed and diagnosed
to remedy processes.
5.5 Improvements to policies, procedures and processes

relating to strategic direction are identified from reviews and
recommendations are made in accordance with
RANGE STATEMENTS
Strategic priorities may include: Best practice models may include:
 objectives in key results areas identified  industry standards and best practices
through the organization’s strategic planning  national and regional standards
process that have the highest priority rating  international standards
demanding immediate action
Stakeholders may include:

Legislation, organizational policies and practices
may include:
 all those individuals and groups both inside
and outside the organization that have some  legislation including equal employment
direct interest in the organization’s behaviour, opportunity and anti-discrimination law
actions, products and services, such as:  national and international codes of practice and
 employees at all levels of the organization standards
 union and association representatives  the organization’s policies and practices
 boards of management  government policy
 relevant government agencies  codes of conduct
 industry

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EVIDENCE GUIDE
competency.

 monitoring and review of management cases/scenarios as they relate to this unit in a range
of 3 or more contexts
 Nil

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Knowledge Skill
 reporting requirements  apply legislation, regulations and policies

 legislation, regulations, policies, relating to management
procedures and guidelines relating to  apply analysis and review
organizational planning processes  use communication with a diverse range of
 strategic planning processes people
 business strategies  respond to diversity, including gender and
 organisational goals and strategic disability
priorities  use environmental scanning
 organisational policies and procedures  negotiate and influence
 organisational values, beliefs, philosophy  use a variety of words and language
 organizational direction, purpose and structures to explain complex ideas to
policies different audiences
 the concept of corporate governance  interpret and explain complex, formal
approaches documents such as legislation and policies
 equal employment opportunity, equity  prepare written advice and reports requiring
and diversity principles reasoning and precision of expression
 occupational health and safety and  engage in discussion using exchange of
environmental issues related to the complex oral information
strategic planning process  respond to diversity, including gender and
disability
 apply occupational health and safety
strategies in a strategic planning context
The following must be provided at the time of assessment:
 strategic planning guidelines

 relevant legislation, procedures and protocols
 workplace information such as mission, vision, goals etc
 case studies and scenarios to capture the range of situations likely to be encountered when
providing strategic direction

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 case studies
 portfolios
 questioning
 scenarios
quality using given
criteria


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BSBBAD1365B Manage environmental risks
BSBBAD1365B: Manage environmental risks
Competency Descriptor: This unit deals with the skills, knowledge and attitude required for
maximising results and minimising consequences for the organisation by
analysing and managing environmental risks.

1. Establish the risk assessment 1.1 The nature and extent of organisation’s vision, mission,
and management context business strategies, its objectives and outcomes are
established within the context of local, national and global
standards.
1.2 Strategies are developed and implemented to build a culture

of effective management and treatment of risk.
1.3 Stakeholders are identified and consulted to ensure their

views, concerns and needs are taken into account in the risk
assessment and management process.
1.4 Criteria for risk assessment are determined in accordance

with legislation, policy and procedures.
1.5 Risk analysis and management criteria are determined to

provide guidance on balancing risk, costs, benefits and
opportunities.
1.6 Risk analysis and management criteria are monitored,

reviewed and adjusted to ensure opportunities, and current
and emerging trends are reflected.
2. Plan for risk assessment and 2.1 Sources of risk are investigated and potential, perceived and
management actual risks are identified and consulted upon to ensure full
coverage.
2.2 Risks are analysed and documented in consultation with

stakeholders, and levels of risk are determined as the basis
for risk management planning.
2.3 Risk analysis and management methods/techniques/tools

are selected and modified as necessary to evaluate risks to
determine those that are acceptable and those that are
unacceptable.

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2.4 Risk treatment options are identified for unacceptable risks

and preferred risk treatment approaches are determined.
2.5 A risk assessment and management plan is developed and

communicated to key stakeholders to ensure clarity and
achievement of objectives throughout the life cycle of the
organisation’s strategic plan.
3. Analyse environmental risks 3.1 An analysis of the political, social and economic
environment is undertaken that takes into account emerging
trends, and current and possible future goals of the
organisation.
3.2 Risks associated with the current and future potential

political, social and economic climate are determined and
potential impact on the organisation is assessed.
3.3 Potential threats to the organisation’s financing and funding

arrangements are determined and strategies are developed
to mitigate disastrous consequences.
3.4 Potential impact of changes in global trade arrangements

and agreements and the new competitive environment on
the organisation are assessed and business strategies are
adopted to achieve the long-term survival of the
organisation.
3.5 Requirements of local, regional and international legislation

on labour, international workforce development practices
and new demands in human capital development are
incorporated into the development of the organisation’s
business strategies.
3.6 Organisational linkages between government, non-

government and regional organisations are regularly
reassessed to analyse risks and limit exposure to business
arrangements that are not in conformance with the
organisation’s vision and strategic objectives.
3.7 A comprehensive and up-to-date knowledge of the current

local, regional and global political and economic
environment is reflected in decisions, advice given and
actions taken.

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4. Manage environmental risks 4.1 Organisation’s business functions are managed in

accordance with agreed risk assessment and management
plan.
4.2 Business performance is reviewed, variance is analysed and

risk responses are initiated to achieve objectives with
minimal disruption and conflict.
4.3 Internal and external risks to outcomes are monitored and

remedial actions are initiated to achieve organisational
objectives.
5. Assess risk management 5.1 Business outcomes are reviewed to determine effectiveness
outcomes of risk assessment and management processes.
5.2 Risk issues and recommended improvements are identified,

documented and is reflected in strategic planning decisions,
policy development, advice given and actions taken.
6. Evaluate the risk assessment 6.1 A valid and reliable evaluation methodology is developed
and management plan and implemented.
6.2 Outcomes are reviewed and analysed to assess the

effectiveness of current risk management strategies.
6.3 Evaluation is used to monitor existing risks, identify new

risks and identify any trouble spots.
6.4 A variety of information, including the perspectives of key

stakeholders, is obtained, considered and utilised as
required.
6.5 Recommendations on enhancements to the plan are

formulated and acted upon to inform subsequent risk
management processes.
6.6 The outcomes of evaluation are communicated to relevant

stakeholders and applied in the improvement of risk
assessment management.
RANGE STATEMENTS
Range Statement adds definition to the unit by elaborating critical or significant aspects of the
or applications of these requirements in different operating contexts and conditions. The specific aspects
which require elaboration are identified by the use of italics in the Performance Criteria.

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Business unit may refer to: Organisational context may include:
 a programme  the organisation, how it is organised, and its

 sub-programme capabilities
 cost centre  any official resources, including physical
 area areas and assets, that are vital to the
 division operation of the organisation
 branch  key operational elements and services of the
 production unit or section located within the organisation
organisation  any major projects
 any major projects
Stakeholders may include: Strategic and risk management context may

include:
 employees
 managers  the relationship between the organisation and
 volunteers the environment in which it operates
 unions  the organisation's functions:
 financial managers  political
 self-insurers  operational
 clients  financial
 suppliers  social
 contractors  legal
 service providers  commercial
 community organisations  the various stakeholders and clients
 the public
Risk management: Sources of risk may include:
 is a logical and systematic process of  human behaviour

identifying, analysing, evaluating, treating, and  technology/technical issues
monitoring risks related to any strategic plan,  occupational health and safety
process, program or procedure that will enable  legal
the organisation to minimise losses and  political
maximise opportunities  social
 may be considered in relation to an  economical
organisation's:  global
 people  environmental
 assets and physical environment  financial/market
 reputation and image  natural events
 legal issues
 business continuity
 finances
 may include written procedures to ensure staff
know:
 what
 how
 when, and by whom, action is to be taken
to treat risks in the organisation

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Risk evaluation criteria are Risks may include:
 used to rank risks and decide whether they are  physical injury or death
acceptable or not  failure of business strategies
 affected by:  breaches of security
 legal requirements  fraud
 perceptions of internal/external  litigation
stakeholders  client dissatisfaction
 cost-benefit analysis, for example, cost of risk  unfavourable publicity
management being less than financial cost if
the risk occurred
Risks may be: Organisational linkages may include performance

partnerships with:
 internal
 external  private sector
 random  statutory organisations
 real  non-government organisations
 perceived
Analysis of risks include: International trade agreements and labour

legislations include:
 likelihood of risks:
 almost certain  World Trade Organisation Agreements
 likely  International Labour Organisation regulations
 possible  United Nations treaties and pacts
 unlikely  International human rights conventions
 rare  CARICOM Single Market Economy
 consequences of risks: requirements
 insignificant  European Partnership Agreement
 minor  Money Laundering Act
 moderate
 major
 catastrophic
 current control measures
Acceptable risks are: Documentation of analysis may include:
 those which an organisation has determined  table showing all risks, any existing controls,
have the least potential for harm likelihood of occurrence, consequences and
 not necessarily insignificant subsequent level of risk
Unacceptable risks are:
 those which an organisation has determined

have the most potential for harm

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Level of risk may be: Methods/techniques/ tools may include:
 low, treated with routine procedures  computer modelling

 moderate, with specific responsibility allocated  sensitivity analysis
for the risk, and monitoring and response  structured interviews
procedures implemented  statistical data
 high, requiring action, as it has potential to be  questionnaires
damaging to the organisation  fault trees
 extreme, requiring immediate action, as the  analysis of consequences loss of money, time,
potential could be devastating to the labour, intangibles
organisation
Options for treating risks may include: Legislation, policy and procedures may include:
 avoiding the risk, for example, by terminating  privacy

the activity or conducting it in another way  trade practices
(these actions may have different risks  competition
attached)  labour and industrial relations legislation
 controlling the risk, by reducing the likelihood of  information and records management
the risk occurring, the consequences of the standards and legislation
risk, or both  the organisation's enabling legislation,
 transferring the risk, for example, by arranging regulations
insurance, contracting some or all of the  aspects of common law, criminal law, contract
activity to another organisation or person, etc law, employment law and administrative law,
 retaining the risk, and making contingency including judges' rules
plans/funds allocation for covering any loss or  international legislation/codes of behaviour
other negative effect from the risk
Risk management plan may include: Evaluation methodology may include:
 sources of risk and risk events  observations

 analysis of risks likelihood, consequences and  physical inspections
risk levels  incident reports
 prioritised list of unacceptable risks  questionnaires
 treatment options selected  interviews with stakeholders
 person/s responsible for implementing  regular reviews of risk treatment procedures
treatment options  repeat of the risk management process
 resources required
 performance measures
 timeframe for implementation
 timetable for review of plan

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Risks may be acceptable because:
 the risk level is so low that it does not warrant

spending time and money to treat it
 the risk is low and the benefits outweigh the
cost of treating it
 the opportunities presented are much greater
than the threat
EVIDENCE GUIDE
competency.

 application of the Critical Employability Competencies as they relate to this unit
 management of risk in a range of 2 or more contexts or occasions, over time
 Nil
Knowledge Skill

procedures and guidelines relating to risk relating to risk management
management  research and analyse the wider context
 risk management cycle affecting the organisation
 the relationship of risk to context and how  assess and evaluate risks
the context may define the risks  monitor and review risks and risk treatments
 the importance of consultation and  use communication and consultation with a
communication at every stage of the risk diverse range of stakeholders
management cycle  apply problem solving using conceptual and
 legal requirements related to the activity reasoning skills

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Knowledge Skill
 approval processes  use formal language and style for

 range of evaluation methodologies written plans
 the diversity of risks in the private  engage in discussion using exchange
sector of complex oral information
 equal employment opportunity, equity  use a variety of words and language
and diversity principles structures to explain complex, formal
 legislation such as occupational health documents and assisting others to
and safety and environment in the apply them in the workplace
context of risk management  respond to diversity, including gender
 international trade agreements and and disability
global trade rules  apply procedures relating to
 human capital development occupational health and safety and
 international labour conventions and environment in the context of risk
regulations management
 globalisation and labour demands
 political, social and economic trends
 national and regional and
organizational workforce development
strategies
The learner and trainer must have access to:
 legislation, policy, procedures and protocols relating to risk management

 case studies and workplace scenarios to capture the range of risk management situations
likely to be encountered
 case studies
 portfolios
 projects
 questioning
 scenarios

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quality using given
criteria


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BSBCOR0103A Deliver and monitor a service to customer
BSBCOR0103A Deliver and monitor a service to customers

Competency Descriptor: This unit deals with the skills and knowledge required to ensure that
products and services are delivered and maintained to standards agreed
by the organisation and the customer. This will be carried out in the
context of the organisation’s policies and practices as well as legislation,
conventions and codes of practice.
Competency Field: Front Line Management

1. Plan to meet internal and external 1.1 The needs of customers are researched, understood,
customer requirements and assessed, and included in the planning process.
1.2 Provision is made in plans to achieve the quality, time

and cost specifications agreed with customers.
2. Ensure delivery of quality 2.1 Products/services are delivered to customer

products/services specifications within the team’s business plan.
2.2 Team performance consistently meets quality, safety,

resource and delivery standards.
2.3 Coaching and mentoring assists colleagues to

overcome difficulty in meeting customer service
standards.
3. Monitor, adjust and report customer 3.1 The organisation’s systems and technology are used to
service monitor progress in achieving product/service targets
and standards.
3.2 Customer feedback is sought and used to improve the

provision of products/services.
3.3 Resources are used effectively to provide quality

products/services to customers.
3.3 Decisions to overcome problems and adjust

products/services are taken in consultation with
designated individuals/groups.
3.4 Records, reports and recommendations are managed

within the organisation’s systems and processes.

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RANGE STATEMENT
workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables
may be present for this particular unit:
Legislation, codes and national standards relevant to the workplace, which may include:
• award and enterprise agreements and relevant industrial instruments

• relevant legislation from all levels of government that affects business operation, especially in regard
to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations
and anti-discrimination
• relevant industry codes of practice
Frontline Supervisor with NCTVET level III Qualification, will normally be engaged in a workplace context
where they:
• engage in short term planning within the department’s business plans. For example, prepares a
weekly schedule of outputs and/or outcomes to be achieved
• take responsibility for own outputs in work and learning. For example, assesses own performance
and identifies the competencies which need to be upgraded/developed
• take limited responsibility for the output of others. For example, provides coaching support to assist
individuals meet their performance requirements
• demonstrate some relevant theoretical knowledge. For example, explains the purpose of Key
Performance Indicators to others
• perform a defined range of skills, usually within known routines, methods and procedures and
within known time constraints. For example, provides services to internal customers within an agreed
schedule
• apply known solutions to a variety of predictable problems. For example, within the organisation’s
standard procedures considers the options and, using some discretion and judgement, selects the
preferred action to
• rectify faulty service to a customer
• interpret available information, using some discretion and judgement in work responsibilities. For
example, interprets the continuous improvement processes, procedures and documentation used by
the team and decides how to apply them to own work function
Frontline management at this level III normally operate in a relatively simple and routine workplace
environment in which they use the organisation’s:
• goals, objectives, plans, systems and processes

• business and performance plans
• access and equity principles and practice
• ethical standards
• quality and continuous improvement processes and standards
• defined resource parameters

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Customers may be: Technology will be:
• internal or external, and be drawn • that readily available in the workplace

from existing or new sources and will be appropriate to frontline
management’s roles and responsibilities
Resources may include: Designated individuals/group include:
• People, power/energy, information, • Those who have authority to adjust plans

finance, finance, building/facilities,
equipment, technology, time
OHS considerations may include:
• Safe delivery of organisations

products/services
EVIDENCE GUIDE
The critical aspects, underpinning knowledge and skills identified must be demonstrated to confirm
competence for this unit.
• prepares plans to meet customer needs

• provides quality service consistently
• reviews and improves services following feedback
• reports outcomes of customer service
Pre-requisites for this unit are:
• BSBFLM0023A Support leadership in the workplace

• BSBFLM0043A Participate in work teams
• BSBCOR0113A Maintain workplace safety
• BSBFLM0093A Support continuous improvement systems and processes

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Knowledge Skills
• relevant legislation from all levels of • access and use workplace

government that affects business information
operation, especially in regard to • communication skills including
Occupational Health and Safety and researching and analysing
environmental issues, equal information and reporting
opportunity, industrial relations and • manage work within responsibility to
anti-discrimination achieve goals and results
• the organisation’s policies and • develop and maintain
procedures for dealing with customers communication with customers
• the principles and techniques of: • make effective use of customer
researching customer needs, customer feedback
relations, customer behaviour, • prepare and negotiate
identification and resolution problem recommendations to improve
• maintaining product/service quality customer service
• an understanding of a person needs to • ensure that legislation and
perform work to the required standard standards are met
• manage products/services within
budget constraints
• use coaching and mentoring skills
to provide support to colleagues
• relate to people from a range of
social, cultural and ethnic
backgrounds and physical and
mental abilities
• access to appropriate documentation and resources normally used in the workplace
• In order to achieve consistency of performance, evidence should be collected over a set

period of time, which is sufficient to include dealings with an appropriate range and variety of
situations

and within the scope as defined by the Range Statement
Assessment must take account of the endorsed assessment guidelines in the Business Services
Competency Package

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workplace or simulated environment
Assessment should reinforce the integration of the Critical Employability Skills and the Business
Services Common Competencies for the particular NVQ Level.

processes • Selects the criteria for the procedures
• Makes judgement of evaluation process • Evaluates and reshapes process
quality using given criteria • Establishes criteria for evaluation


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BSBCOR0104B Promote innovation and change
BSBCOR0104B: Promote innovation and change
promoting the use and implementation of innovative work practices to effect
change.

1. Identify and develop 1.1 Options for change incorporate identified improvements to
opportunities for improved work work practices and procedures.
practices
1.2 Risk factors affecting change are analysed to identify

potential constraints.
1.3 Change is planned and resourced to promote the

introduction and management of new processes.
1.4 Benefits of change are clear and consistent with

organisational requirements.
1.5 Timelines and targets for implementation are realistic and

support the achievement of change.
2. Lead team to foster innovative 2.1 Team members are selected to maximise innovative
work practices opportunities.
2.2 Work assignments are organised to facilitate innovative work

skills.
2.3 Team members are provided with guidance and coaching on

innovation in the workplace.
2.4 Models of innovative work practice are provided and

discussed.
3. Facilitate commitment to 3.1 Opinions and suggestions on improving work practices are
workplace change encouraged to facilitate participation in change processes.
3.2 Goals and objectives of change are communicated clearly

and promptly to individuals and teams.

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3.3 Business technology is used to manage and provide access

to information on progress towards objectives of change.
3.4 Mentoring and coaching is provided to support individuals

and groups in introduction of change.
3.5 Decisions to overcome problems in the implementation of

change are made in consultation with designated individuals
and groups.
3.6 Effective relations and communications are maintained with

clients and stakeholders during the process of change.
4. Monitor and evaluate change 4.1 Organisation's systems and technology are used to monitor
progress towards objectives.
4.2 Team members are actively encouraged to reflect on team

activities and opportunities for improvement and innovation.
4.3 Team activities are evaluated based on feedback from team

members, management, clients and other interested people.
4.4 Suggestions for work improvements made by team

members are positively received and acted on where
appropriate.
4.5 Evidence and information on the impact of change is

accurate, relevant and reported within organisational
requirements.
4.6 Recommendations for improving methods or techniques to

manage change are negotiated with designated individuals
and groups using appropriate negotiation skills
4.7 Systems, records and reporting procedures are maintained

according to organisational requirements.
4.8 Feedback on individual and group work practices is prompt

and constructive.

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RANGE STATEMENTS
They may use legislation, codes and national Change may include:
standards relevant to the workplace including:
 implementation of new work practices and/or
 award and enterprise agreements and relevant services
industrial instruments  organisational restructures
 relevant legislation from all levels of government  introduction of new technology
that affects business operation, especially in  change in work location
regard to occupational health and safety and  new client base
environmental issues, equal opportunity,  staffing changes
industrial relations and anti-discrimination  job role changes
 relevant industry codes of practice  work priorities
Mentoring and coaching may include: Monitoring progress may include:
 providing feedback to another team member  weekly report

 fair and ethical practice  monthly report
 non-discriminatory processes and activities  consultative groups
 respecting the contribution of all participants and  occupational health and safety
giving credit for achievements  union delegates
 presenting and promoting a positive image of the  financial departments
collective group  public profiles
 problem solving
 providing encouragement
Business technology may include: Risk factors may include:
 computer  disturbances to workflow

 internet/extranet/intranet  confusion/loss of confidence
 email  cost blow out
 software  supplier problems
 answering machine  product/service delivery problems
 fax machine  time delays
 telephone

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Evidence and information may include: Negotiation skills may include:
 customer surveys  assertiveness

 employee satisfaction  collaboration
 industrial disputes  solution designing
 supplier feedback  confidence building
 productivity measures  conflict reduction
 cost savings  stress management
 market share data  empathising
Organisational requirements may be included in: Innovative work skills are:
 quality assurances and/or procedures manuals  the skills required to come up with and
 goals, objectives, plans, systems and processes develop new ideas or the new use of an old
 legal and organisational policy/guidelines and idea. they include:
requirements  interpretation
 occupational health and safety policies,  conceptualisation
procedures and programs  representation
 business and performance plans  reflection
 anti-discrimination and related policy  evaluation
 access and equity principles and practice
 ethical standards
 quality and continuous improvement processes
and standards
 consultation and communication processes
EVIDENCE GUIDE
 analysing and evaluating problems associated with change

 developing processes to introduce change
 establishing plans and schedules to achieve the objectives of change
 presenting information on the causes and introduction of the change
 communicating priorities, goals and objectives
 gathering evidence on the effect of change

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 Nil
Knowledge Skill
knowledge of: the ability to:
 the relevant legislation from all levels of  use literacy skills to read and understand a
government that affects business variety of texts; prepare general information
operation, especially in regard to and papers according to target audience;
occupational health and safety and spell with accuracy; use grammar and
environmental issues, equal opportunity, punctuation effectively as an aid to
industrial relations and anti- understanding
discrimination  use planning skills to schedule work
 understanding of common effects of activities for the implementation of change
change and innovation in the workplace  use team work skills for working as a
 understanding of industrial and member of a team during period of changes
organisational context of change  use consultation skills for including
 understanding of organisation's policies, stakeholders in the change process
plans, procedures and structure  analytical skills for monitoring outcomes of
 knowledge of resources required by the change
organisation's operations  use negotiation skills for dealing with
 understanding processes to interpret competing objectives
and apply feedback  use estimation skills for identifying resources
 knowledge of principles and techniques necessary to support introduction of change
of goal setting and recording priorities  relate to people from a range of social,
 knowledge of the principles of cultural and ethnic backgrounds and physical
negotiation and mental abilities

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 demonstration
 portfolios
 projects
 questioning
 scenarios

Assessment must take account of the endorsed assessment guidelines.

Assessment should reinforce the integration of the Critical Employability for the particular NVQ
level.

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quality using given
criteria


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BSBCOR0113B Maintain workplace safety
Competency Descriptor: This unit deals with the skills and knowledge required for the monitoring and
improvement of the organisation's occupational health and safety policies,
procedures and programs in the workplace. Monitoring and maintaining
workplace safety may be demonstrated in the context of generalist and specialist
work activities such as coordinating a workgroup, developing client services,
coordinating and allocating resources, initiating and managing projects, etc.

1. Monitor the provision of 1.1 Explanations to the workgroup of relevant provisions of
workplace safety information occupational health and safety legislation and codes of
practice are monitored to ensure they meet individual needs
and are in accordance with organisational requirements.
1.2 The quality of information on the organisation's occupational

health and safety policies, procedures and programs is
monitored and improvements implemented to ensure they
remain up-to-date and readily accessible to the workgroup.
1.3 Information about identified hazards and the outcomes of

risk assessment and risk control procedures is monitored
and the workgroup's understanding of the information is
regularly assessed through feedback and questioning suited
to individual needs.
2. Monitor and maintain 2.1 The importance of effective participative arrangements in

participative arrangements for managing health and safety risks is promoted and all
workplace safety members of the workgroup are encouraged to contribute in
accordance with organisational policy and procedures.
2.2 Consultative procedures are monitored to ensure

participation of the workgroup in the management of
workplace hazards in accordance with legislative
requirements.
2.3 Issues raised through consultation are resolved or referred

for resolution in accordance with workplace procedures for
issue resolution.

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2.4 The outcomes of consultation over occupational health and

safety issues are monitored and progressed in accordance
with organisational policy and procedures.
3. Review procedures for 3.1 Procedures for identifying existing and potential hazards in
identifying hazards and the work area are monitored and evaluated for
assessing risks effectiveness.
3.2 Improvements are identified and recommended for hazard

identification where necessary.
3.3 Recommendations are made for risk assessment and risk

control procedures to be enhanced where necessary.
4. Monitor and continuously 4.1 Work procedures to control risks and adherence to them by
improve procedures for the workgroup are monitored in accordance with workplace
controlling risks procedures.
4.2 Results of monitoring existing risk control measures are

analysed and recommendations for any action are reported
regularly in accordance with workplace procedures.
4.3 Inadequacies in existing risk control measures are identified

in accordance with the hierarchy of control and are reported
to designated personnel.
4.4 Inadequacies in resource allocation for implementation of

risk control measures are identified and reported to
designated personnel.
5. Monitor and maintain 5.1 Workplace procedures for dealing with hazardous events
procedures for dealing with are monitored whenever necessary to ensure that control
hazardous events action is effective and timely.
5.2 Hazardous events are investigated to identify their cause in

accordance with investigation procedures.
5.3 Control measures to prevent recurrence and minimise risks

of hazardous events are implemented based on the
hierarchy of control if within scope of responsibilities and
competencies or, alternatively, referred to designated
personnel for implementation.
6. Monitor and maintain 6.1 Training records and skills audits are regularly monitored to
procedures for providing ensure ongoing workplace safety training needs are
workplace safety training identified and addressed in accordance with organisational

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6.2 The effectiveness of both on-the-job and off-the-job training

programs to address the organisation's occupational health
and safety training needs is evaluated in consultation with
relevant parties, and continuous improvements are
negotiated and implemented as necessary.
Monitor procedures for
7. 7.1 Occupational health and safety records for the work area are
maintaining workplace safety
monitored to ensure they meet workplace requirements and
records
legal requirements for the maintenance of records of
occupational injury and disease.
7.2 Aggregate information from the area's occupational health

and safety records is used to identify hazards and monitor
risk control procedures within the work area according to
organisational procedures and within scope of
responsibilities and competencies.
RANGE STATEMENTS
The Range Statement provides information about the context in which the unit of competency is carried
out. The variables cater for differences 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.
Identifying hazards and assessing risks may occur Occupational health and safety legislation may
through activities such as: include:
 audits  regulations and codes of practice relating to

 workplace inspections hazards present in the workplace or industry
 housekeeping  general duty of care under occupational
 checking work area and/or equipment before health and safety legislation and common law
and during work  requirements for the maintenance and
 job and work system assessment confidentiality of records of occupational
 reviews of occupational health and safety injury and disease
records, including registers of hazardous  requirements for provision of occupational
substances, dangerous goods, etc health and safety information and training
 maintenance of plant and equipment  provisions relating to health and safety
 purchasing of supplies and equipment, for representatives and/or occupational health
example, review of material safety data sheets and safety committees
and manufacturer/supplier information  provisions relating to occupational health and
 identifying employee concerns safety issue resolution

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Participative arrangements may include: Individual needs may relate to:
 formal and informal meetings which include  literacy

occupational health and safety  communication skills
 occupational health and safety committees  gender
 other committees, for example, consultative,  cultural background
planning and purchasing  people with disabilities
 health and safety representatives  part-time, contract or casual workers
 suggestions, requests, reports and concerns  level of experience
put forward by employees to management  existing knowledge
 external providers
 clients/visitors
Occupational health and safety policies and Occupational health and safety records may
procedures may include: include:
 job procedures and work instructions  complying with privacy and confidentiality
 maintenance of plant and equipment requirements
 purchasing of supplies and equipment  occupational health and safety audits and
 counselling/disciplinary processes inspection reports
 providing occupational health and safety  health surveillance and workplace
information environmental monitoring records
 consultation and participation  records of instruction and training
 emergency response  manufacturers' and suppliers' information,
 housekeeping including material safety data sheets and
 specific hazards dangerous goods storage lists
 identifying hazards, for example, inspections  hazardous substances registers
 incident investigation  maintenance and testing reports
 assessing risks  workers compensation and rehabilitation
 controlling risks records
 personal protective equipment  first aid/medical post records
 occupational health and safety training and
assessment
 occupational health and safety recordkeeping
 reporting occupational health and safety issues
 occupational health and safety issue resolution
 change management

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Controlling risks may include actions such as: Information topics may include:
 measures to remove the cause of a risk at its  induction to new work/management systems
source  the nature of work
 consultation with workers and their  tasks and procedures
representatives  hazards and risk management procedures;
 application of the hierarchy of control, namely: to assist in work tasks
 elimination of the risk  new/inexperienced workers
 substitution  legislation and codes of practice, for
 engineering controls example, relating to hazards in the work area
 administrative controls  consultation with health and safety
 personal protective equipment representatives and occupational health and
safety committees
Workplace safety training may include: Hazardous events may include:
 induction training  incidents and near misses

 management systems/policy  fires and explosions
 specific hazard training  emergencies such as chemical spills
 specific task or equipment training  bomb scares
 emergency and evacuation training  violent incidents, for example, armed
 training as part of broader programs, for robberies
example, equipment operation  workplace violence, including bullying
 natural disasters/events
Procedures for dealing with hazardous events may

include:
 evacuation
 chemical containment
 first aid
 accident/incident reporting and investigation

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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.
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.

 application of the Key Competencies as they relate to this unit (see final table for examples)
monitoring and maintaining workplace safety in a range of (3 or more) contexts (or occasions,
over time)
The prerequisite for this unit is:
 Nil

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Knowledge Skill
 provisions of relevant occupational  analyse the work environment, recognising

health and safety legislation hazards and judging occupational health and
 principles and practice of effective safety interventions
occupational health and safety  evaluate the quality and effectiveness of
management written and oral workplace safety information
 workplace hazards and training provided to staff
 range and selection of effective control  identify inadequacies in procedures and
measures control measures
 organisational occupational health and  read and explain complex and formal
safety management systems, policies documents such as legislation and codes of
and procedures needed for legislative practice
compliance  tailor communication to suit different
 impact of characteristics and audiences, such as staff, senior
composition of the workforce on management, safety representatives,
occupational health and safety inspectors
management  prepare reports on workplace safety requiring
 relevance of occupational health and precision of expression
safety management to other  investigate hazardous events
organisational management policies,  analyse workplace safety data
procedures and systems  assess resources needed for risk control
 access legislation and codes of practice
electronically or in hard copy
 responding to diversity, including
gender and disability
 workplace (actual or simulated)

 relevant resources
 relevant documentation
 occupational health and safety acts, regulations and codes of practice
 organisational occupational health and safety policies and procedures

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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 monitoring and maintaining workplace
safety procedures and programs, including coping with difficulties, irregularities and
breakdowns in routine
 the assessee to monitor and maintain workplace safety in a range of (3 or more) contexts (or
occasions, over time)
 the assessor to have recognised expertise in managing occupational health and safety in the
industry, or work in an assessment team with such a person
but are not limited to:
 case studies
 portfolios
 questioning
 scenarios
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
 women
 young people
 older people
 people in rural and remote locations

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quality using given
criteria


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UNCONTROLLED COPY WHNE PRINTED
BSBCOR0211B Participate in environmental work practices
BSBCOR0211B: Participate in environmental work practices

This unit deals with the identification and application of
environmental policies and procedures in the workplace.

1 Follow workplace procedures 1.1 Workplace procedures and practices with potential
for environmental work environmental impacts are recognised and followed
practices accurately.
1.2 Hazards in the workplace are recognised and reported to

designated personnel according to workplace procedures.
1.3 Changes to work practices and procedures are responded

to in accordance with organisational requirements.
2. Participate in the 2.1 Environmental issues are raised with designated personnel
improvement of in line with workplace policies and practices.
environmental work practices
2.2 Suggestions are made for improvements to workplace

practices where applicable.
2.3 Environmental records are maintained as required

according to organisational policies and procedures.
RANGE STATEMENT
The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing
for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic
assessment. The following variables may be present for this particular unit:
Statutory requirements, codes and national standards Legislation, codes, national standards, industry
relevant to the workplace may include: codes of practice and workplace policies and
procedures must:
 award and enterprise agreements and relevant
industrial instruments  be strictly relevant to the particular workplace
 relevant legislation from all levels of government role and are not intended to include detailed
that affects business operation, especially in technical aspects of environmental science
regard to Occupational Health and Safety and  be consistent with the concept that people at
 environmental issues, equal opportunity, this level work under supervision and
 industrial relations and anti-discrimination according to workplace procedures


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Some workplace approaches to environmental policies Workplace procedures and practices may include
or procedures may include but not limited to: but not limited to:
 preventing and minimising the production of  hazard and risk identification and avoiding or
pollution (e.g. discharges to air, land and water, minimising environmental risks
hazardous waste)  signs e.g. toxic or hazardous chemicals
 improving housekeeping (e.g. using a broom  procedures to be followed if spills or accidents
instead of a hose, using old rags for cleaning occur
instead of toxic cleaners or water)  written or verbal procedures and instructions
 substituting materials (e.g. replacing toxic solvent  hazard and incident reporting procedures
based coatings with water based ones)
 changing processes (e.g. mechanical cleaning, re-
design products to use materials more efficiently)
Environmental hazards or risks may Environmental issues may include:

include but are not restricted to:
 environmentally sustainable work practices
 spills, leaks, pollution  waste control
 planned and unplanned emissions  minimisation of environmental risks and
 accidents maximisation of opportunities to improve
business environmental performance
 efficient use/consumption of natural resources
Designated personnel may include: Suggestions may include ideas that help to:
 people who are responsible for work area  prevent and minimise risks and maximise
 someone who may be assigned to act as a opportunities
mentor/trainer to a person under  control waste
instruction  reduce use of non-renewable resources
  make more efficient use of resources
 improve environmental performance
Designated personnel may include: Suggestions may include ideas that help to:
 people who are responsible for work area  prevent and minimise risks and maximise
 someone who may be assigned to act as a opportunities
mentor/trainer to a person under  control waste
instruction  increase use of renewable resources
  make more efficient use of resources

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EVIDENCE GUIDE
 Evidence must be provided of the ability to follow workplace procedures according to instructions
given, to recognise hazards, and report to designated personnel as instructed and to participate
in the improvement of environmental work practices at own level of responsibility
 Nil
Knowledge Skills
 legislation that affects business operation,  follow procedures and instructions and
especially in regard to Occupational respond to change in workplace operations
Health and Safety and environmental  respond to questions and seek clarifications
issues, equal relating to work requirements
 opportunity, industrial relations and  interpret workplace information
anti-discrimination  prepare records and reports
 environmental hazards/risks associated  relate to people from a range of social, cultural
with own workplace and ethnic backgrounds and physical and
 relevant environmental systems and mental abilities
procedures for own work area
 reporting procedures
The learner and trainer should have access to appropriate and adequate resources to perform in the
workplace.
- observation
- case study
- third party report
- oral/written test

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Assessment of performance requirements in this unit should be undertaken in an actual workplace or

simulated environment

relate to the NCTVET Qualifications Framework. They relate to the seven areas of generic competency that
underpin effective workplace practices.
Collect, analyse and organise information Level 1 To recognise hazards and opportunities
Communicate ideas and information Level 1 To raise environmental issues and report as required
Plan and organise activities Level 2 To participate in workplace procedures
Work with others and in team Level 1 To contribute to responsible workplace practices
Use mathematical ideas and techniques Level 1 To interpret workplace information
Solve problems Level 1 To recognise and report risks/hazards
Use technology Level 1 To access workplace information

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BSBCOR0292B Observe protocols in a business environment
BSBCOR0292B: Observe protocols in a business environment
Competency Descriptor: This unit covers the knowledge, skills and attitudes required to observe the
protocols for the business environment.

1. Use correct forms of address 1.1 Correct form of salutation is used in addressing others
according to status or rank.
1.2 Correct distinction is made between oral and written

salutation and forms of address.
1.3 Persons are addressed by their correct titles.
1.4 Multiple titles/letters are placed in the correct order.
1.5 Introductions are made appropriately.
2. Communicate in the business 2.1 Organisation’s modes of communication and protocol are
environment identified.
2.1 Rules concerning various forms of correspondence are

observed.
2.3 Appropriate and correct language (oral/written) is used in

communicating according to organization’s standards.
2.4 Rules concerning communication systems are adhered to.
2.5 Rules of confidentiality are adhered to in written and oral

communication and the handling of classified materials.
2.6 Communication skills are applied according to context.
2.7 Appropriate telephone ethics are maintained during

meetings/functions
3. Follow lines of authority in the 3.1 Organizational structure is clarified.

organization
3.2 Chain of command is identified and observed.

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3.3 Organization’s grievance procedure is followed.
4. Follow code of conduct 4.1 Appropriate dress code is adhered to while conducting the
organization’s business.
4.2 Conflict resolutions skills are used to deal with disputes as

necessary and according to organizations procedures.
4.3 Behaviour that avoids conflict is adopted.
4.4 Inappropriate behaviour is avoided on or off premises while

on the job.
4.5 Adornments to work area are appropriate, inoffensive and in

accordance with organization standard and requirements.
4.6 Environmental and safety codes of practice are observed.
4.7 Business etiquette is observed at functions/meetings.
4.8 Attendance at work is in line with organization’s standards.
4.9 Cooperation is given to others where possible.
4.10 Organization’s quality standards are adhered to.
4.11 Work ethics are in line with organization’s policies and

guidelines.
4.12 Colleagues/organization are not criticised in the presence of

others/outsiders.
4.13 Organization’s policies and guidelines are observed re

acceptance of gifts from suppliers and inappropriate gifts are
returned.
5. Follow parliamentary 5.1 Basic parliamentary procedures are observed at meetings.

procedures and rules at
meeting/conferences/functions
5.2 Agenda and timeframes are followed.
5.3 Recognition of important persons at head table is

appropriately done.
5.4 Equal rights of members are upheld and their views are
tolerated.

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5.5 Motions/resolutions are passed and officers elected are

accurately recorded.
5.6 Each item on the agenda is closed before moving to the

next.
6. Observe cultural protocols in a 6.1 Protocols which promote cultural respect are observed.
business setting
6.2 Special needs of persons of different cultures are respected.
6.3 Interpreters are provided as necessary.
7. Observe rights of persons with 7.1 Special needs of persons are identified.
special needs
7.2 Persons with special needs are treated respectfully.
7.3 Persons with special needs are accommodated in the

workplace.
RANGE STATEMENTS
Communication systems may include: Chain of command may include:
 e-mail  routing correspondence through

 teleconferencing supervisor/manager
 video conferencing  seeking authorization
 telephone  communicating with superiors
 facsimile  applying for benefits/privileges
 voice over internet protocol  department’s hierarchy/structure
 instant messaging client application  doing business with other departments
 text messaging  following the grievance procedure
 written/typed communication
 registry

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Telephone etiquette include but not limited: Inappropriate adornment may include but not
limited to:
 turn off/silent phone
 not texting during meetings or conversation  posters, calendars, pictures, figurines etc.
 not taking/making call during meeting or with nudity or explicit sexual depictions
conversation  Items depicting lewd language
 Items depicting bigotry or that which is
offensive to others
 offensive depictions as wallpaper/screen
savers on computers
Basic parliamentary procedure to include: Protocols which promote cultural respect may
include:
 calling meeting to order
 adjustment to agenda  respect for the disabled
 reading and amendments of minutes  recognition of elders
 adoption of reports tabled  local traditions and customs
 deferment of items on agenda or in minutes  community processes of consultation
 any other business  rights of others
 motion for adjournment  rights of privacy
 respect and courtesy to others
 handshake
Person’s status may include: Rules concerning correspondence may be related

to:
 Head of State
 Mayor  internet use
 religious leader  telephone use
 ambassador  facsimile machine use
 Minister of Government  intranet use
 military rank  instant messaging client application
 designations in the judiciary  use of letterheads and logos
 designations - medical/academic field

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Inappropriate behaviour to include: Business etiquette may include:
 horse play and tomfoolery  conversational guidelines for functions

 compromising situations  building rapport with callers
 sexual harassment  meal or cocktail etiquette
 sexual misconduct  professional appearance
 gossiping  control of emotions at work
 theft  ordering of drink or food
 foul language (verbal and written)  networking
 insobriety  returning calls within reasonable time
 other impropriety  being punctual
 favouritism  being prepared for meetings
 misuse/defacement of company property  confirming attendance
 entertaining visitors during business hours  participating/cooperating
 loud and offensive ring tones on mobile  displaying a positive attitude
telephones  being tolerant of others’ views
 music/radio played at a loud or disturbing  relating to persons of varying cultural
volume backgrounds and mental and physical
 discourteous and offensive treatment of others abilities
Cultural protocols may include: Attendance to include:
 providing an interpreter  absenteeism kept at a minimum

 order of speaking  punctuality (arrival at work/meetings/functions
 subject matter for discussion and completion of assignments)
 providing appropriate meal choices  returning from leave at the designated time
 observing dress code
Appropriate introductions to include: Special needs include but not limited to:
 introducing the person of lesser  physically challenged

rank/status/importance/age to the other party  visually impaired
 naming the person of senior  mentally challenged
rank/status/importance/age first  temporary injury
 using persons’ correct names and titles

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EVIDENCE GUIDE
contains an identification of specific aspects of evidence that will need to be addressed in determining
competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in
conjunction with the other components of competency.
It is essential that evidence of the following be collected:
 effective communication using correct language and courtesy (oral/written)

 strict adherence to code of conduct and business etiquette
 observance of cultural protocols and lines of authority
 ability to prepare for and participate in meetings
 Nil
Knowledge Skill
 organization’s code of conduct  conduct oneself professionally

 organization structure and lines of  communicate effectively in the business
authority environment
 forms of address  use conflict resolution skills
 rules for preparing correspondence  follow environmental and safety procedures
 effective communication  cooperate with others on the job
 communication systems  apply business etiquette on the job
 organization’s environmental and safety  adhere to organizations rules
procedures  prepare for and participate in a meeting
 basic parliamentary procedures  display human relations skills
 cultural protocols relating to the business  adhere to privacy and confidentiality rules
and its clients  relate to persons of varying special needs
 organization’s grievance procedure  manage time and complete assignments
 organization’ quality standards  relate to people from a range of social,
 Disability Act cultural and ethnic backgrounds
 Gender policy

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All resources must be provided for the assessment. If workplace based, the resources should
relate specifically to policies, procedures and routine business equipment. If an off-the-job or
simulated work environment is used, then resources should be applicable to the work
environment.
Assessment activities may include written or verbal short answer testing, practical exercises, role-
plays, or observation of on-the-job activities. Evidence may also be gathered through third party
reports or testimonials.
Assessment of this unit must be undertaken by an Accredited Training Organisation:
 as a minimum, assessment of knowledge must be conducted through appropriate oral and/or

written questioning
 appropriate practical assessment must occur at the Accredited Training Organisation, and/or
in an appropriate work situation
 simulated environments must closely relate to actual work environments and situations

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BSBSCOR0303B Monitor performance and provide feedback
BSBCOR0303B: Monitor performance and provide feedback
Competency Descriptor: This unit deals with the skills, knowledge and attitude required for an
individual to monitor the work performance of another person and provide
feedback.

1. Plan for performance monitoring 1.1 Standards for performance monitoring are identified and
and feedback agreed in consultation with stakeholders.
1.2 Agreed standards are provided to the parties directly

involved in the performance monitoring process.
1.3 Performance monitoring processes and guidelines are

identified or developed and provided to the parties directly
involved.
2. Monitor performance and 2.1 Evidence relating to performance is gathered from a range
document outcomes of sources.
2.2 Performance is assessed by comparing evidence gathered

with agreed standards.
2.3 Performance monitoring decisions are discussed and

documented in accordance with legislation, policy and
procedures.
3. Provide feedback and 3.1 Feedback on the outcome of performance monitoring is

determine action provided to the person monitored, and to other personnel as
agreed in the relevant guidelines.
3.2 Agreement on action/follow-up required is negotiated with

the person monitored, and an action plan is documented.
3.3 Where agreement cannot be reached, reports are prepared

and further action is taken if necessary, in accordance with
3.4 Learning and development opportunities related to

performance standards are identified and included as
required.
3.5 Ongoing monitoring is used to ensure that action/follow-up

occurs in accordance with agreement.

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4. Review performance monitoring 4.1 Information related to the performance monitoring process is
and feedback gathered from all stakeholders.
4.2 The performance monitoring process is reviewed in

accordance with organisational requirements and amended
if necessary to enhance its validity, reliability, efficiency and
fairness.
RANGE STATEMENTS
Contexts of performance monitoring may include: Stakeholders, assessors may include:
 reward and recognition  self

 ongoing feedback  peers
 learning and development  managers/supervisors/team leaders
 recruitment and selection  employees
 exit interviews  teams and team members
 evidence gathering under the supervision of a  clients/customers
qualified assessor  job applicants
 counselling
 return to work
 case management
Standards may include: Guidelines may include:
 selection criteria  performance monitoring methods/sources

 best practice  feedback methods/decisions
 organisational practice  performance monitoring conditions
 competencies  assessment
 service level  timelines
 codes of ethics/conduct  reporting protocols on stakeholder feedback
 legislation/regulations
 agreed goals
Action may be in accordance with:
 dispute resolution process

 appeal process

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Legislation, policy, regulations and procedures may Performance monitoring processes and sources
include: of evidence may include:
 privacy legislation  self-assessment

 Access to Information Act  qualified workplace assessors
 equal employment opportunity, anti-  360° feedback
discrimination legislation  performance data
 employment  qualifications
 occupational health and safety  written applications
 ethics and accountability standards  interviews
 public sector standards  referees reports
 organisational policy, procedures and protocols  client/customer feedback
 international legislation/codes of behaviour  third party reports
 enterprise bargaining agreements  checklists
 award conditions/requirements
 Labour Relations & Industrial Disputes Act
EVIDENCE GUIDE
competency.

 performance monitored and feedback provided in a range of 3 or more contexts (or
occasions), over time
 Nil

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Knowledge Skill
 legislation, regulations, policies,  plan performance monitoring

procedures and guidelines relating to  communicate effectively with members
performance monitoring of a diverse workforce, including
 organisational policies, practices and negotiating
procedures  respond to diversity, including gender
 workplace performance requirements and disability
and issues  evaluate workplace performance
 performance monitoring requirements  identify learning and development
 work being monitored opportunities
 equal employment opportunity and anti  apply legislation such as occupational
discrimination legislation health and safety and environment in the
context of performance monitoring
Resources for assessment should include:
 legislation, policy, procedures and protocols relating to performance monitoring

encountered when monitoring performance and providing feedback
 case studies
 demonstration
 observation
 questioning
 scenarios
unit outcome and apply the competency in different situations or environments. Simulated
assessment must closely resemble what obtains in the workplace.

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BSBCOR0324B Prepare high-level/sensitive written materials
BSBCOR0324B: Prepare High-level/sensitive written materials
Competency Descriptor: This unit deals with the skills, knowledge and attitude required for preparing
high-level written communication including the preparation of complex,
sensitive materials. It includes preparing for high-level written
communication, critically analysing other positions and preparing persuasive
written communication.

1. Prepare for high-level written 1.1 Communication objectives are clarified, stakeholders are
communication identified and political or other sensitivities are determined.
1.2 Research is undertaken to anticipate the likely attitudes and

positions of stakeholders on the matter(s) under
consideration.
1.3 Subject matter is researched/organised, key messages to be

conveyed are distilled and tactics are planned to utilise
written materials to maximise outcomes for the organisation
in accordance with legislation, policy and guidelines.
2. Critically analyse other positions 2.1 Other positions are considered critically to evaluate complex
levels of meaning in written communication and to identify
impartiality, bias or unsupported argument.
2.2 Written materials are examined for subtext, significant

inclusions and exclusions, socio-cultural values, attitudes
and assumptions.
2.3 Complex concepts and ideas are explored to clarify

understanding and justify/challenge interpretations based on
underlying assumptions, beliefs and values.
2.4 Evidence is compared and contrasted and sources referred

to are evaluated for reliability and authenticity.
2.5 Evidence is used to test other positions and draw

conclusions about their validity and strengths.

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3. Prepare persuasive written 3.1 Communication approach is chosen and used to positively
communication influence and remove barriers to understanding for the given
audience.
3.2 Risk assessment is undertaken and risk management is

implemented in relation to document preparation and
content.
3.3 Input information/documents provided by others are

analysed for fit with the chosen approach and to ensure
consistency of values, attitudes and opinions.
3.4 Information is synthesised and complex documents are

prepared in accordance with organisational requirements,
legislation, policy and procedures.
3.5 Feedback from relevant persons is obtained on the

documents' effectiveness for the purpose intended,
outcomes are assessed and lessons learnt are articulated
and used to underpin future writing.
3.6 Feedback is provided to contributors of

information/documents to improve future input in a manner
that provides learning opportunities for the contributors.
RANGE STATEMENTS
Legislation, regulations, policies, guidelines and Communication objectives may include:

standards relating to high-level written
communication may include:
 influencing opinion
 ethics and accountability guidelines/codes of  sharing information
practice  briefing the Minister
 information security standards  reaching consensus
 principles of equal employment opportunity,  shaping opinion
equity and diversity  influencing policy
 confidentiality  representing the organisation's position
 freedom of information  representing the business unit's position
 privacy  building reputation (of self and organisation)
 intellectual property  marketing services
 fraud standards  obtaining funding
 copyright
 risk management

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Organisational requirements may include: Stakeholders may include individuals and groups
both inside and outside the organization such as:
 use of plain English
 style formats  employees at all levels
 acknowledgements  government
 particular terminology to be used/not used:  Ministers
 acronyms  clients
 technical terms  the public
 bureaucratic language  public sector organisations
 abbreviations  other jurisdictions
 requirements for minimising jargon in written  union and association representatives
materials  boards of management
 requirements for written material to take account  international governments
of cultural, ethnic, religious or language  international bodies
differences, disabilities, etiquette  community groups
 guidelines for illustrative items  non-government organisations
 standards for references, acknowledgements,  special interest groups
citations, footnotes, endnotes  key individuals of influence
 use of particular communication channels
 private or confidential materials
 embargoed material
 politically sensitive materials
 security standards for government information
Communication approach may include: Complex sensitive documents may include:
 consideration of wider organisational/public  cabinet submissions

sector issues  briefing papers
 consideration of political sensitivities  speeches
 language calculated to appeal emotionally to a  media briefs
particular audience, such as authoritative,  position papers
serious, informal, informative  discussion papers
 cultural, ethnic, diversity or equity considerations  business cases
 working within government processes and  reports
operational frameworks  policy strategies
 consultative  justification for policy development
 collaborative  policy guidance
 assertive
 reasonable

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Risk assessment may include: Organisation of subject matter may include:
 information security requirements  identifying features, advantages and benefits

 public sector standards and aligning evidence/examples
 fraud control standards  anticipating likely disagreements and
 codes of practice structuring material to address these
 codes of ethics
 private or confidential materials
 embargoed materials
 security requirements
 politically sensitive materials
 security standards for
organizational/government information
EVIDENCE GUIDE

 preparation of high-level/sensitive written materials in a range of 3 or more contexts (or
occasions) over time
 Nil

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Knowledge Skill
 legislation, regulations, policies,  read and write at a level to cope with a

procedures and guidelines relating to range of complex and sensitive
written communication such as privacy, workplace materials
Access to Information, information  critically analyse and synthesize
security, confidentiality, Copyright, information to compose complex written
intellectual property documents
 critical analysis of complex information  research other pertinent information,
 politically and culturally sensitive such as supporting/opposing position
documents papers
 organisational requirements for complex  refine content, structure and sequence
written documents according to the required purpose of
 organizational style manual written material
requirements  analyse and use language structures
 persuasive written language devices and and features that influence the
their ethical use for calculated effect interpretation of written communication
 the ways in which socio-cultural factors,  use spelling, punctuation and grammar
language features and structures for workplace documents at an expert
combine to influence the interpretation of level
written information  provide feedback on other people's work
 legislation such as occupational health in ways suited to the diversity of the
and safety and environment in the workplace, including creation of learning
context of preparing complex/sensitive opportunities to improve
written materials research/document input
 cross-cultural communication
requirements
 comply with environmental policies such
as those relating to paper
use/wastage/recycling
The following resources should be provided for adequate assessment of this unit:
 legislation, policy, procedures and protocols relating to written communication in the public
sector
 examples of complex workplace documents
 government style guide
 organisational writing guides
encountered when preparing high-level/sensitive written materials

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 portfolios
 projects
 questioning
 scenarios
unit outcome and apply the competency in different situations or environments. Simulated
environments must closely resemble that which obtains at the workplace.

quality using given
criteria


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BSBCOR0333B Contribute to policy development
BSBCOR0333B: Contribute to policy development
Competency Descriptor: This unit deals with the skills, knowledge and attitude required to make input
to the policy development process by staff and other stakeholders who are
not policy specialists (i.e. they are not responsible for developing policy). It
includes contributing to the consultative, validation and review phases of
policy development, and providing feedback on the policy development
process.

1. Contribute to the consultative 1.1 Opportunities to contribute to policy development are
phase of policy development identified and responded to according to organisational
needs, directions and priorities.
1.2 Information on the policy development process, timelines

and expected outcomes is communicated to interested
parties according to organizational requirements.
1.3 Information on policy requirements and existing policies and

procedures likely to be impacted, is gathered according to
organisational procedures.
2. Contribute to the validation 2.1 Draft policy is analysed and the likely implications for service
stage of policy development delivery are identified in consultation with those likely to be
affected.
2.2 Draft policy implications for work processes and outcomes

are evaluated and recorded.
2.3 Likely implementation issues, dissenting stakeholders and

transition requirements are identified and recorded.
2.4 Information relating to the process of policy development is

gathered, stored and analysed during policy development,
as required.

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3. Provide feedback on policy 3.1 Feedback on draft policy is provided according to

development organisational procedures.
3.2 Contribution is made to the review of policy.
3.3 Information relating to the expected outcomes of the policy

is gathered, recorded, analysed and provided before, during
and/or following policy implementation, as required.
3.4 Unanticipated consequences of policy and suggestions for

dealing with them are identified and reported according to
organisational procedures and protocols.
RANGE STATEMENTS
Stakeholders may include: Policy may include:
 all those individuals and groups both inside and  any policy required by an organisation for its
outside the organisation that have some direct own functioning or to meet board or
interest in the organisation's conduct, actions, government directives
products and services, including:  public policy
- employees at all levels of the organisation  government policy
- public sector organisations  international policy
- private sector organisations  organisational policy relating to a range of
- non-government organisations functions, such as:
- other jurisdictions - human resources
- union and association representatives - administration
- boards of management - financial management
- government - work practices
- clients - training
- the public - information technology
- special interest groups - technical/professional requirements

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Information gathering may include: Those likely to be affected may include:
 stakeholder consultation  clients

 developments in public sector or private sector  colleagues
organisations  related services
 evaluation of similar policies  contractors/suppliers
 benchmarking  other staff
 pilots or trials of policy  other organisations
 quantitative or qualitative research/data  government sectors
 survey instruments
Information sources outside the immediate work Identification of policy development opportunities
environment may include: may occur through participation in:
 clients  policy networks

 community  industry forums
 special interest groups  professional associations
 non-government organisations  special interest groups
 public sector organisations  government publications
 private sector organisations  international literature
 other jurisdictions  government policy in other jurisdictions
 other countries
 those likely to be affected
Organisational requirements may include:
 full staff involvement

 involvement of selected individuals and
organisations
 embargo on wide stakeholder involvement until
later stage of policy development

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EVIDENCE GUIDE
competency.

 contribution to policy development in a range of 2 or more contexts or occasions
 Nil
Knowledge Skill
 current policies underpinning the work  read and evaluate complex and formal
area documents such as policy and legislation
 the policy cycle and making judgments on their impact on the
 organisation and government processes organisation
and procedures  work with others to consult on and validate
 organisational code/s of ethics and policy
code/s of conduct  adjust communication to suit different
 principle of community and stakeholder audiences
engagement in policy development  respond to diversity, including gender and
 equal employment opportunity, equity disability
and diversity principles  access policies and legislation electronically
 environmental and occupational health or in hard copy
and safety implications of policy being  undertake research involving collecting and
developed analysing data for evaluation
 prepare written reports requiring precision of
expression
 identify and address the environmental and
occupational health and safety implications
of policy being developed

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The candidate and assessor should have access to the following:
 relevant policy and legislation

 organizational standards, procedures and protocols
 policy development guidelines
but are not limited to, a combination of 2 or more:
 case studies
 portfolios
 projects
 questioning
 scenarios

quality using given
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BSBCOR0353B Communicate information relating to work activities
BSBCOR0353B: Communicate information relating to work activities
Competency Descriptor: This unit deals with the skills and knowledge required to effectively
communicate information and instructions relating work operation
and activities.

1. Request and provide work 1.1 The ability to ask for and provide work information using
instructions and information appropriate language strategies is demonstrated.
1.2 The ability to communicate effectively at work using

appropriate method, language and idiom is demonstrated.
1.3 Specialist work-related terminologies are used

appropriately.
1.4 Complex technical issues are discussed using clear and

accurate language.
1.5 The ability to use a range of language strategies to clarify

understanding when receivers do not understand is
demonstrated.
1.6 The ability to ask for clarification promptly and politely is

demonstrated.
1.7 Standard reference materials are used to extend range of

phrases and structures.
1.8 The ability to evaluate own communication performance is

demonstrated.
2. Present and respond to differing 2.1 The ability to present, evaluate and respond to differing
levels of reasoning levels of reasoning/argument using appropriate language
strategies is demonstrated.
2.2 The ability to use appropriate language and idiom to hold

an effective discussion about work is demonstrated.
2.3 The correct use of specialist and work-related terminology

is demonstrated appropriately.
2.4 The ability to express meaning clearly when presenting

lines of argument is demonstrated correctly.

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2.5 The ability to identify, compare and contrast the key points
in other people‘s arguments and use them to formulate
own response is demonstrated correctly.
2.6 The ability to formulate own response clearly is

demonstrated.
2.7 A range of language strategies is used to clarify

understanding when receivers do not understand.
2.8 Clarification is asked promptly and politely when an

individual understanding is in doubt.
3. Contribute to work-related 3.1 The ability to participate in spontaneous discussions about

meetings and discussions work is demonstrated appropriately.
3.2 The ability to communicate effectively to the agenda of

meetings is demonstrated.
3.3 Contributions to meetings are done without getting off the

point of discussion.
3.4 Complex issues are discussed using clear and accurate

language.
3.5 The key points of other people’s contributions are

identified and used to formulate own response.
3.6 Appropriate communication strategies are used to clarify

understanding for the receivers.
4. Deliver prepared presentation 4.1 Preparation for presentation ensured that the language is
appropriate to the subject matter and the occasion.
4.2 Presentation is presented according to the organisation’s

requirements and adjusted to meet audience needs.
4.3 Presentation is clear, logical and sequential; delivered

within time specified and utilised, where needed,
appropriate media.
4.4 The ability to respond to questions and comments

following a presentation is demonstrated correctly.
4.5 Differences of opinion are respected and considered in a

way that encouraged other's contributions.

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4.6 Appropriate strategies are used to clarify meaning when

others have not understood.
4.7 The ability to evaluate own communication performance is

demonstrated.
5. Produce written reports 5.1 Reports are written using appropriate terminology where
required.
5.2 Reports are coherent and based on

observation/investigation undertaken.
5.3 Conclusions are based on facts in the report and

recommendations are made if required.
5.4 Reports are completed within specified time.
5.5 References are acknowledged as required.

A range of appropriate communication strategies are
6. Conduct effective interviews with 6.1
employed in interview situations.
clients or staff
6.2 Records of interviews are made and maintained according

to organisational procedures.
6.3 Effort is made to ensure that appropriate structures,

timeframes and protocols are mutually agreed and
adhered to when conducting interviews and formal
discussions.
6.4 Effective questioning, speaking, listening and nonverbal

communication techniques are used during interviews, to
ensure the required information or message is
communicated.
6.5 Feedback and advice is given in a way which reflected

current identified good practice.
6.6 The conduct of interviews and formal discussions showed

due regard to individual differences, needs and rights.

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6.7 Appropriate grievance and interviewing procedures are

used to deal with problems of a serious nature.
6.8 Referrals to other staff or specialist services are made as

appropriate to ensure duty of care responsibilities are met.
RANGE STATEMENTS
The Range Statement provides advice to interpret the scope and context of this unit of competency
facilitates holistic assessment.
Exercising effective communication skills includes: Portfolio evidence should include at least one topic
of the five categories:
 identifying and evaluating what is occurring
within an interaction in a non-judgemental way  information and advice about technical aspects
 using appropriate words, behaviour, posture of your work
when communicating  proposals for development and action
 using active listening  non-complex operating instructions
 using clarifying, summarising questions  complex operating instructions
 putting together a response that is culturally  progress reports
appropriate  organizing and planning work
 expressing an individual perspective
 expressing own philosophy, ideology and
background and exploring the impact of this on
the communication
Communicating to: Communication methods:
 people familiar with the subject and the  verbal – face to face, telephone
candidate  written – paper based, electronic
 people not familiar with the subject nor the
candidate
Non verbal communication includes: Interviews may be carried out:
 gestures  with an individual

 posture  on a group basis by a range of
 facial expression employees/workers

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Interviews will be carried out within requirements Types of interviews are:

established by:
 related to collecting evidence of candidate’s
 relevant legislation performance
 relevant conventions relating to the rights of  verification of candidate’s competency with
individuals third party
 organisation’s policy and procedures  related to candidate’s competency needs
 relevant programme standards
Communication strategies are employed to:
 establish rapport
 elicit facts and information
 facilitate resolution of issues
 develop action plans
 defuse potentially difficult situations
EVIDENCE GUIDE
conjunction with the Performance Criteria and Range Statement.
Evidence should be gathered attesting to the candidate’s ability to:
 use of a variety of complex idioms and expressions

 recognise and adopt to different levels of formality including colloquial
 apply most of the technical vocabulary relevant to the workplace
 respond to a wide range of spontaneous interactions
 participate in meetings and discussions
 use relevant communication techniques and strategies to meet client particular
communication need/difficulties
 facilitate team discussions
 investigate and prepare of written reports
 relate to people from varied social, cultural and ethnic background.
 Nil

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Knowledge Skills
 all aspects of the syntax and grammar  take part in discussion

of language  produce complex written materials
 specialist vocabulary in own area of  use images
expertise  read and respond to written materials
 slang and colloquialisms used at work  apply full range of communication techniques
and socially including:
 conventions of adapting language to  active listening if culturally appropriate
the situation and the people present  recognition of non verbal triggers
 assessment of cultural  feedback
communication protocol  interpretation
 register: frozen, formal, informal,  role boundaries setting
colloquial and intimate  negotiation
 interviewing techniques  establishing empathy
 recognition of communication styles
of individuals
 dynamics of groups and different
styles of group leadership
 different communication skills relevant
to client group e.g. signing
 oral communication skills required to
fulfil job roles as specified by the
organisation/service
This refers to the resources that are necessary for undertaking the assessment.
If workplace based, the resources should relate specifically to organisation policies, guidelines,
requirements, resources and equipment. If an off the job or simulated work environment is used
then resources should be generic and be applicable to a variety of work environments.
Resources may include:
 access to appropriate workplace where assessment can take place or

 simulation of realistic workplace setting for assessment

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Assessors should look for skills in asking questions, providing clear information, listening to and
understanding workplace instructions, and clarifying workplace instructions when necessary.
Assessment against this unit may involve the following:
 observations,
 questioning – oral/written
 evidence gathered from the workplace, including testimonials from clients /colleagues
 portfolio
It is recommended that assessment be conducted over more than one occasion and include
ommunications with individuals and groups.
For valid and reliable assessment of this unit, the competency should be demonstrated over a
period of time and observed by the assessor.
This unit of Competence will be most appropriately assessed in the workplace or in a simulated
environment and under the normal range of workplace conditions.

evaluation

Please refer to the Assessment Guidelines for advice on how to use the Critical Employability S kills.

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BSBCOR0354B Analyse and interrogate statistical data
BSBCOR0354B: Analyse and interrogate statistical data
Competency Descriptor: This unit deals with the skills, knowledge and attitude required for applying
techniques to analyse statistical data. It includes planning the analysis,
applying statistical concepts and processes, determining strengths and
weaknesses of the analysis and producing further statistics.

1. Plan analysis 1.1 Analytical and descriptive tools and techniques are chosen
appropriate to the nature of the information and the required
outcome(s).
1.2 Priority of data to be interrogated is determined in

consultation with relevant suitably qualified people, and work
is organised accordingly.
1.3 An understanding of the nature of the program or activity

from which the data is obtained is reflected in the analysis of
material.
1.4 An understanding of the way in which the data is structured

in the system is reflected in the analysis.
1.5 The likely statistical indicators of the results are reflected in

the analysis.
2. Apply statistical concepts and 2.1 Software is used to retrieve data and present it in the
processes required format.
2.2 Quantitative and/or qualitative analyses are performed to

obtain required outcomes.
2.3 Analytical and descriptive tools and techniques are used

appropriately given the nature of the information and the
required outcomes.
2.4 Preliminary results are expressed in accordance with the

required detail, format and timeframe of the project.
2.5 Summary statistics are calculated from the given dataset as

required in accordance with organisational requirements.
2.6 Analysis is performed according to policy and guidelines.

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3. Determine strengths and 3.1 Sources of error are identified and described as required.
weaknesses of analysis
3.2 Limitations in the methodology are identified and described

as appropriate.
3.3 The conduct and results of analysis are verified by a suitably

qualified person.
RANGE STATEMENTS
Summary statistics may include but not limited to: Analysis techniques may include:
 mean  re-coding data into a form appropriate for

 median analysis
 mode  construction of graphs
 standard deviation  calculation of summary statistics
 standard error  implementation of statistical tests
 relative standard error
 variance
Sources of error may include: Software may include:
 error due to sampling variation  Geographic Information System (GIS)

 error due to non-response or poor survey  spreadsheet tools
design  database tools
 measurement error  statistical analysis tools
Legislation, policy and guidelines may include

legislation and regulations such as:
 financial management acts

 privacy legislation
 equal employment opportunity and anti-
discrimination legislation
 occupational health and safety legislation
 ethics and accountability standards
 organizational standards
 risk management standards
 fraud control standards
 government security standards
 knowledge management standards
 organisational policy, procedures and protocols

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EVIDENCE GUIDE
competency

 interpretation of data and related statistics in a range of (3 or more) contexts (or occasions,
over time)
 Nil
Knowledge Skill

procedures and guidelines relating to relating to statistical analysis
statistical analysis  use at least one statistical analysis package
 the limitations of the data and statistics  utilize the most relevant data capture
used (software)
 the concept of variation  use GIS and web mapping/web GIS tools to
 changes occurring over time access and/or manipulate a range of data if
 relevance of the calculated statistics and appropriate
the meta-data associated with these  use a spreadsheet or database package for
statistics data analysis
 the importance of selecting the  use statistical tools to collect, store and
appropriate statistical analysis analyse data
 the method of selecting the appropriate  calculate growth rates and percentage
statistical analysis change over time
 sources of expertise within the  apply analytical problem solving skills
organisation  communicate statistical concepts
 legislation such as occupational health  use appropriate statistics such as mean,
and safety and environment in the median, mode, standard deviation
context of statistical analysis  respond to diversity, including gender and
disability

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 legislation, policy, procedures and protocols relating to statistical analysis

 technology and statistical tools
encountered when undertaking statistical analysis
 case studies
 demonstration
 portfolios
 projects
 questioning
 scenarios

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quality using given
criteria


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BSBCOR0382B Display human relations skills
BSBCOR0382B: Display human relations skills

Competency Descriptor: This unit deals with working relationships and the provision of
administrative and management support services to an
organization/individual.

1. Interact with persons on the job 1.1 Courtesy and politeness are exercised at all times and
requests are dealt with promptly and efficiently.
1.2 Information is transmitted promptly and accurately
1.3 Communication is conducted in a pleasant and effective

manner. Non-verbal communication is recognized and
reacted to in an appropriate manner.
1.4 Difficulties in working relationships are appropriately

handled.
1.5 Confidential information is appropriately handled.
2. Exercise tactfulness, initiative, 2.1 Tact is exercised and objectivity maintained under all
goodwill and reliability circumstances.
2.2 Initiative and good judgement are exercised at all times.
2.3 Goodwill and trust are promoted at all times. Reliability is

exhibited in all activities.
2.4 Correct information regarding the organization and its

operations is given at all times.
3. Exercise loyalty, honesty and 3.1 Loyalty to co-workers, supervisors and the organization is
confidence exhibited/demonstrated at all times.
3.2 Self-confidence and assertiveness are appropriately

portrayed and honesty is always practised.
3.3 Flexibility, positive attitudes and professionalism are

displayed at all times in executing duties.

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RANGE STATEMENT
Competent performance of the criteria must be demonstrated in the following.
Legislation, codes and national standards relevant Difficulties in working relationships to include:
to the workplace which may include:
 inequity in division of work
 relevant legislation from all  lack of cooperation
government agencies that affect business  tardiness
operation, especially in regard to  impoliteness
Occupational Health and Safety and
environmental issues, equal opportunity, Codes of conduct/behaviour:
 relevant industry codes of practice  an agreed (or decreed) set or rules relating to
employee behaviour/conduct with other
Communication: employees or customers
 oral
 written
 non-verbal
Working environment to include: Persons to include:
 seating facilities such as swivel chairs, stools,  peers

benches and floorings such as carpeted floors,  supervisors
wooden floors, concrete floors, tiled floors  clients/customers
 general public
EVIDENCE GUIDE
Competency is to be demonstrated by displaying human relations skills in at least three of the criteria
listed within the range statement.
It is essential that competence be observed in the following aspects:
 Compliance with occupational health and safety regulations applicable to workplace and
human relations skills techniques.
 Indicate compliance with organizational policies and procedures.
 Demonstration of follow-through in relation to performance management issues to bring
about a satisfactory conclusion.
 Follow a clear direction stipulated under the provision of human resource services with a
structured quality assurance system.
 Interactively communicate with others to ensure safe and effective work procedures.
 Apply organizational quality procedures and processes within the context of displaying
human relations skills.

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 BSBBAD0041A Develop professionalism
Knowledge Skills
 relevant legislation from all government  access and use workplace information
agencies that affect business operation,  relate to people from a range of social,
especially in regard to Occupational cultural ethnic backgrounds and physical
Health and Safety and environmental and mental abilities
issues, equal opportunity, industrial  facilitate the participation of team
relations and anti-discrimination members to ensure input from relevant
 organisational human resource policies groups and individuals for the
and procedures specification of human resource services
 ensure that human resource services
 quality assurance concepts meets client expectations/specifications
 counselling/discipline procedures (evaluation skills)
 the principles and techniques
associated with:
- accountability to head of
- team/supervisor
- forms of bias/discrimination and how
to deal with them
used in the workplace in the administration of duties.
Competency should be assessed while work is being done under direct supervision with
observation and may include some autonomy when working as part of a team.
Assessment may be by intermittent checking at the various stages of the job application in
accordance with the performance criteria, or maybe at the completion of each process.

and within the scope as defined by the Range Statement
Assessment must take account of the endorsed assessment guidelines in the Business
Competency standards.

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workplace or simulated environment
Assessment should reinforce the integration of the critical employability skills and the Business
Services Common Competencies for the particular NVQ-J Level. Refer to the Critical
Employability at the end of this unit.

evaluation


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BSBCOR0683B Implement improved work practices
BSBCOR0683B: Implement improved work practices
Competency Descriptor: This unit covers the skills and knowledge to solve routine work problems, to
contribute ideas for improved work practices and to participate in the
implementation of changes to work practices. This unit draws on the work of
the Innovative work skills project.

1. Clarify ideas for communication 1.1 Advantages, disadvantages and consequences of ideas are
identified.
1.2 Options are considered and discussed with colleagues.
1.3 Feedback results in reflection and improvement of ideas.
1.4 Methods of communicating ideas are considered.
2. Solve routine work problems 2.1 Analyse routine work problems.
2.2 Contributions to alternative approaches to managing

workplace issues are identified.
2.3 Solutions are reported and discussed with designated

persons/groups.
2.4 Available resources and support are accessed to assist in

formulating solutions.
3. Participate in planning the 3.1 Positive contributions are made to the planning processes to
introduction of change improve work practices.
3.2 Plans to introduce change are discussed with designated

persons/groups.
3.3 The organisational objectives and plans to introduce change

are clearly understood and supported.

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4. Support the implementation of 4.1 Required changes to work practices and procedures are
change responded to positively and promptly in accordance with
4.2 Benefits of change are promoted and endorsed both within

and outside the work group.
4.3 The results of implemented change are reported to the

designated persons/groups.
4.4 Any skill or knowledge gaps are identified and acted upon in
time to support the change.
RANGE STATEMENTS
facilitates holistic assessment.
Legislation, codes and national standards relevant Designated persons/groups are:

to the workplace which may include:
 those who have the authority to adjust plans
 award and organization agreements and  those who could be affected by the change
relevant industrial instruments
 relevant legislation that affects business
operation, especially in regard to Occupational
Health and Safety and environmental issues,
equal opportunity, industrial relations and anti-
discrimination

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Organisational requirements may be included in: Change may include:
 goals, objectives, plans, systems and  work processes and procedures

processes  implementation of new work practices and/or
 business and performance plans services
 legal and organisation policy/guidelines and  organisational restructures
requirements  introduction of new technology
 access and equity principles and practice  change in work location
 ethical standards  new client base
 Occupational Health and Safety policies,  staffing changes
procedures and programs  job role changes
 quality and continuous improvement processes  work priorities
and standards
EVIDENCE GUIDE
to confirm competency for this unit. This is an integral part of the assessment of competency and should
 Willingness to contribute ideas and discuss and modify them

 Ability to adapt to changing situations experienced in the workplace
 Accesses learning opportunities to improve performance
 Nil

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Knowledge Skill
 the relevant legislation that affects  use literacy skills to write simple instructions
business operation, especially in regard for routine tasks and reading and
to Occupational Health and Safety and understanding organisational procedures
environmental issues, equal  demonstrate communication skills including:
opportunity, industrial relations and anti- - active listening
discrimination - questioning
 the importance of contributing to - clarifying
improved work practices - presenting and reporting new ideas
 the organisation's processes and - accept positive and negative
procedures to plan and implement feedback
change  listen to the ideas and opinions of others with
 sources of change and their impact on an open mind
the organisation  use problem solving skills to solve routine
 how to respond positively to new work problems
situations and/or challenges  demonstrate team work skills to work
effectively with individuals and teams/groups
 relate to people from a range of social,
cultural and ethnic backgrounds and physical
and mental abilities
Competency is demonstrated by performance of all stated criteria, critical aspects and the
knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the
Range Statement.
Assessment methods may include 2 or more of:
 projects
 third party Reports

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workplace or simulated environment. Simulated environments should closely relate to what
obtains in the workplace.
quality using given
criteria


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BSBIPR0014A: Co mply with organisational requirements for protection and use of

intellectual property
BSBIPR0014A: Comply with organisational requirements for

protection and use of intellectual property
This unit describes the performance outcomes, skills and knowledge

Competency Descriptor: required to assist with the protection and lawful use of an organisation's
intellectual property and to avoid intellectual property infringement. It
focuses on supporting the maintenance of an organisation's policies and
procedures for the protection of intellectual property and avoidance of
intellectual property infringement.
Competency Field: Intellectual Property

1. Identify organisational 1.1 The various types of existing and potential intellectual
expectations for complying with property within the organisation identified.
requirements
1.2 The organisation's intellectual property policies, procedures

and information is identified and accessed.
1.3 Own role in protecting the organisation's intellectual property

is identified using intellectual property and avoiding
intellectual property infringement.
1.4 Information and advice is provided to relevant internal and

external stakeholders about how the organisation's
intellectual property policies and procedures operate, within
limits of job role.
2. Support policies and 2.1 Assistance is given to the development and/or

procedures for the protection implementation of policies and procedures for the protection
and use of intellectual property and use of the organisation's intellectual property according
to the type of protection required.
2.2 Assistance is given to the development and/or

implementation of policies and procedures to prevent
infringement of others' intellectual property.
2.3 Assistance is given in the maintenance of intellectual

property policies and procedures.

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2.4 Contribution is made to the identification of potential

problems and opportunities for improvement in the operation
of the intellectual property policies and procedures and
recommendations made to appropriate personnel for action.
3. Contribute to recommendations 3.1 The organisation's intellectual property policies, procedures

about non-compliance issues and information identified and accessed.
with intellectual property
requirements
3.2 The identification of any potential non-compliance or

intellectual property infringement issues, either internally or
externally is contributed to.
3.3 Recommendations to appropriate personnel about actions to

overcome non-compliance issues are contributed to.
3.4 Appropriate personnel are alerted to areas of potential

intellectual property infringement or risk.
RANGE STATEMENTS
The range statement relates to the unit of competency as a whole. It allows for different work
Essential operating conditions that may be present with training and assessment (depending on the work
situation, needs of the candidate, accessibility of the item, and local industry and contexts) may also be
included.
Intellectual property refers to: Policies, procedures and information may include:
 the output of the mind or intellect rather than  intellectual property policy
tangibles, including:  licensing agreements
- copyright  procedures for ensuring copyright protection
- trade marks  procedures for registering intellectual
- patents property rights
- designs  register of intellectual property assets
- plant breeder's rights
- circuit layout rights
- confidential information/trade secrets

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Own role may include: Infringement refers to:
 checking that other areas of the organisation  deliberate or inadvertent misuse or non-
are compliant compliance with legislation, regulation, policy,
 communicating policy and procedure changes codes of conduct etc. in relation to intellectual
to others property
 ensuring fees are paid
 entering data as it arises
 updating schedules and documents as
requested e.g. register of intellectual property
 keeping up to date with intellectual property
issues through subscriptions to intellectual
property services
 sensitisation of individuals
Internal and external stakeholders may include: Protection and use may include:
 internal stakeholders:  copyright for original works under the

- other people within the organisation who Copyright Act
may be affected by intellectual property,  patents for inventions and innovations under
e.g. designers, writers, trainers, marketing the Patents Act
staff, researchers whose efforts may  protection from misleading packaging,
produce intellectual property advertising, misuse of power in the
- all employees, who need to be aware of the marketplace etc. under the Trade Practices
importance of, and procedures for, Act
intellectual property protection and  registration of business names under
avoidance of intellectual property Business Names legislation
infringement  registration of trade marks under the Trade
 external stakeholders: Marks Act
- contractors  registration of new or original designs under
- service providers the Designs Act
 registration of domain names
 licences, agreements or other instruments for
the protection or use of intellectual property
Potential problems may include but not limited to: Appropriate personnel may include:
 changes to legislation or regulations  supervisor

 aspects of intellectual property not covered by  person in organisation designated as
existing procedures responsible for intellectual property
 fees not paid by own or external organisation
 out of date communication about intellectual
property within organisation
 expiry of protection period
 inappropriate or illegal use of someone else's

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Non-compliance issues may include but not limited Actions may include:
to:
 reporting non-compliance issues to supervisor
 required fees not being paid, both to or from  taking administrative action within job role,
another body, e.g. for a licence agreement or e.g. paying relevant fees
for renewal of registered rights  ensuring a copyright notice is placed on all
 material being copied by other employees, e.g. publications (e.g. the copyright symbol ©,
from the internet or copying software, which name of the copyright owner, year of creation
could have potential copyright issues or first publication)
 evidence of unlawful access to computer files
 marketing material being produced using
images and other material which could breach
copyright
 unlawful use of music or sound recordings
EVIDENCE GUIDE
performance criteria, required skills and knowledge, range statement and the Assessment Guidelines
 identification of the different types of intellectual property within the organisation

 identification, use and/or maintenance of an organisation's intellectual property policies and
procedures
 identification of potential non-compliance issues in an organisation
 Nil

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Knowledge Skill
 types of intellectual property and the key  use communication skills to provide
characteristics of each relevant (basic information to relevant personnel about
knowledge) intellectual property
 organisational policies and procedures  use problem solving skills to identify
in relation to intellectual property intellectual property compliance issues
 the range of intellectual property  use literacy skills to read and interpret
residing with the organisation procedures and other relevant
 relevant legislative requirements as they documentation
apply to the job role (basic knowledge)

 access to relevant information about an organisation's intellectual property policies and
procedures if applicable, or opportunity to contribute to the development of the policies and
procedures
 direct questioning combined with review of a portfolio of evidence

 oral or written presentation to stakeholders outlining the organisation's approach to
intellectual property protection and infringement avoidance
 analysis of case studies identifying potential intellectual property issues and proposed actions
Holistic assessment with other units relevant to the industry sector, workplace and job role is
recommended.

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quality using given
criteria

Please refer to the Assessment Guidelines for advice on how to use the Critical E mployability Skills.

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BSBIPR0044A: Manage intellectual property to protect and grow business
BSBIPR0044A: Manage intellectual property to protect and grow

business
required to protect, secure and effectively use intangible assets of value to
an organisation. It focuses on establishing and maintaining systems to
protect and exploit an organisation's intellectual property to ensure
business growth.
Competency Field: Intellectual Property

1. Identify the organisation's 1.1 The intangible assets residing within the organisation and
intellectual property assets and how they can be protected are identified.
rights
1.2 The sections of the organisation in which intellectual

property is created, procured or transferred and for which
management is required are identified.
1.3 Intellectual property rights appropriate to the organisation

researched according to legislative requirements.
2. Create a strategy to manage 2.1 An organisational strategy is reviewed or created, and

the organisation's intellectual policies and procedures for protection, management and
property use of intellectual property reviewed or developed as part of
the organisation's business strategy.
2.2 An intellectual property audit is planned and implemented

and the value and use of the organisation's intangible assets
inventory is established or reviewed.
2.3 Recommendations for implementation of a strategy for

business growth is planned and made through use of
organisation's intellectual property.
2.4 Strategies to ensure employees, partners and contractors

protect the organisation's and others' intangible assets are
planned and implemented.
2.5 Procedures to securely record and store documentation

related to the organisation's intangible assets is established
or reviewed.

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3. Create a strategy to manage 3.1 An organisational strategy is reviewed or created and

the organisation's intellectual policies and procedures for protection, management and
property use of intellectual property reviewed or developed as part of
the organisation's business strategy.
3.2 A intellectual property audit planned and implemented and

the value and use of the organisation's intangible assets
inventory established or reviewed.
3.3 Recommendations for implementation of a strategy for

business growth planned and made through use of
organisation's intellectual property.
3.4 Strategies to ensure employees, partners and contractors

protect the organisations and others' intangible assets
planned and implemented.
3.5 Procedures to securely record and store documentation

related to the organisation's intangible assets established or
reviewed.
4. Monitor and maintain 4.1 Strategies, policies and procedures for the identification,
organisational strategies for the protection and use of intellectual property are monitored and
protection and use of reviewed regularly to ensure they are working effectively,
intellectual property and changes made if required.
4.2 The identification of potential infringement of organisation's

intellectual property rights is managed and appropriate
action is taken.
4.3 A culture of compliance and respect for other organisations'

and individuals' intellectual property rights is promoted.
5. Manage the commercialisation 5.1 The role intellectual property will play in the strategic plans
of the organisation's intellectual of the organisation is researched.
property to ensure business
growth
5.2
The implementation of the commercialisation of the
organisation's intellectual property is contributed to.
5.3
The review of the activities of existing or potential
competitors is managed and their impact on the
organisation's intangible assets assessed.

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5.4 Others' intellectual property accessed and used effectively

within legal guidelines for business advantage.
RANGE STATEMENTS
Essential operating conditions that may be present with training and as sessment (depending on the work
situation, needs of the candidate, accessibility of the item, and local industry and contexts) may also be
included.
Intangible assets may include: Sections of the organisation may include:
 brand  any section of the organisation that creates

 business name products or services that may be protected by
 customer/client list intellectual property rights, or that is
 computer systems software responsible for the management of
 confidential information intellectual property, including:
 copyrights  design department
 core technology  marketing department
 database/customer list  research and development department
 design  product development group
 distribution agreements  human resource department
 domain name  production, administration or service delivery
 employees' specialist knowledge  legal services unit
 goodwill
 ideas
 innovation
 invention
 logo
 packaging
 patent
 practical application of a good idea
 process
 product
 promotional materials
 secret recipe, process, formula
 standard of service/unique service technique
 trade mark
 trade secret
 training manuals

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Intellectual property refers to: Intellectual property rights may refer to:
 The output of the mind or intellect rather than  the exclusive rights associated with the
tangible objects. It includes: relevant intangible asset
 the right to prevent use by others of the
 copyright intangible asset
 trade marks
 patents
 designs
 plant breeder's rights
 circuit layout rights
 confidential information/trade secrets
Legislative requirements may include: Sources of information and advice may include:
 Business Names legislation  IP Organization

 Copyright Act  Attorney-General's Department
 Designs Act  Copyright Council
 Patents Act  government agencies
 Trade Marks Act  lawyers specialising in intellectual property
 Trade Practices Act  trade mark attorneys and patent attorneys
 accountants
 business advisors
 marketing consultants
 branding consultants
 publications
 websites, Internet
 databases, e.g. local and international trade
mark databases

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Intellectual property audit may involve: Intangible assets refer to:
 a systematic review of the intellectual property  registered forms of intellectual property, such
owned, used or acquired by a person or as patents and trade marks
organisation, including:  unregistrable forms of intellectual property,
 products or services that are key to the such as copyright, client lists, know how, staff
organisation and training programs
 intangible assets and the legal rights that
constitute them in relation to the goods or
services
 what market advantage these rights give the
organisation
 rights under which the organisation uses
 gaps or weaknesses in the organisation's
intellectual property and rights
 the valuation and recording of such intangible
assets in accordance with accepted accounting
standards
Strategies may include: Documentation may include:
 preparation of employer, contractor and  deeds

supplier contracts which protect the  registration certificates
organisation's intellectual property, so that:  licence agreements
 the organisation's intellectual property is not  contract and end user licence agreements
introduced into other organisations  employment contracts
 ownership of the intellectual property is
established, e.g. external contractors designing
training materials for an organisation
 licensing, assignment or transfer of the
organisation's intellectual property to other
parties for the benefit of the organisation or its
stakeholders
 conducting appropriate clearance searches and
investigations
Compliance is important to: Infringement occurs when:
 identify and where necessary take action to  someone consciously or inadvertently uses
prevent breaches of laws and regulations in another party's intellectual property without
relation to intellectual property, to: their permission
- avoid costly legal decisions
- be a good corporate citizen

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EVIDENCE GUIDE
 identification of the types of intellectual property within the organisation and the relevant
legislation protecting them
 establishment or review of strategies, policies and procedures for the management and use
of own and others' intellectual property
 identification of commercialisation potential of an organisation's intellectual property
 Nil
Knowledge Skill
 types of intellectual property protection  use communication and analytical skills to

and time restraints on protection conduct audits and make recommendations
 relevant legislation and regulations for compliance and commercialization of
relating to intellectual property rights intellectual property
 potential sources of information and  use interpersonal skills to foster a positive
advice about intellectual property culture of compliance within the organisation
 business and marketing advantages of  use marketing skills to contribute to the
intellectual property protection commercialization of the organisation's
 strategic and business planning intellectual property
 options for commercialisation  use problem solving skills to address
intellectual property compliance issues
 use research skills to find and interpret
relevant legislation in relation to the
particular types of intellectual property

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 access to relevant organisational strategies, policies and procedures; or access to

information to allow for the design of these policies and procedures
 access to relevant legislation and regulations as they relate to intellectual property
 access to appropriate computer resources for online search and report preparation
 analysis of data collected on intangible assets and their compliance requirements within an
organisation
 direct questioning combined with review of portfolio of evidence and third party workplace
reports of on-the-job performance by the candidate, to demonstrate the establishment of
strategies, policies and procedures to manage an organisation's intellectual property
 third party reports to demonstrate how the candidate promoted a culture of respect for the
intellectual property of others
 presentation to appropriate personnel on the commercialisation of a range of intellectual
property within the organisation
 oral or written questioning about relevant legislation as it relates to the organisation's
Holistic assessment with other units relevant to the industry sector, workplace, and job role is
recommended.

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BSBLEG0014A: Apply the principles of contract law
required to enable a person to assess legal issues in contractual
arrangements and contractual issues in a legal environment. A range of
legislation, rules, regulations and codes of practice may apply to this unit .

1. Determine the nature and 1.1 Sources of legal information are accessed on the nature and
meaning of contract meaning of contract.
1.2 A distinction is made between common law and legislation in

contract.
1.3 The significance of contracts and contract law in business is

assessed, and the outcomes of this assessment are applied
to various Human Resource practices.
2. Determine the principles of 2.1 Legal principles governing simple contracts are defined.
contract law
2.2 Key elements of a simple contract matter are identified and

documented.
3. Enhance professional practice 3.2 The key issues are analysed and evaluated.
through application of relevant
principles of contract law
3.3 Analysis is reviewed with designated person.
4. Assess a legal matter involving 4.1 Contractual legal matters are assessed in accordance with
contractual issues by applying principles of contract.
principles of contract law
4.2 Procedures are specified for the discharge of contracts.
4.3 Available remedies are listed for breach of contract.
4.4 Procedures are applied for effective discharge of contracts

to workplace legal matter.

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4.4 Relevant remedies are identified and applied to workplace

legal matter.
RANGE STATEMENTS
environments and situations that may affect performance. Essential operating conditions that may be
present with training and assessment (depending on the work situation, needs of the candidate,
accessibility of the item, and local industry and contexts) may also be included.
Sources of legal information may include but not Contracts may include but not limited to:
limited to:
 commercial and business contracts
 court library  contract for services rendered
 online information services and websites  employment contracts
 organization's library  sale of property
 precedent bank
 specialist texts
Designated persons may include but not limited to:
 barrister
 legal practice manager
 legal practitioner
 supervisor
 HR managers
 safety/welfare officers

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EVIDENCE GUIDE
Evidence of the ability to:
 demonstrate knowledge of the principles of contract law

 apply the principles of contract law
 demonstrate knowledge of the steps for the discharge of a contract
 demonstrate knowledge of remedies for breach of contract
 demonstrate knowledge of the different types of contract
 Nil
Knowledge Skill
 commonly used legal terminology,  use literacy skills to read and interpret written
institutions and main features of the material
local legal system  use research and data collection skills to
 methods used to identify appropriate identify:
information about sources of local law  characteristics, similarities and differences of
 nature, aims and rationale of contracts, local institutions
including agreements, intention to  types of proceedings and trial procedures
create legal relations, consideration,  use analytical skills to investigate and
and capacity to contract compare legal institutions and assess simple
 remedies for breach of contract legal matters related to contract
 illegal and void contracts
 privacy of contract and assignment of
contract
Assessment must ensure access to:
 legislation and regulations relevant to contract law

 texts and background sources of information on contract law in local
 case studies involving a range of legal matters relevant to contract law
 personnel with expert knowledge of contract law

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 analysis of responses to case studies and scenarios in a range of contractual contexts

 tests of knowledge of relevant legislation, rules, regulations and research sources
 direct questioning combined with portfolios of evidence
 review of authenticated documents from the workplace
recommended.

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BSBMKP0173B Conduct research and prepare a marketing plan to achieve goals
BSBMKP0173B: Conduct research and prepare a marketing plan to

achieve goals
Competency Descriptor: This unit covers the knowledge and skills required to prepare and
develop a marketing strategy that is in line with the policies and
objectives of the organisation, as well as planning and implementing
promotional activities.
Competency Field: Marketing and Promotions

1. Clarify organisation objectives 1.1 Principles and policy of the organisation are obtained and
documented if required, to enable the marketing effort to be
focused.
1.2 Marketing strategies are in line with the organisations

operational plans.
1.3 The objectives and focus of the organisation are confirmed

with principals where appropriate.
2. Research alternative options to 2.1 Appropriate research is undertaken on the environment, the
meet objectives market, and potential customers.
2.2 Swot analysis is conducted and findings documented.
2.3 Organisation members, participants and other relevant

parties are consulted where appropriate.
2.4 Specialist marketing advice is sought where necessary.
3. Prepare a marketing strategy 3.1 Marketing strategy is clearly defined to ensure promotional
activities are relevant to set objectives.
3.2 Marketing mix is established based on comparisons and

cost benefit analysis undertaken and suitable options are
selected.
3.3 Price of service and/or product is defined for each market

niche.
3.4 Target markets are profiled and readily identifiable.

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3.5 Planned marketing activities are scheduled within

appropriate timeframes.
3.6 Relevant public relations and communication activities are

defined.
3.7 Measurable performance targets are set and agreed with

relevant parties in advance of each marketing activity.
4. Monitor and review marketing 4.1 Valid and reliable data on marketing performance is
plan collected in line with performance targets.
4.2 An objective assessment of the marketing plan and

implementation is made by a comparison of data against
defined expectations.
4.3 Relevant adjustments are made to marketing activities as

required.
4.4 Information on marketing performance is made available for

planning to ensure future developments are incorporated as
required along with changes and improvements.
RANGE STATEMENTS
Principals may include: Marketing is the process used to:
 Board of Management  increase participation

 Chief Executive Officer  increase return on investment
 Marketing Manager  create or present an image
 Public Relations Manager  sell a product or service
 supervisor
 manager

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Promotional activities may include: Relevant parties may include:
 promotional events  sponsors

 display and signage initiatives  grant bodies
 trade and journalist familiarisations  members
 product development  participants
 market research  other stakeholders
 advertising
 industry and public relations activities
 tele-marketing
 direct marketing
Specialist marketing advice may include: Work environment may involve:
 public relations  industry sectors

 advertising  sport
 corporate  community recreation
 media  fitness
 film  outdoor recreation
 market research  faith based
 product development  private and public sector
Legislation and industry codes may include: Performance targets may include:
 audit requirements  level of memberships

 Trade Act  number of participants
 Company Code  level of awareness
 Advertising Code of Conduct  degree of competition
 Industry Codes and standards  sales volumes
 Fair Competition Act  community endorsement and support
 Consumer Protection Act  sponsor interest and contacts
 Provisions of the Betting Gaming Lotteries
Commission

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EVIDENCE GUIDE
Competence in this unit must be assessed to incorporate the performance criteria and the under pinning
knowledge and skills, along with range of variables and contexts applicable to the work environment.

In particular, assessment must confirm the ability to:
 demonstrate knowledge of the factors influencing the preparation of a marketing plan in the
work environment
 apply knowledge of industry and organization
 demonstrate an understanding of the policies and objectives of the organisation in order to
develop a marketing plan that is in line with these objectives
 consult with all relevant parties in order to determine appropriate marketing options that are
cost effective and in line with the organisations objectives
 develop promotional activities that support the marketing strategy
 evaluate marketing activities and prepare comprehensive reports that will assist in future
planning
 Nil
Knowledge Skill
 media communication methods  negotiate at all levels including,

 financial management and budgeting employees, unions, management,
 organisations policies and procedures for external consultants, manufacturers
marketing and promotions  determine the best marketing options
 organisations objectives, key purpose, in order to achieve the organisations
prime functions and key departments marketing objectives
 sales and marketing principles and  overcome impediments to achieving
practices and the ability to develop a performance targets
marketing plan  ensure promotional activities are in
 sound knowledge of promotional line with the marketing strategy
activities including, trade shows, in-house  evaluate performance targets and
promotions, advertising, public relations, recommend modifications or
familiarisations, signage and display improvements
 gather and asses marketing
alternatives

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Knowledge Skill
 organisations policies and procedures  apply public speaking, group

for client services presentation skills
 occupational Health and Safety and  plan and manage promotional activities
risk management procedures for that are part of the marketing strategy
management of promotional activities  prepare, analyse, evaluate and report
 legal issues that affect marketing on forecasts, trends and
activities recommendations, and business
 industry and marketing knowledge correspondence
including sales networks and  demonstrate team and human
distribution systems and customer resource management methods
trends and preferences  use technology
 understand management systems
Assessment of this competency requires access to documentation of promotional activities and

sample marketing strategies.
Assessment of this unit of competence will usually include:
 observation of processes and procedures and the effects of implementation

 oral and/or written questioning on underpinning knowledge and skills
 evaluation of written presentation regarding form and content and consideration of required
attitudes
 case study
 portfolio of work
Competency must be demonstrated in a real work environment.
In cases where the learner does not have the opportunity to cover all categories of all range of
variables statements in the work environment, the remainder should be assessed through
realistic simulations, projects, previous relevant experience or oral questioning on What if?
scenarios.

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BSBMKP0342B Prepare quotations/contracts
BSBMKP0342B: Prepare quotations/contracts
Competency Descriptor: This unit deals with the skills and knowledge required to calculate the
costs of products and services accurately and present quotations to
customers.

1. Calculate costs of products and 1.1 Product costing information is accurately sourced, selected
services and interpreted.
1.2 Costs are negotiated with suppliers as appropriate and in

accordance with commercial agreements/relationships.
1.3 Where appropriate, commission/mark up procedures are

accurately applied in accordance with enterprise
procedures and requirements.
1.4 Currency conversions are accurately calculated if required.
1.5 Final cost to the customer is accurately calculated.
2. Provide quotations to customers 2.1 Accurate quotations are provided to customers in

accordance with enterprise procedures and formats.
2.2 Options are offered as appropriate.
2.3 Quotations include accurate details on the following as

appropriate: inclusions and exclusions; payment
requirements; general conditions and rules.
2.4 Quotations are accurately and legibly recorded and filed in

accordance with enterprise procedures.
3. Update and amend quotations 3.1 Quotations are accurately adjusted and updated to take
account of changed arrangements.
3.2 Adjustments are accurately recorded and processed in

accordance with enterprise procedures.

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RANGE STATEMENTS
The Range Statements provides details of the scope of the Elements and Performance Criteria to allow
for differences within enterprises and workplaces, including practices, knowledge and requirements. The
Range Statements also provides a focus for assessment and relates to the unit as a whole. The variables
listed should be considered indicative rather than exhaustive and should be used as applicable to the job
role or function.
This unit applies to all business services industry

sectors.  the range of products and services will vary
according to the industry sector. Training and
 quotations may be for single or multiple products assessment must take account of the fact that
and services the nature of quotations and the customers
 quotations may be prepared using a manual or for whom they are prepared will vary
automated system accordingly.
 quotations may be for domestic or international
products and services
 the nature of quotations and the customers for
whom they are prepared will vary according to
different industry sectors and individual
workplace
EVIDENCE GUIDE
 ability to accurately cost and quote on a range of products and services within enterprise
acceptable timeframes
 knowledge of industry practices in relation to commissions and mark up
 accurate application of conversion rates
 application of relevant taxes and duties and any exemptions and concessions
 Nil

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Knowledge Skill
 industry commission/mark up  accurately perform mathematical

procedures and appropriate legislation computations
that applies in this area  negotiate contracts and prices
 organizations policies on mark-
up/discount
 legal and consumer protection issues in
specific relation to providing quotations
 competitors’ activities
Access to required assessment evidence, time spent with assesses in assessment, competency
outcomes and appropriate assessment facilities.
either in the workplace or through simulation closely relating to the workplace. This should be
supported by a range of methods to assess underpinning knowledge.

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BSBMKP0824B Establish compliance with legal and legislative requirements
BSBMKP0824B: Establish compliance with legal and legislative

requirements
Competency Descriptor: This unit builds the skills and knowledge necessary to identify and
understand the salient features of the legal environment as they impact upon
businesses working in both physical and virtual environments. It reinforces
and makes special reference to business-to-business aspects of contract law,
intellectual property, product recall risk and transfer of ownership across
national boundaries.

1. Examine compliance of 1.1 Key elements of major legal systems impacting business-to-
current business to legal business operations determined.
system(s)
1.2 Various issues impacting different forms of contracts within

business operations compared.
1.3 Business entities commonly encountered in the business

environment detailed.
1.4 Legal aspects of financial transactions within business

operations examined.
1.5 Legal requirements for the sale of products and services

across borders are determined.
1.6 Legal implications of electronic commerce for business to

business operations examined.
2. Establish compliance of 2.1 Recall procedures and guidelines developed for supplier
current product recall policies initiated recalls.
and procedures
2.2 Recall procedures and guidelines developed for wholesale

business recalling its products and services.
2.3 Recall procedures and guidelines developed for government

or industry initiated recalls.
2.4 Product recalls procedures and policies complied with

prevailing legislative, legal and industry requirements.

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2.5 Product recall procedures and policies circulated to all

relevant personnel and business partners.
2.6 Procedures for halting or monitoring the sale and distribution

of recalled products established.
2.7 Staff informed of risks associated with recalled products.
2.8 Policy and procedures for dealing with media and consumer
enquiries relating to product recalls established.
2.9 Storage, isolation or disposal process for recalled products

established according to risk and recall notification.
2.10 Records and reports on product recall activities and costs

analysed.
3. Analyse responsibilities and 3.1 Legal rules relating to ownership of assets and intellectual
accountabilities of parties property determined.
undertaking business
transactions
3.2 Legal rules relating to the transfer of risk applied.
3.3 Warranties are designed and issued in compliance with laws

within the relevant jurisdiction.
3.4 Insurance for business operations and products complies

with law and laws within the relevant jurisdiction.
3.5 Legal remedies and enforcement options available for the

resolution of disputes ascertained.
4. Analyse and apply principles 4.1 Requirements for a valid contract to be formed in a business
in business and contract law environment determined.
4.2 Remedies available for breaches of contract within a

business-to-business transaction applied.
4.3 Range of principles impacting business-to-business

licensing and other agreements analysed.
5. Analyse how the law protects 5.1 Major principles relating to intellectual property and its
intellectual property creation determined.
5.2 Various forms or categories of intellectual property

compared.

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5.3 Operation of the law determined with regard to proprietary

interests held by a company or individual in a product being
traded overseas.
5.4 Law of copyright applied in business-to-business

transactions and relationships.
5.5 Law of design applied in business-to-business transactions

and relationships.
5.6 Various methods of regulating patents and trademarks in an

international and local business environment analysed.
5.7 Principles of assignment and licensing of intellectual

property rights applied.
5.8 Legal consequences of franchising of intellectual property

rights held by a business determined.
6. Identify risks associated with 6.1 Basic risk management strategies determined for
managing supply across addressing legal requirements when managing an
national boundaries international business venture or operation.
6.2 Nature and extent of risk determined with regard to legal

requirements impacting the conduct of overseas business
transactions.
6.3 Potential risk factors identified with regard to international

legal requirements impacting the completion of trade and
business overseas.
6.4 Roles and responsibilities of carriers and owner under Acts,

conventions and rules covering transport of goods by sea
examined.
6.5 International application and provisions covering the sale of

goods determined for business transactions.
6.6 Costs and consequences of non-compliance with key

international legal obligations and requirements established.
6.7 Risks associated with different modes of transport for

products determined.

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7. Establish method of 7.1 Internal audit function and procedures are established.
evaluating compliance
7.2 Audit plan is developed and verification checks conducted.
RANGE STATEMENTS
for differences within enterprises and workplaces, including practices, knowledge and requirements. The
role or function.
General Contexts may include but are not limited Workplace Contexts may include but are not
to: limited to:
 type of products and services provided  workplace-specific guidelines, policies and

 business policy and procedures with regard to practices
the acquisition and sale of products and  conditions of service, legislation and industrial
services agreements
 size, type and location of business  consultative processes may involve:
 business merchandise range  staff members
 strategic measurement and evaluation systems  teams
and processes  management
 characteristics of the specific product(s) or  union representatives
service(s)  Industrial Relations, Occupational Health &
 management structure and communication Safety specialists
relationships  other professional or technical staff
 business service range  relevant personnel may vary with context,
 customers including other businesses or end level of employment, ascribed duties, nature
consumers serviced through business of enquiry or response required
customers or directly
 varying levels of staff training
 worksite specific context, variations and
environments

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Special expertise and advice sources may include: Brand may encompass:
 internal or external experts on the following  product brands

areas:  company brands
 Legal  supplier brands
 Financial  registered trade marks
 Trade  registered brands
 Insurance  intellectual property
 Economics
 Technical and scientific
 Scrutiny
 other as required
Key elements of a recall strategy may include: Business outcomes may include:
 timing  key performance indicators

 warnings  strategic objectives
 insurance issues  price
 consultation with key stakeholder  market and sales indicators
 organising logistics  brand value
 reporting compliance  quality standards and criteria
 claim procedures on recalled products  performance benchmarks
 legal requirements  milestones
 approvals obtained  compliance
 impact on business relationships and contractual
arrangements
Compliance requirements covering operation may Evaluation of options may include:

include:
 stakeholder consultation
 domestic, import or export based businesses  confirmation that a procurement process is
necessary
Risk will vary with:  development of a business case
 modelling results
 nature and extent  cost benefit analysis
 product or service provided  data analysis
 business assessment and evaluation principles  comparison of internal versus outsourced
and requirements provision
 cost and benefits  whether to buy or lease
 location
 technology
 personnel/ expertise

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Recall procedures may be: Product recall bodies and committees may
include:
 hardcopy or electronic manuals
 at business, team, operational levels  manufacturer or industry recall committee
 product or service specific  wholesale and distribution bodies
 customer specific  national government bodies including those
 location specific responsible for health, consumer affairs, and
 batch specific Industry, Science and Tourism
 others as specified
EVIDENCE GUIDE
Assessment requires evidence of the following be collected:
 documents collected over time covering the processing of procedural, insurance agreements,
company policies and risk assessment covering satisfactory and timely completion of tasks
associated with management of a business operation in compliance with legislative and legal
requirements
 protection for the business’ intellectual property in its various forms or categories
 recall procedure for a business operation
 confirmation of legal rules relating to transfer of risk and legal obligations impacting a specific
range of business operations
 Identification of risk and the legal and legislative requirements impacting import and export
aspects o a business operation
 reporting procedures and appropriate record keeping systems being established for a
business operation
 Implementation of risk management strategies
 accurate and timely processing of documentation relating to business compliance with legal
obligations (This may include wholesale businesses operating solely within an import or
export environment)
 Nil

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Knowledge Skill
 remedies available for breaches of  apply the principles of assignment and

contract licensing of intellectual property rights
 major principles relating to intellectual  outline the operation of the law with regards
property and its creation to proprietary interests held by a company or
 interpretation of language and meaning individual in a product
associated with legislative, statutory,  identify potential risk factors with regards
legal, insurance and contractual legal requirements impacting the completion
documents that span national and of trade and business.
international contexts  determine costs and consequences of non-
 understanding of the business context compliance with key legal and legislative
(national and international) in which the obligations and requirements
legal, insurance, rights and contractual  determine risks associated with supply or
sources of information apply completion of business transactions outside
 reporting requirements own country (i.e. in a physical or virtual
 the requirements for a valid contract to environment)
be formed in a business environment.  apply the legal rules relating to the transfer
 product and service warranties of risk
 information sources on product and  outline basic risk management strategies for
supply arrangements for customers addressing legal requirements when
 business policy and procedures managing a business or operation
impacting job role or function  plan, collect information and analyse
 occupational health and safety aspects reported information
of job
 relevant domestic and international law,
conventions, agreements and legislation
Access to required assessment evidence, time spent with assessee in assessment, competency
The assessment method should be conducted over time to cover all elements and performance
criteria, across a range of variables. Assessment should involve review of workplace documents
as well as questioning or interviewing.

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Assessment may occur on the job, or off-the-job.
Work practices should be completed in accordance with safe operating procedures to minimise
the risk of injury to self or others or damage to goods, equipment or products.
quality using given
criteria


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BSBMKP0892B Maintain operational quality and productivity
BSBMKP0892B: Maintain operational quality and productivity
Competency Descriptor: This unit involves achieving business and improvement targets through
securing work team commitment and the on going maintenance and
assurance of productivity and quality systems.

1. Maintain productivity 1.1 Systems for monitoring the supply of both products and
services to the wholesale business managed efficiently.
1.2 Systems for monitoring production and delivery of products

and services implemented.
1.3 Disruptions to production and delivery of products and

services anticipated and managed.
1.4 Potential improvements to wholesale business processes

and systems identified and reported.
1.5 Corrective actions implemented immediately to improve

quality and/ or productivity.
2. Assure quality 2.1 Measures for service and process quality distinguished.
2.2 Tools for measuring quality applied.
2.3 Adherence to quality standards assessed and reported.
3. Build a commitment to 3.1 Quality approaches and procedures understood by work

continuous improvement groups/ teams.
3.2 Work designed and completed in accordance with quality

procedures and standards.
3.3 Performance confirmed and communicated to relevant

teams, operational units and managers.
3.4 Team members commit to quality outcomes and processes.
3.5 Feedback sought on how to improve process and service

quality.

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4. Implement process quality 4.1 Quality standards impacting a specific work area devised.
4.2 Tools for monitoring quality performance accessible to all

staff.
4.3 Work completed in accordance with quality standards.
4.4 Existing work practices reviewed to ensure compliance with

quality outcomes.
RANGE STATEMENTS
The Range Statement provides details of the scope of the Elements and Performance Criteria to allow for
differences within enterprises and workplaces, including practices, knowledge and requirements. The
Range Statement also provides a focus for assessment and relates to the unit as a whole. The variables
role or function.
General Contexts may include but are not limited to: Workplace Contexts may include but are not
limited to:
 type of products and services provided
 business policy and procedures with regard to  workplace-specific guidelines, policies and
the acquisition and sale of products and services practices
 size, type and location of business  conditions of service, legislation and industrial
 business merchandise range agreements
 strategic measurement and evaluation systems  consultative processes may involve:
and processes  staff members
 characteristics of the specific product(s) or  teams
service(s)  management
 management structure and communication  union representatives
relationships  industrial relations, occupational health &
 business service range  safety specialists
 customers including other businesses or end  other professional or technical staff
consumers serviced through business  relevant personnel may vary with context,
customers or directly level of employment, ascribed duties, nature
 varying levels of staff training of enquiry or response required
environments

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Sources of information may include but are not Applicable national regulations and legislation may
limited to: include but are not limited to:
 Legislation and regulations  Occupational Health and Safety

 work procedures and internal manuals  workplace relations
 company operating procedures and  workers compensation
instructions  industry codes of practice
 manufacturer's specifications  License, patent or copyright arrangements
 supplier and/ or customer instructions  Environmental protection legislation
 manifests  emergency procedures
 Codes of practice  transport, storage and handling of goods
 Quality Assurance systems, procedures and  General Consumption Tax
policies  Consumer Affairs Commission provisions
 awards, workplace agreements, and other  Trade Act
industrial arrangements
 oral/ verbal communication including face to
face, telephone, internet, radio, et cetera
 written instructions and communication such as
data exchange, letters, e-mails
 non-verbal communication
 feedback
 safety instructions and workplace signage
 direct or indirect
 electronic or hard copy
 policy and protocols
Work site environment factors may include but are Types of standards, performance benchmarks or
not limited to: specifications may include:
Business outcomes may include:  National Standards

 International Standards
 key performance indicators  Professional standard
 strategic objectives  Industry standards
 price  Performance indicators
 market and sales indicators  Quality measures and criteria
 brand value  Planning milestones and timeframes
 quality standards and criteria  design brief
 performance benchmarks  manufacturers' and suppliers' standards
 milestones
Quality tools may include: Relevant quality standards may include:
 seven tools of quality  ISO series

 internal/ business endorsed measurement  other recognised framework
devises and systems
 tools associated with an approach that involves
quality

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Key elements of a commercial strategy may in: Approaches involving quality concepts may
include:
 consultation with key stakeholder
 expenditure budget meets organisational  continuous quality improvement
requirements for scrutiny  total quality management
 procurement process agreed by users,  service quality
documented, and meets legal requirements  continuous improvement
 approvals obtained  total service quality
 contractual arrangements that capture and  statistical control
address identified risks, protection of all parties,  benchmarking
and include performance indicators which
provide the basis for due performance
EVIDENCE GUIDE
Range Statement for the unit of competency and will inform and provide guidance for assessment of the
The assessment method should be conducted over time to cover all elements and performance criteria,
across a range of variables.
Work practices should be completed in accordance with safe operating procedures to minimise the risk of
injury to self or others or damage to goods, equipment or products.
Assessment requires evidence of the following be collected; ability to:
 identify the appropriate quality tool to use when measuring a given situation
 measures quality in a given situation using tools provided
 apply quality concepts and principles to work practices
 quality and timeliness of task performance over time is evidenced by QA manuals that work
in practice and are easily maintained in up-to-date form
 documentary evidence of efforts to assure quality including audits, compliance reports,
quality reviews, work instructions and team communication tools
 effective communication of quality process information to relevant management and team
members
 Nil

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Knowledge Skill
 quality tools to use when measuring a  identify the appropriate quality tool to use
given situation when measuring a given situation
 measures of quality  measure quality in a given situation using
 quality concepts and principles to work tools provided
practices  apply quality concepts and principles to work
 quality and timeliness of task practices
performance over time is evidenced by  maintain quality and timeliness of task
QA manuals that work in practice and performance in up-to-date form
are easily maintained in up-to-date form  document evidence of efforts to assure
 documentary evidence of efforts to quality including audits, compliance reports,
assure quality including audits, quality reviews, work instructions and team
compliance reports, quality reviews, communication tools
work instructions and team  effectively communicate quality process
communication tools information to relevant management and
 effective communication of quality team members
process information to relevant
management and team members
 interdependent assessment of units
Access to required assessment evidence; time spent with assessee in assessment, competency
Assessment may occur on the job, or off-the-job (simulated environments must closely relate to
the workplace).

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quality using given
criteria


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BSBMKP0913B Manage business customers
BSBMKP0913B: Manage business customers
Competency Descriptor: This unit encompasses the knowledge and skills required to manage
contracts, reinforce trading terms and negotiate deals with a business
customer.

1. Negotiate deals 1.1 Special deals are established according to business policy
and procedures.
1.2 Deals are negotiated and completed according to business

1.3 Supporting promotional and merchandising activities are

determined.
1.4 Optimal sales and distribution arrangements are negotiated

with customer prior to completion of deal.
1.5 Special deals falling outside company policy and procedures

are approved according to business guidelines.
1.6 Deals are conformed to business performance and

marketing objectives.
1.7 Deals are legally valid and binding.
2. Verify trading terms 2.1 Trading terms are set for product and services.
2.2 Trading terms are set for customers and accounts.
2.3 Procedures and policies are established to approve new or

amended trading terms.
2.4 Trading terms are communicated to internal and external

personnel, according to legislative and business procedures.
2.5 Procedures and policies for processing breaches to trading

terms are confirmed and communicated to relevant staff.
2.6 Processes for reviewing trading terms are established.

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2.7 Policy and procedures for managing trading terms to

achieve marketing and customer service objectives are
established.
3. Manage business contracts 3.1 Contractual obligations and terms with business customer
are confirmed.
3.2 Terms and conditions of contract with business account

customer are applied.
3.3 Requirements for amendment or variation to existing

contract with a business completed according to business
procedures and legal requirements.
3.4 Performance of contract is monitored against agreed terms,

conditions, business outcomes and standards.
3.5 Contract variations are investigated and resolved in

accordance with contractual and business outcomes.
3.6 Disputes over contracts are resolved to obtain business and

customer outcomes.
3.7 Contract reviews completed regularly with customers,

stakeholders and contract holder.
3.8 High level of ethical and personal integrity is maintained in

support of corporate social responsibility.
RANGE STATEMENTS
The Range Statements provide details of the scope of the Elements and Performance Criteria to allow for
differences within organizations and workplaces, including practices, knowledge and requirements. The
Range Statements also provide a focus for assessment and relates to the unit as a whole. The variables
role or function.
Supply arrangements may include: Business customers may include:
 delivery of products  commercial companies

 provision of services  public agencies or organisations
 maintenance and support agreements  community and not-for-profit organisations
 leasing agreements/ consultancies  internal business units/ divisions
 research and development

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Special expertise and advice sources may include: Benefits sold to a business partner may include:
 Internal or external experts on the following  market share

matters:  price
 legal  quality
 financial  volume of sales
 trade  presentation or merchandising of the product
 insurance  associated sales
 economics  associated promotions
 technical and scientific  promotional 'tie ins' or co-location
 scrutiny
 other as required
Sources of information may include but are not General Contexts may include but are not limited
limited to: to:
 legislation and regulations  type of products and services provided

 work procedures and internal manuals  business policy and procedures with regard to
 company operating procedures and instructions the acquisition and sale of products and
 manufacturer's specifications services
 supplier and/ or customer instructions  size, type and location of business
 manifests  business merchandise range
 codes of practice  strategic measurement and evaluation
 quality assurance systems, procedures and systems and processes
policies  characteristics of the specific product(s) or
 awards, workplace agreements, and other service(s)
industrial arrangements  management structure and communication
 oral/ verbal communication including face to relationships
face, telephone, Internet, radio, et cetera  business service range
 written instructions and communication such as  customers including other businesses or end
data exchange, letters, e-mails consumers serviced through business
 non-verbal communication customers or directly
 feedback  varying levels of staff training
 safety instructions and workplace signage  worksite specific context, variations and
 direct or indirect instructions environments
 post delivery agreements instructions

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Applicable national regulations and legislation may Consultative processes may involve:
include but are not limited to:
 staff members
 occupational health and safety  teams
 workplace relations  management
 workers compensation  union representatives
 industry codes of practice  industrial relations, Occupational Health &
 license, patent or copyright arrangements Safety specialists
 environmental protection legislation  other professional or technical staff
 emergency procedures  relevant personnel may vary with context,
 transport, storage and handling of goods level of employment, ascribed duties, nature
 General Consumption Tax of enquiry or response required
 Consumer Affairs Commission provisions
 Consumer Protection Act
 Trade Act
 National Contracts Commission
Business relationships and trading terms may be Work site environment factors may include but
influenced by: are not limited to:
 due diligence requirements Key elements of a commercial strategy may

 value of money include:
 risk sharing
 market position  consultation with key stakeholders
 planning cycles and the time of the year  expenditure budget meets organisational
 cost/ price analysis requirements for probity
 terms and conditions agreed  procurement process agreed by users,
 intellectual property and technology rights documented, and meets legal and probity
 value management requirements
 continuous improvement  approvals obtained
 supply chain management  contractual arrangements that capture and
 infrastructural and capital outlay requirements address identified risks, protection of all
parties, and include performance indicators
 organisational systems integration and
which provide the basis for due performance
compatibility
 compatibility
 company policy
Contract negotiation issues may include: Workplace Contexts may include but are not
limited to:
 contract variations including ability to vary or
modify targets, processes and/ or clauses  workplace-specific guidelines, policies and
 innovations practices
 modification and amendment rights  conditions of service, legislation and industrial
 scope agreements
 non-compliance
 consequences

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Methods for requesting and receiving offers may Contractual arrangements may include:
include:
 letters of appointment or intent
 open or restricted tendering and contracting  external contracts
 expressions of interest  trade partners
 request for proposal  people contracts
 request for quotation  verbal and written orders
 request for tender; request for offer  purchase order
 direct purchases using existing supply  petty cash
agreements such as standing offers  memoranda of understanding
 common use arrangements  in-house service level agreements
 oral quotations  contracts
 written quotations  common use arrangements/ standing offers
 direct purchase from retail or wholesale outlets  contracts as detailed under the trade
 electronic commerce legislation
EVIDENCE GUIDE
 negotiation and finalisation of legally binding deals

 attainment of business targets and strategic goals through contractual agreements
 establishment of trading terms with customers (individual and account)
 management of contacts and trading terms to achieve agreed business targets and strategic
outcomes
 high level ethical and personal integrity in conduct of negotiations and management of
contractual relationships
 adherence to business and industry codes of conduct, policies and procedures
 Nil

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Knowledge Skill
 prioritising work schedule  use analytical and research skills

 use and maintenance of standard  articulate current business policy and
business technology procedures
 configuration of management systems  apply project and contract management
 public and private sector purchasing skills
and procurement guidelines and rules  negotiate and secure deals
 purchasing management practices and  determine appropriate support for
codes of conduct promotional and merchandising activities
 law of contract  create guidelines for approving and
 Trade Act implementing special deals
 relevant commercial law and legislation  establish, confirm and review trading terms
 financial accounting and reporting  develop and amend contracts according to
systems business procedures and legal
 approval processes requirements
 negotiation techniques  resolve contract disputes and variations
 features and advantages of a  conduct regular contract reviews
contractual relationship  anticipate factors impacting contractual
 elements that make a successful arrangements
business partnership/ relationship  source opportunities to improve business
 Internal and external management contractual relationships
systems
 determining competitor activities
 flexible and positive in attitude towards
learning for self-improvement
 dealing with external and internal
groups and teams
 information sources on product and
supply arrangements for customers
 business policy and procedures
impacting job role or function
 occupational health and safety aspects
of job

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Assessment activities may also include;
 written or verbal short answer testing

 practical exercises
 role-plays or
 observation of on the job activities.
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criteria


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BSBMKP1053B Seize a business opportunity
BSBMKP1053B: Seize a business opportunity
Competency Descriptor: This unit encompasses the knowledge and skills required to identify,
evaluate and initiate the realisation of a business opportunity beginning with
thorough business analysis of the factors influencing the products and/or
services offered by the wholesale business.
Competency Field: Marketing and Promotion

1. Analyse environmental factors 1.1 Opportunities for expanding knowledge of a market Is
influencing products and determined.
services
1.2 Research is initiated to review demographics and consumer

habits for a specific product or service.
1.3 Changes in market conditions are anticipated.
1.4 Business to business sales and supply goals and

expectations are confirmed.
1.5 Relationships with suppliers are analysed and strengthened

to enable business opportunities to be realised.
2. Identify a business opportunity 2.1 Sources of information about business opportunities secured
in line with business direction and goals.
2.2 Potential business applications for creative ideas and

innovative approaches are explored.
2.3 Individual entrepreneurial spirit and attitudes are

encouraged and oriented towards potential business
applications.
3. Evaluate a business opportunity 3.1 Business opportunities are investigated to determine their
market and financial viability.
3.2 Documents and records for existing customers are secured

to assess the suitability of a business opportunity.
3.3 Suitability of a business opportunity is mapped against

business plans, market expectations, and capacity to
respond.

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3.4 Business opportunity is evaluated for compatibility with

current business activities and customer relationships.
3.5 Return on investment from a business opportunity is

assessed by identifying and analysing risks, opportunities,
costs and benefits.
3.6 Potential non-revenue and advantages from a business

opportunity (Eg market share) is quantified.
3.7 Relevant situational factors impacting the potential of a

business opportunity identified and assessed.
3.8 Options for proceeding with a business opportunity are

determined.
4. Seize viable business 4.1 Viability of most favourable business opportunity is

opportunities determined and decision made.
4.2 Approval for progressing business opportunity is gained

according to business policy and procedures.
4.3 Approved plan is implemented.
RANGE STATEMENTS
The Range of Variables statement provides details of the scope of the Elements and Performance
Criteria to allow for differences within organizations and workplaces, including practices, knowledge and
requirements. The Range of Variables also provides a focus for assessment and relates to the unit as a
whole. The variables listed should be considered indicative rather than exhaustive and should be used as
applicable to the job role or function.
Types of plans may include but not be limited to: Business outcomes may include:
 sales  key performance indicators

 marketing  strategic objectives
 strategic  price
 business  market and sales indicators
 purchasing/ procurement  brand value
 disposal  quality standards and criteria
 human resource  performance benchmarks
 public relations  milestones
 contingency
 risk management
 environmental

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Sources of information may include but are not Applicable regulations and legislation may include
limited to: but are not limited to:
 legislation and regulations  Occupational Health and Safety

 work procedures and internal manuals  Workplace relations
 company operating procedures and instructions  Workers compensation
 manufacturer's specifications  Industry codes of practice
 supplier and/ or customer instructions  License, patent or copyright arrangements
 manifests  Environmental protection legislation
 codes of practice  Emergency procedures
 quality assurance systems, procedures and  Transport, storage and handling of goods
policies  General Consumption Tax
 awards, workplace agreements, and other  Consumer Affairs Commission provisions
industrial arrangements  Trade Act
 oral/verbal communication including face to face,  Jamaica Fair Trading Commission provisions
telephone, Internet, radio, et cetera
 feedback
Work site environment factors may include but are Market assessment may include:
not limited to:
 SWOT analysis
Key elements of a commercial strategy may include:  structure of and 'players' in the market
 market capability
 consultation with key stakeholder  market maturity
 expenditure budget meets organisational  market strength
requirements for scrutiny  factors/ conditions which may affect supply
 procurement process agreed by users,  potential impact of intended contracting
documented, and meets legal requirements activity
 approvals obtained
 contractual arrangements that capture and
address identified risks, protection of all parties,

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Evaluation of options may include: Special expertise and advice sources may
include:
 stakeholder consultation
 confirmation that a procurement process is  internal or external experts on:
necessary  legal
 development of a business case  financial
 modelling results  trade
 cost benefit analysis  economics
 data analysis  technical and scientific
 comparison of internal versus outsourced  scrutiny
provision  other as required
 whether to buy or lease
Documents and records may include: Types of standards, performance benchmarks or

specifications may include:
 purchase requests and orders
 tender submissions and proposals  National Standards
 invoices and payment requests  International Standards
 statements and petty cash vouchers  Professional standard
 offer and contract documents  Industry standards
 evaluation process documentation  Performance indicators
 records of authorised officers' decisions  Quality measures and criteria
 corporate credit card transaction statements  Planning milestones and timeframes
 records of supplier performance  Design brief
 financial statements  Manufacturers' and suppliers' standards
 asset registers
 records of conversation
Promotional, advertising and marketing campaigns Markets may include:

may vary to accommodate regional variations in:
 local
 demographics  national
 economics  regional
 competition  international
 social/ cultural forces
 political/ legal forces
 natural forces
 technology

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EVIDENCE GUIDE
(1) Critical aspects of evidence

 evaluative and analytic reports on business opportunities

 advocate and secure support for business opportunity
 evaluation of a range of potential new business opportunities
 reports on return on investment or other advantages to be secured through a business
opportunity
 investigative and research on a business opportunity
 quality of research and recommendations based on success of a business opportunity
 implementation of action plan to seize business opportunity
Interdependent assessment of units
Consideration should be given to completing this unit, prior to, or in conjunction with other
relevant units
 Nil

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Knowledge Skill
 techniques to identify and capture  display skills in terms of job role or function
business opportunities  expand knowledge of markets
 market trends and forecasts  recognise expanded opportunities with
 marketing mix suppliers and customers
 market information, systems and  investigate opportunities
research  determine market and financial viability
 product development cycle  identify and assess risks
 price adjustment strategies  determine options for proceeding with a plan
 business policy and procedures  make decisions regarding viability of
 risk factors within specific markets opportunities
 planning integration of development and  secure approval
maintenance functions  plan and strategies
 logistics
 determining customer behaviour, needs,
expectations and satisfaction levels
 awareness of relevant industrial or
legislative requirements
of job
 relevant commercial law and legislation
.Methods of assessment may include:
 practical demonstration
 projects

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Assessment may occur on the job, or off-the-job. Work practices should be completed in
accordance with safe operating procedures to minimise the risk of injury to self or others or
damage to goods, equipment or products.
 Makes judgement of the evaluation process  Evaluates and reshapes process


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BSBMKP1354B Develop a business website strategy
BSBMKP1354B: Develop a business website strategy
Competency Descriptor: This unit covers development of a web strategy that supports the business
strategy, determining marketing objectives and strategies for the website
and planning its integration into business operations.

1. Determine the business' 1.1 The commercial, business and/or marketing purpose of the
requirements of the website website is determined in consultation with relevant
personnel in accordance with the organisation's e-business
and/or e-marketing strategy.
1.2 Business, product / service information for the website is

determined in consultation with relevant personnel.
1.3 The business image to be projected by the website is

determined in consultation with relevant personnel.
1.4 Website features/capabilities are determined in consultation

with relevant personnel in accordance with the
organisation's e-business strategy.
2. Determine business and 2.1 Key characteristics, competitive factors and the market
marketing objectives for the situation facing the business and/or its products or services
website are identified.
2.2 Information on the target audience for the website is

gathered and analysed.
2.3 Website marketing objectives are written in measurable

terms and provide specific guidance on what is to be
achieved by the website.
2.4 A business performance strategy is developed for the

website incorporating business objectives for products /
services.

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3. Develop a website strategy 3.1 Strategies to achieve website marketing objectives are
determined in accordance with the organisation's e-business
and/or e-marketing strategy.
3.2 Timeframes for development and implementation of the

website are determined in accordance with the
organisation's e-business strategy.
3.3 A budget for development, setup, hosting and maintenance

of the website is determined in accordance with the
organisation's overall e-business budget.
3.4 The strategy includes an implementation and maintenance

plan, strategies to work cooperatively with technical
personnel, performance measures and monitoring
procedures to measure the marketing effectiveness of the
website.
3.5 A web content management strategy is developed to ensure

up-to-date, relevant, accurate information on the site.
3.6 The strategy includes marketing strategies for publicising

that the website is available and operational.
4. Plan integration of the website 4.1 Links between the website and operational areas of the
into business operations business are identified and responsibility for the
development of procedures to enable their integration is
assigned in accordance with the overall e-business strategy.
4.2 Feedback mechanisms and processes are determined to

gauge customer satisfaction with the website and the
business, and to allow evaluation of the website as a
marketing tool.

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RANGE STATEMENTS
Website features/capabilities may include: Legislation, codes and national standards

relevant to the workplace may include:
 marketing features
 legal requirements  award and enterprise agreements
 privacy and confidentiality requirements  national, State/Territory legislative
 security requirements requirements especially in regard to
 authentication facility or link Occupational Health and Safety
 customer service requirements  industry codes of practice
 shopping cart facilities  OECD International Guidelines for Consumer
 electronic payment facilities Protection in E-Commerce
 online catalogues, brochures  copyright laws
 knowledge bases  privacy legislation
 frequently asked questions (FAQS)  intellectual property, confidentiality
 thumbnails, image maps etc requirements
 active links  legal and regulatory policies affecting e-
 navigation buttons business
 frames, animation, flash etc
 colour, sound, video, graphics, photos
 downloadable files
 search facility
 facility for user feedback on content and
operation of website
 printing facility
Relevant personnel may include: Business performance strategy may include:
 owner/s  service objectives

 management  logistics of product supply, pricing, delivery
 in-house or contracted marketing personnel and inventory management
 in-house or contracted technology/technical
personnel
 web hosting service personnel
 client stakeholders

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Publicity strategies may include: Maintenance issues may include:
 use of traditional media publicity  frequency of updates

 newsgroup notice  timeliness
 Internet chat room  responsible staff
 registration with commonly used search engines  maintenance workload
 links to other sites  optimisation of feedback
 design of site i.e. key words
Operational areas may include:
 marketing and sales

 customer service
 supply and dispatch of goods
 service support / after sales service
 administration
 finance
 training and development
 user groups
EVIDENCE GUIDE
In order to achieve consistency of performance, evidence should be collected over a set period of time,
which is sufficient to include dealings with an appropriate range and variety of situations.
 integrated demonstration of all elements of competency and their performance criteria

 knowledge of the features of a marketing oriented website
 ways to increase the marketing effectiveness of a website
 Nil

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Knowledge Skill
 relevant legislation from all levels of  do strategic planning

government that affects business  apply computer technology skills
operation, especially in regard to  consult with relevant personnel on
Occupational Health and Safety and website purpose, image and capabilities
environmental issues, equal opportunity,  gather and analyse information on the
industrial relations and anti- business, its products/services and the
discrimination target audience for the website
 Internet  do costing, and meet budgetary
 World Wide Web requirements
 uniform resource locators (URL)  relate to stakeholders from a range of
 browsers, search engines, web crawlers social, cultural and ethnic backgrounds
 e-business and physical and mental abilities
 e-Marketing principles
 features of a marketing oriented website
 ways to increase the marketing
effectiveness of a website
role-plays, or observation of on the job activities


common competencies for the particular NVQ-J level.

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quality using given
criteria


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BSBSBM0012A Craft personal entrepreneurial strategy
BSBSBM0012A: Craft personal entrepreneurial strategy

Competency Descriptor: This unit deals with the skills and knowledge required to craft an
entrepreneurial strategy that fits with entrepreneur’s attitudes, behaviours,
management competencies and experience necessary to meet the requirements
and demands of a specific opportunity.
Competency Field: Small Business Operations

1 Demonstrate knowledge of the 1.1 Concepts associated with entrepreneurship are clearly
nature of entrepreneurship defined.
1.2 Factors which influence entrepreneurship in and outside of

Jamaica are correctly identified and explained.
1.3 The importance of entrepreneurship to economic

development and employment explained clearly.
1.4 The findings of research conducted on entrepreneurial

ventures and successes in Jamaica are clearly presented in
an appropriate format.
1.5 Differences between wage employment and entrepreneurial

ventures are correctly stated.
2 Identify and assess 2.1 Relevant researched carried out and required entrepreneurial
entrepreneurial characteristics characteristics identified.
2.2 Entrepreneurial characteristics identified are assessed and

ranked.
2.3 An understanding of the process and discipline that puts an

individual in charge of evaluating and shaping choices and
initiating action that makes sense is correctly demonstrated.
2.4 Factors which will help an entrepreneur to manage the risk

and uncertainties of the future while maintaining a future
orientated frame of mind are identified.
3 Develop self-assessment 3.1 Self-assessment tools/methods to identify personal

profile entrepreneurial potential are identified and properly used.
3.2 The ability to apply creativity and problem solving techniques

and principles to solve business related problems is
demonstrated.

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3.3 Feedback from others for the purpose of becoming aware of

blind spots/reinforcing or changing existing perceptions of
both strengths and weaknesses is appropriately obtained.
4 Craft an entrepreneurial 4.1 A profile of the past which includes accomplishments and
strategy preferences in terms of life and work styles, coupled with a
look into the future and an identification of what one would
like to be doing is developed.
4.2 The level of commitment, determination and perseverance;

orientation towards goals; taking initiative and accepting
personal responsibility; recognizing management
competencies and identifying areas for development is
determined.
4.3 Guidelines to obtain feedback which is solicited, honest,

straightforward, and helpful but not all positive or negative
and in writing to facilitate reviews are developed.
4.4 Framework and process for setting goals, which demand

time, self-discipline, commitment, dedication and practice are
developed.
4.5 Distinct steps which are involved in the goal setting process
are included.
4.6 Goals established are specific and concrete, measurable,

relate to time, realistic and attainable.
4.7 Priorities, including identifying conflicts and trade-offs and

how these may be resolved are established.
4.8 Potential problems and obstacles that could prevent goals

from being attained are identified.
4.9 Specified action steps that are to be performed in order to

accomplish goals are identified.
4.10 The method by which results will be measured is indicated.
4.11 Milestones for reviewing progress and tying these to specific

dates on a calendar are established.
4.12 Risks in meeting goals are identified.

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4.13 Sources of help to obtain resources are identified.
4.14 Evidence of the ability to review process and periodically

revise goals is demonstrated.
RANGE STATEMENT
At this stage of the entrepreneurial process the entrepreneur must be able to conduct a self-assessment
profile, examine the frame work for self assessment and develop a personal entrepreneurial strategy,
identify data to be collected in the self-assessment process and learn about receiving feedback and
setting goals.
Concept associated to include: Influencing factors to include:
• risk • market conditions

• entrepreneur • markets – demand/supply
• macro-screening • global trends
• micro-screening • level of economic activities
• competition • funding
• wage employment • economic stability
• social stability
• resources availability
The entrepreneur must be able to:
• understand the extreme complexity in predicting or aligning themselves to specific careers in an

environment of constant change
• determine the kind of entrepreneur he or she wants to become based on attitudes, behaviours,
competencies, experience and how these fit with the requirements and demands for a specific
opportunity
• evaluate thoroughly his or her attraction to entrepreneurship
• effectively develop personal plan
• utilize available information that will enhance his or her ability to achieve success
The entrepreneur may encounter setbacks if planning process is not effectively pursued.
Pitfalls may include:
• proceeding without effective planning may result in commitment to uncertainty

• commitment to a premature path with the desirability of flexibility can lead to disaster
• personal plans fail for the same reasons as business plans including frustration if the plan appears
not to be working immediately and problems of changing behaviour from an activity-oriented routine
to one that is goal oriented developing plans that fail to anticipate
• obstacles, and those that lack progress milestones and reviews

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EVIDENCE GUIDE
Competency is to be demonstrated when the entrepreneur is able to critically undertake a personal
entrepreneurial assessment exercise to determine if he or she possesses the necessary credentials to be
a successful entrepreneur. This stage of the entrepreneurial process is extremely critical since experience
has show that the founder is one of the critical forces if the venture is to succeed and prosper.
The entrepreneur will be assessed by his/her action in developing an orchestrated plan in order to
effectively pursuing the business concept
The entrepreneur is required to develop an understanding of the requirements to achieve success

as an entrepreneur.
Unit Code Understanding the Entrepreneurial Process
Knowledge Skills
• Personal entrepreneurial profile systems • Determine barriers to entrepreneurship

• Effective management systems: • Minimize exposure to risk for being an
marketing; operations/productions; entrepreneur
finance; administration; law • Exploit any available resource pool
• Measuring feedback • Tailor reward systems to meet a particular
• Developing a personal plan situation
• Developing a business plan • Effectively plan and execute activities
• Understanding of the difference • Use computer technology to undertake
between entrepreneurial culture and the assessments
management culture
• Personal computer with the internet and appropriate software that will enable him/her to
conduct the necessary analysis with access to the internet
A useful method of assessment is to determine if the venture can stand up to the test of critical
evaluation.

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This stage of the entrepreneurial process is assessed when comparisons are made between
actual outcomes with plans and projections

• Carries out established • Manages process • Establishes principles
processes • Selects the criteria for and procedures
• Makes judgement of the evaluation process • Evaluates and reshapes
criteria • Establishes criteria for
evaluation


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BSBSBM0054C Develop a business plan
BSBSBM0054C: Develop a business plan

Competency Descriptor: This unit deals with the skills and knowledge required to do the
research and development of an integrated business plan for
achieving business goals and objectives. It is suitable for the setting
up of or the expansion of an existing micro and small businesses.
Competency Field: Small Business Management

1. Identify element of business plan 1.1 Components of a business plan relevant to a business
opportunity identified and reviewed.
1.2 Purpose of the business plan is identified.
1.3 Business goals and objectives are identified and

documented, as a basis for measuring business
performance.
2. Develop business plan 2.1 The business plan demonstrated research into
customer needs, resources and legal requirements
which include health and safety issues, in accordance
with business goals and objectives.
2.2 The financial plan identifies sources and costs of

finance to provide required liquidity and profitability for
the business.
2.3 Marketing/ promotion strategies identify methods to

promote the market exposure of the business.
2.4 Production/operations plan identifies methods/means

of production/operation to conform to business goals
and objectives.
2.5 Staffing requirements are identified as required to

effectively produce/deliver products/services.
2.6 Specialist services and sources of advice are identified

where required, and cost in accordance with resources
available.
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3. Develop strategies for minimising 3.1 Specific interests and objectives of relevant people are
risks identified and their support of the planned business
direction is sought and confirmed.
3.2 Risk management strategies are identified and

developed according to business goals and objectives
and relevant legal requirements.
3.3 Contingency plan is developed to address possible

areas of non-conformance to plan.
RANGE STATEMENT
The Range Statement provides advice to interpret the scope and context of this unit of competence. It
relates to the unit as a whole and facilitates holistic assessment.
Business plan may include:  recognition of any seasonal or cyclical

(time-based) elements which are crucial
 proposed size and scale of the business to the success of the enterprise
 market focus of the business  finance
 marketing requirements  expenditure statement
 sources of funding  balance sheet and cash flow forecast
 need to raise finance and requirements of  projections for the initial years of operation
lenders assumptions underlying the business plan
 level of risk involved, risk assessment and  expected level of inflation and taxation
management  expected trend of interest rate
 stages in the business development  capital expenditure and its timing
 business opportunities  stock turnover
 resources required and available  debtors collection period
 details of ownership/management  creditor payment period
 staffing  return on investment
 organisation/ operational arrangements  recognition of any seasonal or cyclical (time-
 specialist services and sources of advice based) elements which are crucial to the
which may be required success of the enterprise
 finance, expenditure statement, balance
sheet and cash flow forecast, projections
for the initial years of operation
assumptions underlying the business
plan, expected level of inflation and taxation,
expected trend of interest rate, capital
expenditure and its timing, stock turnover,
debtors collection period, creditor payment
period, return on investment
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Financial plan may include:  non-recurrent assets calculations

 projections may vary depending on the
 the current financial state of the enterprise importance of such information and the stage
(or owner/operator in the life of the business
 financial performance to date (if applicable)  projections of likely financial results
 likely return on investment (budgeting)
 a review of financial inputs required (sources  monthly, quarterly or annual returns
and forms of finance)  estimates of profit and loss projections for
 projected profit targets, pricing strategies, each forward period
margins  cash flow estimates for each forward period
 profit, turnover, capital and equity targets  resources required to implement the proposed
 risks and measures to manage or minimise marketing and production strategies (staff,
risks materials, plant and equipment)
 working, fixed, debt and equity capital
 analysis of sales by product/service,
identifying where they were sold and to whom
Business goals and objectives may include: Business opportunities may be influenced
by:
 goals, objectives, plans, systems and
processes  expected financial viability
 short, medium or long term goals  skills of operator
 financial projections  amount and types of finance available
 customer needs/marketing projections
 proposed size and scale of the business
 market focus of the business
 lifestyle issues
Financial resources may include but not limited to: Financial backers may include:
 personal, financial institutions,  owner, family and friends

trade/industry sources  providers of venture capital
 government sources which provide various  banks or finance companies
forms of technical and financial assistance  leasing and hire purchase financiers
including direct cash grants, subsidies, tax
concessions and professional and technical
advice
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Production/operations plan may include: Staffing requirements may include:
 options for production, delivery, technical and  owner/operator

customer service and support  full-time, part-time staff, permanent,
 means of supply and distribution temporary or casual staff
 operational targets and action plan may  sub-contractors or external
include short, medium or long term goals advisers/consultants
 customer requirements, market expectations,
budgetary constraints
 industrial relations climate and quality
assurance considerations
Relevant people may include: Specialist services may include:
 owner/operator, partners, financial backers  accountants

 family members  lawyers and providers of legal advice
 clients  government agencies
 suppliers  industry/trade associations
 franchise agency  business brokers/business consultants
 trade or industry associations
 regulatory bodies
Legislation, codes and national standards may Contingency plan may include:
include:
 disturbances to cash flow, supply and/or
 Government legislative requirements affecting distribution
business operation, especially in regard to  sickness or personal considerations
Occupational Health and Safety and
environmental issues, industrial relations and
anti-discrimination
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Risk management strategies may include: Health and Safety issues must include:
 security systems to provide physical  operation of Health and Safety as part of

security of premises, plant, equipment, the organisation business plan business
goods and services plan
 security of intellectual property  procedures for managing safety hazards in
 knowledge management the workplace (identify, assess & control
 breach of contract, product liability  identification of specific hazardous issues
 measures to manage risk including such as violence, security, manual
securing appropriate insurance to cover handling, equipment and hazardous
loss of earnings through sickness, accidents, substances.
drought, flood, fire, theft, professional  provisions for ensuring safety of members
indemnity of the public visiting the premises/worksite
 Health and Safety Requirements
EVIDENCE GUIDE
to confirm competence for this unit.
 development of a business plan which provides for finance, marketing and provision of
products/ services to facilitate the business goals and objectives
 ability to identify and plan for Occupational Health and Safety issues
 statutory responsibilities (knowledge of relative legislation)
 Nil
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Knowledge
Knowledge of:
 the importance of business planning

 Government legislative requirements affecting business operation, especially in regard to
Health and Safety and environmental issues and industrial relations
 responsibilities and procedures for identifying health and safety hazards relevant to business
 reasons for and benefits of business planning
 planning processes
 setting goals and objectives
 methods of evaluating business plans
 types of business planning:- feasibility studies, strategic, operational, financial planning
 relevant codes of the business practice
 principles of risk management relevant to business planning
Skills
The ability to:
 apply literacy skills to enable interpretation of business information

 use communication skills relevant to business performance
 use numeracy skills for data analysis
 relate to people from different social and cultural backgrounds and physical and mental
abilities
used in the workplace. These may include:
 computer equipment
 business references such as relevant legislation and regulation relating to the business
operation
(5.) Method of assessment
 direct questioning combined with review of portfolios of evidence

 analysis of responses to case studies and scenarios
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quality using given  Establishes criteria for evaluation
criteria

Please refer to the Assessment Guidelines for advice on how to use the critical Employability Skills.
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BSBSBM0354A Protect and use intangible assets
Competency Descriptor: This unit describes the competencies required to effectively protect and use
the intellectual property of a business. It focuses on identifying and valuing
intangible assets, implementing measures to protect and commercialise these
assets as well avoiding the infringement of others' intellectual property rights
Competency Field: Small Business Management

1. Identify and value intangible 1.1 Intangible assets, which are a key to the ongoing success of
assets which are key to the the business, are identified through an intellectual property
business audit.
1.2 Appropriate sources of information and advice for protecting

and exploiting the intangible assets are researched and
professional advice sought when required.
1.3 Intangible assets are valued so they can be incorporated

into the business plan and risk assessment strategy.
2. Identify and select types of 2.1 The types of protection for intangible assets, including
protection available for registered and unregistered protection is identified.
intangible assets
2.2 Relevant legislative requirements are identified in relation to

the proper use and protection of intangible assets.
2.3 The likely costs, risks and benefits of potential types of

protection available are calculated.
2.4 Organizational requirements are assessed and costs and

benefits balanced to select the most appropriate methods to
protect and use intangible assets.

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3. Implement appropriate 3.1 All employees, partners and directors are made aware of the
protection for intangible assets importance of protection of intangible assets to the business.
3.2 Confidentiality agreements, if appropriate are implemented

with employees and others who might have access to
commercially sensitive information.
3.3 Appropriate databases and other resources are searched to

determine whether the business's intangible assets are
original, to avoid infringement of the intangible assets of
others.
3.4 Procedures to protect intangible assets are followed.
3.5 Processes for detecting and defending infringements against

the business's intangible assets are developed and
implemented.
3.6 The market is monitored for possible infringements of

protection of intangible assets and appropriate action taken
as required.
4. Develop and implement 4.1 Processes are developed and implemented so that the
processes to avoid infringement business does not infringe others' intellectual property rights.
of the rights of others
4.2 All employees are aware of and understand the importance

of avoiding the infringement of others' intellectual property
rights.
5. Use and commercialise the 5.1 Options for exploiting and commercialising own intangible
small business's and others' assets are identified.
intangible assets
5.2 Intellectual property of others, that can legally be used by

the business for business advantage are identified.
5.3 Taxation, accounting and financial reporting requirements

for any gains made from commercialisation of intangible
assets are identified.

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RANGE STATEMENTS
environments and situations that may affect performance. Essential operating conditions that may be
present with training and assessment (depending on the work situation, needs of the candidate,
accessibility of the item, and local industry and contexts) may also be included.
Intangible assets may include:

Intellectual property audit refers to:
 brand
 business name  A systematic review of the intellectual
 customer/client list property owned, used, or acquired by a
 computer systems software person or organization. It includes:
 confidential information  identifying products or services that are key to
 copyrights the business
 core technology  identifying intangible assets and the legal
 database rights in relation to protection of the assets
 design  understanding what market advantage these
rights give the business
 distribution agreements
 domain name
 employees' specialist knowledge
 goodwill
 ideas
 innovation
 invention
 logo
 packaging
 patent
 practical application of a good idea
 process
 product
 promotional materials
 secret recipe, process, formula
 standard of service/unique service technique
 trade mark
 trade secret
 training manuals

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Sources of information and advice may include: Value may include:

 using processes in accordance with accepted
 Attorney-General's Department accounting standards and with the assistance
 Copyright Council of appropriate professionals
 government agencies  calculating how much time would be required
 lawyers specialising in intellectual property to develop these assets from scratch
 trade mark attorneys and patent attorneys  estimating how much a competitor might pay
 accountants to buy or use these assets
 business advisors  estimating how much of the organization's
 marketing consultants profit is attributable to the assets
 branding consultants
 publications
 websites, Internet
 databases e.g. local and international trade mark
databases
Business plan may include:

Types of protection may include:
 executive summary
 objectives  copyright
 description of the business  registered patents
 legal requirements, including intangible assets  registered and unregistered trade marks
 selling and marketing strategy  registered company name, business name,
 research and development plan domain name
 production or operating strategies  registered designs
 ownership and management plan  trade secrets
 funding strategy  sui generis protection (e.g. plant breeders and
 financial plan circuit layouts)
 strengths, weaknesses, opportunities and  moral rights
threats, including intangible assets
Registered protection refers to: Unregistered protection refers to:
 protection which occurs through the registration  protection which occurs automatically by law,
of the particular intangible assets, e.g. trade without the need for registration, e.g.,
marks, patents and designs copyright, moral rights and common law trade
marks

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Legislative requirements may include: Confidentiality agreements may refer to:
 Business Names legislation  an agreement between a party with

 Copyright Act confidential information and a party to whom
 Designs Act that confidential information will be disclosed
 Patents Act (e.g. potential partners and financial backers,
 Trade Marks Act employees) outlining conditions of the
 Trade Practices Act disclosure and permitted use of the
 Fair trading legislation information
Appropriate databases may include: Others' intellectual property rights may be

infringed through unlicensed use of:
 public registers of registered international
patents  brands, logos, packaging, colours
 trade marks  domain names, business and company
 designs names
 inventions, innovations, business methods
Note: these may be accessed via website or through  designs
use of a commercial search company or patent and  content, e.g. photos, text, images
trade mark attorney  software
 music
 film
 technology in new invention
Commercialising intangible assets may include: Gains may include:
 franchising  proceeds from:

 licensing  sales
 selling off business and/or processes,  franchising
inventions, brands, etc.  licensing
 manufacturing  use of the intellectual property or associated
products

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EVIDENCE GUIDE
The evidence guide provides advice on assessment and must be read in conjunction with the
 identification of issues for the use, management and protection of intangible assets
 implementation of policies and procedures for the use, management and protection of
intangible assets and legitimate use of others' intangible assets in a small business context
 Nil
Knowledge Skill
 (basic) types of intellectual property  apply research and analytical skills to

and the key characteristics of each investigate and interpret relevant legal
 the range of intellectual property requirements in relation to protection of
residing with the organization intangible assets
 (basic) relevant legislative  apply numeracy skills to understand the
requirements as they apply to the job value of intangible assets
role  apply organizational skills to develop
processes to protect, use and exploit
intangible assets
 communication skills to provide information
to relevant personnel about intellectual
property

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 access to a small business, either own, other or proposed, for exploration of intangible assets
 access to relevant documentation, including explanatory materials and guidelines
 access to appropriate computer resources for establishment and maintenance of policies and
procedures
 direct questioning combined with review of portfolio of evidence

 oral or written questioning to assess knowledge of intellectual property and its implications for
the organisation
 development of action plans for implementation of intellectual property policies and
procedures, and commercialisation of intangible assets
 analysis of case studies around intellectual property issues, with recommendations for action
 presentation to financial backers or others showing how intangible assets will be protected
and commercialised
recommended.

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quality using given
criteria


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ITIDAT0332B: Operate accounting applications
Competency Descriptor: This unit deals with the skills and knowledge required to operate
common accounting software packages in order to maintain enterprise
financial records.
Competency Field: Accounting

1. Software is customised and 1.1 Software is loaded, registered and configured according to
enterprise data created operating instructions and enterprise requirements as
needed.
1.2 Chart of accounts is established according to operating

instructions and enterprise requirements.
1.3 Data on customers and sales is created according to

operating instructions and enterprise requirements.
1.4 Data on suppliers and purchases is created according to

1.5 Payroll details are created according to operating

1.6 Inventory details are created according to operating

1.7 Tax codes are established according to operating

2. Transactions are recorded and 2.1 Invoices are generated and tracked according to operating
tracked as required instructions and enterprise requirements.
2.2 Customer payments and deposits are recorded and tracked

according to operating instructions and enterprise
requirements.
2.3 Purchases are recorded and tracked according to operating

2.4 Wages, allowances and superannuation is paid according to

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2.5 Enterprise data, forms and templates are updated

according to operating instructions and enterprise
requirements.
2.6 Backups are made according to operating instructions and

enterprise requirements.
3 Reports are generated as 3.1 Accounts are reconciled according to operating

required instructions and enterprise requirements.
3.2 Reports are generated according to operating instructions

and enterprise requirements.
RANGE STATEMENT
This unit applies to the activities associated with the essential operations linked to operating accounting
applications and applies to individuals in the information and communication technology industry.
Enterprise equipment and data may vary Reports will vary according to enterprise
according to: requirements and may include:
 size  Profit and Loss Statements

 type and complexity of business  Balance Sheets
 number of employees  Charts of Accounts Summary
 sources of income  Business Activity Statements
 the nature of sales
 tax obligations
 support provided by accounting professionals
Hardware may include but are not limited to: Documents may include but are not limited to:
 personal computers  established files

 networked systems  new documents
Keyboarding speed will vary according to: Software may include but are not limited to:
 organizational requirements  commercial software applications

 job roles within an organization  organizational specific software
 The keyboard technique will be in line with  word processing
OHS requirements for safe use of keyboards

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EVIDENCE GUIDE
Competency is to be demonstrated by the ability to operate accounting applications in order to create and
maintain enterprise financial records that meet business and legislative requirements in accordance with
the performance criteria and the range listed within the range of variable statements.
 demonstrate compliance with Occupational Health and Safety regulations applicable to

workplace operations
 indicate compliance with organizational policies and procedures
 apply organizational quality procedures and processes
 ability to operate accounting application
 Nil

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Knowledge Skills
 the features and functions of common  operate a PC and relevant peripherals

accounting software such as MYOB,  use mathematical ideas and techniques
Quicken and Phoenix related to recording and analyzing basic
 a sound understanding of basic financial data
accounting principals such as:
 assets
 liabilities
 equity
 income
 cost of sales
 expenses
 debtors and creditors
 a sound understanding of basic
accounting devices including:
 accounts
 sales journals
 purchases
 invoices
 transaction journals
 general ledger and chequebook register
 the features and functions of common
accounting reports including:
 Profit and Loss
 Balance Sheet
 Chart of Accounts Summary
 Business Activity Statements
 a sound understanding of current
legislative requirements relating to
enterprise requirements including
 income tax rates
 GCT

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To demonstrate competence in this unit the candidate will need access to:
 current commercial accounting applications and a PC with appropriate specifications to run

the software or internet accounting solutions
Competence in this unit may be assessed using formative assessment to ensure consistency of
performance in a range of contexts.
Assessment of this unit of competence could include review of documents developed by the
candidate. Questions related to the performance criteria and directed to the candidate, peers and
business client will assist in assessing competence. Observation of skills will assist in the
collection of evidence.
Simulated activities must closely reflect the workplace.
Peers and supervisors must be available to give information on the extent and the quality of
contribution made.
either in the workplace or through a simulation. A range of methods to assess underpinning
knowledge should support this.

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established processes  Selects the criteria for procedures
evaluation


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ITIDAT1072A: Operate a spreadsheet application (advance)

This unit deals with the skills and knowledge required to perform
operations using advance features of a spreadsheet application and
applies to individuals operating in the information and
communication industry.
Competency Field: Information Technology

1. Create spreadsheets 1.1 Basic built in functions are appropriately employed.
1.2 Appropriate formulae are entered using relative and

absolute referencing where required.
1.3 Formulae are promptly corrected when standard error

messages occur.
1.4 Various tools are used appropriately during spreadsheet

development.
1.5 Data entries are copied or increased incrementally for

logical and clear presentation of information.
2. Customise spreadsheet 2.1 Page display modes, orientation and size are appropriately
environment adjusted to meet user requirements and/or special needs.
2.2 Toolbar is appropriately modified to meet user and

document uses.
3. Format spreadsheet 3.1 Selected format is correctly copied from another cell or
group of cells in the spreadsheet or from another active
spreadsheet.
3.2 Appropriate formatting tools are used as required within the

spreadsheet and/or individual cells.
3.3 The ability to identify, set, edit and test basic and
conditional cell validations is demonstrated.
3.4 Message boxes are created.
3.5 Insertion of headers and footers incorporating all necessary

information and formatting styles followed the correct
procedures.

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3.6 Document is saved in another format and in a format that is

appropriate for posting to a web site.
4. Incorporate objects and 4.1 Objects are imported to and manipulated within a
charts in spreadsheets spreadsheet using the correct procedures.
4.2 Spreadsheet data is clearly displayed in different charts.
4.3 Charts are appropriately modified for formatting purposes.
5. Sort and Lookup Records 5.1 Basic and advanced sorting options are used.
5.2 Lookup functions to return values from search table are

used.
5.3 Scenarios are created and worked with.
6. Create nested functions and 6.1 Nested functions are created, edited and copied.
macros
6.2 Macros are created, edited and executed.
RANGE STATEMENT
This unit applies to the activities associated with the essential operations linked to the operations of
advance features of spreadsheet applications and applies to individuals in the information and
communication industry.
Hardware may include but not limited to: Software may include but not limited to:
 personal computer  Microsoft Excel

 networked system  Lotus 123
 printer
Formatting may include: Data may include:
 margins  numeral
 indentations  text
 page layout  images
 orientation  objects

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Mathematical formulae may include:
 average
 interest
 multiply
 divide
EVIDENCE GUIDE
Competency is to be demonstrated by the ability to complete basic operations associated with the
advanced features of a spreadsheet application in accordance with the performance criteria and the
range listed within the range of variable statements.
 creating spread sheets

 insertion of correct data
 use appropriate formulae
 formatting and modifications done to specifications
 create nested functions and macros
 correct interpretation of job specifications
 ITICOR0231A Operate a personal computer

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Knowledge Skills
 basic technical terminology in relation  create spreadsheets

to reading help files and prompts  format and modify worksheets
 log-in procedures relating to  apply mathematical formulae
accessing a PC  customise settings
 types of software
 basic mathematics
 formatting functions of software
 nested functions and macros
 actual workplace or simulated environment

 personal computer/network
 printer
checks, but may include some autonomy when working as part of a team .
Competencies in this unit may be determined concurrently. Assessment must be in accordance

with the performance criteria.

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evaluation

Work with others and in team Level -

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ITIDAT1082B: Operate a word processing application (advance)

This unit deals with the skills and knowledge required to operate a
word processing application and applies to individuals operating in
the information and communication industry.

1. Insert, format and protect 1.1 A rough sketch of the form to be created is drawn on a
form elements paper.
1.2 The form fields required to gather information are

determined.
1.3 The desktop environment is customized to include forms

toolbar.
1.4 Form fields are inserted and their properties set.
1.5 Form fields are checked to conform that they are long
enough to handle input from the user.
1.6 The form fields are formatted and styled as required.
1.7 Forms and fields are protected/unprotected.
2. Create tables for forms 2.1 Tables are created for alignment of fields or to control row
height.
2.2 Form fields are placed in table cells.
2.3 Table cells are formatted as required.
3. Create and work with a long 3.1 A general outline is decided and work is divided into
document sections or chapters with headings and sub-headings.
3.2 Templates are created and styles applied on headings to

consider how the final version will be bound.
3.3 Document maps are used to move quickly around the

document.

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3.4 Sections are created in documents when certain parts of

the documents are required to be formatted differently from
the other parts of the document.
3.5 Different headers and footers are added to different pages

within the document as required.
3.6 Table of contents are applied as required.
4 Create macros and run 4.1 Macros are recorded as required.

macros
4.2 Macros are run and edited as required.
4.3 Macros are added to the toolbar.
RANGE STATEMENT
This unit applies to the activities associated with the essential operations linked to advance operations of
a word processing application and applies to all individuals in the information and communication
industry.
Software may include but are not limited to: Equipment may include:
 Microsoft Word  personal computer

 Microsoft Works  printer
 Corel WordPerfect
Formatting may include:
 page orientation
 margins
 enhancements to text –colour, font, size
 enhancements to format – borders, patterns
and colour
 alignment on page

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EVIDENCE GUIDE
Competency is to be demonstrated by the ability to complete basic operations associated with creating
and formatting forms, long documents and macros in accordance with the performance criteria and the
range listed within the range of variable statements.
 create documents in line with organisation’s guidelines

 customise settings
 format and layout document to specification
 insert form elements
 use software features and tools appropriately
 create and run macros
 ITICOR0231A Operate a personal computer
Knowledge Skills
 operating systems software and  create form elements

software tools  customise settings
 applications and their features  create tables and templates
 form fields and their properties  work with long documents
 use of document maps  format and style documents
 macros and templates

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 work environment (simulated or actual enterprise)

 personal computer/network
 printer
checks, but may include some autonomy when working as part of a team .

either in the workplace or through a simulation. A range of methods to ass ess underpinning

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evaluation


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ITIDBO1392A Operate database application advance)
ITIDBO1392A: Operate database application (advance)

database applications and perform operations. This unit applies to
individuals working in the information and communication industry.

1. Create a database 1.1 Design is correctly formulated for a database incorporating
complex design principles.
1.2 Tables with fields and attributes are developed according to

database usage requirements.
1.3 Data is entered accurately and tables are linked and

navigated correctly.
1.4 A primary key is created and an index is established

according to the correct procedures.
1.5 Table layout and field attributes are appropriately modified

as required.
1.6 Data in tables is appropriately modified for information

requirements.
1.7 Appropriate records are added and deleted as required.
1.8 Correct closing down procedures are followed to ensure

that data is not lost.
2. Customise basic settings 2.1 Page display modes, orientation and size are adjusted to
meet user requirements and/or special needs.
2.2 Toolbar is appropriately modified to meet user and

database uses.
2.3 Appropriate font type, size and colour are selected for the
purpose of the database.
3. Create reports 3.1 Report designed is appropriate to present data in a logical

sequence.
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3.2 Reports are appropriately modified to include/exclude

additional information requirements.
3.3 Existing reports are modified to accommodate current

information requirements using the correct procedures.
3.4 Reports are distributed in a suitable format

(softcopy/hardcopy) in accordance with approved
procedures.
4 Create forms 4.1 Simple forms are created which include imported files
(images/graphics) and colours are customised using a
wizard in accordance with correct procedures.
4.2 Existing database is opened and records are appropriately

modified through a simple form.
4.3 Objects are rearranged within the form to accommodate

information requirements.
4.4 Database is closed and information saved to disk according

to guidelines and correct procedures.
5 Retrieve information 5.1 Existing database is accessed and required record is

located in accordance with standard procedures.
5.2 Simple query is created and required information is

retrieved in prescribed manner.
5.3 Query with multiple criteria is developed and the required

information is retrieved using correct procedures.
5.4 Appropriate filters are applied and the required information

accessed in accordance with correct procedures.
5.5 Queries are refined to retrieve information more precisely.
5.6 Appropriate data is selected and sorted according to

information retrieval requirements.

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RANGE STATEMENT
This unit applies to the activities associated with the essential operations linked to operating a database
application and applies to individuals in the information technology industry.
Hardware including: Disk may include but not limited to:
• personal computer • diskette

• networked system • zip disk
• printer • compact disk
• attached peripherals • hard disk
Document may include but are not limited to: Software may include but are not limited to:
• established files • DB2

• new document • Microsoft Access
Operating Systems:
• Command line
• Graphical User Interface
EVIDENCE GUIDE
Competency is to be demonstrated by the ability to design and develop a database using a standard
database package in accordance with the performance criteria and the range listed within the range of
variable statements.
• create a database
• develop tables with fields and attributes
• modify tables layout and field attributes
• modify data and records to meet information requirements
• access and retrieve data
• navigate through tables
• create queries and filters
• create reports and forms
• exit database without loss of data
• ITICOR0231A Operate a personal computer

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Knowledge Skills
• basic technical terminology in relation • access database

to reading help files and prompts • create database
• logging procedures relating to • customise settings
accessing a PC • access and retrieve information
• security, viruses, privacy legislation, • create report in suitable formats
copyright • modify data to meet information
• types of software and features requirements
• database design
• queries and filters
• fields and attributes
• work environment (simulated or actual enterprise)

• personal computer/network
• printer
To demonstrate this unit of competence the candidate will require access to documents detailing
organisational style guide/policy.


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processes • Selects the criteria for procedures
evaluation

Communicate ideas and information Level -

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ITIMED1092A Operate a presentation package (advance)
ITIMED1092A: Operate a presentation package (advance)
presentation applications and perform basic operations. This unit
applies to individuals working in the information and communication
industry.

1. Create presentations 1.1 Design for presentation is created according to
1.2 The opening of presentations and addition of texts and

symbols follow correct and appropriate procedures.
1.3 Existing styles within a presentation are correctly

determined and used.
1.4 Presentation templates/master slide are correctly used to

create a presentation.
1.5 Various tools and applications are correctly and

appropriately used.
1.6 Presentation is saved to correct directory/folder.
1.7 Occupational Health and Safety (OH and S) procedures

and precautions are correctly observed.
2. Customise basic settings 2.1 Page display modes and size are adjusted to meet user
requirements and/or special needs
2.2 Toolbar is modified to meet user and document uses.
2.3 Selected font type, size and colour are appropriate for the
purpose of the presentation.
2.4 Ability to view multiple slides at once is demonstrated.
3. Format presentations 3.1 Organisational charts, charts, bulleted lists are used and
modified as required.
3.2 Objects (images and graphics) are correctly added and

manipulated to meet presentation purpose.
3.3 Objects such as tables are imported and modified for

presentation purposes.

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3.4 Slide layout, including text and colours, is modified to meet

presentation requirements.
3.5 Formatting tools are used as required within the presentation.
3.6 Slides are duplicated within and/or across presentations

following correct procedures.
3.7 The sequence of slides are correctly reordered and/or

deleted for presentation purposes.
3.8 Presentation is saved in another format and in a format for

posting to a web site.
3.9 Procedures are correctly applied in closing presentation and

saving to hard disk and/or disk.
4. Add slide show effects 4.1 Preset animation and multimedia effects are incorporated into
the presentation as required to enhance the presentation.
4.2 Preset animation effects are changed according to

presentation purposes and result in the creation of a cohesive
presentation.
4.3 Slide transition effects are correctly added to presentation

and a smooth progression through the presentation is
achieved.
4.4 Procedure for testing slide shows effects for overall effect is
correctly applied.
4.5 Onscreen navigation tools are correctly used to start and stop
slide show or move between different slides as required.
5. Print presentation and notes 5.1 Selection of print format is appropriate for slide presentation.
5.2 Slide orientation is appropriately selected.
5.3 Spell check and addition of notes and slides numbers are
correctly carried out.
5.4 Slides are previewed in the required formats.
5.5 Slides are printed in the required formats.

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RANGE STATEMENT
This unit applies to the activities associated with the essential operations linked to operating a
presentation package and applies to individuals in the information technology industry.
Equipment including: Organisational variables may include but are not

limited to:
• personal computer
• network system • keyboarding and accuracy as per organisation
• printer guidelines
• attached peripherals
Disk may include but not limited to: Document variables may include but are not
limited to:
• diskette
• Zip disks • established files
• CDs • new documents
• hard disk
Presentation packages may include applications Operating systems including:

contained in:
• Command Line and
• Microsoft Office • Graphical User Interface
• Lotus Suite
• Claris Works
• other similar applications
Cultural understanding requires the capacity to OH and S procedures/precautions include:

apply an understanding of cultures when carrying
out workplace tasks, including: • company and vendor requirements
• Ergonomic and environmental factors that
• commitment to organisational goals such as must be considered. Such as
quality • Occupational Health and Safety guidelines
• safety related to use of screen based equipment
• efficiency • Computing equipment and peripherals
• teamwork • Ergonomic work stations
• security • Security procedures
• environmental protection • Customisation requirements
• customer service
• personal development
• interacting with people from widely different
backgrounds and cultures in the achievement of
common work goals carries out established
processes operates in accordance with existing
company requirements makes judgments of
quality using given criteria

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Workplace environment may involve a business Formatting tools include:

involved in:
• tabs, cut, paste, indents, bookmarks,
• total organisational change hyperlinks, borders, lists
• system only change
• business improvement process
• an e-commerce solution involving the total
organisation or part of the organisation
Applications include: Tools include:
• Add, select, copy, delete or move text, images • help, search and replace, spell check, undo
and graphics within a presentation and simple formatting tools
EVIDENCE GUIDE
Competency is to be demonstrated by the ability to correctly operate a presentation package in
accordance with the performance criteria and the range listed within the range of variable statements.
• demonstrate compliance with Occupational Health and Safety regulations applicable to

workplace operations
• indicate compliance with organisational policies and procedures
• apply organisational quality procedures and processes
• perform all tasks in accordance with standard operating procedures
• perform tasks to specification
• use software tools effectively
• demonstrate the ability to navigate desktop environment
• interpret job specifications
• safe and effective operational use of all equipment
• interactively communicate with others to ensure safe and effective workplace
• Nil

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Knowledge Skills
• general OH&S principles and • apply logging procedure to access

responsibilities personal computer or network
• basic technical terminology in relation • design presentation
to reading help files and prompts • manipulate tools and features
• logging procedures relating to • customise settings
accessing a PC • format presentation
• organisational standards for • create slide show effects
keyboarding • insert text ,images and graphics
• security, viruses, privacy legislation, • preview and print presentation correctly
copyright • work safely
• types of presentations • organise work
• slide show effects
• formatting presentations
• manipulating tools and features
• print options
• posting presentation to web page
• customizing settings for special needs
• personal computer/network
• disk
• appropriate software
• printer
• appropriate communication or documentation relevant to task
Assessment of this unit of competence could include review of documents developed by the
candidate. Questions related to the performance criteria and directed to the candidate, peers and
business client will assist in assign competence. Observation of skills may assist in the collection
of evidence.
Competencies in this unit may be determined concurrently with other units.
Assessment must be in accordance with the performance criteria

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processes • Selects the criteria for procedures
evaluation

Please refer to the Assessment Guidelines for advice on how to use the Critical Employability Skills

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THHWPO0314A Manage workplace diversity
THHWPO0314A: Manage workplace diversity

Competency Descriptor: This unit deals with the skills and knowledge required to provide
leadership in a diverse workplace where customers and staff are
from a wide range of backgrounds.
Competency Field: Hospitality

1. Encourage respect for 1.1 Individual behaviour provides a role model for others and
diversity in the workplace demonstrates respect for diversity.
1.2 Planning and work practices are developed in a manner

which shows respect for workplace diversity.
1.3 Colleagues are assisted and coached in ways of accepting

diversity in relation to both colleagues and customers.
2. Use diversity as an asset 2.1 The skills of a diverse workforce are recognised and used to
enhance enterprise performance.
2.2 Benefits of diversity are promoted to colleagues.
3. Deal with problems arising 3.1 Workplace problems which arise from diversity issues are
from diversity issues promptly recognised and action is taken to resolve the
situation.
3.2 Training needs are identified and actioned.
3.3 Coaching and mentoring is used to assist colleagues to

successfully work in a diverse environment.
RANGE STATEMENT
This unit applies to all tourism and hospitality sectors.
Diversity refers to diversity in its broadest sense  family structure

and may be related to:  gender
 age
 ethnic background
 language
 special needs
 disabilities
 sexual preference
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EVIDENCE GUIDE
Competency is to be demonstrated by the ability to manage workplace diversity in accordance with the
performance criteria and the range listed within the range of variables statement .
 understanding of the role of leaders in encouraging effective cross cultural communication in

the tourism and hospitality industries
 knowledge of specific cultural issues that may apply in a particular industry contexts in
Jamaica
The pre-requisite for this unit is:
 Nil
Knowledge Skills
A knowledge of: The ability to:
 specific diversity issues which apply to  develop planning and work practices
the tourism and hospitality industry in  assist and coach colleagues in ways of
Jamaica accepting diversity
 how the management of diversity issues  assist colleagues to work in a diverse
can contribute to the industry’s progress environment
 cross cultural communication skills  deal with problems arising from diversity
issues
 a hospitality environment (simulated or actual enterprise)
Portfolios of evidence relating to workplace experience may be appropriate. Simulated activities

must closely reflect the workplace and may need to take place over a period of time to allow the
candidate to address the ongoing implementation and monitoring aspects of this unit. This
should be supported by a range of methods to assess underpinning knowledge.

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This unit may be assessed on or off the job.
criteria evaluation


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BSBMKP1023B Plan inventory levels
BSBMKP1023B: Plan inventory levels
Competency Descriptor: This unit involves the planning and control of inventory levels for a business
to meet current and forecasted operational and customer demand whilst
monitoring plans and systems for improvement.

1. Forecast inventory demands 1.1 Links between enterprise planning and sales forecasts and
stock levels determined.
1.2 Means to forecast demands on inventory determined.
1.3 Importance of monitoring market trends and technology

changes as part of managing inventory demands
established.
1.4 Impact of special events of future inventory demands

anticipated.
2. Implement inventory control 2.1 Operational performance standards or benchmarks

systems established to measure the control of inventory levels.
2.2 Role of control in inventory management detailed for specific

workplaces.
2.3 Scheduling completed to assist control inventory levels and

logistics planning.
2.4 Relationship between distribution systems and inventory

control established and managed.
2.5 Different operations management approaches to manage

and control inventory levels are compared and contrasted.
2.6 Operations management approaches are adopted to

achieve business and inventory plans.

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3. Monitor and improve inventory 3.1 Relationship between inventory control processes and
plans competitive advantage for the business determined.
3.2 Existing ordering and inventory control tools and procedures

regularly reviewed.
3.3 Industry standards or performance benchmarks for inventory

control processes continually improved.
3.4 Stock control and monitoring systems reviewed and

improved.
3.5 Strategy to improve a wholesale business' inventory control

identified and reported
RANGE STATEMENTS
for differences within enterprises and workplaces, including practices, knowledge and requirements. They
also provide a focus for assessment and relates to the unit as a whole. The variables listed should be
considered indicative rather than exhaustive and should be used as applicable to the job role or function.
Evaluation of options may include: Supply arrangements may include:
 stakeholder consultation  delivery of products

 development of a business case  provision of services
 modelling results  maintenance and support agreements
 cost benefit analysis  leasing agreements/ consultancies
 data analysis  research and development
 comparison of results

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Sources of information may include but are not General Contexts may include but are not limited
limited to: to:
 legislation and regulations  type of products and services provided

 work procedures and internal manuals  business policy and procedures with regard to
 company operating procedures and the acquisition and sale of products and
instructions services
 manufacturer's specifications  size, type and location of business
 supplier and/ or customer instructions  business merchandise range
 manifests  strategic measurement and evaluation systems
 quality assurance systems, procedures and and processes
policies  characteristics of the specific product(s) or
 awards, workplace agreements, and other service(s)
industrial arrangements  management structure and communication
 oral/ verbal communication including face to relationships
face, telephone, internet, radio, et cetera  business service range
 written instructions and communication such  customers including other businesses or end
as data exchange, letters, e-mails consumers serviced through business
 non-verbal communication customers or directly
 feedback  varying levels of staff training
 safety instructions and workplace signage  worksite specific context, variations and
 direct or indirect environments
Key elements of a commercial strategy may  national standards

include:  international standards
 professional standards
 consultation with key stakeholder  industry standards
 expenditure budget to meet organisational  performance indicators
requirements for scrutiny  quality measures and criteria
 procurement process agreed by users,  planning milestones and timeframes
documented, and meets legal requirements  design brief
 approvals obtained  manufacturers and suppliers standards
 contractual arrangements that capture and

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Types of plans may include but not be limited to: Logistics may include:
 sales  phases or stages of the supply and distribution

 marketing chain
 strategic  timeframes
 business  milestones
 purchasing/ procurement  payment schedule
 disposal  targets
 human resource  outputs
 public relations  infrastructural resources
 contingency  levels of service
 risk management
 environmental
Forms of procurements or purchasing activities Forecast Information collection may be by:

may include:
 data base or internet searches
 requisitions  modelling
 tenders  telephone
 competitive bids  facsimile
 production schedules  mail
 electronic data interchange  verbal meetings
 just in time
 ordering
 bill of materials
 stock and supply agreements
Operations management approaches include:
 material resource planning

 manufacturing requirements planning
 just in time analysis
 maintenance plans or process for inventory equipment, tools and facilities devised
 purchasing systems established
 inventory available to meet demand

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EVIDENCE GUIDE
 maintenance of accurate and appropriate inventory levels

 accurate forecasts on inventory demand
 plans for inventory required to meet special events or contingencies
 implementation of appropriate operations/ inventory control and monitoring approaches
 ongoing review and improvement of inventory plans
 interdependent assessment of units
 this unit may be assessed in conjunction with other units that form part of a job role or
function
 Nil

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Knowledge Skill
 operations management approaches  apply inventory and operations management

 relationships between inventory and approaches
distribution  implement inventory control procedures
 relationships between marketing and within a team environment
inventory management  complete ongoing reviews and
 forecasting as it impacts inventory improvements to inventory plans
 special events impacting specific
business operations or planning cycles
 legal, administrative and business
supply requirements
 industrial or performance standards
systems used to measure and monitor
inventory levels and performance
of job
Assessment must ensure access to:
 a work environment
 relevant documentation, such as:
 policy and procedures manuals
 inventory information
 an inventory control system
 relevant business technology
 observation of performance in the workplace

 third-party reports from a supervisor
 review of portfolio of evidence
 written or verbal questioning to assess knowledge and understanding

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The assessment method should be conducted over time to cover all elements and performance
criteria, across a range of variables. Assessment may occur on the job, or off the job.
quality using given
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BSBBAD1294B Manage policy implementation
BSBBAD1294B: Manage policy implementation
Competency Descriptor: This unit deals with the skills, knowledge and attitude required for the
interpretation of policy and the management of the policy implementation
process. It includes interpreting and communicating the requirements of
policy, and policy implementation.

1. Interpret and communicate 1.1 The expected outcomes of policy implementation are
requirements of policy identified and explained to staff in a manner suited to their
levels of understanding, experience and specific needs.
1.2 Policy is interpreted relative to workplace responsibilities

and accountabilities.
1.3 The impact on work activities of policy implementation is

communicated to staff.
1.4 Staff is assisted with the interpretation of policy and its

application to their work.
1.5 Policy and its implications are explained to other

stakeholders using language and material to suit their
current level of knowledge, experience and specific needs.
2. Implement policy 2.1 Potential or impending policy changes are identified and
strategies are prepared to accommodate and communicate
those changes.
2.2 Work plans are prepared in consultation with staff and

management to ensure that policy is implemented as
intended.
2.3 Staff performance is monitored to ensure that it complies

with policy and corrective action is taken as necessary.
2.4 Staffs are assisted in adjusting to changes in accordance

with their needs and experience.

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RANGE STATEMENTS
The Range Statements add definition to the unit by elaborating critical or significant aspects of the
performance requirements of the unit. The Range Statements establish the range of indicative meanings
Specific needs may include but not limited to: Work activities may include but not limited to:
 educational level  processes

 literacy or numeracy  outcomes
 cultural background  priorities
 ethnicity  client services
 gender  core business
 preferred interpersonal approach  service delivery mode/s
 physical ability  organisational structure
 thinking/learning styles
 work experience
 working styles
Policy may include:
 government policy
 organisation policy
EVIDENCE GUIDE
competency.

 management of policy implementation in a range of 2 or more contexts or occasions

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 Nil
Knowledge Skill
 range and type of policies relating to the  interpret complex and formal documents
organisation such as policy and legislation, and
 organisation’s codes of ethics and codes of assisting others to apply them in the
conduct workplace
 organisation and government procedures  use communication skills to suit different
 equal employment opportunity, equity and audiences
diversity principles  respond to diversity, including gender and
 environmental and occupational health and disability
safety implications of policies being  access legislation and codes of ethics
implemented electronically or in hard copy
 prepare work plans
 interpret and apply complex language
and/or concepts
 provide leadership to the workgroup in the
interpretation and implementation of policy
 identify and address the environmental
and occupational health and safety
implications of the policies to be
implemented
 relevant policy and legislation

 organization and industry standards, procedures and protocols
 policy guidelines

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 case studies
 portfolios
 projects
 questioning
 scenarios

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BSBBAD1163B Facilitate the mediation process
BSBBAD1163B: Facilitate the mediation process
Competency Descriptor: This unit deals with the skills, knowledge and attitude required by mediators
to maintain the flow of the mediation process to achieve the optimum
outcome for all parties.

1. Maintain a favourable climate 1.1 Fairness in procedure for all clients involved in the process
for mediation is maintained.
1.2 Statutory and procedural requirements are complied with.
1.3 Technology and expert assistance, such as interpreters, is

used to remove impediments to open communication.
1.4 Sufficient time is provided for clients’ respective interests

and views to be identified and explored.
2. Adapt the process to match 2.1 The mediation process is adapted to suit the needs of the
client's needs within the clients and the dispute.
organization’s framework
2.2 Co-mediation is managed appropriately with all parties to the

dispute.
2.3 Clients are provided with the opportunity to reflect on any

agreement or seek other advice when appropriate.
3. Support interaction between 3.1 The existence of any actual or potential bias or conflict of
clients interest is identified.
3.2 Client's concerns about bias or partiality are responded to

effectively.
3.3 Any appearance of partiality or bias through word or conduct

is avoided.

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RANGE STATEMENTS
Statutory, and procedural requirements may Knowledge refers to the:

include:
 understanding of relevant theories,
 relevant legislation e.g. Copyright, Labour principles, practices and their application
Relations and Industrial Dispute Act, Privacy  other aspects of knowledge, which may be
Act desirable or necessary in order to practise
 property law effectively an ADR process
 superannuation
 procedures for accessing specialist advice
 procedures for individual consultations
 procedures for community consultation
EVIDENCE GUIDE
contains identification of specific aspects of evidence that will need to be addressed in determining
Assessment must confirm the ability to:
 establish and maintain agreed procedures that meet the organization’s guidelines and the
needs of the client
 demonstrate fairness and lack of bias at all times
 apply the organization’s policies/procedures with respect to disputes
 demonstrate own work roles and responsibilities in relation to service delivery
 use appropriate interpersonal skills and knowledge of the organization’s policy to guide the
mediation process
 Nil

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Knowledge Skill
 the application of the relevant  conduct assessment of individual cases to

legislations determine limitations of the mediation
 the impact of culture on the progress of processes
the mediation  recognise when a mediation process is not
 Privacy Act and Access to Information being effective
Act  deal with non-compliance with the relevant
 other legislation such as Property Law legislation rules and regulation procedural
that may impact on the definition of the requirements
dispute  ensure fairness within procedure
 the organization’s mediation policies  exercise discretion on procedural matters,
and procedures. for example, consultations with individual
clients, and duration
 use appropriate interpersonal skills to
guide the mediation process
 The resources normally available in the workplace

 In a simulated or non-workplace environment access to the necessary equipment and
research resources should be provided
 Access to simulated exercises, case studies related to mediation service delivery issues will
also be required if non-workplace assessment paths are utilised
 case studies
 portfolios
 questioning
 scenarios
 authenticated evidence from the workplace and/or training courses.
Assessment may be carried out on or off the job. Off-the-job assessment may be simulated and
must closely resemble the workplace environment.

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BSBCOR1204B Contribute to and manage the change processes
BSBCOR1204B: Contribute to and manage the change processes
understanding the reasons for change and initiating specific changes related
to the work unit

1. Suggest options and 1.1 The need for change in work practice within the work unit is
opportunities for change identified, suggestions sought and options devised.
1.2 Options and opportunities for change are suggested to

improve efficiency and effectiveness of the workgroup and
the work environment.
1.3 The broader workplace context, including future trends, is

taken into account in suggestions for change.
1.4 Risk factors affecting change are analysed to identify

possible constraints.
2. Encourage commitment to 2.1 Positive encouragement is provided to implement change in

workplace change the workplace.
2.2 The needs and viewpoints of individuals are identified and

considered when implementing change.
2.3 Communication strategies are developed and support is

provided to colleagues on adjusting to change.
2.4 Issues requiring further action are identified and dealt with in
accordance with legislation, policy and procedures.
3. Monitor and evaluate change 3.1 Implementation of change is monitored and feedback on
individual and group work practices is prompt and
constructive.
3.2 Suggestions for improvements made by workgroup

members are positively received and acted on where
appropriate.

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3.3 Work activities are evaluated based on feedback from

workgroup members and other stakeholders.
3.4 Evidence and information collected on the impact of change,

are accurate, relevant and reported according to
3.5 Recommendations for improving methods or techniques to

manage change are negotiated in accordance with
3.6 Lessons from the implementation of change is identified,

shared with others and transferred to other change
initiatives.
4. Deal with ambiguities in the 4.1 The need to operate within constraints beyond one's own
change process control is recognised and accepted.
4.2 Areas of ambiguity in proposed change are identified.
4.3 Options for dealing with ambiguity and criteria for assessing
those options are developed and communicated to the
workgroup.
4.4 Best option is selected, work is undertaken and ambiguity

handled in accordance with option determined.
4.5 The impact of change and identified related issues are

communicated to management as required.

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RANGE STATEMENTS
Negotiation may include: Evidence and information may include:
 assertiveness  client surveys

 collaboration  employee satisfaction feedback
 solution designing  industrial disputes
 confidence building  supplier feedback
 conflict resolution  productivity/efficiency measures
 stress management  cost savings
 empathising
Change may include: Risk factors may include:
 self-imposed change  disturbances to workflow

 self-initiated change  confusion/loss of confidence
 implementation of new work practices  budget constraints
 legislative change  supplier problems
 organisational restructuring  product/service delivery problems
 technology transfer to the workplace  time delays
 changing work practices and procedures  ineffective communication
 staffing changes  lack of participation/acceptance
 shared services environment

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Negotiation techniques may include: Stakeholders may include:
 speaking skills  all those individuals and groups both inside

 presentation techniques and outside the organisation that have some
 effective listening direct interest in the organisation's behaviour,
 questioning techniques actions, products and services, including:
 verbal and non-verbal communication  employees at all levels of the
 using personal attributes organisation
 culturally appropriate strategies  clients
 constructive feedback  public sector organisations
 issues identification  community organisations
 exploring options  private sector organisations
 identifying areas of agreement  union and association representatives
 recording agreements  boards of management
 clarifying  government ministers
 restating position
 summarising progress
 deferring decision
 preparing a compromise
 using a mediator/third party
Legislation, policy and procedures may include:
 public policy
 public sector code of ethics
 national standards
 the organisation's policies and practices
 organisational code of conduct

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EVIDENCE GUIDE
contains an identification of specific aspects of evidence that will need to be addressed in determining

 provision of input to change in a range of 3 or more contexts or occasions, over time.
 Nil
Knowledge Skill
 legislation, policy and procedures  communicate with a diverse range of

relating to public sector workplaces individuals at different levels in the
 a range of change management models organisation
and their application to the work  apply problem solving strategies in the
environment context of managing ambiguity and change
 organisational structure and culture  work in teams
 the nature of change and its effects in  apply monitoring and observation methods
the workplace, including occupational  give and receive feedback, including
health and safety issues such as 'managing upwards'
workplace stress  respond to diversity, including gender and
 group dynamics disability
 emotional intelligence
 equal employment opportunity, equity
and diversity principles
 organization’s change management
policy

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The following resources should be made available to trainee and assessor:
 legislation, policy, procedures and protocols relating to information in the public sector
 a range of change management models and their application
encountered when providing input to change processes
 case studies
 portfolios
 projects
 questioning
 scenarios

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BSBBAD1074B Establish and monitor corporate governance activities
BSBBAD1074B: Establish and monitor corporate governance activities
Competency Descriptor: This unit deals with the skills, knowledge and attitude required to develop
and implement processes and procedures for meeting corporate governance
obligations.

1. Research corporate governance 1.1 Organisational practices are analysed to identify corporate
reporting trends governance obligations and performance.
1.2 Queries from statutory and other regulatory authorities for

corporate governance failure are examined to assess the
change effects on internal control procedures.
1.3 Content and structure of reports, returns and processes for

review are assessed to evaluate policies being followed by
organisation.
2. Determine processes for 2.1 Internal control procedures are analysed and monitored to
corporate governance determine performance indicators for compliance with
adherence corporate governance requirements.
2.2 Information technology systems are evaluated to determine

their use and suitability for recording data from operations
and transactions for corporate governance obligations.
2.3 Management processes to support corporate governance

are established.
2.4 Reporting plans are established to ensure completion of

compliance requirements within scheduled timeframes.
3. Examine corporate governance 3.1 Application of and adherence to professional and legal
standards and practices accounting standards is monitored to identify emerging
trends and interpretations of statutory and other regulatory
requirements.
3.2 Audit reports and practices are researched to assess

methodologies and recommendations.
3.3 Ethical standards are established, observed and adhered to.

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4. Review corporate governance 4.1 The achievement of performance indicators is assessed and
compliance reviewed against key result areas.
4.2 Compliance preparation processes are monitored and

reviewed in line with corporate governance requirements.
4.3 Failures in compliance are analysed to diagnose

shortcomings and to remedy processes in line with
corporate governance requirements.
RANGE STATEMENTS
Policies may include: Obligations may include:
 expenditure authorities  lodgement dates

 submission dates  supporting documentation
 expenditure limits  explanatory statements
 decision making authorities  repayment schedules
 documenting and receipting requirements  directors' duties, rights and responsibilities
 eligible expenditures  regulatory influence of the corporations act
 financial analysis techniques
Internal control procedures may include: Performance indicators may include:
 identification, measurement and recording of  reports (quarterly, half yearly, annual)

income, assets, expenditure, liabilities and  compliance with scheduled payment dates
equity  profits and losses
 safeguarding and insurance of assets  debt reduction targets
 decision making authorities  unqualified audits
 accuracy in valuations
 transparency in financial reporting
 risk management strategies

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Information technology systems may include: Management processes may include:
 data bases  internal reporting

 spreadsheet software  sign-off authorities
 local area networks  program responsibilities
 internet  lending approvals
 electronic master files
Key result areas may include: Professional accounting standards may include:
 accuracy of data  applicable accounting standards

 consistency of application of procedures  ethical requirements
 compliance with statutory requirements
 completion of documentation Statutory and other regulatory authorities may
 continuity of records include professional associations.
 administrative efficiency
EVIDENCE GUIDE
competency.
Evidence must attest to the candidate’s competence in:
 analysing transaction records to identify patterns of compliance

 evaluating organisational capacities to meet compliance requirements within available
resources
 designing and documenting procedures to support financial reporting requirements
 reviewing and establishing decision making processes
 setting and monitoring targets for financial accountability
 Nil

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Knowledge Skill
 principles of internal control (including  apply planning skills for timetabling and
statutory requirements) scheduling reports and lodgements
 principles of valuation and common  record, gather and consolidate financial
methods of depreciation information
 detailed knowledge of formats required  apply research and identify applicable
for submission of statutory returns accounting standards and decisions
 forms and functions of employee  apply interpersonal skills and communication
records skills (e.g. liaising, listening, consulting)
 financial legislation (e.g. taxable  prepare and write reports
transactions, reporting requirements)  analyse data
 ethical considerations for compliance
 availability of qualified assessors

 systems which facilitate recording of trainees' profiles and progress
 facilities for workplace or simulated environment assessment
 case studies
 portfolios
 projects
 questioning

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Assessment should reinforce the integration of the Critical Employability Skills and the common
competencies for the particular NVQ level.

quality using given
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BSBBAD1313B Establish a franchise
BSBBAD1313B: Establish a franchise
Competency Descriptor: This unit describes the performance outcomes, skills and knowledge required
to establish a franchise from the initial research phase through to finalising a
franchising agreement with the franchisor and opening the franchise for
business.

1. Identify opportunities for 1.1 Franchising opportunities are researched and identified.
establishing a franchise
1.2 Market opportunities and location are researched and

identified.
1.3 Opportunities are assessed for suitability with respect to own

or organisation’s interests and resources.
1.4 Requirements for establishing a franchise are determined.
1.5 Viability and business record of franchisor in prospective

franchise are researched and checked.
1.6 Negotiations are entered into with prospective franchisor to

establish a franchise.
2. Complete business plan 2.1 A draft business plan is prepared and developed.
2.2 Consultations are made with franchisor and other

stakeholders in the process of developing business plan.
2.3 Financing options are researched and determined.
2.4 Financial planning for franchise is finalised.
2.5 Market analysis for franchise opportunity is undertaken and

marketing plan completed.
2.6 Premises in appropriate areas are researched and

determined.
2.7 Business plan is compiled with relevant information.

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3. Identify and address learning 3.1 Required skills and knowledge to manage a franchise are
needs determined, and gaps are identified for self and others.
3.2 Assistance is sought to assess and address learning needs

and learning plan is documented.
3.3 Learning plan and required training programmes are

implemented.
4. Finalise agreements 4.1 Finance agreements are completed.
4.2 Legal advice is accessed as required.
4.3 Franchising agreement is finalised and signed.
4.4 Required permits for franchise operation are obtained.
4.5 Contracts and agreements with third parties are finalised.
5. Prepare for opening of franchise 5.1 Physical and human resources required to manage
franchise are obtained.
5.2 Marketing activities associated with opening the franchise

are undertaken.
5.3 The franchise is opened for business.
RANGE STATEMENTS
The range statements relate to the unit of competency as a whole. They allow for different work
environments and situations that may affect performance including essential operating conditions that
may be present with training and assessment (depending on the work situation, needs of the candidate,
accessibility of the item, and local industry and regional contexts).
Negotiations may include: Requirements for establishing a specific franchise

may include:
 fee structure for franchise operation
 financing options  availability of financing
 franchisee obligations  availability of franchise opportunity
 franchisor requirements and expectations  franchisor specific requirements
 reasonable adjustments to workplace,  own skills and knowledge
equipment or processes to facilitate operation  relevant licensing, legislative, regulatory or
of the franchise certification requirements
 site selection for franchise

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Other advisors may include:: Financing options may include:
 accountant  arrangements with franchisor or third party

 franchisor staff interest
 legal advisor  loan from family members
 other franchisees already operating franchises  loan from financial institution
 own network  mortgage of existing property or sale of
 personal research assets
 family members
Permits may include: Contracts and agreements may include:
 dangerous goods  lease or purchase of premises

 fire safety and OHS  motor vehicles
 local government permits  industry-specific tools, plant and equipment
 other legislation  IT and office equipment.
 specific business operations such as liquor
licence
Third parties may include:

Legislation, organisational policies and practices
may include:
 property owner of site separate to franchisor
 legislation including equal employment  silent partners or commercial backers
opportunity and anti-discrimination law
 national and international codes of practice and
standards
 the organization’s policies and practices
 government policy
 codes of conduct
EVIDENCE GUIDE
The evidence guide provides advice on assessment and must be read in conjunction with the
 determining own suitability for the franchise

 completing a business plan
 identifying and planning learning needs
 knowledge of relevant legislation, codes of practice and national standards

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 Nil
Knowledge Skill
 occupational health and safety (OHS)  apply culturally appropriate communication

requirements: skills to relate to people from diverse
 specific to nature and type of franchise backgrounds and people with diverse
 generic to all workplaces abilities
 specific to own safety such as manual  apply research and analytical skills to
handling conduct and plan market research
 legislation, codes of practice and  apply planning skills to meet learning needs
national standards, for example:  use problem-solving skills to address issues
 franchising code of conduct which may arise during franchise
 legislation covering fire safety, OHS, establishment
employment of staff, company law,
anti-discrimination and fair trading
 required permits (under national and
local government regulations and
legislation)
 franchisee specific obligations as per
franchise agreement
 access to an actual workplace or simulated environment

 access to office equipment and resources
 access to examples of real franchisee agreements and related documentation

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 direct questioning combined with review of portfolios of evidence and third party workplace
reports of on-the-job performance by the candidate
 review of business plan
 analysis of responses to case studies and scenarios
 evaluation of documented learning plan
 observation of presentations on financing options
 oral or written questioning to assess knowledge of franchisee arrangements
 observation of performance in role plays.

Assessment may be on or off the job. Simulations must closely relate to the workplace.

quality using given
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BSBMKP0753B Benchmark and improve operational quality
BSBMKP0753B: Benchmark and improve operational quality
Competency Descriptor: This unit involves the benchmarking, auditing and monitoring of continuous
improvement of processes and service systems to attain best practice in
service quality.

1. Benchmark best practice 1.1 Benchmarks are set for operational quality in the business.
performance
1.2 Requirement for achieving best practice for the business are
confirmed.
2. Audit process quality 2.1 Key means to measure quality are determined for all
improvement processes and systems.
2.2 Measures for benchmarking quality in a given process are

determined.
2.3 Audit trail for measuring and mapping quality improvement is

established.
2.4 Compliance with quality targets and benchmarks is audited.
3. Improve business processes 3.1 Measures for quality improvement determined.
3.2 Staffs are briefed regularly on work goals, plans and

operational issues to minimise role ambiguity and
uncertainty.
3.3 Analytical tools for measuring quality improvement within a

business context are established.
3.4 Quality problem solving tools are used to promote qualitative

and quantitative solutions.
3.5 Training is structured to support service standards that

improve department supply, display and post sales support.

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4. Monitor quality improvement for 4.1 Individual and team responsibilities for achieving quality
the process outcomes are allocated.
4.2 Responsibilities for improvement and identification of

problems with process quality are allocated.
4.3 On going monitoring systems for quality improvement

programs are established.
4.4 Quality improvement management and implementation

strategy is evaluated.
4.5 Feedback and reporting mechanisms on deviation from

target (variation) is established.
5. Monitor customer service quality 5.1 Information sources on customer satisfaction levels are
for te business determined.
5.2 Strategies for managing customer needs and expectations

are devised for business-to-business and business to end
consumers.
5.3 Customer service strategies delivered business-to-business

and business to end consumer needs and expectations.
5.4 Service value chain is mapped for the business.
6. Improve service quality 6.1 Customer retention and retrieval is improved.
6.2 Customer satisfaction levels improved through use of

ongoing monitoring systems.
6.3 Service quality benchmarks are achieved.

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RANGE STATEMENTS
for differences within organisation and workplaces, including practices, knowledge and requirements. The
role or function.
Benchmarks include consideration of: Requirement for best practice include:
 business profitability  customer service and operational quality

 best practice parameters benchmarks differentiated
 service standards  benchmarking exercises used to stimulate
 forecasts staff learning and understanding
 internal and external benchmarking
processes compared and contrasted
Type of products and services provided includes: Workplace contexts may include but not limited to:
 business policy and procedures with regards to  workplace-specific guidelines, policies and
the acquisition and sale of products and practices
services  conditions of service, legislation and industrial
 size, type and location of business agreements
 business merchandise range  consultative processes may involve:
 strategic measurement and evaluation systems  staff members
and processes  teams
 characteristics of the specific product(s) or  management
service(s)  union representatives
 management structure and communication  industrial relations, Occupational Health &
relationships  Safety specialists
 business service range  other professional or technical staff
 customers including other businesses or end  relevant personnel may vary with context,
consumers serviced through business level of employment, ascribed duties, nature
customers or directly of enquiry or response required
 varying levels of staff training
environments

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Business outcomes which may include:  national standards

 international standards
 key performance indicators  professional standard
 strategic objectives  industry standards
 price  performance indicators
 market and sales indicators  quality measures and criteria
 brand value  planning milestones and timeframes
 quality standards and criteria  design brief
 performance benchmarks  manufacturers' and suppliers' standards
 milestones
Quality tools may include: Reporting non-compliance may be:
 seven tools of quality  manual

 internal/ business endorsed measurement  automatics
devises and systems  automated/ electronic
 audit tools and processes
 tools associated with an approach that involves
quality
Sources of information may include but are not Applicable national regulations and legislation may
limited to: include but are not limited to:
 legislation and regulations  Occupational Health and Safety

 work procedures and internal manuals  workplace relations
 company operating procedures and  workers compensation
instructions  industry codes of practice
 manufacturer's specifications  license, patent or copyright arrangements
 supplier and/ or customer instructions  environmental protection legislation
 manifests  Equal Employment Opportunity and anti-
 codes of practice discrimination law
 quality assurance systems, procedures and  emergency procedures
policies  transport, storage and handling of goods
 awards, workplace agreements, and other  General Consumption Tax
industrial arrangements  Consumer Affairs Commission provisions
 oral/ verbal communication including face to  Trade Practices Act
face, telephone, internet, radio, et cetera
 feedback

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Key elements of a commercial strategy may Approaches involving quality concepts may
include: include:
 consultation with key stakeholders  continuous quality improvement

 expenditure budget which meets organisational  total quality management
requirements  service quality
 procurement process agreed by users,  continuous improvement
documented, and meets legal requirements  total service quality
 approvals obtained  statistical control
 contractual arrangements that capture and  benchmarking
Value chain includes but not limited to:

 suppliers into the business internally
 business customers
 customers of business customers
 individual/ direct customers
 service quality measures for customer retention
and retrieval strategies (in terms of cost, time or
quality requirements) devised
EVIDENCE GUIDE
The assessment method should be conducted over time to cover all elements and performance criteria,
across a range of variables.
Work practices should be completed in accordance with safe operating procedures to minimise the risk of
injury to self or others or damage to goods, equipment or products.

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 use of benchmark information to improve work group performance and operational systems
 documentary evidence of feedback and consultative processes underpinning quality and best
practice systems
 benchmarking and auditing procedures and documentation
 prepare for and apply audit of work practices and systems within a specific work group
context
 utilises internal and external benchmarks to confirm current performance levels
 evidence for continual improvement of an operational area against agreed benchmarks and
an agreed timeframe
 customer satisfaction measurement and monitoring systems
 understanding of measurement systems (including tools and communications) by appropriate
staff, management and other stakeholders
 analytical skills demonstrated through use of measurement results to gauge comparative
development of both process and customer quality
 Nil

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Knowledge Skill
 quality concepts and principles  set benchmarks for operational quality

 quality tools  confirm requirements for achieving best
 relationship between benchmarking, practice outcomes
quality improvement and best practice  establish key means and analytical tools to
 relationship between process measure quality outcomes
improvement, profitability, performance  structure existing training to support
and productivity standards
 quality organisations and regimes  identify and source solutions to resolve
 industry organisations problems
 government and regulatory  analyse customer satisfaction and service
requirements for quality endorsement/ quality
certification  use benchmarking tools and processes
 international quality systems  allocate responsibilities for achieving quality
 internal and external quality systems outcomes
 service value chain  establish feedback and reporting
 types of teams and key responsibilities mechanisms
 service over the life of a product  maintain high levels of communication and
 life time value of a customer display good interpersonal/team skills
 information sources on product and
supply arrangements for customers
 business policy and procedures
impacting job role or function
of job
 relevant consumer law, commercial law
and legislation
 setting up and auditing quality
assurance and benchmarking
processes

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Assessment methods must confirm consistency of performance over time and in a range of
workplace relevant contexts. Assessment should be by direct observation of tasks and/or
samples of work and questioning on underpinning knowledge.
Assessment should be conducted over time and will generally be in conjunction with assessment
of other units of competency.

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BSBBAD1215B Manage a board meeting
BSBBAD1215B: Manage a board meeting
Competency Descriptor: This unit deals with the skills knowledge and attitude required for the
planning and conducting of regular Board meetings.

1. Plan a Board meeting 1.1 An agenda is prepared that reflects the business of the
meeting, with consultation between the Chair, Secretary and
Manager.
1.2 The date, time and location are determined with reference to
required notice period.
1.3 Members are duly notified and invitations issued to guests.
1.4 Transport and other arrangements to maximise attendance,

e.g. food, are planned and implemented.
1.5 Minutes and supporting documents are circulated prior to

the meeting in an appropriate form and with adequate time
for members to prepare for the meeting.
2. Conduct a Board meeting 2.1 The meeting is called to order when there is a quorum.
2.2 Rules and cultural protocols are followed.
2.3 The meeting agenda and time frames are followed.
2.4 Minutes are provided to Members and guests as

appropriate.
2.5 The Minutes are approved by the Chair.
2.6 Opportunities are provided for participants to listen, speak

and respect different views.
2.7 Difficult situations arising are managed.

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2.8 Decisions are made using and agreed decision-making

process.
2.9 An action plan is developed and documented.
2.10 Responsibilities for communication, implementation, follow-

up and feedback are allocated.
3. Identify confidential business 3.1 Board Members are advised where confidentiality is to be
observed.
3.2 Declarations are sought for potential and real conflicts of

interest.
4. Ensure Minutes are taken 4.1 A minute taker is appointed.
4.2 Those present and apologies for absence are recorded.
4.3 Those who moved and seconded each motion, the

discussion and the vote is recorded.
RANGE STATEMENTS
Cultural protocols may include: Rules may include:
 providing interpreters  normal meeting procedures

 order of speaking  constitution requirements
 subject matters for discussion  organisational policy
Guests may include: Decision-making processes may include:
 representatives of other organisations  voting

 government representatives  consensus

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Required confidentiality may include: An action plan may include:
 financial  who does what

 personal  when it is to be done
 legal  what is to be reported back
 issues and events
Relevant people may include: Reports may include:
 staff  progress reports

 board members  information reports
 committees
 visitors
EVIDENCE GUIDE
competency.
Evidence of the following must be collected:

 a smoothly conducted meeting process
 Nil

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Knowledge Skill
 participation and control in decision-  write and communicate effectively

making  work in a team
 organisations and the role of Boards  evaluate and make decisions
 legal requirements under which  negotiate
organizations operate  delegate
 board meeting procedures  plan
 cultural processes and protocol
This unit of competency may be assessed through the performance of Board duties, but in the
event that there is no opportunity to observe such a performance all resources for a simulated
environment must be provided. Such simulation must replicate Board conditions in terms of:
performing the task; managing a number of different tasks.
 case studies
 portfolios
 projects
 questioning
 scenarios
This competency may be assessed through the performance of Board duties or assessed through
an accurate simulation of Board duties.

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BSBBAD1225B Obtain and manage consultancy services
BSBBAD1225B: Obtain and manage consultancy services
Competency Descriptor: This unit deals with the skills knowledge and attitude required for carrying
out the processes involved in the management of consultancy services.

1. Establish the need for external 1.1 Required expertise that is not available in the organisation is
advice identified and documented.
1.2 Funds are obtained to contract outside expertise.
2. Prepare terms of reference 2.1 A management group is formed to oversee the project.
2.2 Terms of reference (consultancy brief) are prepared for the

consultant services.
2.3 Opportunities for paid community involvement are identified

and included.
3. Select a consultant 3.1 The terms of reference (consultancy brief) are widely
advertised.
3.2 Procurement guidelines are adhered to.
3.3 A process for short listing is established including

appointment of a selection panel.
3.4 The most suitable applicant is selected according to the

organisation's requirements.
3.5 Successful and unsuccessful applicants are advised.
3.6 The process of selection is documented.
4. Prepare a contract 4.1 The Board's requirements of the consultant are stated.
4.2 Legal advice is sought on the requirements and the contract.
4.3 A contract is prepared in accordance with legal advice.

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5. Brief the consultant 5.1 Final details of the project are negotiated with the
consultant.
5.2 Expectations of performance and outcomes are agreed.
5.3 The contract is finalised.
5.4 The consultant is familiarised with the workplace and

personnel.
6. Receive reports from the 6.1 Reports are received as required by the contract.
consultant
6.2 Reports are evaluated against contractual requirements.
6.3 Follow-up action is taken where required and adjustments

made where necessary.
7. Assess the consultant's 7.1 Performance reviews are carried out as required by the
performance contract.
7.2 Progress payments are made against milestones or

periodically as agreed.
7.3 Final payment is not made until the contract requirements

have been met.
RANGE STATEMENTS
Terms of reference may include: Expertise required may include:
 community aims  planning

 community involvement  evaluating services and procedures
 organization’s guidelines  business development
 required outcomes  solving major problems
 timelines  training
 expenses
 reporting requirements
 reviews
 payment schedule

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Procurement guidelines may include but not

limited to:
 Organisation’s policy
 Contractor General’s requirements
EVIDENCE GUIDE
It is essential that evidence of the following be collected:

 appropriate consultancy services are obtained and used effectively
 Nil

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Knowledge Skill
 cultural protocols  communicate (orally and in writing)

 business, family and community  conduct project planning and costing
responsibilities  apply job design and description
 community control and participation  evaluate and make decisions
 location  negotiate
 resource organisations
 legal requirements of organisation
 entities and funding recipients which
influence decision-making
 equity and diversity principles
 skill or competency needs of the
organisation
 forms of contract
 sources of legal advice available and
how these can be accessed
 Contractor General’s Procurement
Guidelines
This unit of competency should be assessed through the performance of duties, but in the event
that there is no opportunity to observe such a performance a simulated environment can be used
but such simulation must replicate normal working conditions. All necessary resources are to be
provided accordingly.
but are not limited to, a combination of 2 or more:
 case studies
 portfolios
 projects
 questioning
 scenarios

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This competency should be assessed through the performance of normal duties, or may be
assessed through an accurate simulation of duties. Simulation must relate closely to the
workplace.

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Business Administration Management Level 4 Standards

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BSBBAD0274B Manage finances within a budget

BSBBAD0274B: Manage finances within a budget

Competency Field: Business Services

ELEMENT OF COMPETENCY PERFORMANCE CRITERIA

1.2 Changes in income and expenditure priorities are

1.3 All relevant personnel are kept informed of resource

1.5 Records of resource allocation are accurately detailed in

2.2 Financial commitments are included to ensure accurate

2.3 Deviations are identified and reported according to

2.4 Appropriate colleagues are advised of budget status in

3.2 Desired outcomes are discussed with relevant colleagues.

3.3 Research is undertaken to investigate new approaches.

3.4 Benefits and disadvantages of new approaches are clearly

Standards and Assessment Development Unit, NCTVET BSB13 Page 1 of 4

BSBBAD0274B Manage finances within a budget

3.5 Impacts on customer service levels and colleagues are

3.6 Recommendations are clearly and logically presented to

4.2 Reports are clear, concise and checked for accuracy.

4.3 Reports are promptly forwarded to the appropriate

(1) Critical Aspects of Evidence

Standards and Assessment Development Unit, NCTVET BSB13 Page 2 of 4

BSBBAD0274B Manage finances within a budget

(2) Pre-requisite Relationship of Units

(3) Underpinning Knowledge and Skills

 knowledge and understanding of budgets,  allocate funds

(4) Resource Implications

The following resources should be made available:

 All resources normally available in the work environment.

(5) Method of Assessment

(6) Context of Assessment

This unit may be assessed on or off-the-job.

Standards and Assessment Development Unit, NCTVET BSB13 Page 3 of 4

BSBBAD0274B Manage finances within a budget

CRITICAL EMPLOYABILITY SKILLS

Collect, analyse and organise information Level 2

Standards and Assessment Development Unit, NCTVET BSB13 Page 4 of 4

BSBBAD0362B Manage stress

BSBBAD0362B: Manage stress

Competency Field: Business Administration Services

ELEMENT OF COMPETENCY PERFORMANCE CRITERIA

1.2 Stress is acknowledged.

1.3 Cultural issues are considered.

1.4 The causes of stress are analysed and listed.

1.5 Discretion is exercised.

2.2 The main areas of responsibility and activity associated with

2.3 Strategies to relieve stress that are culturally appropriate are

2.4 Stress reduction strategies are implemented.

3. Provide assistance where 3.1 Organisation resources are considered.

3.2 Family and community supports are accessed.

3.3 The need for external assistance is sought and acknowledged.

3.4 External help is obtained only where necessary.

4.2 Signs of stress are monitored.

4.3 Remedial action is taken where needed.

Standards and Assessment Development Unit, NCTVET BSB11 Page 1 of 4

BSBBAD0362B Manage stress

 family support  absence from work

 review of job design  workloads

(1) Critical Aspects of Evidence

It is essential that competence is observed in the following aspects:

 demonstration of all elements of competency and their performance criteria

Standards and Assessment Development Unit, NCTVET BSB11 Page 2 of 4

BSBBAD0362B Manage stress

(2) Pre-requisite Relationship of Units