Elements and Performance Criteria

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and 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. Text in bold italics in the Performance Criteria is explained here.
Scope may include:
management behaviours and practices
staffing
staff training
practices
procedures
processes
policies
guidelines
work instructions
complaints mechanisms
planning
financial management
financial controls
management systems and processes
administrative policy and procedures
environmental policy and procedures
resource usage
written routines for quality and how they are followed
roles and responsibilities
lines of accountability
business practices
service delivery
occupational health and safety
security
diversity
risk management
work flows
critical incidents
Management audit is:
an activity designed to gauge whether an organisation is operating as effectively, efficiently and economically as possible
an extensive examination of an organisation's corporate structure, administrative policies, processes and procedures, as well as its staffing patterns and financial practices. It is broader in scope than a financial audit
Stakeholders may include:
all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services, including:
boards of management
clients
community organisations
contractors
employees at all levels of the organisation
government
Ministers
other public sector organisations
service providers
suppliers
the public
union and association representatives
volunteers
Methodology and instruments may include:
specialist management audit expertise
consultation
observation
analysis of written information from:
files and business systems
surveys
questionnaires
focus groups
compliance assessment
organisational self-assessment
business process reviews
client feedback
stakeholder input
Baseline data may be:
internal
external
historical data
annual reporting data
annual reports to Parliament
ministerial portfolio statements
human resource data, such as exit interview data, turnover, days off
from strategic and operational plans
organisational goals and outputs
benchmarks
qualitative/quantitative
legislative requirements
related to incident reports
results/action on previous management audits
public sector standards such as those for ethics, fraud control, security management, risk management
government priorities
whole-of-government outcome indicators
output performance measures
Improved performance may: be achieved through
modified business processes, procedures and practices
staff training and development
organisational design/development
staff working collaboratively to modify structures, practices and procedures
cultural change
incremental changes
cycle of continuous improvement
innovation
policy changes
Management audit report may include:
implementation methodology/plan
resource requirements
timeframes
performance indicators
critical success factors
Legislation, policies, standards, and guidelines may include:
public sector management acts
financial management acts
audit acts
public sector standards
fraud control standards
government security standards
risk management guidelines
Australian standards, such as accounting standards, audit standards, risk management standards, knowledge management standards, quality standards
ethics and accountability standards
environmental and sustainability standards
Governance framework may include:
structures, practices and management procedures to ensure that an entity adheres to legal and regulatory requirements and optimises organisation performance
a combination of legal and better practice organisational structure and management requirements aimed at facilitating accountability and improving performance
how an organisation is managed - its functional structures, culture, policies and strategies
regular/ongoing management audit to ensure organisation continues to meet governance requirements
integrated (with other agencies) governance arrangements in a shared services environment
Parameters may include:
organisational structure and culture
organisational practices and procedures
roles and responsibilities
management arrangements/hierarchy
approval processes
legal and regulatory controls
financial procedures - methods of tracing and recording expenditures and revenue
accountability systems and controls
transparency of processes
information systems and policies
procurement processes
risk management
security arrangements
human resource management processes
organisational performance
national business excellence frameworks
Deployment of governance framework may include:
staff knowledge of processes and requirements
implementation of governance processes and compliance with requirements
'walking the talk'
collaboration across units/departments/agencies
Benchmarking model may include:
a project team approach
comparison with similar organisation/function/processes
visit to and critique of a similar organisation
collaboration in 'critical friends' program
comparison with pre-determined standard
identifying and setting targets for improved performance
change management
resourcing commensurate with the size and perceived importance of the exercise
membership of benchmarking network or partnership
Research may include:
key stakeholders
current literature
industry research
internal, local, national or international search for benchmarks
ensuring benchmarks are valid (comparing apples with apples) and reliable
identifying confounding variables
Benchmarks may include:
internal standards/performance indicators
historical data - past performance
external standards
industry standards
best/leading practice standards
national standards
international standards
Key result areas may include:
service delivery
finance
people management
client service
administration
safety
security
fraud control
business processes

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 for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC601B Maintain and enhance confidence in public service
PSPGOV601B Apply government systems
PSPGOV602B Establish and maintain strategic networks
PSPLEGN601B Manage compliance with legislation in the public sector
PSPMNGT602B Manage resources
PSPMNGT604B Manage change
PSPMNGT605B Manage diversity
PSPMNGT608B Manage risk
PSPMNGT609B Formulate business strategies
PSPMNGT610A Manage public sector financial resources
PSPMNGT611A Manage evaluations

Overview of evidence requirements
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 Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
evaluation and improvement of business performance in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, policy, procedures and protocols relating to public sector governance, benchmarking, and management audit
benchmarking and audit tools and techniques
case studies and workplace scenarios to capture the range of situations likely to be encountered when evaluating and improving business performance
Where and how to assess evidence
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 evaluating and improving business performance, including coping with difficulties, irregularities and breakdowns in routine
evaluation and improvement of business performance in a range of (3 or more) contexts (or occasions, over time)
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
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
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
portfolios
presentations
projects
questioning
scenarios
authenticated evidence from the workplace and/or training courses
For consistency of assessment
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