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 |