30 April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Area of Functionality
A Self-Assessment Toolkit for Disability Support Service
Providers Operating Under DisabilityCare Australia
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
0
This Toolkit was funded by the Australian Government Department of Families, Housing,
Community Services and Indigenous Affairs.
The Toolkit was an outcome, part of one of the 73 projects funded under the Practical Design
Fund (PDF). The aim of the PDF is to support initiatives and resources that would identify
practical ways to prepare people with disability, their families and carers, the disability sector
and workforce for the transition to DisabilityCare Australia.
Disclaimer:
The material contained in this Toolkit has been developed by the Endeavour Foundation.
The opinions, comments and/or analysis expressed in this document are those of the author or
authors and do not necessarily represent the views of the Commonwealth Minister, nor the
responsible Commonwealth Department, and cannot be taken in any way as expressions of
government policy.
Neither the Australian Government nor Endeavour Foundation guarantee or accept any legal
liability or responsibility for the accuracy, completeness, nor usefulness of any information
disclosed in this report.
The Australia Government recommends that users exercise their own skill and care with respect
to their use of this paper and that users carefully evaluate the accuracy, completeness and
relevance of the material in the paper for their purposes and where necessary obtain any
appropriate professional advice relevant to their particular circumstances.
30 April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
1
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
2
Table of Contents
1
Executive Summary ................................................................................................... 3
2
How to use this Toolkit .............................................................................................. 4
3
Background to the Toolkit: ........................................................................................ 5
4
Why a Self-Assessment Toolkit? ................................................................................ 7
5
The Business Model ................................................................................................... 7
6
The Six Areas of Functionality: .................................................................................. 9
Customer Engagement: ................................................................................................................. 9
Financial Viability ........................................................................................................................... 9
Information Technology (IT) Infrastructure .................................................................................. 9
Human Resource Management................................................................................................... 10
Risk Management ........................................................................................................................ 10
Innovation and Growth ............................................................................................................... 10
Format of the Survey ................................................................................................................... 11
Analysis of Survey Responses. ..................................................................................................... 12
Describing Business Outcomes.................................................................................................... 12
Customer Engagement ................................................................................................................ 13
Financial Viability ......................................................................................................................... 14
IT Infrastructure........................................................................................................................... 15
Human Resource Management................................................................................................... 15
Risk Management ........................................................................................................................ 16
Innovation and Growth ............................................................................................................... 17
7
Responding to Identified Workforce Development Needs ..................................... 18
8
Questions:................................................................................................................ 22
9
Appendices .............................................................................................................. 32
9.1
Business Model........................................................................................................ 32
9.2
Qualifications/Skill Sets and Units of Competency Matrix ...................................... 33
9.3
AQF – Qualification Level 4 to Level 8 ..................................................................... 50
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
1
3
Executive Summary
This Toolkit contains four main areas:
1 – A background to the changes foreseen to service
providers as a result of the introduction of
DisabilityCare Australia
2- A business model targeting the leadership and
management functions that will be impacted by the
introduction of DisabilityCare Australia.
3- A bank of questions to challenge your thinking and
identify your organisations gaps in relation to these
functional areas.
4- A list of vocational education and training
possibilities (by qualification, skill set and unit of
competency) through which you may address you
identified gaps
The ability of a support service provider to meet the implications of DisabilityCare Australia will
come down to the ability of the organisation to ensure their internal policies, procedures and
practices reflect changes in the external environment (DisabilityCare Australia).
Human capital, including both its capability and capacity, will be the major driver and enabler for
change. Collectively each organisation’s
leadership and management will need to:

Have a holistic understanding of the
dimensions of business functions, their
inter-dependencies and consequences

Make sense out of the complexity and
the uncertainty of the future. The rules
of DisabilityCare Australia are not yet
finalised. Leaders and managers should
well expect that even when fully
operational, ongoing changes will be
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
4
required prior to the system becoming stable.
2

Be mindful of the implications of the path’s they choose (strategy and its
implementation) across all their stakeholder groups

Be decisive in their decision making processes and change implementation programs.
The changes are so significant that the strategy of status quo is not sustainable

Be flexible in their strategic thinking and implementation, monitoring outcomes and
making change when needed
How to use this Toolkit
To maximise the benefit of this Toolkit we recommend you proceed in the following manner:
1. Read the background information as to why the tool was developed and how it is
structured
2. Complete the survey which requires a reflection on your current capability and what you
perceive to be important capabilities under DisabilityCare Australia.
3. Using survey results, Identify gaps been you current capability and what will be required
4. Prioritize your identified gap via two criteria - their importance and urgency
5. Use the Skills Matrix Tables to identify possible training, learning and development
opportunities to close or eliminate your identified gaps
6. Develop your Workforce Plan based on you needs (gaps) and their importance and
urgency
7. Implement your Workforce Plan
Ultimately there is no one right answer as each organisation is unique in its service provision
and operating environment. The Toolkit has been designed to challenge your thinking and
provide you with an opportunity to develop and implement strategies to meet the changing
external operating environment.
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
3
5
Background to the Toolkit:
DisabilityCare Australia, formerly known as the National Disability Insurance Scheme (NDIS) is a
response to extensive community consultation and a report undertaken by the Productivity
Commission into Australia’s disability sector1
Commencing in 2013, DisabilityCare Australia will be implemented in five launch sites as a ‘first
stage, noting this will inform the move to a national insurance-based approach to disability care
and support’. DisabilityCare Australia is targeted for full implementation nationally by 2018.
The upcoming DisabilityCare Australia changes have two categories of impact that will affect the
disability support service provider sector, both commercial and not-for-profit. As noted in COAG
CONSULTATION REGULATION IMPACT STATEMENT December 20122, these are:


Market impact – the change from ‘block funding’ to Individual Support Packages (ISPs) will
mean that existing providers will need to modify the way they do business. This will happen
progressively from July 2013 (depending on the transition arrangements still to be
determined).
Regulatory impact - regulatory changes (for example, Quality Assurance (QA) and other
safeguards, reporting requirements, registration requirements for payment, etc.). In
addition to potentially adding costs and/or modifying the way the existing providers do
business, the level of regulation will impact on the degree of competition with
commensurate flow-on consequences for consumers. Again regulation changes will happen
progressively from July 2013.
The changes resulting from the introduction of DisabilityCare Australia will be significant
impacting the way support service providers deliver their services. Such changes will obviously
impact upon the workforce development methodologies currently functioning within the sector
and require new and innovative thinking to meet the changed environment.
The Endeavour Foundation secured three of the 73 projects funded under the Commonwealth
Government’s ‘Practical Design Fund’ (PDF). The PDF aims to identify practical ways to prepare
people with disability, their families and carers, the disability sector and its workforce for the
transition to DisabilityCare Australia.
1
2
(Disability Care and Support - No. 54, 31 July 2011, 2011)
https://ris.govspace.gov.au/files/2012/12/coag-national-disability-insurance-scheme-ris.pdf
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
6
This project aimed to “Map workforce development needs for the disability sector to support
DisabilityCare Australia.” The project focused on how workforce development can strategically
support an organisation’s adaption to the changes in their external operating environment.
Under DisabilityCare Australia arrangements, disability support service organisation will become
businesses which provide goods and services in a commercial, consumer choice driven,
environment.
The Commonwealth in their 2012 COAG Consultation Regulation Impact Statement 3 noted:
“The availability of portable and self-managed funding packages, with material and processes to
support informed choice, including transparent information about quality of service, means that
highly prescriptive safeguards will no longer be needed. This means that both participants and
providers would need to develop the capacities and tools to operate effectively in this new
environment.”
Under the DisabilityCare Australia environment, support service providers will need to manage
their operations essentially along commercial business model principles.
Although there are some exceptions, the will change:

“Who the Customer is?”, moving it from government to the individual who uses the
service.

‘How and when the service provider is paid’, moving from holistic budgeting and
acquittal to individual service pricing based on unknown
volumes and potential increased costs (i.e. business
development activities, marketing & promotion).
To achieve this ongoing improvement in the quality and cost
effectiveness of support services, providers must have the
organisational structure, skills and systems to make decisions
regarding the most efficient use of their finite resources.
As the actual technical delivery of disability support services is
unlikely to change, the project team did not investigate skills
3 ( COAG Consultation Regulation Impact Statement, National Disability Insurance Scheme, Dec 2012
http://www.coag.gov.au/sites/default/files/National%20Disability%20Insurance%20Scheme%20%20Consultation%20Regulation%20Impact%20Statement.pdf Page 81)
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
7
required by frontline staff in the provision of support services to people with a disability. This
decision was based on the recognition that the identification, development and deployment of
these skills, is both current and ongoing, have been the subject of numerous government,
industry and sector reports and initiatives
4
Why a Self-Assessment Toolkit?
Our underpinning principle is that one way that changes within a provider‘s external
environment can be responded to is through the use of workforce skilling including training,
learning and development (TL&D) in its internal environment. TL&D is a strategic activity that
from an organisation’s perspective must lead to strategic outcomes.
Focusing on the facts that DisabilityCare Australia changes who the customer is and their
financial arrangements, the project team built a business model for a disability support services
business. The model is not as extensive as nationally accredited Business Excellence Models
however it is based on the interdependencies of business activities and how they will be
impacted by DisabilityCare Australia.
5
The Business Model
The business model shown below depicts six major Areas of Functionality that a disability
support provider needs to strategically address and operationally manage in response to the
new commercial, market driven, customer choice environment i.e DisabilityCare Australia. To
perform across the six Areas of Functionality a service provider will need to manage the
functions both individually and collectively. A skill that is best perhaps described as business
acumen.
The model focuses on organisational leadership and management (i.e. Board, Executive
Management and Senior Management) and the things that they strategically and operationally
control.
Significantly the model does not include product or service offerings. This is because the project
focused on the changes impacted by the DisabilityCare Australia. While it is clear that support
organisations may change their product and services offering by deleting some, restricting
others or developing new, the project team felt that the sector understands it product and
service well and has been managing them for an extended period.
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
8
Within the Model, each Area of Functionality is both independent and inter-dependent with all
areas being of equal value and importance.
Figure 1 – The Business Model
The lists of questions within the Toolkit seek to illicit an understanding of an organisation’s level
of skill in each Area of Functionality. The questions are not exhaustive but are however
comprehensive enough to draw attention to those areas where a large gap exists between
perceived current capability and future need. Where gaps are identified, an organisation could
undertake deeper investigation.
As a guide, we asked each respondent to consider two things when providing an answer:

Could you produce proof of your answer to an external party?

Even if you have proof, do you believe your system/policies/procedures are strong or
weak in this area?
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
6
9
The Six Areas of Functionality:
The Business Model shown above in Figure 1 comprises the following six Areas of Functionality:
Customer Engagement:
Customer Engagement is fundamentally about a
customer’s voluntary, ongoing interaction with
an organisation and its products or services for
the purpose of mutual value creation. To
ensure organisational sustainability it therefore
requires both the purchaser and the supplier to
benefit. For a support service provider,
Customer Engagement requires the organisation
to design and control:

Their focus

The value of the service offering from a
client’s perspective

How they manage their interaction with
clients through all stages of the client
life-cycle
Financial Viability
Financial Viability investigates the ability of the organisation to generate sufficient income to
meet its operating expenses and financial obligations. Such viability provides the potential for
future growth allowing the organisation to achieve its short to mid-term operating objectives
while fulfilling its stated mission over the long term.
Information Technology (IT) Infrastructure
This Area of Functionality investigates the ability of the organisation’s IT systems to meet
stakeholder expectations (both internally and externally), operational needs and reporting
requirements. Under DisabilityCare Australia arrangement, several systems need to be
integrated to ensure the customer is delivered the appropriate level of care, billed correctly,
staff paid for delivery of service and the agency’s contractual reporting requirements met.
The project team recognises that the term ‘infrastructure’ in this context is a broader statement
incorporating more than merely hardware but also holistic architecture. The project team uses
the term architecture to encompass a broad view of a provider’s IT requirements. Effective
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
10
architecture ensures the most effective way of providing an IT solution that meets the provider’s
requirements, budget and other constraints
Human Resource Management
Human Resource Management (HRM) is the management of the organization's workforce, or
human capital. As labour forms a significant cost for disability support service providers, HRM
plays a diverse and critical role within each organisation. HRM activities include:

Staff attraction (i.e. employer of choice, staff value proposition, selection processes)

Retention (i.e. perceived staff value, the ability of management & leadership to retain
their staff and training, learning and development)

Motivation (i.e. staff development and progression, reward and recognition,
performance management)

Workforce planning and management, employee industrial relations and policy
development
Risk Management
Risk Management is the identification, assessment, and prioritization of the effect of uncertainty
on organisational objectives, whether positive or negative. It includes the coordinated and
economical application of resources to minimize, monitor, and control the probability and/or
impact of unfortunate events. Organisational opportunities, recognised thorough risk
management activities, are covered in the Areas of Functionality – Innovation and Growth
DisabilityCare Australia legislation4 has a clear focus on managing risk and ensuring safeguards
are in place.
Innovation and Growth
This Area of Functionality covered two components:

4
Innovation is the development of new value through solutions that meet new
requirements, unarticulated needs, or old customer and market needs in value adding
new ways.
NDIS legislation . Chapter 4 Part 3
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia

11
Business Growth is the process of improving some measure of an organisation’s success.
Growth can be achieved either by boosting revenue with increased product sales or
services, or by minimizing costs or a combination of the two.
As the sector moves from government purchasing to individual client purchasing, the ability of
the sector to innovate will be tested in the marketplace. The sector will be challenged to
provide more innovative products, processes, services, technologies, or ideas making them
readily available to users, governments, and community. The project team recognises that
there is a difference between invention and improvement reflecting that:

invention refers more directly to ‘the creation of the idea or method itself’, while

improvement is more accurately described as ‘doing in that same thing better’.
Skills and knowledge required for the long term innovation and growth usually reside in the
senior management and leadership of an organisation. The ability of Executive management
and Board to grow the organisations is evidenced by good strategic planning, implementation
and the application of sound businesses practices.
Format of the Survey
Using a simple rating system of Low, Medium and High, each of the model’s areas were
investigated with several questions. Effectively each question was asked twice.
In the first instance, the question tests the respondent’s perception of the importance and
relevancy of that activity/functionality for the future under DisabilityCare Australia. The
formulation of the question tests the validity of the business model, as well as identifying future
business activities likely to be required under DisabilityCare Australia. (i.e. those rating of low
importance are not perceived as valuable.) An example is:
Table 1 – Sample ‘Future’ Question
In the future NDIS environment, how important is it that - we understand what business
we are in?
Answer Options
Low
Medium
High
Response
Percent
Response
Count
0.0%
8.8%
91.2%
0
6
62
In the second instance, the question asks respondents to assess the organisation’s current skill
level in that particular area. Mirroring the previous question an example is:
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
12
Table 2 – Sample ‘Current’ Questions
At present, how effectively do - we understand what business we are in?
Answer Options
Low
Medium
High
Response
Percent
Response
Count
10.4%
53.7%
35.8%
7
36
24
The survey was designed to collect the perspective of the respondent. As the results will be an
individual’s perspective there is also value in undertaking the survey:

As a collective (i.e. as a Board and Executive Management group) or

Soliciting individual responses from across the leadership and management group of an
organisation
Analysis of Survey Responses.
Due to the variation in how the survey might be undertaken
within an organisation (individually, collectively or multiple)
the Toolkit has no set method of analyzing results.
Leaders and Managers should investigate those activities
that are perceived as important in the future but which
however rate poorly in the present to help identify need
and to enable raking of needs according to need and
urgency.
Describing Business Outcomes
To enable the identification of skilling outcomes, each Area
of Functionality assessed in the survey is aligned to well
recognised, generic, business outcomes which are
categorized within the following tables.
The actual strategies used to implement component responses will vary from organisation to
organisation, based on factors such as the mode of communication with customers, the nature
of the good or service provided, and the corporate culture of the business itself.
April 2013
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Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
13
Customer Engagement
Business Outcome
Generic Descriptor
1.
Customer Service
Plan

The application of business and organisational processes,
products and services to support customer enquiries and meet
customer needs within legislative requirements
2.
Integrated
marketing,
promotional and
sales activities

Knowledge and application of marketing and selling principles
and practices in order to identify and actively respond to
customer requirements and expectations, including Market and
Customer Research methodologies, defining Value Proposition/s
and the design and development of supporting marketing
materials.
Communication / delivery of the organisation's corporate
messages effectively, consistently and at the right time, in order
to meet the organisation's business needs and to preserve /
enhance its reputation.

3.
Customer
Information Systems


The overall management of customer information as a
fundamental business resource to ensure that the objectives of
the business are met and users are able to access easily the
knowledge and information they need to do their jobs.
Integrate different IT systems or components so that they will
work together to create operational systems
April 2013
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Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
14
Financial Viability
Business Outcome
Generic Descriptor
1.
Financial Strategy

Develops financial strategies to optimise the outcomes for the
organisation and reduce risk.
2.
Financial Planning

Including, budgeting, cash flow forecasting, assets
requirements/utilisation, working capital and the development
and manage of Cost Centre budgets.
The translation of planning, programming and commercial
decisions into specific projected financial plans and budgets for
prescribed periods of time.
Use understanding of the wider financial perspective to ensure
that proposals fit with the desired financial direction of the
business and adverse effects are avoided / mitigated


3.
Financial Control







4.
Financial Decision
Making

Analyze and interpret financial data in order to support business
decision making and the achievement of performance targets
Develop and manage processes for recording financial
transactions which meet the needs of the business, user and the
organisation
Develop financial policies/ procedures to meet legislative and
business needs.
Internal and external auditing
Aged debtor control
Financial reporting ‘Actual vs. Plan’
Manage financial activities
Use a range of financial analysis tools to assess the viability of,
and risk to, an organisation. Tools necessary for informed
financial decision making might include:

marginal costs templates

fixed and variable cost template

product/service costing and sale price template

break-even point template

accounting analysis formulas
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
15
IT Infrastructure
Business Outcome
Generic Descriptor
1.


IT planning, design
and QA


IT needs by delivery site, end use are identified
Organisational growth is considered considering contingencies
and sustainability
Required types of infrastructure and their integration are
investigated
Infrastructure meets the required outcomes
2. IT purchasing and
contract
management (initial
and ongoing)

Manage the specification, sourcing and purchasing of IT
capability relevant to the delivery of their service.
3. IT maintenance,
management,
compliance and
integration

Identification and management of commercial supplier
relationships to ensure effective delivery of service provision
relevant to the organisations current and future needs.
The ability to identify and manage external suppliers to ensure
successful delivery and use of products and service.

Human Resource Management
Business Outcome
Generic Descriptor
1.
Staff attraction,
selection and
engagement

Design and develop appropriate attraction, selection and
engagement policies, procedures and practices to ensure the
selection of the best possible staff
2.
Staff retention




Perceived staff value (able to be heard, aligned vision and values)
Training, Learning and Development
The ability of management/leadership to retain their staff
Staff engagement
3.
Motivation



Opportunities for staff development and progression
Reward and recognition
Managing and improving staff via performance management
4.
Workforce planning,
policy development
and IR management

Utilises a range of tools and management information to forecast
required labour levels ensuring effective/efficient management of
resources whilst responding instantly to real-time changes in
demand to ensure customer service
Develop and maintain policies and procedures to support
appropriate HRM practice
Manage staff in accordance with legislative requirements.


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Areas of Functionality – A Self-Assessment Toolkit
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16
Risk Management
Business Outcome
Generic Descriptor
1.
Identification,
interpretation and
integration of
regulations,
standards and
legislation across all
organisational
activities

Develop implement and maintain systems, policies, procedures
and practices that ensure identification, interpretation and
integration of required legislation and standards.
2.
Internal policies,
procedures and
practices that ensure
organisational
compliance and risk
mitigation

Embedding of an enterprise risk management culture in the
organisation to maximise the strategic outcomes
Influencing organisational culture and providing strategic
direction
Quality Management
including quality
planning, quality
control, quality
assurance and quality
improvement

3.





4.
Ethics Management
across all
organisational
activities


Ensure that quality management is embedded in the culture of
the organisations and is appropriate resourced and planned
Ensure quality planning processes are designed, implemented
and monitor to ensure consistency of organisational activities
Ensure quality control practices meet the stated quality
outcomes sought by the organisation in all its activities
Ensure quality performance results are used to used identify
opportunities for quality improvement through issue
investigation, process improvement or process redesign
Understand, consider and manage the impact of human capital
on quality management outcomes
Set, implement, apply and monitor ethical standards appropriate
to the organisation.
Ensure that ethical issues within the organisation are understood
and uphold in all organisational activities including:
 the rights and duties between a company and its employees,
suppliers, customers and the community,
 the fiduciary responsibility to its stakeholders
April 2013
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Areas of Functionality – A Self-Assessment Toolkit
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17
Innovation and Growth
Business Outcome
Generic Descriptor
1.


Board & Executive
Leadership &
Organisational
Culture



2.
Strategy
development,
monitoring and
communication




3.
Innovation

The vision for the organisation is appropriately set
Culture – designed, managed and monitored throughout all the
organisation’s activities
Appropriate internal and external communication delivers the
organisation’s vision and supports it culture
Appropriate governance arrangement are designed,
implemented, performed and reviewed in accordance with
stakeholder expectations
The organisation’s leadership activity monitors its performance
and seeks opportunities for improvement
Monitor developments and innovation within the industry
Design appropriate organisational strategy
Monitor organisational performance against implemented
strategy making corrections where needed
Ensure the organisation’s strategy is communicated and
understood to the organisation’s key stakeholders
Opportunities for innovation are identified, priorities and
appropriately resourced. This includes:
 Development of new value through solutions that meet new
requirements, unarticulated needs, old customer and new
markets.
 Development of more effective products, processes,
services, technologies, or ideas
April 2013
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Areas of Functionality – A Self-Assessment Toolkit
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18
Responding to Identified
Workforce Development Needs
By reviewing each Area of Functionality, and
identifying their unique gaps, an organisation may
respond to their situation by making a strategic
response through the use of training, learning and
development.
There is a significant advantage in the sector using
the national vocational education and training
(VET) system as the foundation of its training,
learning and development. Within Australia, the
VET system is nationally recognised and provides opportunities for full qualifications, skills sets
and units of competency from an array of industry training packages. As noted in the Australian
Qualification Framework (AQF)5
The AQF levels define the relative complexity and depth of achievement and the autonomy
required of graduates to demonstrate that achievement. In the AQF there are 10 levels with level
1 having the lowest complexity and AQF level 10 the highest complexity. The levels are defined by
criteria expressed as learning outcomes.
Knowledge is what a graduate knows and understands. It is described in terms of depth, breadth,
kinds of knowledge and complexity, as follows:

Depth of knowledge can be general or specialised

Breadth of knowledge can range from a single topic to multi-disciplinary area of
knowledge

Kinds of knowledge range from concrete to abstract,

From segmented to cumulative

Complexity of knowledge refers to the combination of kinds, depth and breadth of
knowledge.
5
AQF Second Edition January 2013
http://www.aqf.edu.au/AbouttheAQF/TheAQF/tabid/108/Default.aspx
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Skills are what a graduate can do. Skills are described in terms of the kinds and complexity of
skills and include:

Cognitive and creative skills involving the use of intuitive, logical and critical thinking

Technical skills involving dexterity and the use of methods, materials, tools and
instruments

Communication skills involving written, oral, literacy and numeracy skills

Interpersonal skills and generic skills.
Application of knowledge and skills is the context in which a graduate applies knowledge and
skills. Specifically:
 Application is expressed in terms of autonomy, responsibility and accountability
 The context may range from the predictable to the unpredictable, and the known to the
unknown, while tasks may range from routine to non-routine.
Appendix 9.3 provides generic information about qualifications levels as a guide for the reader.
Full information can be found in the ‘AQF Second Edition January 2013’ (available at
http://www.aqf.edu.au/Portals/0/Documents/2013%20docs/AQF%202nd%20Edition%20January%202013.pdf)
As the skill, knowledge and expertise for delivering on the Areas of Functionality is a
management/ leadership responsibility the Toolkit focus only on qualifications, skill sets or units
of competency found in Certificate IV or higher qualifications.
Information about training packages, qualifications skill sets and units of competency was drawn
from the national data base housed at www.training.gov.au. The Toolkit limits its investigation
to the following training packages as it was felt that this best aligned to the sector’s needs:

CHC08 - Community Services Training Package

BSB07 - Business Services Training Package

FNS10 - Financial Services Training Package

ICT10 - Integrated Telecommunications Training Package

MSS11 - Sustainability Training Package

SIR07 - Retail Services Training Package
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While this Toolkit uses the AQF and identified opportunities from many training packages, it did
so understanding that not all training, learning and development (TL&D) should be accredited.
The greatest advantage of national training packages however is that they do provide a bench
marked standard of what industry deems to be appropriate skills and knowledge.
Organisations investigating their options within the competency framework of the AQF should
look at the described ‘Elements’ and ‘Performance Criteria’ and qualification/unit of
competency descriptors, to determining their relevance to their situation.
As a simple introduction, within competency standards:
 Descriptors, found in both a qualification and a units of competency, reflect the content
and workplace outcome for the qualification or unit. These are written in ways that are
easily understood by industry

Elements define the essential outcomes of a unit of competency, while

Performance Criteria specify the level of performance required to demonstrate
achievement of the Element.
In responding to their gaps, organisations could:




Deliver TL&D using the content of a unit of competency without seeking accreditation.
This options provides potentially greater delivery flexibility and reduced cost
Deliver TL&D that focuses on key components of a unit of competency which will fill a
specific gap. This option ensures reduced cost and delivery time.
Deliver TL&D that clusters components of several units of competency to fill an
identified gap. Again not accredited this allows the best components of competencies
to be used irrespective of the training package from which they come (i.e. retail)
Assess government funding to offset their TL&D costs. Typically government funding
requires co-contribution and is only available for qualifications or nationally recognised
skill sets.
To fill their identified gaps organisations could:



Develop and deliver TL&D in-house using their own staff and facilities
Purchase non-accredited TL&D programs from professional sources including other
agencies
Purchase accredited TL&D from a registered training organisation (RTO)
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Appendix 9.2 shows the ‘Qualification/Skill-Set and Unit of Competency Matrix.
Recognizing the needs of each organisation will be unique, the tables lists possible accredited
qualifications, skills sets and units of competency. Organisations will need to determine what
their gap is and best way in which that gap can be filled. The urgency of how quickly a gap
needs to be filled should also be considered as the volumes of learning for a competency vs. a
skill set vs. qualifications are significantly different.
As each Area of Functionality is independent as well as interdependent, it is recommended that
support providers determine their own priority rating. Rating will assist each support service
provider to sequence their activities to fill perceived gaps while still maintaining the delivery of
their support service.
To assist support service providers investigate and interpret their vocational education and
training needs they could:
 Build their own internal capacity by skilling from the TAE10 - Training and Education
Training Package
 Seek support and advice for either national or state Skills Councils
 Engaging professional service providers to provide focused short term assistance
 Discuss their needs with Registered Training Organisations (RTOs).
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22
Survey Questions:
Instructions for completing the survey:
1. The survey can be completed by an individual, as a group or by multiple people. Where
multiple survey are completed, results can be summarised
2. Using ticks or circles, questions are asked in pairs – one seeking the current situation
and one seeking the perceived importance under DisabilityCare Australia (shown as
NDIS).
3. Once a pair of questions are answered the gap, whether Minor or Major, can be
recorded
4. If desired, the ratio of Minor to Major gaps can be calculated for each Area of
Functionality
5. Each Area of Functionality is identified against each questions using the following key:
Major
Minor
Major
Minor
Major
Major
At present, how effectively do - we understand our Value Proposition?
Minor
CE
Minor
8
Low
In the future NDIS environment, how important is it that - we have a clearly
defined Value Proposition ?
Low
CE
Low
7
Low
At present, how effectively do - our senior management identify ongoing
marketing opportunities?
Low
CE
Low
6
Low
In the future NDIS environment, how important is it that - our senior
management can identify ongoing marketing opportunities ?
Low
CE
Med
5
Med
At present, how effectively do - our senior management manage marketing
and sales management ?
Med
CE
Med
4
Med
In the future NDIS environment, how important is it that - our senior
management are skilled in marketing and sales management?
Med
CE
Med
3
Gap
Med
At present, how effectively do - we understand what business we are in?
High
CE
High
2
High
In the future NDIS environment, how important is it that - we understand
what business we are in?
High
CE
High
1
Answer
Options
High
Question
High
Q#&
Area
CE = Client Engagement
FV = Financial Viability
IT = IT Infrastructure
HR = Human Resource Management
Ri = Risk
I&G = Innovation and Growth
High






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CE
At present, how effectively do - we demonstrate to our customers the
benefits of our product? (NOT the features)
11
CE
In the future NDIS environment, how important is it that - we have a Sales
and Service Plan?
12
CE
At present, how effectively do - we have a Sales and Service Plan?
13
CE
In the future NDIS environment, how important is it that we have
completed a “Moments of Truth” analysis of our customer interactions?
14
CE
At present, how effectively do we complete a “Moments of Truth” analysis
of our customer interactions?
15
CE
In the future NDIS environment, how important is it that - we have
recording and follow-up procedures for the sales process?
16
CE
At present, how effectively do we have recording and follow-up procedures
for the sales process ?
17
CE
18
CE
19
CE
In the future NDIS environment, how important is it that - there are written
and monitored plans for the CEO, managers and supervisors to model the
attitudes and actions required to meet a strong customer service ethic ?
At present, how effectively do we write and monitor plans for the CEO,
managers and supervisors to model the attitudes and actions required to
meet a strong customer service ethic ?
In the future NDIS environment, how important is it that we enable staff to
experience what the customer experiences ?
20
CE
At present, how effectively do we enable staff to experience what the
customer experiences ?
21
CE
In the future NDIS environment, how important is it that we
empower/involve staff to build a customer service plan and act on it ?
22
CE
At present, how effectively do we empower/involve staff to build a
customer service plan and act on it ?
23
CE
In the future NDIS environment, how important is it that we recognise and
reward the right attitudes and actions ?
High
Med
Low
24
CE
At present, how effectively do we recognise and reward the right attitudes
and actions ?
Med
Low
23
Major
Minor
Low
Major
Major
Major
Minor
Major
Major
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Med
Med
Med
Med
Med
Med
Med
Med
Med
Major
Minor
Low
Low
Med
Med
High
High
High
High
High
High
High
High
High
High
High
Major
Low
Low
Med
Med
High
High
Minor
Low
In the future NDIS environment, how important is it that - we demonstrate
to our customers the benefits of our product? (NOT the features)
Med
CE
High
9
High
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CE
27
CE
28
CE
29
CE
In the future NDIS environment, how important is it that we have plain
language contracts for customers/clients, parents, brokers and nominees ?
30
CE
At present, how effectively do - we have plain language contracts for
customers/clients, parents, brokers and nominees ?
31
CE
In the future NDIS environment, how important is it that we conduct
customer/client exit surveys and analyse trends for change ?
32
CE
At present, how effectively do we conduct customer/client exit surveys and
analyse trends for change?
33
CE
Provision for open text comments:
34
FV
In the future NDIS environment, how important is it that we have a long
term financial strategy (3 to 5 years) ?
35
FV
At present, how effectively do we use a long term financial strategy (3 to 5
years)?
36
FV
In the future NDIS environment, how important is it that prior to the start of
the year, we prepare an Annual Budget?
High
Med
Low
37
FV
At present, how effectively do we prepare an Annual Budget prior to the
start of the year?
Med
Low
24
Major
Minor
Low
Major
Minor
Major
Major
Low
Minor
Low
Low
Minor
Low
Med
Med
Med
Med
Med
Major
Minor
Low
Low
Med
Med
High
High
High
High
High
High
High
Major
Low
Low
Med
Med
High
High
Minor
Low
26
In the future NDIS environment, how important is it that - we have a
Customer Relationship Management (CRM) system that:
1. records and tracks prospects ?
2. records personal details ?
3. records plan details and goals ?
4. reports outcomes as per legislation ?
5. identifies customer and product profitability ?
6. is used productively by staff & management ?
At present, how effectively does - our Customer Relationship Management
(CRM) system:
1. record and track prospects ?
2. record personal details ?
3. record plan details and goals ?
4. report outcomes as per legislation ?
5. identify customer and product profitability ?
6. get used productively by staff & management ?
In the future NDIS environment, how important is it that - our brochures
and other marketing materials are written in plain English and convey the
value proposition we offer ?
At present, how effectively do our brochures and other marketing materials
convey our value proposition in plain English ?
Med
CE
High
25
High
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Major
Minor
Low
Low
Major
Minor
Major
Minor
Major
Minor
Major
Minor
Major
Minor
Major
Minor
Major
Minor
Minor
Major
Minor
Major
In the future NDIS environment, how important is it that we use an aged
debtor report?
Low
FV
Low
56
Low
At present, how effectively do we complete variance analysis reports?
Low
FV
Low
55
Low
In the future NDIS environment, how important is it that we complete
variance analysis reports?
Low
FV
Low
54
Low
FV
Low
53
In the future NDIS environment, how important is it that we have monthly
Profit and Loss reporting comparing monthly and Year-To-Date actual to
budget data?
At present, how effectively do we have monthly Profit and Loss reporting
comparing monthly and Year-To-Date actual to budget data?
Low
FV
Low
52
Low
At present, how effectively do we calculate a total cost per individual
support plan?
Low
FV
25
Low
51
Low
In the future NDIS environment, how important is it that we have a system
to calculate a total cost per individual support plan?
Low
FV
Med
50
Med
At present, how effectively do we identify the marginal cost of servicing a
customer?
Med
FV
Med
49
Med
In the future NDIS environment, how important is it that we can identify the
marginal cost of servicing a customer ?
Med
FV
Med
48
Med
At present, how effectively do we identify our break-even point of sales?
Med
FV
Med
47
Med
In the future NDIS environment, how important is it that we can identify our
break-even point of sales?
Med
FV
Med
46
Med
At present, how effectively do we identify the fixed and variable costs for
each product/service we offer?
Med
FV
Med
45
Med
In the future NDIS environment, how important is it that we are able to list
the fixed and variable costs for each product/service we offer?
Med
FV
Med
44
High
At present, how effectively do we understand the impact of a change in
debtor payment terms on our business?
High
FV
High
43
High
In the future NDIS environment, how important is it that we understand the
impact of a change in debtor payment terms on our business?
High
FV
High
42
High
At present, how effectively do we know our working capital requirements?
High
FV
High
41
High
In the future NDIS environment, how important is it that we know our
working capital requirements?
High
FV
High
40
High
At present, how effectively do we prepare a cash flow forecast as part of our
budgeting process?
High
FV
High
39
High
In the future NDIS environment, how important is it that we prepare a cash
flow forecast as part of our budgeting process ?
High
FV
High
38
High
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Low
Major
Minor
Low
Low
Major
Minor
Low
Major
Minor
Major
Minor
Major
Minor
Major
Minor
Minor
Major
Minor
Major
IT
Low
73
Low
IT
Low
72
Low
IT
Low
71
Low
IT
Low
70
In the future NDIS environment, how important is it that our IT
infrastructure integrates all of the following functions: 1. NDIS reporting
requirements 2. CRM system 3. Monthly Profit/ Loss & Balance Sheet 4.
Payroll system 5. Billing system
At present, how effectively does our IT infrastructure integrate all of the
following functions: 1. Governance reporting requirements 2. CRM system
3. Monthly Profit/ Loss & Balance Sheet 4. Payroll system 5. Billing system
In the future NDIS environment, how important is it tha we have annual
plans in place to ensure trained staff are available to maintain systems ? or
we have a contract with our system provider to meet all maintenance needs
for 1 to 3 years ?
At present, how effectively do we have annual plans in place to ensure
trained staff are available to maintain systems ? or we have a contract with
our system provider to meet all maintenance needs for 1 to 3 years ?
In the future NDIS environment, how important is it that all of our
services/sites/employees have immediate access to our IT interface ?
Low
IT
Low
69
26
Low
Provision for open text comments
Low
FV
Low
68
Med
At present, how effectively do we utilise a 3 year Facilities/Asset
Management Plan?
Med
FV
Med
67
Med
In the future NDIS environment, how important is it that there is a 3 year
Facilities/Asset Management Plan in place?
Med
FV
Med
66
Med
FV
Med
65
In the future NDIS environment, how important is it that our organisation is
able to undertake a cost/benefit analysis for capital management purposes
?
At present, how effectively is our organisation able to undertake a
cost/benefit analysis for capital management purposes?
Med
FV
Med
64
Med
At present, how effectively does our organisation target a debt equity ratio
?
Med
FV
Med
63
Med
In the future NDIS environment, how important is it that our organisation
has a target debt:equity ratio?
Med
FV
Med
62
High
At present, how effectively can our organisation raise capital?
High
FV
High
61
High
In the future NDIS environment, how important is it that our organisation
can raise capital?
High
FV
High
60
High
At present, how effectively do we have detailed and appropriate debt
collection procedures?
High
FV
High
59
High
In the future NDIS environment, how important is it that we have detailed
and appropriate debt collection procedures?
High
FV
High
58
High
At present, how effectively do we use an aged debtor report?
High
FV
High
57
High
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75
IT
In the future NDIS environment, how important is it that we investigate or
re-assess our IT needs regularly and systematically?
76
IT
At present, how effectively do we investigate or re-assess our IT needs
regularly and systematically?
77
IT
Provision for open text comments
78
HR
In the future NDIS environment, how important is it that we forecast future
staff needs?
79
HR
At present, how effectively do we forecast future staff needs?
80
HR
In the future NDIS environment, how important is it that every position has
a standard Position Description Document?
81
HR
At present, how effectively does every position have a standard Position
Description Document?
82
HR
83
HR
In the future NDIS environment, how important is it that every position has
a standardised recruitment process including selection criteria for
recruitment interviews ?
At present, how effectively does every position have a standardised
recruitment process including selection criteria for recruitment interviews?
84
HR
In the future NDIS environment, how important is it that we have
completed a skills gap analysis for our workforce?
85
HR
At present, how effectively do we complete a skills gap analysis for our
workforce ?
86
HR
In the future NDIS environment, how important is it that we understand
what options are available for bridging the skills gaps?
87
HR
At present, how effectively do we understand what options are available for
bridging the skills gaps?
88
HR
In the future NDIS environment, how important is it that each employee has
a career path plan?
89
HR
At present, how effectively does each employee have a career path plan?
90
HR
In the future NDIS environment, how important is it that - performance
management feedback is given frequently and both verbally and in writing?
High
Med
Low
91
HR
At present, how effectively is performance management feedback given
frequently and both verbally and in writing?
Med
Low
Major
Minor
Low
Major
Major
Major
Minor
Major
Major
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Med
Med
Med
Med
Med
Med
Med
Med
Med
Major
Minor
Low
Low
Med
Med
High
High
High
High
High
High
High
High
High
High
High
Major
Low
Low
Med
Med
High
High
Minor
Low
Med
High
27
Low
At present, how effectively do all of our services/sites/employees have
immediate access to our IT interface ?
Med
IT
High
74
High
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Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
93
HR
At present, how effectively do staff communication and motivation activities
occur regularly?
94
HR
In the future NDIS environment, how important is it that we regularly
complete an Employee Attitude Survey?
95
HR
At present, how effectively do we regularly complete an Employee Attitude
Survey?
96
HR
97
HR
In the future NDIS environment, how important is it that we have an
employee self-service payroll system ? (i.e. inputting timesheets and asking
information)
At present, how effectively do we have an employee self-service payroll
system? (i.e. inputting timesheets and asking information)
98
HR
In the future NDIS environment, how important is it that we ensure the
payroll system meets audit requirements?
99
HR
At present, how effectively do we ensure the payroll system meets audit
requirements?
100
HR
In the future NDIS environment, how important is it that non-financial
reward and recognition programs are implemented?
101
HR
At present, how effectively do we utilise non-financial reward and
recognition programs?
102
HR
In the future NDIS environment, how important is it that we ensure our
employee benefits are competitive?
103
HR
At present, how effectively do - we ensure our employee benefits are
competitive?
104
HR
Provision for open text comments
105
Ri
In the future NDIS environment, how important is it that our organisation
has a Workplace, Health & Safety manual?
106
Ri
At present, how effectively does our organisation utilise a Workplace,
Health & Safety manual?
107
Ri
In the future NDIS environment, how important is it that we have a risk
matrix including major WHS risks and preventative actions?
High
Med
Low
108
Ri
At present, how effectively do we utilise a risk matrix including major WHS
risks and preventative actions
Med
Low
28
Major
Minor
Low
Major
Major
Major
Minor
Major
Major
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Med
Med
Med
Med
Med
Med
Med
Med
Med
Major
Minor
Low
Low
Med
Med
High
High
High
High
High
High
High
High
High
High
High
Major
Low
Low
Med
Med
High
High
Minor
Low
In the future NDIS environment, how important is it that staff
communication and motivation activities are scheduled monthly?
Med
HR
High
92
High
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110
Ri
At present, how effectively are staff able to report behaviours of concern?
111
Ri
In the future NDIS environment, how important is it that our workers
compensation policy is reviewed regularly?
112
Ri
At present, how effectively do we review our workers compensation policy?
113
Ri
In the future NDIS environment, how important is it that our organisation
meets appropriate Quality Assurance (QA) standards?
114
Ri
At present, how effectively does our organisation meet appropriate Quality
Assurance (QA) standards
115
Ri
In the future NDIS environment, how important is it that our organisation
has a fully documented and appropriate Complaints Handling process?
116
Ri
At present, how effectively does our organisation utilise a fully documented
Complaints Handling process?
117
Ri
In the future NDIS environment, how important is it that - we have a written
policy for Staff Grievance issues?
118
Ri
At present, how effectively do we utilise a written policy for Staff Grievance
issues?
119
Ri
In the future NDIS environment, how important is it that staff members are
advised of the Staff Grievance procedures?
120
Ri
At present, how effectively do we advise staff members of the Staff
Grievance procedures?
121
Ri
In the future NDIS environment, how important is it that our Privacy policy
meets legislative requirements ?
122
Ri
At present, how effectively does our Privacy policy meet legislative
requirements?
123
Ri
124
Ri
In the future NDIS environment, how important is it that our organisation
has adequate & comprehensive insurance against the variety of business
risks faced?
At present, how effectively does our organisation have adequate &
comprehensive insurance against the variety of business risks faced?
125
Ri
In the future NDIS environment, how important is it tha our insurance/s
review process is robust and regular ?
High
Med
Low
126
Ri
At present, how effectively do we robustly and regularly review our
insurance/s?
Med
Low
29
Major
Minor
Low
Major
Major
Major
Major
Minor
Major
Major
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Med
Med
Med
Med
Med
Med
Med
Med
Med
Med
Med
Major
Minor
Low
Low
Med
Med
High
High
High
High
High
High
High
High
High
High
High
High
High
Major
Low
Low
Med
Med
High
High
Minor
Low
In the future NDIS environment, how important is it that we have a staff
reporting process for behaviours of concern?
Med
Ri
High
109
High
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Ri
At present, how effectively do we utilise our Incident reporting process?
29
Ri
In the future NDIS environment, how important is it that we have a fraud
control plan?
130
Ri
At present, how effectively do we utilise a fraud control plan?
131
Ri
Provision for open text comments
132
I&
G
In the future NDIS environment, how important is it that Board Members
provide clear strategic guidance to management?
133
I&
G
At present, how effectively do Board Members provide clear strategic
guidance to management ?
134
I&
G
In the future NDIS environment, how important is it that the Board monitors
and reviews the progress of the strategy ?
135
I&
G
At present, how effectively does the Board monitor and review the progress
of the strategy ?
136
I&
G
In the future NDIS environment, how important is it that our organisation
has a 3 year Strategic Plan and 3 x 1 year Business Plans?
137
I&
G
At present, how effectively does our organisation utilise a 3 year Strategic
Plan and 1 year Business Plans ?
138
I&
G
In the future NDIS environment, how important is it that the strategic plan is
well communicated across the organisation?
139
I&
G
At present, how effectively is the strategic plan communicated across the
organisation?
140
I&
G
In the future NDIS environment, how important is it that our organisation
monitors developments and innovations within our industry?
141
I&
G
At present, how effectively does our organisation monitor developments
and innovations within our industry?
High
142
I&
G
High
Med
Low
143
I&
G
In the future NDIS environment, how important is it that we make it easy for
our customers to talk to us (provide feedback for continuous improvement)
?
At present, how effectively do we make it easy for our customers to talk to
us (provide feedback for continuous improvement)?
Med
Low
30
Major
Minor
Low
Major
Major
Major
Minor
Major
Major
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Low
Minor
Low
Med
Med
Med
Med
Med
Med
Med
Med
Med
Major
Minor
Low
Low
Med
Med
High
High
High
High
High
High
High
High
High
High
Major
Low
Low
Med
Med
High
High
Minor
Low
In the future NDIS environment, how important is it that we have a welldocumented Incident reporting process?
Med
Ri
High
127
High
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145
I&
G
At present, how effectively do we make it easy for our staff to provide
business improvement suggestions?
146
I&
G
147
I&
G
In the future NDIS environment, how important is it that we have a
standardised process for assessing market opportunities and business
development?
At present, how effectively do we utilise a standardised process for
assessing market opportunities and business development?
148
I&
G
In the future NDIS environment, how important is it that we conduct regular
reviews of our major competitors?
149
I&
G
At present, how effectively do we conduct regular reviews of our major
competitors?
150
I&
G
In the future NDIS environment, how important is it that we are able to
capture productivity benefits as we progress down the experience curve?
High
Med
Low
151
I&
G
At present, how effectively do we capture productivity benefits as we
progress down the experience curve?
Med
Low
152
I&
G
Provision for open text comments
31
Major
Minor
Low
Minor
Major
Minor
Major
Low
Low
Med
Med
Med
High
High
High
Major
Low
Low
Med
Med
High
High
Minor
Low
In the future NDIS environment, how important is it that we make it easy for
our staff to provide business improvement suggestions?
Med
I&
G
High
144
High
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9
32
Appendices
9.1 Business Model
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9.2 Qualifications/Skill-Sets and Units of Competency Matrix
The following tables provide a method by which organisations, knowing their organisational
gaps, can investigate qualification, skill sets or units of competency. Full detail for any
qualification, skill set or unit of competency can be found by searching the national code via the
search options ‘Nationally recognised training’ at www.training.gov.au
Customer Engagement:
Customer Engagement is fundamentally about a customer’s voluntary, ongoing interaction with
an organisation and its products or services for the purpose of mutual value creation. To ensure
organisational sustainability it therefore requires both the purchaser and the supplier to benefit.
Key features are shown in the following table.
The actual strategies used to implement these components will vary, based on factors such as
the mode of communication with customers, the nature of the good or service provided, and
the corporate culture of the business itself.
Relevant Qualification(s)
Certificate IV

BSB41307 - Certificate IV in Marketing
Diploma

BSB51207 - Diploma of Marketing
Advanced Diploma

BSB60507 - Advanced Diploma of Marketing
Grad. Certificate

No appropriate qualification found
Graduate Diploma

No appropriate qualification found

No appropriate skill set identified
Relevant Skill Set(s)
1.
Customer Service Plan

The application of business and organisational processes, products and services to support customer enquiries and
meet customer needs within legislative requirements.
Units of Competency:
Certificate IV

MSS405005A Manage competitive systems and practices responding to individual and
unique customer orders

BSBCUS402B Address customer needs
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2.

BSBCUS403B - Implement customer service standards

BSBCUS401B - Coordinate implementation of customer service strategies
Diploma

BSBCUS501A Manage quality customer service
Advanced Diploma

BSBCCO602B Manage customer contact information

BSBCCO601B Optimise customer contact operations

BSBMKG608A - Develop organisational marketing objectives

BSBMKG610A - Develop, implement and monitor a marketing campaign

BSBCCO604B - Develop and maintain a service level strategy
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
34
Integrated marketing, promotional and sales activities – includes both strategic and operational activities

Knowledge and application of marketing and selling principles and practices in order to identify and actively respond
to customer requirements and expectations, including Market and Customer Research methodologies, defining Value
Proposition/s and the design and development of supporting materials.

Communication / delivery of the organisation's corporate messages effectively, consistently and at the right time, in
order to meet the organisation's business needs and to preserve / enhance its reputation.
Units of Competency:
Certificate IV
Diploma

BSBMKG401B Profile the market

BSBREL402A Build client relationships and business networks

BSBMKG413A Promote products and services

BSBSLS407A Identify and plan sales prospects

BSBSLS408A Present, secure and support sales solutions

BSBMKG414B - Undertake marketing activities

CHCCOM504B Develop, implement and promote effective workplace communication

BSBATSIW514C Represent your organisation

BSBMKG523A - Design and develop an integrated marketing communication plan

BSBMKG503A - Develop a marketing communications plan

BSBMKG502B - Establish and adjust the marketing mix

BSBMKG501B - Identify and evaluate marketing opportunities

BSBMKG514A - Implement and monitor marketing activities
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
BSBMKG609A - Develop a marketing plan

CHCORG615D Promote the organisation

BSBMKG402B - Analyse consumer behaviour for specific markets

BSBMKG603B - Manage the marketing process

BSBCCO605B - Develop and maintain a customer contact marketing strategy
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Advanced Diploma
3.
35
Customer Information Systems

The overall management of customer information as a fundamental business resource to ensure that the objectives of
the business are met and users are able to access easily the knowledge and information they need to do their jobs.

Integrate different IT systems or components so that they will work together to create operational systems.
Units of Competency:

BSBCUS401B Coordinate implementation of customer service strategies

MSS405033A Optimise office systems to deliver to customer demand
Diploma

BSBINM501A Manage an information or knowledge management system
Advanced Diploma

BSBCCO606B Forecast and plan using customer contact traffic information analysis

BSBCCO602B Manage customer contact information
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Certificate IV
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Financial Viability:
Financial Viability investigates the ability of the organisation to generate sufficient income to
meet its operating expenses and its financial obligations and goals. Such viability provides the
potential for future growth allowing the organisation to achieve its short to mid-term operating
objectives while fulfilling its stated mission over the long term.
Relevant Qualification(s)

FNS41811 - Certificate IV in Financial Services

FNS40611 - Certificate IV in Accounting
Diploma

FNS50210 - Diploma of Accounting
Advanced Diploma

FNS60210 - Advanced Diploma of Accounting
Grad. Certificate

No appropriate qualification found

BSBSS00018 - Small Business Financial Management Skill Set
Certificate IV
Relevant Skill Set(s)
1.
Financial Strategy:

Develop financial strategy to optimise the outcomes for the organisation and reduce risk.
Units of Competency:
2.
Certificate IV

No appropriate unit identified
Diploma

No appropriate unit identified
Advanced Diploma

FNSACC610A - Develop and implement financial strategies
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Financial Planning

Including, budgeting, cash flow forecasting, assets requirements/utilisation, working capital and the development and
manage of Cost Centre budgets

The translation of planning, programming and commercial decisions into specific projected financial plans and budgets
for prescribed periods of time

Use understanding of the wider financial perspective to ensure that proposals fit with the desired financial direction of
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the business and adverse effects are avoided / mitigated
Units of Competency
3.
Certificate IV

BSBATSIM414C Oversee the organisation's annual budget
Diploma

BSBMGT503A - Prepare budgets and financial plans
Advanced Diploma

CHCADMIN604B Manage the finances, accounts and resources of an organisation
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Financial Management, Control Reporting

Analyse and interpret financial data in order to support business decision making and the achievement of performance
targets

Develop and manage processes for recording financial transactions which meet the needs of the business user and the
organisation

Develop financial policies/ procedures to meet legislative and business needs.

Internal and external auditing

Aged debtor control

Financial reporting ‘Actual vs Plan’

Manage financial activities
Units of Competency:
Certificate IV
Diploma

BSBFIA401A - Prepare financial reports

BSBFIA402A - Report on financial activity

BSBCMN408A - Report on financial activity

FNSBKG402A - Establish and maintain a cash accounting system

FNSBKG403A - Establish and maintain an accrual accounting system

FNSACC406A - Set up and operate a computerised accounting system

FNSICORG502B Manage a budget

FNSACC503A Manage budgets and forecasts

BSBFLM513A - Manage budgets and financial plans within the work team

BSBFIM501A - Manage budgets and financial plans

FNSACC505A - Establish and maintain accounting information systems

FNSACC507A - Provide management accounting information
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Advanced Diploma
Grad. Certificate
Graduate Diploma
4.

CHCADMIN604B Manage the finances, accounts and resources of an organisation

FNSACC613A Prepare and analyse management accounting information

FNSORG602A Develop and manage financial systems

FNSRSK601A Develop and implement risk mitigation plan

AHCAGB605A Manage business capital

FNSORG602A - Develop and manage financial systems

FNSACC609A - Evaluate financial risk

FNSACC613A - Prepare and analyse management accounting information

CHCADMIN604B Manage the finances, accounts and resources of an organisation

SIRWFIN002A Manage debtor processes

BSBFIM701A - Manage financial resources

No appropriate unit identified
38
Financial Decision Making

Use a range of financial analysis tools to assess the viability of, and risk to, an organisation. Tools necessary for informed
financial decision making might include:

marginal costs templates

fixed and variable cost template

product/service costing and sale price template

break-even point template

accounting analysis formulas
Units of Competency:
Certificate IV

MSS402031A Interpret product costs in terms of customer requirements
Diploma

No appropriate unit identified
Advanced Diploma

FNSACC608A - Evaluate organisation's financial performance
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
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39
IT Infrastructure
This Area of Functionality investigates the ability of the organisation’s IT systems to meet
stakeholder expectations (both internal and external), operational needs and reporting
requirements.
Relevant Qualification(s)

ICA40111 - Certificate IV in Information Technology

BSB41607 - Certificate IV in Purchasing
Diploma

ICA50111 - Diploma of Information Technology
Advanced Diploma

No appropriate qualification found
Grad. Certificate

No appropriate qualification found
Graduate Diploma

No appropriate qualification found

PSPSS00023 - Foundation Procurement Skill Set

ICTSS00001 - ICT Sustainability Planning and Designing Skill Set
Certificate IV
Relevant Skill Set(s)
1.
IT Infrastructure planning, design and Quality Assurance

Including consideration of

IT needs by function, delivery site, end user

Organisational growth

Contingencies and sustainability

Required types of infrastructure and their integration
Units of Competency:
Certificate IV

No appropriate unit identified
Diploma

ICAICT511A Match IT needs with the strategic direction of the enterprise

ICTTEN6206A Produce an ICT network architecture design
Advanced Diploma

ICTTEN6206A Produce an ICT network architecture design
Grad. Certificate

No appropriate unit identified
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Graduate Diploma
2.

40
No appropriate unit identified
IT purchasing and contract management (initial and ongoing)

Manage the specification, sourcing and purchasing of IT capability relevant to the delivery of their service
Units of Competency
3.
Certificate IV

BSBPUR401B - Plan purchasing
Diploma

PSPPROC511 Plan and implement strategic sourcing

BSBPUR501C - Develop, implement and review purchasing strategies
Advanced Diploma

No appropriate unit identified
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
IT maintenance, management, compliance and integration??

Identification and management of commercial supplier relationships to ensure effective delivery of service provision
relevant to the organisations current and future needs.

The ability to identify and manage external suppliers to ensure successful delivery and use of products and service.
Units of Competency:
Certificate IV

No appropriate unit identified
Diploma

No appropriate unit identified
Advanced Diploma

No appropriate unit identified
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
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Human Resource Management
HRM activities, which can be both strategic and operational, include:

Staff attraction, selection and engagement (i.e. employer of choice, staff value
proposition, selection processes)

Retention (i.e. perceived staff value, training and development, engagement)

Motivation (i.e. staff development and progression, reward and recognition,
performance management )

Workforce planning, policy development and industrial relations management
HRM also overseeing organisational leadership and culture, and the organisation’s ongoing
compliance with employment and labour laws.
Relevant Qualification(s)

BSB41013 - Certificate IV in Human Resources

TAE40110 - Certificate IV in Training and Assessment

BSB50613 - Diploma of Human Resources Management

TAE50211 - Diploma of Training Design and Development

TAE50111 - Diploma of Vocational Education and Training
Advanced Diploma

No appropriate qualification found
Grad. Certificate

TAE70210 - Vocational Graduate Certificate in Management (Learning)
Graduate Diploma

TAE80210 - Vocational Graduate Diploma of Management (Learning)

CHC08 Workforce Planning Skill Set

BSBSS00026 - Workforce Development Implementation Skill Set

BSBSS00027 - Workforce Planning and Development Skill Set

CHCSS00056 - Workforce Planning Skill Set
Certificate IV
Diploma
Relevant Skill Set(s)
1.
Staff attraction, selection and engagement:

Design and develop appropriate attraction, selection and engagement policies, procedures and practices to ensure the
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selection of the best possible staff
Units of Competency:

BSBHRM402A Recruit, select and induct staff

BSBHRM405A - Support the recruitment, selection and induction of staff

BSBHRM506A Manage recruitment selection and induction processes

BSBATSIM514A - Recruit and induct staff
Advanced Diploma

CHCORG605B Manage human resources in a community sector organisation
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Certificate IV
Diploma
2.
Staff retention including:

Perceived staff value (able to be heard, aligned vision and values)

Training, Learning and Development

Staff engagement
Units of Competency
3.
Certificate IV

No appropriate unit identified
Diploma

No appropriate unit identified
Advanced Diploma

CHCORG605B Manage human resources in a community sector organisation
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Motivation:

Opportunities for staff development and progression

Reward and recognition

Managing and improving staff via performance management
Units of Competency:
Certificate IV

BSBHRM403B - Support performance-management processes
Diploma

BSBHRM505B Manage remuneration and employee benefits

BSBHRM512A - Develop and manage performance-management processes
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4.
Advanced Diploma

CHCORG605B Manage human resources in a community sector organisation
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
43
Workforce planning, policy development and IR management

Utilises a range of tools and management information to forecast demand levels ensuring effective/efficient management of
resources whilst responding instantly to real-time changes in demand to ensure customer service

Develop and maintain policies and procedures to support appropriate HRM practice

Manage staff in accordance with legislative requirements.
Units of Competency:

BSBHRM404A - Review human resources functions

BSBWRK411A - Support employee and industrial relations procedures

BSBHRM513A Manage workforce planning

BSBWRK510A Manage employee relations

PSPHR504A Implement workforce planning and succession strategies

BSBHRM502A - Manage human resources management information systems

CHCORG605B Manage human resources in a community sector organisation

BSBCCO606B Forecast and plan using customer contact traffic

PSPMNGT603B Facilitate people management

BSBHRM602B - Manage human resources strategic planning
Grad. Certificate

BSBLED710A - Develop human capital
Graduate Diploma

CHCMGT802C Manage policy development
Certificate IV
Diploma
Advanced Diploma
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Risk Management
Risk Management is the identification, assessment, and prioritization of the effect of uncertainty
on organisational objectives, whether positive or negative. It includes the coordinated and
economical application of resources to minimize, monitor, and control the probability and/or
impact of unfortunate events or to maximize the realization of opportunities.
Relevant Qualification(s)
Certificate IV

No appropriate qualification found
Diploma

FNS60811 Advanced Diploma of Integrated Risk Management
Advanced Diploma

FNS60811 Advanced Diploma of Integrated Risk Management
Grad. Certificate

No appropriate qualification found
Graduate Diploma

No appropriate qualification found

MSSSS00006 - SS6 Reduce sustainability risk
Relevant Skill Set(s)
1.
Identification, interpretation and integration of regulations, standards and legislation across all organisational activities.

Develop implement and maintain systems, policies, procedures and practices that ensure identification, interpretation
and integration of required legislation and standards.
Units of Competency:

BSBSMB401A Establish legal and risk management requirements of small Business

BSBRSK401A - Identify risk and apply risk management processes

BSBRSK501B Manage risk

CHCINF505D - Meet statutory and organisation information requirements
Advanced Diploma

No appropriate unit identified
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Certificate IV
Diploma
2.
Internal policies, procedures and practices that ensure organisational compliance and risk mitigation

Embedding of an enterprise risk management culture in the organisation to maximise the strategic outcomes
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
45
Influencing organisational culture and providing strategic direction
Units of Competency

VUAU091 Manage environmentally sustainable work practices

BSBMGT403A - Implement continuous improvement

BSBSUS301A - Implement and monitor environmentally sustainable work practices

BSBWHS401A - Implement and monitor WHS policies, procedures and programs to meet
legislative requirements

ICASAD503A - Minimise risk of new technologies to business solutions

BSBOHS404B - Contribute to the implementation of strategies to control OHS risk

BSBWHS404A - Contribute to WHS hazard identification, risk assessment and risk control

BSBRSK401A - Identify risk and apply risk management processes

PSPGOV417A Identify and treat risk

CHCCS513C Maintain an effective community sector work environment

BSBMGT507A Manage environmental performance

BSBOHS505B Manage hazards in the work environment

BSBATSIM505C Control organisational finances

BSBCUS501C Manage quality customer service

BSBRSK501B Manage risk

BSBWHS503A - Contribute to the systematic management of WHS risk

BSBRSK501B - Manage risk

PSPGOV517A Coordinate risk management

PSPMNGT608B Manage risk

ICAICT610A Manage copyright, ethics and privacy in an IT environment

CHCORG619D Manage quality of organisation's service delivery outcomes

BSBWHS603A - Implement WHS risk management
Grad. Certificate

PSPMNGT704A Undertake enterprise risk management
Graduate Diploma

No appropriate unit identified
Certificate IV
Diploma
Advanced Diploma
3.
Quality Management including quality planning, quality control, quality assurance and quality improvement.

Ensure that quality management is embedded in the culture of the organisations and is appropriate resourced and
planned

Ensure quality planning processes are designed, implemented and monitor to ensure consistency of organisational
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
46
activities

Ensure quality control practices meet the stated quality outcomes sought by the organisation in all its activities

Ensure quality performance results are used to used identify opportunities for quality improvement through issue
investigation, process improvement or process redesign

Understand, consider and manage the impact of human capital on quality management outcomes
Units of Competency:

CHCORG423C - Maintain quality service delivery

MSS402051A - Apply quality standards
Diploma

SIRXQUA006A Benchmark and continuously improve operational quality
Advanced Diploma

CHCORG619D - Manage quality of organisation's service delivery outcomes
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Certificate IV
4.
Ethics Management across all organisational activities including:

Set, implement, apply and monitor ethical standards appropriate to the organisation.

Ensure that ethical issues within the organisation are understood and uphold in all organisational activities including:

the rights and duties between a company and its employees, suppliers, customers and the community,

the fiduciary responsibility to its stakeholders
Units of Competency:
Certificate IV

CHCCS400C Work within a relevant legal and ethical framework
Diploma

CHCCS502C Maintain legal and ethical work practices
Advanced Diploma

No appropriate unit identified
Grad. Certificate

PSPETHC701A Lead and influence ethical practice in the public sector (modification
required)
Graduate Diploma

No appropriate unit identified
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
47
Innovation and Growth
This Area of Functionality covered two components. Innovation is the development of new
value through solutions that meet new requirements, unarticulated needs, or old customer and
market needs in value adding new ways. Business Growth is the process of improving some
measure of an organisation’s success. Growth can be achieved either by boosting the top line or
revenue with greater product sales or service income, or by minimizing costs or a combination
of the two.
Relevant Qualification(s)

BSB41910 - Certificate IV in Business (Governance)

BSB40907 - Certificate IV in Governance
Diploma

BSB50710 - Diploma of Business (Governance)
Advanced Diploma

No appropriate qualification found
Grad. Certificate

No appropriate qualification found
Graduate Diploma

No appropriate qualification found

BSBSS00011 - Key Management Skill Set

BSBSS00008 - Innovation Leadership Skill Set

BSBSS00009 - Innovation Practice Skill Set

BSBSS00014 - Managing Innovation Skill Set

BSBSS00007 - Governance Induction Skill Set

CHCSS00025 - Governance skill set
Certificate IV
Relevant Skill Set(s)
1.
Board & Executive Leadership & Organisational Culture including:

The vision for the organisation is appropriately set

Culture – designed, managed and monitored throughout all the organisation’s activities

Appropriate internal and external communication delivers the organisation’s vision and supports it culture

Appropriate governance arrangement are designed, implemented, performed and reviewed in accordance with
stakeholder expectations

The organisation’s leadership activity monitors its performance and seeks opportunities for improvement
Units of Competency:
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
2.
Certificate IV

No appropriate unit identified
Diploma

CHCCOM504B Develop, implement and promote effective workplace communication
Advanced Diploma

CHCMGT601B - Contribute to effective governance in the community sector
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
48
Strategy development, monitoring and communication

Monitor developments and innovation within the industry

Design appropriate organisational strategy

Monitor organisational performance against implemented strategy making corrections where needed

Ensure the organisation’s strategy is communicated and understood to the organisation’s key stakeholders
Units of Competency:
3.
Certificate IV

No appropriate unit identified
Diploma

SIRXQUA005A Maintain operational quality and productivity

SFILEAD501C Develop and promote industry knowledge

SFILEAD502C Shape strategic thinking
Advanced Diploma

No appropriate unit identified
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Innovation

Opportunities for innovation are identified, priorities and appropriately resourced. This includes:

the development of new value through solutions that meet new requirements, unarticulated needs, old
customer and new markets.

the development of more effective products, processes, services, technologies, or ideas
Units of Competency:
Certificate IV

BSBMGT406A - Plan and monitor continuous improvement
Diploma

BSBINN501A - Establish systems that support innovation

CHCORG501B - Facilitate workplace change and innovation

BSBATSIM421A - Support a positive and culturally appropriate workplace culture
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia

BSBINN502A Build and sustain an innovative work environment
Advanced Diploma

BSBMGT608C - Manage innovation and continuous improvement
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
49
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Areas of Functionality – A Self-Assessment Toolkit
for Disability Support Service Providers Operating Under DisabilityCare Australia
50
9.3 AQF – Qualification Level 4 to Level 8
Level
Level 4
Level 5
Level 6
Level 7
Level 8
Summary
Graduates at this level
will have theoretical
and practical
knowledge and skills
for specialised and/or
skilled work and/or
further learning
Graduates at this level
will have specialised
knowledge and skills
for
skilled/paraprofessiona
l work and/or further
learning
Graduates at this level
will have broad
knowledge and skills
for
paraprofessional/highl
y skilled work and/or
further learning
Graduates at this level
will have broad and
coherent knowledge
and skills for
professional work
and/or further learning
Graduates at this level
will have advanced
knowledge and skills
for professional/highly
skilled work and/or
further learning
Knowledge
Graduates at this level
will have broad factual,
technical and some
theoretical knowledge
of a specific area or a
broad field of work and
learning
Graduates at this level
will have technical and
theoretical knowledge in
a specific area or a
broad field of work and
learning
Graduates at this level
will have broad
theoretical and
technical knowledge
of a specific area or a
broad field of work
and learning
Graduates at this level
will have broad and
coherent theoretical
and technical
knowledge with depth
in one or more
disciplines or areas of
practice
Graduates at this level
will have advanced
theoretical and
technical knowledge in
one or more disciplines
or areas of practice
Skills
Graduates at this level
will have a broad range
of cognitive, technical
and communication
skills to select and
apply a range of
methods,
tools, materials
and information
to:
• complete routine
and non-routine
activities
• provide
and
transmit solutions
to a variety of
predictable and
sometimes
unpredictable problems
Graduates at this level
will have a broad range
of cognitive, technical
and communication
skills to select and
apply methods and
technologies to:
• analyse information
to complete a range
of activities
• provide and transmit
solutions to
sometimes complex
problems
• transmit
information and
skills to others
Graduates at this level
will have a broad range
of cognitive, technical
and communication
skills to select and
apply methods and
technologies to:
• analyse
information to
complete a range
of activities
• interpret and
transmit solutions
to unpredictable
and sometimes
complex problems
• transmit
information and
skills to others
Graduates at this level
will have welldeveloped cognitive,
technical and
communication skills
to select and apply
methods and
technologies to:
• analyse and evaluate
information to
complete a range of
activities
• analyse, generate
and transmit
solutions to
unpredictable and
sometimes complex
problems
• transmit
knowledge, skills
and ideas to others
Graduates at this
level will have
advanced cognitive,
technical and
communication skills
to select and apply
methods and
technologies to:
• analyse critically,
evaluate and
transform information
to complete a range
of activities
• analyse, generate
and transmit
solutions to
complex problems
• transmit
knowledge, skills
and ideas to
others
Application
of
knowledge
and skills
Graduates at this level
will apply knowledge
and skills to
demonstrate autonomy,
judgement and limited
responsibility in known
or changing contexts
and within established
parameters
Graduates at this level
will apply knowledge
and skills to
demonstrate autonomy,
judgement and defined
responsibility in known
or changing contexts
and within broad but
established parameters
Graduates at this level
will apply knowledge
and skills to
demonstrate autonomy,
judgement and defined
responsibility:
• in contexts that
are subject to
change
• within broad
parameters to
provide specialist
advice and
functions
Graduates at this level
will apply knowledge
and skills to
demonstrate autonomy,
well- developed
judgement and
responsibility:
• in
contexts
that
require self-directed
work and learning
• within broad
parameters to
provide specialist
advice and
functions
Graduates at this level
will apply knowledge
and skills to
demonstrate autonomy,
well- developed
judgement, adaptability
and responsibility as a
practitioner or learner
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)