Business Services Training Package BSB01 · qualifications in two new domains – Unionism and...

Business Services Training Package

BSB01 Volume 2A of 8

The contents of this volume refer only to the Endorsed Components

of BSB01 Business Services Training Package. This volume should not be read in isolation but in the context of the Training Package as a whole

Please refer to the following page for details of other volumes in this Training Package.

This volume contains units of competency for Legal Services

Medical Administration Purchasing


Volume 2A Page ii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

BSB01 Business Services Training Package © Australian National Training Authority (ANTA) 2004

This work has been produced with the assistance of funding provided by the Commonwealth Government through ANTA.

An individual may make a photocopy of all or part of the work for their personal use.

A Registered Training Organisation may make photocopies of all or part of the work for the teaching purposes of that organisation, including for supply to its students provided that any consideration does not exceed the marginal cost of preparation, reproduction, assembly and delivery.

Except as permitted under the Copyright Act 1968, all other rights are reserved. Requests for permission may be directed to:

Australian National Training Authority Level 11, AMP Place 10 Eagle Street BRISBANE QLD 4000 Phone: (07) 3246 2300 Fax: (07) 3246 2490 Website: www.anta.gov.au

This work is the result of wide consultations with Australian industry participants. It is a collaborative view and does not necessarily represent the view of ANTA or any specific body. For the sake of brevity it may omit factors which could be pertinent in particular cases.

While care has been taken in the preparation of this Training Package, ANTA and the original developer do not warrant that any licensing or registration requirements specified here are either complete or up-to-date for your State or Territory. ANTA and the original developer do not accept any liability for any damage or loss (including indirect and consequential loss) incurred by any person as a result of relying on the information contained in this Training Package.

This Training Package should not be regarded as professional advice and it should not be relied upon in any important matter without obtaining appropriate advice relevant to your circumstances. Published by: Australian Training Products Ltd

Level 25 / 150 Lonsdale St, Melbourne , 3000 PO Box 12211 A’Beckett St Post Office Melbourne, Victoria 8006, Australia Telephone +61 3 9655 0600 Facsimile +61 3 9639 4684 E-mail: [email protected]

First published: September 2001 Stock Code Number: atp9609 ISBN: 0 642 80159 2 (set) Business Services Training Package-BSB01 V4 Volume 2(a) Printed by: Document Printing Australia, Melbourne, Australia AEShareNet Code: P Version No: 4 Release Date: 23 October 2004

Preliminary Information

© Australian National Training Authority 2004 Volume 2A Page iii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Preliminary Information Important Note to Users Training Packages are not static documents; they are amended periodically to reflect the latest industry practices and are version controlled. It is essential that the latest version is always used.

Check the version number before commencing training or assessment This Training Package is Version 4 – check whether this is the latest version by going to the National Training Information Service (www.ntis.gov.au) and locating information about the Training Package. Alternatively, contact Innovation and Business Skills Australia (www.ibsa.org.au) to confirm the latest version number.

Explanation of version number conventions The primary release Training Package is Version 1. When changes are made to a Training Package, sometimes the version number is changed and sometimes it is not, depending on the extent of the change. When a Training Package is reviewed it is considered to be a new Training Package for the purposes of version control, and is Version 1. Do not confuse the version number with the Training Package’s national code (which remains the same during its period of endorsement).

Explanation of the review date The review date (shown on the title page and in the footer of each page) indicates when the Training Package is expected to be reviewed in the light of changes such as changing technologies and circumstances. The Training Package review date is not an expiry date. Endorsed Training Packages and their components remain current until they are reviewed or replaced.

Version modification history The version details of this endorsed Training Package are in the table below. The latest information is at the top of the table.

Version Release Date Comments 4 October 2004 Fields and domains

Version 4 includes all the fields and domains in Version 3 plus: - a new field of International Services which includes the new domain of

International Trade/Business, - an expanded Business Management Services field with two new domains of

Occupational Health and Safety (OHS) and Compliance Management, and - an expanded Common Business field to include 1 new unit.

In total Version 4 BSB01 contains eight fields and twenty-four domains. Qualifications added to BSB01 in Version 4 Version 4 includes all the qualifications in Version 3 plus the following six new qualifications. BSB30803 Certificate III in Business (International Trade) BSB42003 Certificate IV in Business (International Trade) BSB41603 Certificate IV in Occupational Health and Safety BSB51903 Diploma in International Business BSB51603 Diploma of Occupational Health and Safety BSB61003 Advanced Diploma of Occupational Health and Safety Qualification Guide amendments The Qualification Guide has been amended to include the new qualifications.


Volume 2A Page iv © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

Version Release Date Comments Units of competency This version includes all the units of competency provided in Version 3 plus the following additional fifty-seven new units of competency. BSBCMN421A Assist with compliance with OHS and other relevant laws BSBOHS401A Contribute to the implementation of a systematic approach to managing OHS BSBOHS402A Contribute to the implementation of the OHS consultation process BSBOHS403A Identify hazards and assess OHS risks BSBOHS404A Contribute to the implementation of strategies to control OHS risk BSBOHS405A Contribute to the implementation of emergency procedures BSBOHS406A Use equipment to conduct workplace monitoring BSBOHS501A Participate in the coordination and maintenance of a systematic approach to managing OHS BSBOHS502A Participate in the management of the OHS information and data systems BSBOHS503A Assist in the design and development of OHS participative arrangements BSBOHS504A Apply principles of OHS risk management BSBOHS505A Manage hazards in the work environment BSBOHS506A Monitor and facilitate the management of hazards associated with plant BSBOHS507A Facilitate the application of principles of occupational health to control OHS risk BSBOHS508A Participate in the investigation of incidents BSBOHS601A Develop a systematic approach to managing OHS BSBOHS602A Develop OHS information and data analysis and reporting and recording processes BSBOHS603A Analyse and evaluate OHS risk BSBOHS604A Apply ergonomic principles to control OHS risk BSBOHS605A Apply occupational hygiene principles to control OHS risk BSBOHS606A Develop and implement crisis management processes BSBOHS607A Advise on application of safe design principles to control OHS risk BSBOHS608A Conduct an OHS audit BSBOHS609A Evaluate an organisation’s OHS performance BSBCOM401A Organise and monitor the operation of compliance management system BSBCOM402A Implement processes for the management of breaches in compliance requirements BSBCOM403A Promote and liaise on compliance requirements, systems and related issues BSBCOM501A Identify and interpret compliance requirements BSBCOM502A Evaluate and review compliance BSBCOM503A Develop processes for the management of breaches in compliance requirements BSBCOM504A Create a culture of compliance within an organisation BSBCOM601A Research compliance requirements and issues BSBCOM602A Develop and create compliance requirements BSBCOM603A Plan and establish compliance management systems BSBINT301A Apply knowledge of the international trade environment to complete work BSBINT302A Apply knowledge of legislation relevant to international trade to complete work BSBINT303A Organise the importing and exporting of goods BSBINT304A Assist in the international transfer of services BSBINT305A Prepare business documents for the international trade of goods BSBINT306A Apply knowledge of international finance and insurance to complete work requirements BSBINT401A Research international business opportunities BSBINT402A Market goods and services internationally BSBINT403A Research international markets BSBINT404A Implement international client relationship strategies BSBINT405A Apply knowledge of import and export international conventions, laws and finance BSBINT406A Promote compliance with legislation BSBINT407A Prepare business advice on export Free on Board Value BSBINT408A Prepare business advice on the taxes and duties for international trade transactions


© Australian National Training Authority 2004 Volume 2A Page v BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Version Release Date Comments BSBINT409A Plan for international trade BSBINT501A Profile international markets BSBINT502A Analyse consumer behaviour for specific international markets BSBINT503A Analyse data from international markets BSBINT504A Forecast international market and business needs BSBINT505A Build international client relationships BSBINT506A Build international business networks BSBINT507A Report on finances related to international business BSBINT508A Promote products and services to international markets

3 March 2004 Version 3 of BSB01 Business Services Training Package included the seven fields and twelve domains developed in Phase One (see version 1 & 2 notes below) together with the extensions to fields, additional domains, new units of competency and new and replacement qualifications developed in Phase Two as described below. Fields expanded in Phase Two Common Business – expanded to incorporate units of competency under additional areas (business communication; generalist marketing; first aid; project management; risk management; customer service; diversity and knowledge management). Business Administration Services – expanded to incorporate units of competency and qualifications in two new domains – Purchasing and Medical Administration. Business Management Services– expanded to incorporate units of competency and qualifications in three new domains – Project Management, Franchising, Quality Auditing, and to provide additional Strategic Management units. Human Resources Management – expanded to incorporate units of competency and qualifications in two new domains – Unionism and Employment Services, and to provide additional Human Resources units. Business Development – expanded to incorporate additional units of competency for the Marketing domain. Domains developed in Phase Two Purchasing Medical Administration Project Management Franchising Unionism Employment Services Quality Auditing Frontline Management (review only) Qualifications added to BSB01 in Phase Two BSB30504 Certificate III in Business (Frontline Management) BSB30704 Certificate III in Business (Medical Administration) BSB41004 Certificate IV in Business (Frontline Management) BSB41404 Certificate IV in Business (Purchasing) BSB41504 Certificate IV in Project Management BSB41704 Certificate IV in Business (Franchising) BSB41804 Certificate IV in Unionism BSB41904 Certificate IV in Business (Employment Services) BSB51004 Diploma of Business (Frontline Management) BSB51404 Diploma of Business (Purchasing) BSB51504 Diploma of Project Management BSB51704 Diploma of Business (Franchising) BSB51804 Diploma of Unionism BSB51904 Diploma of Business (Quality Auditing) BSB60904 Advanced Diploma of Project Management Deleted/replaced qualifications The Frontline Management qualifications from BSB01 Versions 1 & 2 – BSB30501 Certificate III in Frontline Management, BSB41001 Certificate IV in Business (Frontline Management) and BSB51001 Diploma of Business (Frontline Management) are now replaced by new frontline qualifications at the same qualification as shown in the list above. Qualifications Framework amendments The Qualifications Framework has been amended to include the new qualifications, provide advice about replaced qualifications and provide specific packaging rules for three of the new qualifications – BSB41504 Certificate IV in Project Management, BSB51504 Diploma of Project Management, BSB60904 Advanced Diploma of Project Management – these have different rules and structure to the rest of the qualifications in BSB01.


Volume 2A Page vi © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

Version Release Date Comments Deleted/replaced units of competency • BSBFLM302A Support leadership in the workplace (deleted) • BSBFLM304A Participate in work teams (deleted) Because of overlap these units were replaced with a new unit – BSBFLM312A Contribute to team effectiveness • BSBFLM402A Show leadership in the workplace (deleted) • BSBFLM404A Lead work teams (deleted) Because of overlap these units were replaced with a new unit – BSBFLM412A Promote team effectiveness • BSBFLM502A Provide leadership in the workplace (deleted) • BSBFLM504A Facilitate work teams (deleted) Because of overlap these units were replaced with a new unit – BSBFLM512A Ensure team effectiveness Imported units of competency The following units of competency included in this version were imported from other Training Packages THHGLE09B Manage workplace diversity CHCAD1C Advocate for clients CHCCS1B Deliver and monitor service to clients CHCCS401A Facilitate cooperative behaviour CHCES302A Work with government in a purchaser provider relationship CHCES304A Deliver recruitment services CHCES305A Monitor New Apprenticeships arrangements CHCES402A Deliver New Apprenticeship services CHCES301A Work in the Employment Services area CHCCAR501A Provide careers guidance CHCES303A Use labour market information CHCCM2C Establish and monitor a case plan CHCES406A Provide job search support CHCCM4B Promote high quality case management CHCORG29A Provide coaching and motivation CHCCS2C Deliver and develop client service CHCCD12C Apply a community development framework CHCCS3C Coordinate the provision of services and programs CHCCS402A Respond holistically to complex client issues CHCCS5B Identify and address specific client needs CHCCS405A Work effectively with culturally diverse clients and co-workers CHCES405A Monitor service performance in a purchaser provider relationship with government CHCDIS8B Support people with disabilities as workers CHCCS6B Assess and deliver services to clients with complex needs CHCDIS9B Maximise participation in work by people with disabilities CHCDIS18A Support students with special needs CHCES502A Research and report on labour market information CHCES401A Analyse and apply labour market information CHCCS4C Manage the delivery of quality client service CHCES403A Develop and monitor employment plans CHCDIS11B Coordinate disability work CHCES404A Promote clients to employers CHCES501A Manage service delivery in a purchaser-provider relationship with government CHCES501A Manage service delivery in a purchaser-provider relationship with government PSPGOV603A Develop a tender submission LGACOM409A Prepare tender documents PSPPROC602A Direct management of contracts PSPPROC702A Establish the procurement context

2 1 May 2002 Addition of e-Business field Version 2 added the new field of e-Business involving fifty-nine new units of competency and eight new qualifications to BSB01. The development of this field of BSB01 was part of the Phase One work but endorsed later than the bulk of Phase One development.


© Australian National Training Authority 2004 Volume 2A Page vii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Version Release Date Comments 1 3 September

2001 Fields covered by BSB01 Business Services Training Package Version 1 Version 1 reflected Phase One of the development of the Business Services Training Package (less e-Business field – see Version 2 note above) and included the following fields and domains. • Common Business • Business Administration Services • Business Information Services • Business Management Services • Human Resource Management • Business Development Domains developed in Phase One: • Specialist Administration • Legal Services • Recordkeeping • Frontline Management • Governance (Indigenous Organisations) • Small Business Management • Strategic Management • Human Resources • Assessment & Workplace Training (included as part of BSB01) • Advertising • Marketing • Sales


Volume 2A Page viii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

Summary of qualifications in BSB01 Business Services Training Package All the Australian Qualifications Framework (AQF) qualifications in BSB01 are listed below. CERTIFICATE I BSB10101 Certificate I in Business CERTIFICATE II BSB20101 Certificate II in Business CERTIFICATE III BSB30101 Certificate III in Business BSA30200 Certificate III in Business (Legal Administration) BSB30201 Certificate III in Business Administration BSB30301 Certificate III in Business (Sales) BSB30401 Certificate III in Business (Recordkeeping) BSB30503 Certificate III in Business (Frontline Management) BSB30601 Certificate III in e-Business BSB30703 Certificate III in Business (Medical Administration) BSB30803 Certificate III in Business (International Trade) CERTIFICATE IV BSB40101 Certificate IV in Business BSB40201 Certificate IV in Business Administration BSB40301 Certificate IV in Business (Recordkeeping) BSB40401 Certificate IV in Business (Small Business Management) BSB40501 Certificate IV in Business Development BSB40601 Certificate IV in Business (Advertising) BSB40701 Certificate IV in Business (Marketing) BSB40801 Certificate IV in Business (Human Resources) BSB40901 Certificate IV in Business (Governance) BSB41003 Certificate IV in Business (Frontline Management) BSB41101 Certificate IV in Business Management BSA40200 Certificate IV in Business (Legal Services) BSB41201 Certificate IV in e-Business BSB41301 Certificate IV in e-Business Development BSB41403 Certificate IV in Business (Purchasing) BSB41503 Certificate IV in Project Management BSB41703 Certificate IV in Business (Franchising) BSB41803 Certificate IV in Unionism BSB41903 Certificate IV in Business (Employment Services) BSB42003 Certificate IV in Business (International Trade) BSB41603 Certificate IV in Occupational Health and Safety

DIPLOMA BSB50101 Diploma of Business BSB50201 Diploma of Business Administration BSB50301 Diploma of Business (Recordkeeping) BSB50401 Diploma of Business Management BSB50501 Diploma of Business Development BSB50601 Diploma of Business (Advertising) BSB50701 Diploma of Business (Marketing) BSB50801 Diploma of Business (Human Resources) BSB50901 Diploma of Business (Governance) BSA50200 Diploma of Business (Legal Services) BSB51003 Diploma of Business (Frontline Management) BSB51101 Diploma of e-Business BSB51201 Diploma of Strategic e-Business Development BSB51301 Diploma of e-Learning BSB51403 Diploma of Business (Purchasing) BSB51503 Diploma of Project Management BSB51703 Diploma of Business (Franchising) BSB51803 Diploma of Unionism BSB51903 Diploma of Business (Quality Auditing) BSB51903 Diploma in International Business BSB51603 Diploma of Occupational Health and Safety ADVANCED DIPLOMA BSB60101 Advanced Diploma of Business (Recordkeeping) BSB60201 Advanced Diploma of Business Management BSB60301 Advanced Diploma of Business (Human Resources) BSB60401 Advanced Diploma of Business Development BSB60501 Advanced Diploma of Business (Advertising) BSB60601 Advanced Diploma of Business (Marketing) BSB60701 Advanced Diploma of e-Business BSB60801 Advanced Diploma of Strategic e-Business Development BSB60903 Advanced Diploma of Project Management BSB61003 Advanced Diploma of Occupational Health and Safety


© Australian National Training Authority 2004 Volume 2A Page ix BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Units of competency in BSB01 Business Services Training Package All the units of competency in BSB01 are listed below under fields and domains. Note: Imported units are also shown in the lists below – either in the list relating to the specific domain, or in the list at the end titled ‘Units imported from other Training Packages’. Where they are in the domain list they make up part of a specific qualification in that domain; where they are in the list of imported units, they can be selected according to the packaging advice in the Qualification Guide. COMMON BUSINESS FIELD Certificate I BSBCMN101A Prepare for work BSBCMN102A Complete daily work activities BSBCMN103A Apply basic communication skills BSBCMN104A Plan skills development BSBCMN105A Use business equipment BSBCMN106A Follow workplace safety procedures BSBCMN107A Operate a personal computer BSBCMN108A Develop keyboard skills BSBCMN109A Follow environmental work practices Certificate II BSBCMN201A Work effectively in a business

environment BSBCMN202A Organise and complete daily work

activities BSBCMN203A Communicate in the workplace BSBCMN204A Work effectively with others BSBCMN205A Use business technology BSBCMN206A Process and maintain workplace

information BSBCMN207A Prepare and process

financial/business documents BSBCMN208A Deliver a service to customers BSBCMN209A Provide information to clients BSBCMN210A Implement improved work practices BSBCMN211A Participate in workplace safety

procedures BSBCMN212A Handle mail BSBCMN213A Produce simple wordprocessed

documents BSBCMN214A Create and use simple spreadsheets BSBCMN215A Participate in environmental work

practices BSBCMN216A Create customer relationship BSBCMN217A Process customer feedback BSBCMN218A Apply basic first aid

Certificate III BSBCMN301A Exercise initiative in a business

environment BSBCMN302A Organise personal work priorities

and development BSBCMN304A Contribute to personal skill

development and learning BSBCMN305A Organise workplace information BSBCMN306A Produce business documents BSBCMN307A Maintain business resources BSBCMN308A Maintain financial records BSBCMN309A Recommend products and services BSBCMN310A Deliver and monitor a service to

customers BSBCMN311A Maintain workplace safety BSBCMN312A Support innovation and change BSBCMN313A Maintain environmental procedures BSBCMN314A Utilise a knowledge management

system BSBCMN315A Work effectively with diversity BSBCMN316A Process customer complaints BSBCMN317A Meet customer needs and

expectations BSBCMN318A Write simple documents BSBCMN319A Apply advanced first aid BSBCMN320A Maintain first aid equipment and

resources Certificate IV BSBCMN402A Develop work priorities BSBCMN403A Establish business networks BSBCMN404A Develop teams and individuals BSBCMN405A Analyse and present research

information BSBCMN406A Maintain business technology BSBCMN407A Coordinate business resources BSBCMN408A Report on financial activity BSBCMN409A Promote products and services BSBCMN410A Coordinate implementation of

customer service strategies BSBCMN411A Monitor a safe workplace BSBCMN412A Promote innovation and change BSBCMN413A Implement and monitor

environmental policies BSBCMN414A Undertake marketing activities BSBCMN415A Manage first aid policy BSBCMN416A Identify risk and apply risk

management processes BSBCMN417A Coordinate customer service

activities BSBCMN418A Address customer needs BSBCMN419A Manage projects BSBCMN420A Write complex documents BSBCMN421A Assist with compliance with OHS

and other relevant laws


Volume 2A Page x © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

BUSINESS ADMINISTRATION SERVICES FIELD SPECIALIST ADMINISTRATION Certificate III BSBADM301A Produce texts from shorthand notes BSBADM302A Produce texts from notes BSBADM303A Produce texts from audio

transcription BSBADM304A Design and develop text documents BSBADM305A Create and use databases BSBADM306A Create electronic presentations BSBADM307A Organise schedules BSBADM308A Process payroll BSBADM309A Process accounts payable and

receivable BSBADM310A Maintain a general ledger Certificate IV BSBADM401A Produce complex texts from

shorthand notes BSBADM402A Produce complex business documents BSBADM403A Develop and use complex databases BSBADM404A Develop and use complex

spreadsheets BSBADM405A Organise meetings BSBADM406A Organise business travel BSBADM407A Administer projects BSBADM408A Prepare financial reports Diploma BSBADM501A Manage the establishment and

maintenance of a workgroup network BSBADM502A Manage meetings BSBADM503A Plan and manage conferences BSBADM504A Plan or review administration

systems BSBADM505A Manage payroll BSBADM506A Manage business document design

and development LEGAL SERVICES Certificate III BSALPP301A Apply knowledge of the legal system

to complete tasks BSALPP302A Carry out search of the public record BSALPP303A Deliver court documentation BSACS301A Apply the principles of confidentiality

and security within the legal environment

BSALR301A Handle receipt and despatch of information

BSALC301A Use legal terminology in order to carry out tasks

BSALO301A Assist in prioritising and planning activities in a legal practice

BSALF301A Maintain records for time and disbursements in a legal practice

Certificate IV BSALPP401A Prepare and produce complex legal

documents BSACS401A Provide non-legal advice BSALC401A Interact with other parties BSALC402A Research, locate and provide legal

and other information in response to requests

BSALF401A Maintain trust accounts BSALPL401A Provide support in Property Law

matters BSALPL402A Provide support in Family Law

matters BSALPL403A Provide support in Criminal Law

matters BSALPL404A Provide support in Commercial Law

matters FNAMERC03B Serve legal process BSALLG401A Arrange documents and list exhibits

for litigation support 206/01 Take instructions in relation to a

transaction 206/05 Prepare and execute documents CHCAD2A Support the interests, rights and needs

of clients within duty of care requirements

CHCCD7A Support community resources CHCCD3A Meet information needs of the

community CHCCD1A Support community participation Diploma BSALC501A Run a file BSALO501A Perform legal research and prepare

reports to meet identified needs BSALPP501A Obtain information from a client BSALPP502A Draft legally binding documents BSALLG501A Assist with the discovery process BSALLG502A Appear in court BSALLG503A Attend pre-trial negotiations BSALPL501A Cost complex files BSALPL502A Administer in-house mortgage

practice 206/04 Negotiate with others to achieve tasks

and goals 206/09 Finalise transaction CHCCD8A Support community action CHCCD13A Work within specific communities CHCCD11A Provide advocacy and representation PURCHASING Certificate III BSBPUR301A Purchase goods and services Certificate IV BSBPUR401A Plan purchasing BSBPUR402A Negotiate contracts BSBPUR403A Conduct international purchasing


© Australian National Training Authority 2004 Volume 2A Page xi BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Diploma BSBPUR501A Develop, implement and review

purchasing strategies BSBPUR502A Manage supplier relationships BSBPUR503A Manage international purchasing BSBPUR504A Manage a supply chain MEDICAL ADMINISTRATION Certificate II BSBMED201A Use basic medical terminology BSBMED202A Follow OHS policies and procedures

in medical office Certificate III BSBMED301A Use advanced medical terminology BSBMED302A Prepare and process medical accounts BSBMED303A Maintain patient records BSBMED304A Assist in controlling stocks and

supplies BSBMED305A Apply the principles of

confidentiality, privacy and security within the medical environment

Certificate IV BSBMED401A Manage patient record-keeping

system BSBMED402A Control stocks and supplies BUSINESS INFORMATION SERVICES FIELD RECORDKEEPING Certificate III BSBRKG301A Control records BSBRKG302A Undertake disposal BSBRKG303A Retrieve information from records BSBRKG304A Maintain business records Certificate IV BSBRKG401A Review the status of a record BSBRKG402A Provide information from and about

records BSBRKG403A Set up a business or records system

for a small office BSBEBUS406A Monitor and maintain records in an

online environment Diploma BSBRKG501A Determine business or records

system specifications BSBRKG502A Manage and monitor business or

records systems BSBRKG503A Develop and maintain a

classification scheme BSBRKG504A Develop terminology for activities

and records BSBRKG505A Document or reconstruct a business

or records system

Advanced Diploma BSBRKG601A Define recordkeeping framework BSBRKG602A Develop recordkeeping policy BSBRKG603A Prepare a functional analysis for an

organisation BSBRKG604A Determine security and access rules

and procedures BSBRKG605A Determine records requirements to

document a function BSBRKG606A Design a records retention and

disposal schedule BSBRKG607A Document and monitor the record-

creating context BSBRKG608A Plan management of records over

time BUSINESS MANAGEMENT SERVICES FIELD SMALL BUSINESS MANAGEMENT Certificate III BSBSBM301A Research business opportunities Certificate IV BSBSBM401A Establish business and legal

requirements BSBSBM402A Undertake financial planning BSBSBM403A Promote the business BSBSBM404A Undertake business planning BSBSBM405A Monitor and manage business

operations BSBSBM406A Manage finances BSBSBM407A Manage a small team FRONTLINE MANAGEMENT Certificate III BSBFLM303B Contribute to effective workplace

relationships BSBFLM305B Support operational plan BSBFLM306B Provide workplace information and

resourcing plans BSBFLM309B Support continuous improvement

systems and processes BSBFLM311B Support a workplace learning

environment BSBFLM312A Contribute to team effectiveness Certificate IV BSBFLM403B Implement effective workplace

relationships BSBFLM405B Implement operational plan BSBFLM406B Implement workplace information

system BSBFLM409B Implement continuous

improvement BSBFLM412A Promote team effectiveness


Volume 2A Page xii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

Diploma BSBFLM501B Manage personal work priorities

and professional development BSBFLM503B Manage effective workplace

relationships BSBFLM505B Manage operational plan BSBFLM506B Manage workplace information

systems BSBFLM507B Manage quality customer service BSBFLM509B Facilitate continuous improvement BSBFLM510B Facilitate and capitalise on change

and innovation BSBFLM511B Develop a workplace learning

environment BSBFLM512A Ensure team effectiveness BSBFLM513A Manage budgets and financial plans

within the work team BSBFLM514A Manage people GOVERNANCE (INDIGENOUS ORGANISATIONS) Certificate IV BSBATSIL401A Meet the roles and responsibilities

of a Board member (1) BSBATSIL402A Use the constitution BSBATSIC403A Maintain and protect culture BSBATSIM404A Use the business plan BSBATSIM405A Monitor financial management and

budgets BSBATSIM406A Manage assets BSBATSIM407A Plan for organisational needs BSBATSIL408A Manage a Board meeting BSBATSIL409A Manage time BSBATSIL410A Manage stress BSBATSIC411A Communicate with the community BSBATSIM412A Implement a business-like approach BSBATSIM413A Oversee business planning BSBATSIM414A Oversee the organisation’s annual

budget BSBATSIM415A Contribute to a positive and

culturally appropriate workplace BSBATSIW416A Obtain and manage consultancy

services BSBATSIW417A Select and utilise technology Diploma BSBATSIL501A Meet the roles and responsibilities

of a Board member (2) BSBATSIL502A Work with the manager BSBATSIL503A Manage conflict BSBATSIM504A Develop and implement

organisational policies BSBATSIM505A Control organisation finances BSBATSIM506A Develop employment policies BSBATSIM507A Establish and maintain a strategic

planning cycle BSBATSIL508A Be a community leader BSBATSIL509A Manage self as a Board member BSBATSIC510A Conduct a community meeting BSBATSIM511A Develop enterprise opportunities BSBATSIM512A Manage board competencies

BSBATSIM513A Oversee recruitment and induction of staff

BSBATSIW514A Represent your organisation BSBATSIW515A Secure funding STRATEGIC MANAGEMENT Diploma BSBMGT501A Market services and concepts to

internal customers BSBMGT502A Manage people performance BSBMGT503A Prepare budgets and financial plans BSBMGT504A Manage budgets and financial plans BSBMGT505A Ensure a safe workplace BSBMGT506A Recruit, select and induct staff BSBMGT507A Manage environmental

performance BSBMGT508A Manage risk management system BSBMGT509A Manage a knowledge management

system BSBMGT510A Determine needs of customer

populations BSBMGT511A Develop a business opportunity BSBMGT512A Manage relationships in a family

business BSBMGT513A Plan for family business succession BSBMGT514A Plan and manage growth in a

family business Advanced Diploma BSBMGT601A Contribute to strategic direction BSBMGT602A Contribute to the development and

implementation of strategic plans BSBMGT603A Review and develop business plans BSBMGT604A Manage business operations BSBMGT605A Provide leadership across the

organisation BSBMGT606A Manage customer focus BSBMGT607A Manage knowledge and

information BSBMGT608A Manage innovation and continuous

improvement BSBMGT609A Manage risk BSBMGT610A Manage environmental

management systems BSBMGT611A Develop risk management strategy BSBMGT612A Plan and implement a knowledge

management system BSBMGT613A Review and improve a knowledge

management system BSBMGT614A Develop and implement diversity

policy PROJECT MANAGEMENT Certificate IV BSBPM401A Apply scope management

techniques BSBPM402A Apply time management techniques BSBPM403A Apply cost management techniques BSBPM404A Apply quality management

techniques


© Australian National Training Authority 2004 Volume 2A Page xiii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSBPM405A Apply human resource management approaches

BSBPM406A Apply communications management techniques

BSBPM407A Apply risk management techniques BSBPM408A Apply contract procurement

techniques Diploma BSBPM501A Manage application of project

integrative processes BSBPM502A Manage project scope BSBPM503A Manage project time BSBPM504A Manage project costs BSBPM505A Manage project quality BSBPM506A Manage project human resources BSBPM507A Manage project communications BSBPM508A Manage project risk BSBPM509A Manage project procurement Advanced Diploma BSBPM601A Direct the integration of multiple

projects/programs BSBPM602A Direct the scope of multiple

projects/programs BSBPM603A Direct time management of

multiple projects/programs BSBPM604A Direct cost management of multiple

projects/programs BSBPM605A Direct quality management of

multiple projects/programs BSBPM606A Direct human resources

management of multiple projects/programs

BSBPM607A Direct communications management of multiple projects/programs

BSBPM608A Direct risk management of multiple projects/programs

BSBPM609A Direct project procurement and contracts of multiple projects/programs

FRANCHISING Certificate III BSBFRA301A Work within a franchise Certificate IV BSBFRA401A Manage compliance with franchisee

obligations and legislative requirements

BSBFRA402A Establish a franchise BSBFRA403A Manage relationship with franchisor BSBFRA404A Manage a multiple site franchise Diploma BSBFRA501A Establish a franchise operation BSBFRA502A Manage a franchise operation BSBFRA503A Manage establishment of new sites

or regions BSBFRA504A Manage relationships with

franchisees BSBFRA505A Manage closure of a franchise

QUALITY AUDITING Certificate IV BSBAUD401A Prepare for a quality audit BSBAUD402A Participate in a quality audit Diploma BSBAUD501A Initiate a quality audit BSBAUD502A Prepare to lead a quality audit BSBAUD503A Lead a quality audit BSBAUD504A Report on a quality audit

OHS Certificate IV BSBOHS401A Contribute to the implementation of

a systematic approach to managing OHS

BSBOHS402A Contribute to the implementation of the OHS consultation process

BSBOHS403A Identify hazards and assess OHS risks

BSBOHS404A Contribute to the implementation of strategies to control OHS risk

BSBOHS405A Contribute to the implementation of emergency procedures

BSBOHS406A Use equipment to conduct workplace monitoring

Diploma BSBOHS501A Participate in the coordination and

maintenance of a systematic approach to managing OHS

BSBOHS502A Participate in the management of the OHS information and data systems

BSBOHS503A Assist in the design and development of OHS participative arrangements

BSBOHS504A Apply principles of OHS risk management

BSBOHS505A Manage hazards in the work environment

BSBOHS506A Monitor and facilitate the management of hazards associated with plant

BSBOHS507A Facilitate the application of principles of occupational health to control OHS risk

BSBOHS508A Participate in the investigation of incidents

Advanced Diploma BSBOHS601A Develop a systematic approach to

managing OHS BSBOHS602A Develop OHS information and data

analysis and reporting and recording processes

BSBOHS603A Analyse and evaluate OHS risk BSBOHS604A Apply ergonomic principles to

control OHS risk


Volume 2A Page xiv © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

BSBOHS605A Apply occupational hygiene principles to control OHS risk

BSBOHS606A Develop and implement crisis management processes

BSBOHS607A Advise on application of safe design principles to control OHS risk

BSBOHS608A Conduct an OHS audit BSBOHS609A Evaluate an organisation’s OHS

performance COMPLIANCE MANAGEMENT Certificate IV BSBCOM401A Organise and monitor the operation

of compliance management system BSBCOM402A Implement processes for the

management of breaches in compliance requirements

BSBCOM403A Promote and liaise on compliance requirements, systems and related issues

Diploma BSBCOM501A Identify and interpret compliance

requirements BSBCOM502A Evaluate and review compliance

BSBCOM503A Develop processes for the management of breaches in compliance requirements

BSBCOM504A Create a culture of compliance within an organisation

Advanced Diploma BSBCOM601A Research compliance requirements

and issues BSBCOM602A Develop and create compliance

requirements BSBCOM603A Plan and establish compliance

management systems HUMAN RESOURCES MANAGEMENT FIELD HUMAN RESOURCES Certificate IV BSBHR401A Administer human resource systems BSBHR402A Recruit and select personnel BSBHR403A Process human resource documents

and inquiries BSBHR404A Co-ordinate human resource

services BSBHR405A Implement industrial relations

procedures Diploma BSBHR501A Manage human resource

consultancy services BSBHR502A Manage human resource

management information systems

BSBHR503A Manage performance management systems

BSBHR504A Manage industrial relations policies and processes

BSBHR505A Manage remuneration and employee benefits

BSBHR506A Manage recruitment selection and induction processes

BSBHR507A Manage separation/termination BSBHR508A Manage work/life skills BSBHR509A Manage rehabilitation/return to

work programs BSBHR510A Plan mediation processes BSBHR511A Implement mediation processes BSBHR512A Manage industrial relations

initiatives BSBHR513A Manage industrial relations

disputes Advanced Diploma BSBHR601A Manage change BSBHR602A Manage human resource strategic

planning BSBHR603A Contribute to organisation

development BSBHR604A Manage employee relations BSBHR605A Contribute to organisation design ASSESSMENT AND WORKPLACE TRAINING Certificate IV BSZ401A Plan assessment BSZ402A Conduct assessment BSZ403A Review assessment BSZ404A Train small groups BSZ405A Plan and promote a training

program BSZ406A Plan a series of training sessions BSZ407A Deliver training sessions BSZ408A Review training Diploma BSZ501A Analyse competency requirements BSZ502A Design and establish the training

system BSZ503A Design and establish the assessment

system BSZ504A Manage the training and assessment

system BSZ505A Evaluate the training and

assessment system BSZ506A Develop assessment procedures BSZ507A Develop assessment tools BSZ508A Design training courses UNIONISM Certificate IV BSBUN401A Develop and implement an

organising plan BSBUN402A Empower members BSBUN403A Communicate with workers


© Australian National Training Authority 2004 Volume 2A Page xv BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSBUN404A Promote equality of opportunity and fair treatment for all members

BSBUN405A Promote the values, principles and policies of the union

BSBUN406A Undertake bargaining BSBUN407A Provide advice to union members

and undertake negotiations BSBUN408A Prepare cases for the union BSBUN409A Appear before tribunals and

represent members Diploma BSBUN501A Develop, manage and review

campaigns and projects BSBUN502A Represent the union in key forums BSBUN503A Coordinate case preparation and

research BSBUN504A Advocate and present cases for

members BSBUN505A Develop, implement and manage

union policy BSBUN506A Coordinate research and analysis EMPLOYMENT SERVICES Certificate IV BSBEMS401A Develop and implement business

development strategies to expand client base

BSBEMS402A Develop and implement strategies to source and assess candidates

BSBEMS403A Develop and provide employment management services to candidates

BSBEMS404A Manage the recruitment process for client organisations

BUSINESS DEVELOPMENT FIELD ADVERTISING Certificate IV BSBADV401A Profile a target audience BSBADV402A Conduct pre-campaign testing BSBADV403A Monitor advertising production BSBADV404A Schedule advertisements Diploma BSBADV501A Develop a creative concept BSBADV502A Write persuasive copy BSBADV503A Coordinate advertising research BSBADV504A Create advertisements BSBADV505A Evaluate and recommend ‘above

the line’ media options BSBADV506A Evaluate and recommend ‘below

the line’ media options BSBADV507A Develop a media plan BSBADV508A Present an advertising campaign Advanced Diploma BSBADV601A Create an advertising brief BSBADV602A Develop an advertising campaign BSBADV603A Manage advertising production BSBADV604A Execute an advertising campaign

BSBADV605A Evaluate campaign effectiveness MARKETING Certificate III BSBMKG301A Research the market BSBMKG302A Identify marketing opportunities BSBMKG303A Draft an elementary marketing

audit report BSBMKG304A Assist with market research Certificate IV BSBMKG401A Profile the market BSBMKG402A Analyse consumer behaviour for

specific markets BSBMKG403A Analyse market data BSBMKG404A Forecast market and business needs BSBMKG405A Implement and monitor marketing

activities BSBMKG406A Build client relationships BSBMKG407A Make a presentation BSBMKG408A Conduct market research Diploma BSBMKG501A Evaluate marketing opportunities BSBMKG502A Establish and adjust the marketing

mix BSBMKG503A Develop a marketing

communications plan BSBMKG504A Implement a marketing solution BSBMKG505A Review marketing performance BSBMKG506A Plan market research Advanced Diploma BSBMKG601A Develop marketing strategies BSBMKG602A Develop a marketing plan BSBMKG603A Manage the marketing process BSBMKG604A Develop and manage direct

marketing campaigns BSBMKG605A Evaluate international marketing

opportunities BSBMKG606A Manage international marketing

programs BSBMKG607A Manage market research SALES Certificate III BSBSLS301A Develop product knowledge BSBSLS302A Identify sales prospects BSBSLS303A Present a sales solution BSBSLS304A Secure prospect commitment BSBSLS305A Support post-sale activities BSBSLS306A Self-manage sales performance Certificate IV BSBSLS401A Lead a sales team


Volume 2A Page xvi © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

E-BUSINESS FIELD e-BUSINESS Certificate III BSBEBUS301A Search and assess online business

information BSBEBUS302A Use and maintain electronic mail

system BSBEBUS303A Participate in a virtual community BSBEBUS304A Buy online BSBEBUS305A Sell online BSBEBUS306A Make payments online BSBEBUS307A Bank online BSBEBUS308A Maintain online business records BSBEBUS309A Undertake e-learning BSBEBUS310A Work effectively as an off-site

e-worker Certificate IV BSBEBUS401A Conduct online research BSBEBUS402A Implement e-correspondence

policies BSBEBUS403A Communicate electronically BSBEBUS404A Trade online BSBEBUS405A Conduct online financial

transactions BSBEBUS406A Monitor and maintain records in an

online environment BSBEBUS407A Review and maintain the business

aspects of a website BSBEBUS408A Implement and monitor delivery of

quality customer service online BSBEBUS409A Lead and facilitate e-staff Diploma BSBEBUS501A Evaluate e-business opportunities BSBEBUS502A Evaluate e-business models BSBEBUS503A Design an e-business BSBEBUS504A implement an e-business strategy BSBEBUS505A Implement new technologies for

business BSBEBUS506A Plan and develop a business website BSBEBUS507A Manage the business aspects of a

website BSBEBUS508A Build a virtual community BSBEBUS509A Implement e-business outsourcing

arrangements BSBEBUS510A Manage e-business outsourcing BSBEBUS511A Implement a knowledge

management strategy for an e-business

BSBEBUS512A Implement electronic communication policy

BSBEBUS513A Plan e-learning BSBEBUS514A Implement e-learning BSBEBUS515A Facilitate e-learning BSBEBUS516A Manage online purchasing BSBEBUS517A Manage online inventory BSBEBUS518A Manage an e-business supply chain BSBEBUS519A Manage online sales systems BSBEBUS520A Manage online payments systems

BSBEBUS521A Plan e-marketing communications BSBEBUS522A Conduct e-marketing

communications BSBEBUS523A Investigate and plan e-work

business solutions BSBEBUS524A Implement and manage e-working

arrangements Advanced Diploma BSBEBUS601A Develop an e-business strategy BSBEBUS602A Develop an action plan for an

e-business strategy BSBEBUS603A Evaluate new technologies for

business BSBEBUS604A Develop a business website strategy BSBEBUS605A Identify and implement e-business

innovation BSBEBUS606A Manage e-business risk BSBEBUS607A Develop e-business outsourcing

policy and guidelines BSBEBUS608A Develop and implement online

information policy BSBEBUS609A Develop a knowledge management

strategy for an e-business BSBEBUS610A Develop electronic communication

policy BSBEBUS611A Develop and implement e-business

human resource management policy and practices

BSBEBUS612A Develop and implement e-work policy and guidelines

BSBEBUS613A Develop online customer service strategies

BSBEBUS614A Build online customer loyalty BSBEBUS615A Use online systems to support

managerial decision-making BSBEBUS616A Plan an e-business supply chain INTERNATIONAL SERVICES FIELD INTERNATIONAL TRADE / BUSINESS Certificate III BSBINT301A Apply knowledge of the

international trade environment to complete work

BSBINT302A Apply knowledge of legislation relevant to international trade to complete work

BSBINT303A Organise the importing and exporting of goods

BSBINT304A Assist in the international transfer of services

BSBINT305A Prepare business documents for the international trade of goods

BSBINT306A Apply knowledge of international finance and insurance to complete work requirements

Certificate IV BSBINT401A Research international business

opportunities BSBINT402A Market goods and services

internationally


© Australian National Training Authority 2004 Volume 2A Page xvii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSBINT403A Research international markets BSBINT404A Implement international client

relationship strategies BSBINT405A Apply knowledge of import and

export international conventions, laws and finance

BSBINT406A Promote compliance with legislation

BSBINT407A Prepare business advice on export Free on Board Value

BSBINT408A Prepare business advice on the taxes and duties for international trade transactions

BSBINT409A Plan for international trade Diploma BSBINT501A Profile international markets BSBINT502A Analyse consumer behaviour for

specific international markets BSBINT503A Analyse data from international

markets BSBINT504A Forecast international market and

business needs BSBINT505A Build international client

relationships BSBINT506A Build international business

networks BSBINT507A Report on finances related to

international business BSBINT508A Promote products and services to

international markets IMPORTED UNITS FOR THE E-BUSINESS BLENDED QUALIFICATIONS ICAITAD043A Develop and present a feasibility

report ICAITAD051B Develop client user interface ICAITAD052B Design IT security framework ICAITAD053B Design system security and controls ICAITAD054B Validate quality and completeness

of design ICAITAD138A Determine acceptable solution

providers for e-business projects ICAITAD141A Design dynamic websites to meet

technical requirements ICAITAD146A Develop web site information

architecture ICAITAD147A Determine that data base

functionality and scalability suits business requirements

ICAITAD148A Identify new technology models for e-business

ICAITAD149A Implement quality assurance process for e-commerce solutions

ICAITAD150A Evaluate vendor products and equipment

ICAITAD151A Gather data to identify business requirements

ICAITAD152A Implement risk management processes

ICAITAD156A Review and plan for risk to e-commerce solution providers

ICAITAD157A Develop technical requirements for an e-commerce solution

ICAITAD158A Translate the business needs into technical requirements

ICAITB059A Develop detailed technical design ICAITB073B Pilot the developed system ICAITB074B Monitor the system pilot ICAITD208A Writing for the World Wide Web ICAITS108B Complete database backup and

recovery ICAITS116A Undertake capacity planning ICAITS119B Monitor and administer system

security ICAITS191A Maintain web site performance ICAITS194A Ensure basic web site security ICAITS199A Manage E-commerce websites ICAITS200A Monitor traffic and compile

specified site traffic reports ICAITS202A Ensure privacy for users ICAITS203A Choose a web hosting service ICAITSP039B Match the IT needs with the

strategic direction of the enterprise ICAITSP040A Manage and review contracts ICAITT183A Confirm accessibility of web site

design ICAITT184A Ensure site usability ICAITTW214A Maintain ethical conduct ICAITU127B Support system software ICAITU205A Select and employ software and

hardware multimedia tools CUFIMA01A Produce and manipulate digital

images CUFIMA04A Create 3D digital animation CUFIMA05A Create 3D digital models and

images CUFMEM06A Design a multimedia product CUFMEM07A Apply principles of visual design

and communication to the development of a multimedia product

CUFMEM08A Apply principles of instructional design to a multimedia product

CUFMEM10A Design and create a multimedia interface

CUFMEM11A Design the navigation for a multimedia product

CULLB412A Undertake cataloguing activities UNITS IMPORTED FROM OTHER TRAINING PACKAGES (SEE NOTE AT TOP OF TABLE ON PAGE 14) Diversity THHGLE09B Manage workplace diversity Employment Services CHCAD1A Advocate for clients CHCCS1A Deliver and monitor service to clients CHCCS401A Facilitate cooperative behaviour CHCES302A Work with government in a purchaser

provider relationship CHCES304A Deliver recruitment services CHCES305A Monitor New Apprenticeships

support services


Volume 2A Page xviii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

CHCES303A Work within a legal and ethical framework

CHCES402A Deliver New Apprenticeship support services

CHCES301A Work in Employment Services area CHCCAR501A Provide careers guidance CHCES303A Use labour market information CHCCM2A Establish and monitor a case plan CHCES406A Provide job search support CHCCM4A Promote high quality case

management CHCORG29A Provide coaching and motivation CHCCS2A Develop and deliver client service CHCCD12B Apply a community development

framework CHCCS3B Coordinate the provision of services

and programs CHCCS402A Respond holistically to client issues CHCCS5A Identify and address specific client

issues CHCCS405A Work effectively with culturally

diverse clients and co-workers CHCES405A Monitor service performance in a

purchaser provider relationship with government

CHCDIS18A Support people with disabilities as workers

CHCCS6A Assess and deliver services to clients with complex needs

CHCDIS9B Maximise participation in work by people with disabilities

CHCDIS8A Work with clients intensively CHCES502A Research and report on labour market

information CHCES401A Analyse and apply labour market

information CHCCS4A Manage the delivery of quality client

service CHCES403A Develop and monitor employment

plans CHCDIS11A Coordinate disability work CHCES404A Promote clients to employers CHCES501A Manage service delivery in a

purchaser-provider relationship with government

PSPGOV603A Develop a tender submission Purchasing LGACOM409A

Prepare tender documents

PSPPROC602A

Direct management of contracts

PSPPROC702A

Establish the procurement context


© Australian National Training Authority 2004 Volume 2A Page xix BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

Structure of BSB01 Volumes VVOOLLUUMMEE 11 VVOOLLUUMMEE 22AA VVOOLLUUMMEE 22BB VVOOLLUUMMEE 33 VVOOLLUUMMEE 44AA VVOOLLUUMMEE 44BB VVOOLLUUMMEE 44CC

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Field: BUSINESS

ADMINISTRATION SERVICES

Field: BUSINESS ADMINISTRATION SERVICES

Field: BUSINESS INFORMATION SERVICES

Field: BUSINESS MANAGEMENT SERVICES



Introduction Qualification Guide Assessment Guidelines Domain: Domain: Domain: Domain: Domain: Domain: Legal Services


Specialist Administration

Recordkeeping Small Business Management Governance (Indigenous Organisations) Franchising Quality Auditing

Project Management Strategic Management Frontline Management

VVOOLLUUMMEE 44DD VVOOLLUUMMEE 55AA VVOOLLUUMMEE 55BB VVOOLLUUMMEE 66 VVOOLLUUMMEE 77 VVOOLLUUMMEE 88 Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Field: COMMON BUSINESS


Field: HUMAN RESOURCE MANAGEMENT


Field: E-BUSINESS Field: BUSINESS DEVELOPMENT

Field: INTERNATIONAL SERVICES

Domain: Domain: Domain: Domain: Domain: Domain: Domain: Common Occupational Health

& Safety Compliance Management

Human Resources Employment Services Unionism

Assessment and Workplace Training

E-Business Advertising Sales Marketing

International Trade International Business

[This domain will be replaced after the Training And Assessment Training Package is endorsed]


Volume 2A Page xx © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

Competency Standards The broad concept of industry competency concerns the ability to perform particular tasks and duties to the standard of performance expected in the workplace. Competency requires the application of specified skills, knowledge and attitudes relevant to effective participation in an industry, industry sector or enterprise. Competency covers all aspects of workplace performance and involves performing individual tasks; managing a range of different tasks; responding to contingencies or breakdowns; and, dealing with the responsibilities of the workplace, including working with others. Workplace competency requires the ability to apply relevant skills, knowledge and attitudes consistently over time and in the required workplace situations and environments. In line with this concept of competency Training Packages focus on what is expected of a competent individual in the workplace as an outcome of learning, rather than focussing on the learning process itself. Competency standards in industry Training Packages are determined by industry to meet identified industry skill needs. Competency standards are made up of a number of units of competency each of which describes a key function or role in a particular job function or occupation. Each unit of competency within a Training Package is linked to one or more AQF qualifications.

Contextualisation of Units of Competency by RTOs Registered Training Organisation (RTOs) may contextualise units of competency to reflect local outcomes required. Contextualisation could involve additions or amendments to the unit of competency to suit particular delivery methods, learner profiles, specific enterprise equipment requirements, or to otherwise meet local needs. However, the integrity of the overall intended outcome of the unit of competency must be maintained. Any contextualisation of units of competency in this endorsed Training Package must be within the bounds of the following advice. In contextualising units of competency, RTOs: • must not remove or add to the number and content of elements and performance criteria • may add specific industry terminology to performance criteria where this does not

distort or narrow the competency outcomes • may make amendments and additions to the range statement as long as such changes do

not diminish the breadth of application of the competency and reduce its portability, and/or

• may add detail to the evidence guide in areas such as the critical aspects of evidence or resources and infrastructure required where these expand the breadth of the competency but do not limit its use.

Components of Units of Competency The components of units of competency are summarised below, in the order in which they appear in each unit of competency.

Unit Title

The unit title is a succinct statement of the outcome of the specific unit of competency. Each unit of competency title is unique, both within and across Training Packages.


© Australian National Training Authority 2004 Volume 2A Page xxi BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

Unit Descriptor The unit descriptor broadly communicates the purpose of the unit of competency and the skill area it addresses. Where units of competency have been contextualised from units of competency from other endorsed Training Packages, summary information about the relationship of the units of competency is provided in the unit descriptor.

Competency Field (Optional) The competency field either reflects the way the units of competency are categorised in the Training Package or denotes the industry sector, specialisation or function. It is an optional component of the unit of competency.

Application of the Competency The application of the competency fleshes out the scope, purpose and operation of the unit of competency in different contexts, for example its application in the workplace.

Elements of Competency The elements of competency are the basic building blocks of the unit of competency. They describe in terms of outcomes the significant functions and tasks that make up the competency.

Performance Criteria The performance criteria specify the required performance in relevant tasks, roles, skills and in the applied knowledge that enables competent performance.

Range Statement The range statement provides a context for the unit of competency, describing any variables that may apply in workplace situations.

Evidence Guide The evidence guide is critical in assessment as it provides information to the Registered Training Organisation (RTO) and assessor about how the described competency may be demonstrated. The evidence guide does this by providing a range of evidence for the assessor to make determinations, and by providing the assessment context. The evidence guide describes: • conditions under which competency must be assessed including variables such as the

assessment environment or necessary equipment • relationships with the assessment of any other units of competency • suitable methodologies for conducting assessment including the potential for workplace

simulation • resource implications, for example access to particular equipment, infrastructure or

situations • how consistency in performance can be assessed over time, various contexts and with a

range of evidence, and • the required underpinning knowledge and skills

Key Competencies All Training Packages require the integration of Key Competencies either in each unit of competency, or across a qualification, depending on industry needs and preferences. The Key Competencies were first defined in 1992 in the project report, Putting General Education to Work: The Key Competencies Report (Mayer Committee 1992). The skills and


Volume 2A Page xxii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

knowledge they describe are essential for effective workplace participation and involve the sorts of capabilities commonly used by employers as selection criteria. They underpin the ability of employees to adapt to technological, organisational, societal and functional change. The Key Competencies are generic, in that they apply to work in general, rather than to particular occupations or industries. They focus on the application of knowledge and skills in an integrated way in workplace situations. The seven Key Competencies are: 1 Collecting, analysing and organising information

The capacity to locate, sift and sort information in order to select what is required and to present it in a useful way, and evaluate both the information itself and the sources and methods used to collect it.

2 Communicating ideas and information The capacity to communicate effectively with others using the range of spoken, written, graphic and other non-verbal means of expression.

3 Planning and organising activities The capacity to plan and organise one’s own work activities, including making good use of time and resources, sorting out priorities and monitoring one’s performance.

4 Working with others in teams The capacity to interact effectively with other people both on a one-to-one basis and in groups, including understanding and responding to the needs of a client and working effectively as a member of a team to achieve a shared goal.

5 Solving problems The capacity to apply problem-solving strategies in purposeful ways, both in situations where the problem and the solution are clearly evident and in situations requiring creative thinking and a creative approach to achieve a desired outcome.

6 Using mathematical ideas and techniques The capacity to use mathematical ideas, such as number and space, and techniques such as estimation and approximation, for practical purposes.

7 Using technology The capacity to apply technology, combining the physical and sensory skills needed to operate equipment with the understanding of scientific and technological principles needed to explore and adapt systems.

Performance Levels There are three levels of performance defined within the Key Competencies. These are stand-alone levels and do not correspond to the AQF qualification levels. • Performance Level 1 is concerned with the level of competence needed to undertake

activities efficiently with sufficient self-management to meet the explicit requirements of the activity, and to make judgements about the quality of outcomes against established criteria.

• Performance Level 2 describes the competence needed to manage activities requiring

the selection, application and integration of a number of elements, and to select from established criteria to judge quality of process and outcome.


© Australian National Training Authority 2004 Volume 2A Page xxiii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version4

• Performance Level 3 describes the competence needed to evaluate and reshape processes, to establish and use principles in order to determine appropriate ways of approaching activities, and to establish criteria for judging quality of process and outcome.

However, relating performance to the specific industry or workplace context may be more useful than interpreting the somewhat abstracted performance levels provided above. Where the Key Competencies are defined in the unit of competency, you will find them in a table, together with examples of their application, to help with assessment of their performance. Also, in evaluating the level of performance for the Key Competencies, consider the performance expectations at the AQF qualification level involved. Delivery and Assessment of Key Competencies The Key Competencies are integral to workplace competency, and, as such must be explicitly considered in the design, customisation, delivery and assessment of vocational education and training programs as represented diagrammatically below.

Competency Standards/

Competency

Learning Outcomes

Reflection

Workplace Activities

Assessment Strategies

Learning Strategies

Integration

of Key Competencies

BSB01 Business Services Training Package

Legal Services Competency Standards

CONTENTS

BSALPP301A Apply knowledge of the legal system to complete tasks ................3

BSALPP302A Carry out search of the public record...........................................14

BSACS301A Apply the principles of confidentiality and security within the legal environment .................................................................................21

BSALR301A Handle receipt and despatch of information.................................27

BSALC301A Use legal terminology in order to carry out tasks .........................34

BSALO301A Assist in prioritising and planning activities in a legal practice .....39

BSALF301A Maintain records for time and disbursements in a legal practice .47

BSBCMN201A Work effectively in a business environment .................................54

BSBCMN306A Produce business documents......................................................60

BSALPP303A Deliver court documentation ........................................................66

THTSMA01A Coordinate the production of brochures and marketing materials73

BSALPP401A Prepare and produce complex legal documents..........................76

BSACS401A Provide non-legal advice..............................................................85

BSALC401A Interact with other parties.............................................................92

BSALC402A Research, locate and provide legal and other information in response to requests ...................................................................99

BSALF401A Maintain trust accounts ..............................................................109

BSALPL401A Provide support in Property Law matters ...................................118

BSALPL402A Provide support in Family Law matters ......................................129

BSALPL403A Provide support in Criminal Law matters ...................................138

BSALPL404A Provide support in Commercial Law matters .............................147

BSALLG401A Arrange documents and list exhibits for litigation support ..........156

CONTENTS

FNAMERC03B Serve legal process ...................................................................164

206/01 Take instruction in relation to a transaction................................168

206/05 Prepare and execute documents ...............................................171

CHCAD2A Support the interests, rights and needs of clients within duty of care requirements ......................................................................176

CHCCD7A Support community resources ...................................................179

CHCCD3A Meet information needs of the community .................................184

CHCCD1A Support community participation................................................187

BSALPP501A Obtain information from a client .................................................191

BSALPP502A Draft legally binding documents.................................................198

BSALC501A Run a file....................................................................................208

BSALO501A Perform legal research and prepare reports to meet identified needs .........................................................................................219

BSALLG501A Assist with the discovery process ..............................................228

BSALLG502A Appear in court ..........................................................................238

BSALLG503A Attend pre-trial negotiations .......................................................236

BSALPL501A Cost complex files......................................................................245

BSALPL502A Administer in-house mortgage practice......................................252

206/04 Negotiate with others to achieve tasks and goals ......................261

206/09 Finalise transaction....................................................................263

CHCCD8A Support community action .........................................................268

CHCCD13A Work within specific communities ..............................................271

CHCCD11A Provide advocacy and representation........................................274

BSBFLM303B Contribute to effective workplace relationships..........................279

Legal services BSALPP301A Apply knowledge of the legal system to complete tasks

© Australian National Training Authority 2004 Volume 2A Page 3 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSALPP301A Apply knowledge of the legal system to complete tasks

Unit Descriptor This unit covers the completion of a range of common legal administrative duties and the knowledge of the legal system that is required to carry them out. This unit of competency underpins all units of competency in the Legal Services stream of the Administration Training Package. This unit can be assessed alone or in combination with other units making up a job role.

Competency Field Business Administration Services

Element Performance Criteria

1. Identify the main roles and responsibilities of key bodies in the legal system

1.1 The functions of the courts, regulatory bodies and other legal service providers are identified

1.2 The roles of key personnel in the legal industry are identified

1.3 Practical implications of relevant legal practice legislation are explained and applied in regard to own activities

1.4 Identified gaps in knowledge are researched

2. Identify key personnel/sections within a legal firm and their functions, to complete routine administrative tasks

2.1 The key functions of a firm are identified and can be explained

2.2 The key functions of all personnel/sections within a firm are identified

2.3 Personnel responsible for authorisation of specific matters are identified (eg. partner for authorising movement of funds in trust accounts)

2.4 The correct names of personnel/sections are used in administrative tasks according to a firm’s policies and procedures

3. Produce and despatch legal documentation

3.1 Purpose of document/form, and the stage of the legal process to which it relates, can be explained

3.2 Relevant information is accessed from the client file 3.3 Precedent is accessed from firm’s bank of

forms/routine documentation or document drafted according to firm’s procedures

3.4 File/matter number is attached to all relevant documentation

3.5 Documentation/form is self-checked for accuracy and presented to the legal practitioner, within agreed timelines

3.6 Self or other is organised to despatch document in the appropriate manner

BSALPP301A Apply knowledge of the legal system to complete tasks Legal services

Page 4 Volume 2A © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Element Performance Criteria 3.7 All activities, actions and outcomes are documented

and time recorded as required 3.8 Documentation is filed correctly

4. Organise self or other to apply for certificates

4.1 Timelines are arranged with designated person and documented/recorded

4.2 Supplier of certificate is identified and located 4.3 Applicable fees, taxes and rebates are identified and

advised to client, if appropriate 4.4 Self or other is organised to apply for certificate using

appropriate application forms and processes 4.5 Record of application is obtained as appropriate 4.6 Legal practitioner’s review of self or other’s work is

facilitated 4.7 Self or other is organised to pursue appropriate

follow-up action if certificates are not received on time or further information is required

5. Use court etiquette appropriate to the various courts

5.1 The appropriate manner of entering into and departing from the courts/tribunals is used

5.2 The appropriate manner of addressing the courts/tribunals is used

5.3 Relevant legal language is used where appropriate 5.4 Gaps in knowledge of court etiquette are identified

and researched Range Statement The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit: Key bodies* in the legal system may include: * Names and functions of key bodies

are subject to change

• County Court • Federal Court • Industrial Relations Court • Family Court • Supreme Court • Magistrates Court • Civil Registry Courts • State and Commonwealth Administrative Appeals

Tribunal • Registrar of Probates • Liquor Licensing Commission



Range Statement Key personnel in the legal industry may include:

• Barristers • Coroners • Crown Prosecutor • Crown Solicitor • Director of Public Prosecutions • Judges • Judges’ associates • Magistrates • public defenders • public solicitors • solicitors • solicitor for public prosecutions • paralegals • legal secretaries • partner • managing partner • legal practice manager • law clerk • Queen’s counsel • Process server • authorised signing parties

Key functions of a firm may include:* * These are nine common areas of

law; the area of law is not restricted to this list. Other areas of law may be applicable

• services in a specific area of law such as: • commercial law • corporate law • criminal law • family law • industrial relations/employment law • property law • tax law • litigation • wills and probate

a range of legal services in specific settings such as: • private law firms (large, medium and small) • legal departments in large businesses • Legal Aid Commissions • Community Legal Centres • Government Solicitor’s offices • paralegal agencies (debt recovery, conveyancing)



Range Statement

Key functions of personnel/departments may include:

• specialised areas of law • financial management • accounts • marketing • human resources • information technology • library/information services • mail room • reception • catering

Designated person may include:

• lawyer • partner • legal practice manager • business manager • supervisor • work colleague • teacher/trainer

Legislative requirements may relate to:

• relevant State/Territory/Commonwealth legislation (eg. Legal Practice Act, The Judiciary Act)

• the client and a firm (eg. Consumer Credit Code, Privacy Act, secrecy laws, Codes of Practice)

• the area of law • schedules of fees and duties payable • trust accounting

A firm’s policies and procedures may include:

• procedure manual • information sources • information specific to the firm • telephone protocol • initiation of files • security/confidentiality procedures • contingencies • privacy • verifying and authorising information • recording information • accessing files • updating files • emergency procedures • checklists • training guides



Range Statement • on-line information manuals • professional conduct code • core values • firm charter

Documents/forms may include: • letters • internal correspondence • transcripts from supervisor’s notes • agreements • opinion letters • memorandums of law • briefs • pleadings • precedents • emails • registered legal instruments

Requirements for documents/forms may include:

• correct margins • correct line spacing • dual column system • presence/absence of a back sheet • presence/absence of a cover sheet • placing of headings • usage of keycaps and font features • paragraph numbering • correct use of reference • specific sign off clauses • appropriate use of letterhead • use of document footers • list of enclosures

The precedent bank may be: • in-house • external • on-line • stored pre-printed forms

Precedents relevant to the particular area of law may include:

• letter confirming client’s instructions and rights • court documents • standard letters • agreements • leases • mortgages • contracts



Range Statement • transfer of shares • wills • a firm’s templates

Certificates may be requested: • via fax • on-line • in person • via telephone • by letter

Documents may be despatched via:

• fax • email • post AUSDOC • courier • hand delivery • pick up by client

Certificates may include: • birth • death • marriage • citizenship • title • incorporation • registration of business • rate and planning certificates • business names • trademark registration

Supplier of certificates may include:

• State and Federal government agencies • local government agencies • other law firms • clients • contracted supplier

Documentation for application may include:

• application for reservation of a name • memorandum of association • articles of association

Court and tribunal etiquette may include:

• acknowledging the Judge as he/she enters the court/tribunal at commencement of proceedings

• remaining standing until the Judge is seated • not speaking in the court/tribunal unless required to

do so • using the appropriate form of address for a Judge or

a Magistrate • behaving appropriately when entering or leaving the



Range Statement court/tribunal during proceedings

• acknowledging the Judge as he/she leaves the court/tribunal at the conclusion/adjournment of proceedings

Evidence Guide Critical Aspects • It is essential that the practical implications of the

relevant state legislation in regard to own behaviour, legal practitioner behaviour and client rights are understood and applied

• Key personnel/sections of a firm and their functions are accurately referred to, in all administrative tasks, written information and in responding to enquiries

• A firm’s policies and procedures are understood and followed

• Work is undertaken within specified court deadlines • Correct usage of different types of documents/forms

is demonstrated • The purpose of different types of documents/forms

can be articulated • Selects and uses grammatical structures and

vocabulary appropriate to the purpose of the document/form

• Varies written and spoken language to meet requirements of audience and purpose

• Reads and interprets client’s file to select appropriate information for inclusion in document/form

• Documents/forms produced are correct • Format requirements are correct • Relevant enclosures are prepared and attached in the

correct manner • Documents/forms are correctly prepared for

lodgement or delivery • Where instructing others to carry out work,

instructions provided are clear and provide sufficient background information and adequate explanations is given

• Clients or co-workers questions can be answered or are referred to a relevant person where knowledge gap or legal limitation exists

• Timelines set are realistic and take into account processing time

• Client’s trust account monies can be accessed according to a firm’s policies and procedures and



Evidence Guide used to pay fees

• Correct processes, as designated by supplier, are followed for the lodgement and receipt of certificates

• All action is recorded in the file notes • Time spent is recorded against the appropriate file

for invoicing purposes as per firm’s policies and procedures

• Purpose of certificates can be explained • All work is conducted within accepted codes of

conduct including those relating to: maintaining confidentiality, use of company property, duty of care, ethical behaviours, privacy, non-discriminatory practice, conflict of interests and compliance with reasonable direction as specified by the relevant state legislation

• Where gaps in own knowledge become evident, independent research is pursued and legal practitioner is consulted to verify knowledge or assist with research

• Legal terminology is used appropriately and can be explained clearly to persons without knowledge of such terms

Resource Implications The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • appropriate legislation and regulations relevant to

common legal matters • workplace manuals and reference materials such as

company policy, procedural manuals and checklists • list of relevant sources of certificates and sample

application forms • background information on courts, their jurisdiction

and behavioural requirements • appropriate technology such as computers with

relevant software • appropriate texts and access to person’s with expert

knowledge such as legal practitioners

Consistency in Performance This unit of competency will require evidence to be collected across a range of events and over a period of time to ensure that situational variables are consistently met eg. dealing with different clients and/or client matters, creating a range of documents for various legal matters,



Evidence Guide exhibiting appropriate behaviour in different courts.

Context of Assessment Evidence of competency can be met in different situations, including: • on the job assessment • off the job assessment • placement in an enterprise • participation in a New Apprenticeship (traineeship)

arrangement • use of a Practice Firm or simulated work

environment • Recognition of Prior Learning, Recognition of

Current Competencies (in skill areas where there has been no significant change to work practice in recent times).

• Evidence gathering methods may include: • demonstration • workplace performance • role-play • simulation • oral presentation • questioning • written tests • work based written tests • third party reports

Underpinning Knowledge • Evidence of current knowledge of the Legal Practice

Act, The Judiciary Act with regard to scope of legal practitioner and own responsibilities and obligations to client, dealing with monies, documentation requirements and confidentiality, security and privacy issues

• Legal terminology is used correctly in conversation, discussions and documents

• Relevant legal process and documentation • Application of a firm’s policies and procedures

required in the full range of tasks covered • Authorised ‘signing parties’

Underpinning Skills • Literacy: reads and interprets documents/forms;

selects and applies the procedures and strategies needed to perform a range of tasks, eg. legal forms and enclosures; follows sequenced written instructions; uses appropriate legal terminology and sentence structures; displays awareness of purpose



and context of documents • Proofreading: checks for accuracy • Research: identifies gaps in knowledge and searches

and assembles relevant information • Communication: listens and questions to clarify

information; explains legal terminology to others; modifies language to meet audience requirements; consults where necessary with team members and clients

• Organisational: undertakes concurrent tasks • Numeracy: arranges monies to be paid from trust

accounts; works within timelines; uses a combination of oral and written mathematical and general language for the record keeping process

• Use of electronic mail and Internet • Use of firm’s word processing and document

management systems



Key Competency Levels NB: These levels do not relate to the Australian Qualifications Framework. They relate to the seven areas of generic

competency that underpin effective workplace practices.

Collect, analyse and organise information

Communicate ideas and

information

Plan and organise activities

Work with others and in

teams

Use mathematical

ideas and techniques

Solve problems Use technology

Level 1 Level 1 Level 1 Level 1 Level 1 Level 1 Level 1

Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – accessing precedent

documentation • Communicating ideas and information – using legal language, taking and providing

detailed instructions, producing legal documentation • Planning and organising activities – applying for certificates • Working with teams and others – relating appropriately to all personnel in a legal

firm • Using mathematical ideas and techniques – calculating fees, taxes, rebates • Solving problems – regarding late and deficient court documentation • Using technology – to prepare, store, file and access documentation Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALPP302A Carry out search of the public record Legal services


BSALPP302A Carry out search of the public record Unit Descriptor This unit covers completing a search of the public record. This

involves planning and conducting the search, and obtaining and delivering the information according to instructions. This unit of competency underpins all units of competency in the Legal Services stream of the Administration Training Package. This unit can be assessed alone or in combination with other units making up a job role.

Competency Field Business Administration Services Element Performance Criteria

1. Plan search 1.1 Timelines for completing search are arranged and work is planned

1.2 Appropriate information sources for completing the search are identified and procedure for obtaining information from sources is identified and clarified if necessary

2. Conduct search 2.1 Appropriate search request form is accessed and completed accurately

2.2 Monies to pay for search are prepared if necessary 2.3 Self or other is organised to lodge search request

appropriate person/official at correct search location 2.4 Record of lodgement is obtained

3. Receive outcome of search 3.1 Process of obtaining information is arranged with the appropriate person/official

3.2 Self or other is organised to collect information from external agency in the arranged manner

3.3 All records of expense are filed 3.4 Information is checked to see that it meets identified

needs and appropriate follow-up action is taken with assistance if necessary

4. Deliver information 4.1 Information is delivered intact to designated person 4.2 Difficulties are identified and resolved within

timelines 4.3 All activities, actions and outcomes are documented

and time is recorded

Legal services BSALPP302A Carry out search of the public record


Range Statement

The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit:

Location of information sources may include:

• Local/Regional/State/Federal government departments

• Statutory bodies • Titles Office • Australian Securities Commission • Court/Institutional library

Timelines may be contingent upon:

• court deadlines • legal practitioner’s workload • case issues • client needs • changes in legislation • significant dates such as new year, end of financial

year

Sources may include: • Australian Securities Commission information • Business Licence Centre • Commonwealth and State Freedom of Information

Acts • Consumer Affairs records • credit files (in accordance with Privacy Act) • databases • electoral rolls • motor vehicle registrations • public telephone directories • rates searches • State and Supreme Courts libraries • Titles Office/council records

The information source may be:

• on-line • external agency • other law firm



Range Statement

Information documented from on-line information sources may include:

• on-line services • at agency • land data • law point

The search request may vary according to:

• the search location • the information required before the search can be

carried out • whether specific form is required • whether information can be requested by email or

fax or on-line

Record of lodgement may include:

• receipt • email confirmation • copy of request • stamped copy of request • number


• office procedure manual • information sources • recording information • security/confidentiality/ privacy procedures • contingencies in terms of inadequate monies,

unavailable information • handling monies • charging of search expenses


• external client • external official • lawyer • partner • legal practice manager • supervisor • work colleague



Range Statement


• Legal Practice Act, The Judiciary Act • relevant State/Territory/Commonwealth legislation • the client and a firm (eg. Consumer Credit Code,

Privacy Act, secrecy laws, Codes of Practice) • schedule of fees and duties payable • accessing information under the Freedom of

Information Act

Difficulties in meeting timelines may relate to:

• available resources • client needs • liaising with others • technical difficulties • alterations to instructions • backlog at supplier’s end

Evidence Guide Critical Aspects • It is essential that practical implications of the

Freedom of Information Act in relation to accessing information on the public record is understood and that anomalies can be identified

• Importance of adhering to timelines can be explained

• Where instructing others instructions are clear and sufficient and adequate explanation is given

• The purpose of the search can be explained • The appropriate information sources for obtaining

the required information are correctly identified • On-line information locations are accurately utilised

where appropriate • Evidence of using a variety of information sources

appropriately • Trust account monies are accessed according to a

firm’s procedure and used to pay search fee where appropriate

• Record of lodgement is filed and detailed file notes are kept at each step of the search process

• Evidence of knowledge of standard problems and resolutions is demonstrated

• Where difficulties can not be resolved through standard procedures, the legal practitioner or supervisor is consulted



Evidence Guide • Matter identification is attached to appropriate

documentation and such documentation is filed correctly

• All work is conducted within accepted codes of conduct including those relating to: maintaining confidentiality, use of company property, duty of care, ethical behaviours, privacy, non-discriminatory practice, conflict of interests and compliance with reasonable direction


assisting clients, conducting searches and using trust account money

• workplace manuals and reference materials such as company policy, procedural manuals and checklists

• sample search forms from a variety of agencies • appropriate technology such as computers with

relevant software and connections

Consistency in Performance This unit of competency will require evidence to be collected for a range of information requirements and from a range of information sources and over a period of time to ensure that situational variables are consistently achieved.





Evidence gathering methods may include: • demonstration



Evidence Guide • questioning • workplace performance • simulation • projects/assignments • written tests • portfolio of completed searches • third party reports

Underpinning Knowledge • Objectives of search • Relevant search sources • Location and appropriate search procedures of

search sources • Legal terminology • Roles and responsibilities of internal and relevant

external individuals/authorities

Underpinning Skills • Literacy: follows legal procedures; follows written and oral sequenced instructions involving legal terminology; conducts a search such as matching, key word searches, locates specific information, familiarity with organisation information systems; lodges requests such as providing clear and specific instructions about information required;

• Communication: listens to clear sequenced instructions of several steps to complete task; accurate pronunciation of legal terminology; uses strategies to confirm, repair or clarify understanding of terms and context

• Numeracy: uses mathematical knowledge in relation to search fees

• Research: sources information using libraries, internet, government information services

• Organisational: manages own and other’s tasks within specified timelines

• Record keeping







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – in carrying out search of public

record • Communicating ideas and information – identifying and clarifying information

sources, explaining instructions to others, making arrangements with public records officials, documenting activities

• Planning and organising activities – in planning the search, organising lodgement of search

• Working with teams and others – in taking and providing detailed instructions and explanations

• Using mathematical ideas and techniques – estimating and calculating time and cost of searches and related activities

• Solving problems – following up accuracy checks, resolving difficulties in locating, accessing and delivering information

• Using technology – searching various types of databases, using online facilities Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSACS301A Apply the principles of confidentiality and security within the legal environment


BSACS301A Apply the principles of confidentiality and security within the legal environment

Unit Descriptor This unit covers the use of ethical behaviour when dealing with sensitive and confidential information in a legal environment. This unit is based on the generic principles stated in the State’s Legal Practice Acts. It is essential that these principles are followed and that they inform all aspects of work in a legal office. Note: Apart from persons without a current legal practice certificate employed in a legal capacity in a community legal centre it may be illegal for a person without a current legal practicing certificate to provide legal advice, to sign off on legal work and to receive trust account monies. It is illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer or acting as a lawyer when they are not qualified to do so). This unit of competency underpins all units of competency in the Legal Services stream of the Administration Training Package. This unit can be assessed alone or in combination with other units making up a job role.


1. Work within accepted codes of conduct

1.1 Work is reviewed and approved by the legal practitioner who delegated the task/s

1.2 Paperwork is kept up to date and reports on the progress of matter/s are forwarded to clients regularly according to instructions and relevant legislation

1.3 Contact with the opposing party in legal disputes occurs only under the specific direction of the legal practitioner responsible for the matter

1.4 Conflict of interest or potential conflict of interest in a legal matter is promptly communicated to the legal practitioner responsible for the matter

1.5 Clients and fellow workers are treated with respect 1.6 Care is taken to behave with honesty and integrity at

all times 1.7 Trust account monies are directed to legal practitioner

for receipt

BSACS301A Apply the principles of confidentiality and security within the legal environment Legal services



2. Follow confidentiality procedures

2.1 Information is assessed with regard to what is and what is not disclosable

2.2 Discretion and judgement are used in all communications

2.3 Client-related matters are discussed only within the confines of the practice and with appropriate personnel

3. Follow security procedures 3.1 File related information is stored and secured appropriately

3.2 Discussions relating to client matters are held in a private location

3.3 All documents/exhibits relating to a file are locked away securely after use according to a firm’s policies and procedures

3.4 All materials required by legislation to be stored for certain periods of time are clearly labelled and stored securely according to a firm’s policies and procedures

Range Statement


Codes of conduct may include: • maintaining confidentiality • duty of care • ethical behaviours • privacy • non-discriminatory practice • conflict of interest • use of company property • compliance with reasonable direction • receiving and dispersing monies



Range Statement

Non-disclosable information may include:

• names of clients, witnesses or staff • addresses of clients, witnesses or staff • telephone numbers of clients, witnesses or staff • information relating to a client’s legal matter • firm’s client database • witness statements • exhibits • trust account information • whereabouts of client/witnesses • financial information • details about the firm itself • passwords or security procedures • nature of client’s legal matter • fact that the client has consulted the firm

Conflict of interest may exist where:

• a legal practitioner or support person has a personal, financial or other interest in a case

• a legal practitioner or support person is a witness in a case

• a law firm, legal practitioner or support person some time in the past represented a client who is now on the other side in another case

• a legal practitioner and client are in business together

• a legal practitioner simultaneously represents two clients whose interests are adverse to one another

• the legal stance of one client is detrimental to the business activities of another client

Electronically stored information may be:

• on-line (email or web) • on computer hard-drive or floppy disk • on voice mail • on audio-cassette

Evidence Guide Critical Aspects • Evidence of knowledge of the relevant state’s Code

of Conduct and Legal Practice Act, The Judicial Act • Where the level of confidentiality required in a

situation is unclear, clarification is sought from the appropriate person before any information is divulged



Range Statement • The legal context of conflict of interest is

understood • A firm’s security procedures are understood and

followed • Electronic and paper-based confidential information

are handled according to a firm’s policies and procedures

• File-related matters stored electronically are secured when the operator is absent

• Breaches of confidentiality, security and conduct (own and others) can be identified and standard resolutions to these breaches can be explained

• Assistance and advice is provided to co-workers where appropriate

• Evidence of knowledge of own scope of responsibility and roles and responsibilities of relevant others


codes of conduct • workplace manuals and reference materials such as

company policy, procedural manuals and checklists • appropriate technology such as computers with

relevant software

Consistency in Performance This unit of competency will require evidence to be collected across a range of events, dealing with different issues and client matters, and over a period of time to ensure that situational variables are consistently achieved.






Range Statement Current Competencies (in skill areas where there has been no significant change to work practice in recent times).

Evidence gathering methods may include: • demonstration • questioning • workplace performance • simulation • role-play • projects/assignments • third party reports

Underpinning Knowledge • Policies and procedures relating to legislation eg. privacy legislation

• Procedures relating to relevant state’s Codes of Conduct and Legal Practice Act, The Judicial Act

• Context of legal conflict of interest • Legal terminology • Roles and responsibilities of internal and relevant

external individuals/authorities

Underpinning Skills • Literacy: interprets and classifies information; applies judgement in terms of identifying potential conflict of interest

• Communication: listens to clear sequenced instructions; uses strategies to confirm, repair or clarify understanding of terms and context

• Professionalism: abides by the firm’s honesty and integrity

• Organisational: complies with statutory regulations concerning security of records and keeping clients up to date on file matter/s







information



teams

Use mathematical



Level 1 Level 2 Level 1 Level 2 N/A Level 2 Level 1

Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – accessing electronic and other

information • Communicating ideas and information – in writing reports, in using discretion and

judgement • Planning and organising activities – following firm’s security procedures • Working with teams and others – in taking delegation from legal practitioners, in

seeking assistance from colleagues, in dealing with clients without providing legal advice

• Using mathematical ideas and techniques (not applicable to this unit) • Solving problems – regarding conflict of interest, determining or seeking direction on

level of confidentiality, resolving standard breaches of conduct • Using technology – involving computers and relevant software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALR301A Handle receipt and despatch of information


BSALR301A Handle receipt and despatch of information Unit Descriptor This unit covers receiving and distributing incoming mail and

collecting and despatching outgoing mail. It also covers collating and despatching bulk mail according to Australia Post and AUSDOC specifications. This unit has been adapted from BSAINF201B Handle mail to facilitate information flow. This unit can be assessed alone or in combination with other units making up a job role.



1. Receive and distribute incoming mail

1.1 Incoming mail is checked and registered to ensure accuracy of records

1.2 Court documents are processed according to the firm’s procedures

1.3 Original documents are processed according to the firm’s procedures

1.4 Served documents are processed according to the firm’s procedures

1.5 Titles and locations of company personnel and departments are identified and understood

1.6 Urgent and confidential mail is identified and distributed to the addressee promptly

1.7 Mail is sorted and despatched to the nominated person/location

1.8 Damaged, suspicious or missing items are recorded and where necessary reported promptly

2. Receive and despatch outgoing mail

2.1 Outgoing mail is collected from each section of the firm, checked and sorted to ensure all items are correctly prepared for despatch

2.2 The most appropriate method of delivery is determined and appropriate envelopes are selected and addressed correctly

2.3 Outgoing mail is processed correctly 2.4 Mail is recorded in register 2.5 Mail is sorted according to carrier 2.6 Mail is despatched using the most appropriate delivery

method 2.7 Mail is despatched to meet designated timelines

3. Collate and despatch 3.1 Quantities/resources/time to complete bulk mailing of

BSALR301A Handle receipt and despatch of information Legal services


Element Performance Criteria documents for bulk mailing documents estimated correctly

3.2 Documents are collated as required 3.3 Envelopes are sorted and batched in accordance with

specifications 3.4 Where appropriate, AUSDOC bulk mail interstate

satchels are employed 3.5 Numerical information is self-checked 3.6 Batched items are lodged in time for delivery by

relevant carrier

4. Organise urgent and same day deliveries

4.1 Items for urgent delivery are weighed, packaged and addressed

4.2 Cheapest and best option for delivery is determined and selected

4.3 Follow-up is made if necessary Range Statement


Register of incoming mail may include:

• mailbook • electronic register • diary

The firm’s policies and procedures may include:

• security procedures • mail register • confidential mail procedures • delivery/despatch of urgent mail

Processing original documents may include:

• attaching the date to the document • attaching file matter number to the document

Processing of court documents may include:

• court documentation register • attaching the date to the document • compliance with relevant court regulations

Processing of served documents may include:

• following relevant court process regarding serving regulations

Appropriate mail delivery • Australia Post



Range Statement method may include: • AUSDOC

• certified and registered mail • express post • airmail • courier • hand delivery

Appropriate envelopes and addressing of mail will differ according to:

• carrier requirements • Australia Post • AUSDOC • hand delivery

Processing outgoing mail may include:

• registering sender, destination and contents • registering date despatched • registering method of despatch • registering despatch receipt if appropriate • registering receipt and receiver of mail if hand

delivered • making copies of documents as instructed • collating documents as instructed

Document collation requirement may relate to:

• specific court requirements: • number of copies • colour of paper

• multiple recipients of same documents • order of collation • method of binding, attaching multiple documents

Timelines may differ according to:

• despatch method • court requirements

Bulk mail batching requirements may differ according to:

• Australia Post sorting specifications • AUSDOC sorting specifications • number/weight of items • destination of items



Range Statement

Urgent and same day deliveries may require:

• courier selection: • location of receiver • urgency of delivery

• email • facsimiles

Follow-up may include: • ensuring mail is delivered to receiver • providing proof of despatch

Evidence Guide Critical Aspects • A firm’s policies and procedures are understood and

followed • Instructing legal practitioner is kept up to date with

activities, actions and outcomes • Incoming mail is registered accurately • Court, original and served documents are processed

appropriately • Incoming mail, including urgent and confidential

items, is distributed to correct personnel within accepted timelines

• Damaged, suspicious or missing items are dealt with according to a firm’s processes and procedures

• Regulations regarding process serving are followed where necessary

• Outgoing mail is collected within accepted timelines • Outgoing mail is registered appropriately and

prepared for despatch according to delivery and carrier requirements, including appropriate mail style, envelopes and delivery method

• Documents are collated to meet delivery and recipient’s requirements

• Bulk mail is prepared in accordance with carrier’s requirements including minimum number of items

• Urgent and same day deliveries are arranged to meet delivery requirements, taking into account location of recipient

• All details, including addresses, numerical information, spelling and contents of mail are checked for accuracy

• AUSDOC mail is addressed correctly and deposited in correct boxes



Evidence Guide • Any problems are identified and clarification is

sought from designated persons if unable to resolve problem appropriately

• Outgoing mail is despatched in time to meet carrier’s delivery schedule


assisting clients, conducting searches and using trust account money


• sample search forms from a variety of agencies • appropriate technology such as computers with

relevant software and connections

Consistency in Performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different organisational requirements, and over a period of time to ensure that situational variables are consistently achieved.



environment • flexible delivery methods used by training providers

to cater for distance education students • Recognition of Prior Learning, Recognition of


Evidence gathering methods may include: • workplace performance • role-play



Evidence Guide • simulation • projects/assignments • third party reports

Underpinning Knowledge • Firm’s policies and procedures required across the full range of tasks covered

• The roles and locations of a firm’s personnel • Australia Post’s batching specifications • Courier selection

Underpinning Skills • Literacy: follows a firm’s policies and procedures; records incoming and outgoing mail and checks for accuracy of address details

• Numeracy: checks weights and addresses; records items; sorts and collates; estimates time for mail despatches and bulk mailouts

• Communication: listens to clear sequenced instructions of several steps to complete task; participates effectively in spoken interactions in order to convey actions and outcomes; consults and questions supervisor and peers to clarify status of mail/documents; gives oral instructions to peers, eg. where to locate mail

• Problem solving: chooses appropriate delivery method for mail/court documents







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – classifying and sorting all types

of mail appropriately • Communicating ideas and information – in registering mail, keeping accurate

records, reporting to legal practitioner • Planning and organising activities – in accurate, timely handling of incoming and

outgoing mail according to firm’s procedures • Working with teams and others – meeting special requirements of legal practitioners,

providing all staff with precise and timely service • Using mathematical ideas and techniques – estimating time, quality and resources

required, checking numerical despatch information • Solving problems – selecting best options for delivery, following up on delivery • Using technology – using electronic registers Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALC301A Use legal terminology in order to carry out tasks Legal services



Unit Descriptor This unit covers understanding and using legal terminology in order to undertake tasks. This unit of competency underpins all units of competency in the Legal Services stream of the Administration Training Package. This unit can be assessed alone or in combination with other units making up a job role.


1. Use appropriate legal terminology in written and oral communication with internal and external parties

1.1 Appropriate legal terminology is used in both written and oral communication with internal and external parties

1.2 Legal terminology is spelt and pronounced correctly and used in appropriate context

2. Extend understanding of legal terminology

2.1 Gaps in knowledge are identified and clarification is sought through appropriate source or person

2.2 Abbreviations for commonly used legal terms and associated processes are identified and used where appropriate

2.3 Questions relating to legal terminology can be answered and terms defined

Range Statement


Clarification regarding commonly used legal terminology may be sought from:

• legal dictionary • relevant handbook eg. Legal Secretary’s Handbook • glossary of commonly use legal terminology and

processes • designated person/s

Commonly used legal terminology may relate to:

• courts and tribunals • legal personnel • legal procedures • legal documentation • legislation and regulations

Legal services BSALC301A Use legal terminology in order to carry out tasks


Range Statement

Commonly used legal terminology may vary according to:

• the area of law • legal setting eg. community legal work, Crown

Solicitor’s Office • a particular legal procedure • the jurisdiction

Tasks may include: • taking and forwarding messages • producing office memos • typing legal practitioner’s notes • drafting letters in response to queries • filing • maintenance/update of clients’ files, eg. file notes,

certificates, results of public search, correspondence with a barrister

• preparing court documentation • contacting external parties • organising payments • preparing accounts


• lawyer • partner • legal practice manager • supervisor • work colleague

The area of law may include*: * These are nine common areas of

law; the area of law is not restricted to this list. Other areas of law may be applicable and may require specialised legal terminology

• commercial law • corporate law • criminal law • family law • industrial relations • property law • tax law • litigation • wills and probate.



Evidence Guide Critical Aspects • Instructions containing commonly used legal

terminology and abbreviations are responded to appropriately

• Evidence of attempts to increase knowledge of legal terminology

• Legal terminology is used appropriately for the situation

• Appropriate person/source of information can be accessed to clarify unclear instructions or to locate missing information

• Legal terminology and processes can be explained to others in simple, non-legal language

• Non-disclosable information is not communicated • Consequences of misusing legal terminology can be

articulated • Legal and financial consequences of misusing legal

terminology are understood • All work is conducted within accepted codes of

conduct including those relating to: maintaining confidentiality, and compliance with reasonable direction

Resource Implications The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • appropriate legislation and regulations • glossary of legal terms and processes • workplace manuals and reference materials such as

legal dictionary, company policy, procedural manuals and checklists

Consistency in Performance This unit of competency will require evidence to be collected across a range of events, eg. Dealing with different legal office requirements, and over a period of time to ensure that situational variables are consistently achieved.

Legal services BSALC301A Use legal terminology in order to carry out tasks


Evidence Guide






Evidence gathering methods may include: • demonstration • questioning • workplace performance • role-play • projects/assignments • written tests (verbal usage and verbal

comprehension) • portfolio of work documents • third party reports

Underpinning Knowledge • Procedures in relation to communication and the release of information, security and confidentiality • Commonly used legal terminology • Appropriate use of legal terminology within

employee’s area of responsibility • Relevant legal process • Sufficient knowledge of relevant current legislation

to complete tasks



Evidence Guide Underpinning Skills • Literacy: reads and interprets legal documents;

understands and uses vocabulary for a specific purpose; clarifies intended meaning and legal context; follows written and oral sequenced instructions involving legal terminology • Communication: accurate pronunciation of legal

terminology; uses strategies to confirm, repair or clarify understanding of terms and context

• Research: increases own knowledge of legal terminology





information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – through thorough understanding

of terms and abbreviations, using appropriate sources of authoritative meanings • Communicating ideas and information – appropriately to legal personnel and clients,

taking and forwarding messages, explaining legal concepts in simple language, clarifying instructions

• Planning and organising activities – in the conduct of the range of legal business • Working with teams and others – including all colleagues • Using mathematical ideas and techniques – (not applicable to this unit) • Solving problems – interpreting non-disclosable information procedures correctly,

avoiding problems by articulating terms correctly • Using technology – to locate and search reference materials Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALO301A Assist in prioritising and planning activities in a legal practice



Unit Descriptor This unit covers assisting others (for example, Partner, Solicitor, Fee Earner, Human Resources Manager, External Client) to organise a legal schedule. This involves arranging appointments and other activities based upon court dates and required legislative timelines. This unit can be assessed alone or in combination with other units making up a job role.


1 Record file-related critical dates and times

1.1 File related deadlines are identified 1.2 File related deadlines are recorded according to a

firm’s policies and procedures

2 Make and record appointments on behalf of designated person

2.1 Priorities of designated person/s are established and clarified in discussion

2.2 Timelines for achievement of priorities are agreed and documented/recorded

2.3 Appointments are arranged and/or re-arranged to a time or date which is more convenient for parties involved

3 Assist designated person/s to prepare for critical dates

3.1 Records are checked daily for upcoming appointments and commitments

3.2 Designated person/s are reminded of critical file dates 3.3 Information meeting legislative requirements is

prepared and distributed to the designated person/s prior to critical dates

3.4 Timelines are monitored regularly in consultation with designated person

4 Follow up outcomes of meetings or other activities

4.1 Appropriate follow up actions and activities are planned and organised in conjunction with designated person and relevant parties

4.2 File notes are updated according to a firm’s policies and procedures

BSALO301A Assist in prioritising and planning activities in a legal practice Legal services


Range Statement


File related deadlines may include:

• court appearances • settlement dates • document lodgement cut off dates • legislated timelines

Critical dates may include: • court appearances • court mentions • property settlements • meetings with clients • travel arrangements • meetings: • external • internal

• lodgement of documents • settlement of accounts


• external client • lawyer • partner • legal practice manager • supervisor

The diary system may be: • paper • duplicate • electronic • networked

Records may include, but are not limited to:

client’s details may include: • name • telephone number • type of matter

court details may include: • date



Range Statement • time • location • matter

dates on which follow-up actions are occur may include: • progress report to client • property settlement • payment of fees

Appointments may be arranged:

• to meet legal matter requirements • to meet court requirements • to meet the need for consulting experts • in response to new/existing client enquiry/request • in response to continuing legal education

requirements as designated by relevant Law Societies and Institutes


• relevant State/Territory/Commonwealth legislation – their legal process time and action requirements eg. required amount of time serving notice, timeline for submission/exchange of documents and/or monies, number and type of meetings required between parties.

• Governing legal practice Acts in each State/Territory

• the client and a firm (eg. Consumer Credit Code, Privacy Act, secrecy laws, Codes of Practice, Common Law and Statutory Duties of Care involving financial relationships)

• schedule of fees and duties payable • employee-employer agreements and legislation

Difficulties in meeting timelines may relate to:

• failure of other parties/agencies to produce required materials on time

• court adjournments • variations to contracts • available resources • client needs



Range Statement

File notes may be stored: • in date order • on a file note spike • on the computer • paper based • electronically • with client file • on a checklist/form

File notes may include: • mode of attendance (eg. in person/telephone) • file concerned • people involved • date • time expended on matter • discussion notes • resulting activity, action outcome

Evidence Guide

Critical Aspects • An understanding of the responsibility involved in making arrangements for others is demonstrated

• Diary entries are accurately transferred to duplicate if necessary

• Interaction with other parties when making, confirming, and changing appointments is courteous and efficient

• Appropriate information is given to clients • Non-disclosable information is not communicated

and where any doubt exists as to the information’s status it is not disclosed

• Problems (such as double bookings or non-attendances) are solved promptly and satisfactorily using standard procedures

• All relevant details of appointments and file deadlines are diarised accurately and legibly

• Activities, actions and outcomes are documented and time is recorded

• File/matter number is attached to all relevant documentation and filed appropriately

• Legal consequences of not meeting critical timelines are understood eg. failing to give appropriate notice



Evidence Guide of impending trial

• Records are kept up-to-date, legible, accurate and accessible according to a firm’s policies and procedures

• Diary records are checked regularly to ensure follow up occurs as required

• Consideration is given to failure of diary system and need to check files, eg. backup system is understood and firm’s policies and procedures are followed


Resource Implications The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • appropriate legislation and regulations • workplace manuals and reference materials such as

company policy, procedural manuals and checklists • sample legal diaries, hard-copy and electronic • appropriate technology such as computers with

relevant software

Consistency in Performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different organisational requirements, and over a period of time to ensure that situational variables are consistently achieved.




to cater for distance education students



Evidence Guide • Recognition of Prior Learning, Recognition of


Evidence gathering methods may include: • workplace performance • role-play • simulation • projects/assignments • third party reports

Underpinning Knowledge • A firm’s relevant software packages • A firm’s administrative systems • A firm’s policies and procedures for recording and

informing designated person/s of critical file dates • File relevant to the matter • Roles and responsibilities of those involved in the

matter • Contingency management • Authorised ‘signing parties’ • Security • Confidentiality

Underpinning Skills • Literacy: follows a firm’s legal procedures; sequences writing with attention to organising principles of date, time, importance or file code according to organisation’s requirements

• Numeracy: orders and compares sets of dates using simple everyday data; adheres to deadlines; accurate record keeping

• Communication: listens to clear sequenced instructions; questions to clarify information; discusses and confirms requirements and priorities of others; listens to and notes individual preferences regarding arrangements for group activity; clarifies defined purposes and objectives to be achieved by working with others

• Problem solving: negotiates task distribution with other members of the group; selects most efficient and appropriate times for appointments etc.

• Technology • Organisational: plans and prioritises own and



Evidence Guide other’s activities and time







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – accessing file related deadlines • Communicating ideas and information – in talking to parties to make suitable

arrangements, communicating electronically, making file notes, accurate diary entries and other records

• Planning and organising activities – arranging appointments, organising and re-arranging schedules, according to convenience of parties

• Working with teams and others – including legal professionals, colleagues, clients and other parties

• Using mathematical ideas and techniques – in monitoring timelines, critical dates • Solving problems – establishing priorities, ensuring follow up action from meetings is

carried out, resolving difficulties • Using technology – including scheduler software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALF301A Maintain records for time and disbursements in a legal practice



Unit Descriptor This unit covers demonstrating an understanding of maintaining time records and entering disbursements incurred. This unit of competency underpins all units of competency in the Legal Services stream of the Administration Training Package. This unit can be assessed alone or in combination with other units making up a job role.


1 Record fee-earner time 1.1 Time sheets are accessed 1.2 Self or other is organised to enter time recording onto

the accounting system against the relevant client or client matter file, or other relevant codes eg. training, marketing

1.3 Irregularities and/or uncertainties are noted and standard resolution procedures are followed

1.4 Entries are made within agreed timelines

2 Enter disbursements incurred

2.1 Details of disbursements are recorded accurately against the relevant client or client master file according to a firm’s policies and procedures

2.2 Irregularities and/or uncertainties are noted and standard resolution procedures are followed

2.3 File/master number is attached to all relevant documentation and such documentation is filed appropriately

Range Statement


Time sheets may be: • paper-based • electronic

BSALF301A Maintain records for time and disbursements in a legal practice Legal services


Range Statement

Fee-earners may include: • qualified legal practitioner • paralegal • conveyancer • accountant • law clerk

Disbursements may include:* *according to relevant state definition

• filing fees • photocopying • postage • courier fees • search fees • cost of duty stamps • court costs • telephone charges

Methods for maintaining records for time and disbursements may include:

• timesheet • standard books of account – trust account receipt

book, cash book, cheque book, ledger, bank deposit book

• specialised electronic software packages eg. LAW 2000, BillBack, LawLedger

All activities and outcomes may include:

• exchange of information • public search of record • financial transaction • verbal communication with external parties


• office procedure manual • time recording procedures • definition of disbursement and amount to charge • detailing disbursements • accessing accounting system • availability of information • information specific to the firm • security/confidentiality/privacy procedures • verifying and authorising information • recording information • liaising with financial institutions



Range Statement The area of law may include:* * These are nine common areas of

law; the area of law is not restricted to this list. Other areas of law may be applicable

• commercial law • corporate law • criminal law • family law • industrial relations • property law • tax law • litigation • wills and probate

Designated person may include: • supervisor • lawyer • partner • legal practice manager • business manager • accountant • teacher/trainer

Range Statement The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit: Legislative requirements may relate to:

• relevant State/Territory/Commonwealth legislation • Governing Legal Practice Acts in each

State/Territory • trust accounting regulations in each State/Territory • Law Society/Institute procedures in each

State/Territory • court scales in each State/Territory • the client and a firm (eg. Consumer Credit Code,

Privacy Act, secrecy laws, Codes of Practice, common law and Statutory Duties of Care involving financial relationships)

• the area of law • schedules of fees and duties payable • establishing a trust account • taxation and banking requirements • Tort, Equity and Statute law • Australian Taxation Office regulations



Range Statement • definition of a disbursement

Evidence Guide Critical Aspects • A firm’s policies regarding trust accounts are

understood and followed • Documentation is presented to designated person

for approval, within agreed timelines • Legislative requirements regarding trust account

operations are met • Non-disclosable information is not communicated


• Honesty and integrity are demonstrated in all financial dealings

• All work is conducted within accepted codes of conduct including those relating to:

• Maintaining confidentiality, use of company property, duty of care, ethical behaviours, privacy, non-discriminatory practice, conflict of interests and compliance with reasonable direction

• Main purpose of trust accounting is understood and can be explained

• Procedural differences between trust and general accounting are understood

• Legal and financial consequences of mishandling a trust account are understood

• Own work and work of others is checked for accuracy and any errors, irregularities or uncertainties are amended

• Disbursements can be identified • Entries made are accurate


maintaining trust accounts • governing Legal Practice Acts in each

State/Territory • trust accounting regulations in each State/Territory • Law Society/Institute procedures in each

State/Territory



Evidence Guide • workplace manuals and reference materials such as

company policy, procedural manuals and checklists • standard books of account – trust account receipt

book, cash book, cheque book, ledger, bank deposit book.

• appropriate technology such as computers with relevant software, calculators, adding machines and imprinters

Consistency in Performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different financial tasks and different clients over a period of time to ensure that situational variables are consistently achieved.






Evidence gathering methods may include: • questioning • workplace performance • work based written tests • third party reports

Underpinning Knowledge • Authorised ‘signing parties’ • Legislation and regulation in regard to the handling

of trust accounts and handling trust monies • Penalties for non-compliance with legislation • Ability to access the account precedents • Security/confidentiality/privacy



Evidence Guide • A firm’s policies and procedures regarding costing

schedules, the evaluation and recording of billable hours and recording of disbursements

• Bank procedures and policies/requirements • Simple accounting principles • A firm’s administrative systems • Definition of disbursement

Underpinning Skills • Literacy: follows a firm’s legal procedures; selects and applies the procedures and strategies needed to perform a range of tasks; follows sequenced written instructions

• Numeracy: uses knowledge of mathematical concepts; records time and disbursement; maintains deadlines; files documents; uses a combination of oral and written mathematical and general language for the record keeping process

• Communication: listens to clear sequenced instructions; clarifies information by questioning as necessary; consults where necessary with team members and clients

• Bookkeeping • Keyboarding





information



teams

Use mathematical






Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – in relation to client and client

matter files • Communicating ideas and information – reading, understanding and selecting firm’s

procedures, following written instructions, recording billable hours, explaining requirements to colleagues

• Planning and organising activities – including the firm’s procedures regarding costing schedules

• Working with teams and others – assisting others in recording time • Using mathematical ideas and techniques – calculating fee-earner time and

disbursements • Solving problems – noting irregularities and/or uncertainties for resolution • Using technology – including specialised legal software, electronic accounting and

filing systems Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBCMN201A Work effectively in a business environment Common Business


BSBCMN201A Work effectively in a business environment Unit Descriptor This unit covers the skills and knowledge required to work

effectively within a commercial or business environment. It includes identifying the rights and responsibilities of employees and employers and conducting business in accordance with the organisational goals, values and standards. This unit is related to BSBCMN101A Prepare for work and BSBCMN301A Exercise initiative in a business environment.

Competency Field Common Element Performance Criteria

1.1 Documents outlining organisational requirements are located, read and any uncertainties are clarified with appropriate persons

1.2 All work reflects a current working knowledge and understanding of employees and employers rights and responsibilities

1.3 All work undertaken reflects understanding and compliance with relevant duty of care, legal responsibilities and organisational goals and objectives

1.4 Standards and values considered to be detrimental to the organisation are identified and questioned through established communication channels

1. Work within organisational requirements

1.5 Self and other’s behaviour which contribute to a safe work environment are identified and practised

2.1 Personal work goals are identified and prioritised in accordance with organisational requirements and future personal career plans

2.2 Personal values and attitudes regarding work and business are taken into account when planning future work/career directions

2.3 Advice is obtained from appropriate persons on future work/career directions

2. Determine future work/career directions

2.4 Additional skills required are identified and addressed

Common Business BSBCMN201A Work effectively in a business environment


Range Statement


Legislation, codes and national standards relevant to the workplace which may include:

• award and enterprise agreements and relevant industrial instruments

• relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination

• relevant industry codes of practice

Organisation’s requirements may be included in:

• goals, objectives, plans, systems and processes • legal and organisation policy/guidelines and

requirements • business and performance plans • access and equity principles and practice • anti-discrimination and related policy • ethical standards • quality and continuous improvement processes and

standards • Occupational Health and Safety policies,

procedures and programs

Appropriate persons may include:

• those who have the authority to adjust plans • supervisor • colleagues • external organisations • line management



Range Statement

Rights and responsibilities of employees may relate to:

• attendance • punctuality • obeying lawful orders • confidentiality and privacy of enterprise, client and

colleague’s information • safety and care with respect to Occupational Health

and Safety • knowing the terms and conditions of own

employment • the right to union representation • protection from discrimination and sexual

harassment

Rights and responsibilities of employers include:

• the right to dismiss you if you (see the Commonwealth Workplace Relations Act 1996):

• commit a criminal offence • are negligent, careless or cause an accident • commit acts of disloyalty such as revealing

confidential information • the responsibility of providing a safe environment

free from discrimination and sexual harassment (see relevant State and Commonwealth anti-discrimination legislation)

The organisation’s goals and objectives may be:

• stated or implied by the way the organisation conducts its business including:

• organisational values and behaviours • flexibility, responsiveness • financial performance • work procedures and/or procedures manuals • people management • interpersonal communication • business planning • marketing and customer service

• organisational values and behaviours • work procedures and quality assurance manuals



Range Statement

Behaviour which contributes to a safe work environment may include:

• discussing and negotiating problems and tasks with other team members

• solving problems as a team • sharing your knowledge and skills • identifying and reporting any risks or hazards • using business equipment according to guidelines • listening to the ideas and opinions of others in your

team

Advice may include: • formal/informal performance appraisals • obtaining feedback from supervisors and

colleagues • personal, reflective behaviour strategies • career counselling

Additional skills may be acquired by:

• on-the-job coaching or mentoring • additional responsibilities • presentations/demonstrations • formal course participation • work experience • involvement in professional networks

Evidence Guide

The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement.

Critical Aspects of Evidence • Able to identify, locate and express the organisation’s requirements including goals and values

• Work reflects the relationship between own role and organisational requirements

• Own future career plans are developed • Workplace procedures for upholding employee and

employer rights and responsibilities can be identified and clearly explained



Evidence Guide

Underpinning Knowledge* * At this level the learner must

demonstrate basic operational knowledge in a moderate range of areas.

• The relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination

• Knowledge of the organisation’s policies, plans and procedures and how to access them

• Understanding of terms and conditions of employment

• Understanding of the types of actions which uphold the organisation’s image

• Knowledge of how to use information systems to source and access new learning opportunities

Underpinning Skills • Literacy skills to identify work requirements and process basic, relevant workplace documentation

• Communication skills to request advice, receive feedback and work with a team

• Planning skills to develop future career goals • Problem solving skills to solve routine problems • Technology skills including the ability to select and

use technology appropriate to a task • Ability to relate to people from a range of social,

cultural and ethnic backgrounds and physical and mental abilities

Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace.

Consistency of Performance In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations.



Evidence Guide

Context/s of Assessment • Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills elaborated in the Evidence Guide, and within the scope as defined by the Range Statement

• Assessment must take account of the endorsed assessment guidelines in the Business Services Training Package

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

• Assessment should reinforce the integration of the key competencies and the Business Services Common Competencies for the particular AQF Level. Refer to the Key Competency Levels at the end of this unit





information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to develop understanding of

organisation’s requirements • Communicating ideas and information – to individuals and members of the work

team • Planning and organising activities – to develop work schedules • Working with teams and others – to implement work plans • Using mathematical ideas and techniques – to solve routine problems • Solving problems – to improve personal work performance • Using technology – to aid access to organisational information Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBCMN306A Produce business documents Common Business


BSBCMN306A Produce business documents Unit Descriptor This unit covers the skills and knowledge required to produce

various business documents. It includes the skills and knowledge required to select and use a range of functions on a computer application. This unit relates to BSBCMN213A Produce simple wordprocessed documents and BSBCMN405A Analyse and present research information. Consider co-assessment with BSBCMN305A Organise workplace information.

Competency Field Common Element Performance Criteria

1.1 Appropriate technology and software applications are selected and utilised to produce required business documents

1.2 Organisational requirements for information entry, storage, output and quality of presentation are identified prior to design of documentation

1. Select and prepare resources

1.3 Workspace, furniture and equipment are adjusted to suit the ergonomic requirements of the user

2.1 Document design is appropriate for the efficient entry of information and maximises the presentation and appearance of information

2.2 Files and records are identified, opened, generated and amended according to task and organisational requirements

2.3 A range of functions are used to ensure consistency of design and layout

2. Design document

2.4 Input devices are operated within designated speed and accuracy requirements

3.1 Document production is completed within designated timelines according to organisational requirements

3.2 Documents produced are checked to ensure they meet task requirements for style and layout

3.3 Storage of documents is appropriate and applications are exited without damage to or loss of information

3. Produce document

3.4 Manuals, training booklets and/or help-desks are used to overcome basic difficulties with document design and production

Common Business BSBCMN306A Produce business documents


Range Statement






Technology may include: • computers • scanners • photocopiers • printers

Software may include: • word processing packages • spreadsheet packages • database packages • accounting packages • presentation packages

Business documents may include:

• newsletters • client databases • proposals • reports • accounts statements • project reviews • web pages



Range Statement

Organisational requirements may include:

• quality assurances and/or procedures manuals • log-on procedures • legal and organisational policy/guidelines and

requirements • correctly identifying and opening files • locating data • budgets • Occupational Health and Safety policies,

procedures and programs • security • saving and closing files • storing data • manufacturer’s guidelines

Functions used when designing a document may include:

• using styles • merging documents • table formatting • using columns • spell checking • editing • alternating headers and footers

Input devices may include: • keyboard • numerical key pad • mouse • scanner

Storage of documents may include:

• storage in directories and sub-directories • storage on CD-ROMs, disk drives or back up

systems • storage/filing of hard copies of computer generated

documents • storage/filing of hard copies of incoming and

outgoing facsimiles • storage/filing of incoming and outgoing

correspondence



Evidence Guide

The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competency for this unit. This is an integral part of the assessment of competency and should be read in conjunction with the Range Statement.

Critical Aspects of Evidence • Selecting and applying appropriate technology and software

• Designing and producing business documents using a software application

• Using of a range of functions which enhance the presentation and readability of the document

• Applying OHS procedures for set up of workstation and operation of computer

• Using data storage options


demonstrate some relevant theoretical knowledge.

• The relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination

• Understanding the organisation’s policies, plans and procedures

• Understanding the functions and features of contemporary computer applications

• Techniques and methods used to check accuracy • Understanding how to select appropriate

technology for production requirements • Knowledge of organisational requirements for

document design eg. style guide

Underpinning Skills • Literacy skills to read and understand a variety of texts; prepare general information and papers according to target audience; spell with accuracy; use grammar and punctuation effectively as an aid to understanding

• Proofreading and editing skills to ensure clarity of meaning and conformity to organisational requirements, check for accuracy and consistency of information

• Problem solving skills to determine document design and production processes

• Numeracy skills to access and retrieve data • Keyboarding and computer skills to complete a

range of formatting and layout tasks



Evidence Guide • Ability to relate to people from a range of social,


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace

Consistency of Performance In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations




• Assessment should reinforce the integration of the key competencies and the Business Services Common Competencies for the particular AQF Level. Refer to the Key Competency Levels at the end of this unit







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to design document layout • Communicating ideas and information – • Planning and organising activities – for self • Working with teams and others – in completing scheduled tasks • Using mathematical ideas and techniques – as an aid to checking accuracy • Solving problems – to identify application problems • Using technology – to complete allocated tasks Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALPP303A Deliver court documentation Legal services


BSALPP303A Deliver court documentation Unit Descriptor This unit covers organising court documents for delivery,

planning a schedule of delivery, delivering documents to the appropriate courts and returning proof of document lodgment. This unit can be assessed alone or in combination with other units making up a job role.


1 Organise self or other to copy and collate court/tribunal documents

1.1 Documents for the same court/s are identified 1.2 Self or other is organised to copy and collate

documents according to court requirements and a firm’s policies and procedures

1.3 File/matter number is attached to copies of all relevant documents where appropriate

1.4 Copies of all documents to be delivered are filed appropriately

2 Plan court/tribunal delivery schedule

2.1 Times of delivery are established to ensure court/tribunal timelines are met

2.2 Appropriate delivery method is selected 2.3 Monies for court filing fee are prepared and

disbursement is recorded appropriately

3 Organise self or other to deliver documents

3.1 Documents are transported securely to court/tribunal 3.2 Documents and if necessary monies for court filing

fees are handed over to appropriate court official 3.3 If documents are deficient and cannot be lodged,

information regarding deficiency is sought from court official and recorded

3.4 Proof of lodgements and any associated documents are collected and filed appropriately

3.5 Difficulties with lodgement are appropriately resolved

Legal services BSALPP303A Deliver court documentation


Range Statement


Courts and tribunals* may include: * Names and functions of some courts/tribunals are subject to change and differ between states.

• High Court • Supreme Court • Federal Court • Magistrates Court • District/County Court • Family Court • Children’s Court • Industrial Relations Court • Courts of Petty Sessions • Coroner’s court • State and Commonwealth Administrative Appeals

Tribunals • Equal Opportunity Tribunal • Small Claims Tribunal

Court requirements may include:

• nature of binding • margins • front cover sheet • back cover sheet • ribbon • paper size • colour and weight of paper

Documents to be delivered may include:

• witness statements • exhibits • affidavits • pleading documents • briefs • expert reports • notices • writs



Range Statement

Delivery method may include: • AUSDOC • post • personal service • courier

Appropriate court official may include:

• bailiff • sheriff • court clerk

Proof of lodged documents may involve:

• affidavit of services • receipt • signature of court official

Lodgment difficulties may relate to:

• insufficient monies • failure to meet court/case deadlines • incorrect address • incomplete forms and documents


• office procedure manual • information specific to the firm • privacy/security/confidentiality procedures • contingencies • time recording procedures • verifying and authorising information • recording information • transferring monies • delivering a firm’s business • emergency procedures • keeping files up to date

Designated person may include: • lawyer • partner • supervisor • teacher/trainer



Evidence Guide

Critical Aspects • A firm’s policies and procedures are understood and followed

• Any photocopying undertaken is recorded for purposes of client invoicing

• File/matter number is recorded on copies documents according to a firm’s policies and procedures

• Where instructing others, instructions are clear with adequate explanation to enable tasks to be completed

• Documentation for each court is collated correctly, with correct number of copies, signatures if necessary, and relevant attachments according to a firm’s policies and procedures and the court’s requirements

• Court delivery schedule is planned to accommodate agreed timelines, closing times of courts and the number of documents to be lodged

• Clients’ trust monies are accessed according to a firm’s policies and procedures and used to pay court fees

• Documents are lodged correctly • Designated person is kept up-to-date with actions,

activities and outcomes and where difficulties arise, is contacted if standard resolutions are not applicable




Evidence Guide


delivering court documentation and using trust account monies

• workplace manuals and reference materials such as company policy, procedural manuals, checklists, directory of courts and legal dictionaries

• collection of sample documents eg. Writ and Originating Motions, Affidavit as to Failure to Appear, Witness Summons, Application for an Order on a Claim for Damages, Exhibit Certificate

• appropriate technology such as photocopiers and binders

Consistency in Performance This unit of competency will require evidence to be collected for a range of information requirements and from a range of information sources and over a period of time to ensure that situational variables are consistently achieved.





Evidence gathering methods may include: • questioning • workplace performance • role-play • portfolio of completed searches • third party reports



Evidence Guide

Underpinning Knowledge • Authorised ‘signing parties’ • Relevant current state/Commonwealth legislation

relating to: litigation documents, court documentation procedures, rules of relevant court, schedule of fees and duties payable, disbursements from a trust account

• Transferring monies • Court jurisdiction/functions • Court’s document collation and lodgement

requirements • Roles and responsibilities of those involved in

preparing, delivering and lodging court documentation

Underpinning Skills • Literacy: follows legal procedures; issues and follows written or verbal instructions about routine legal procedures; completes routine forms about legal matters according to established workplace procedures

• Communication: listens to clear sequenced instructions; clarifies information by questioning as necessary

• Numeracy : uses knowledge of mathematical concepts in relation to court filing fees and record keeping; adheres to deadlines; copies and collate documents

• Problem solving: planning appropriate and efficient methods of delivery with regards to deadlines; negotiates task distribution with other members of the group

• Teamwork: clarifies defined purposes and objectives to be achieved by working with others

• Organisational: plans and prioritises own and other’s activities and time





information



teams

Use mathematical




Deliver court documentation Legal services


Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – appropriate court documents

located, copied, organised and collated • Communicating ideas and information – following and understanding detailed

procedures and instructions • Planning and organising activities – in delivering complete documentation according

to court delivery schedule • Working with teams and others – including ‘signing parties’, court officials,

colleagues • Using mathematical ideas and techniques – in preparing court filing fees for

disbursement • Solving problems – by rectifying any deficiencies in court documentation and

lodgment difficulties • Using technology – including document storage software, copying machinery Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Tourism Training Package

© Australian National Training Authority 2004 Volume 2A Page 73 BSB01 Version 4

THTSMA01A Coordinate the production of brochures and marketing materials

Unit Descriptor This unit deals with the skills and knowledge required to coordinate the development of promotional brochures and other printed marketing materials.


1. Plan the production of brochures and marketing material

1.1 Production is effectively planned with appropriate actions designed to take account of the following factors:

1.2 objectives of the material 1.3 market for which material is required 1.4 review of competitive materials 1.5 style and size of material 1.6 time parameters 1.7 budget available 1.8 in-house production capabilities 1.9 distribution considerations – internal and external 1.10 availability of required information 1.11 any legal requirements or restrictions

2. Produce information for inclusion

2.1 Accurate and complete information is produced or obtained from the appropriate source.

2.2 Information is presented in a clear and easily understood format

2.3 Information is presented in a culturally appropriate way

2.4 Accurate specifications are provided to quoting organisations covering the following areas:

• size • number of colours • type of paper • number of photographs • layout and style of text • total number required • conditions of contract • production and delivery deadlines

3. Obtain quotations for artwork and printing as appropriate

3.1 Comprehensive quotations are obtained with full details of potential variations to cost and conditions which may apply


Page 74 Volume 2A © Australian National Training Authority 2004 BSB01 Version 4


4. Develop final copy for brochures and marketing materials

4.1 Copy is developed using basic creative writing techniques where appropriate to sell the products presented

4.2 Copy is accurate regarding practical and operational details

4.3 All costs are accurately presented with notes about conditions which may apply

4.4 General conditions applying to information are clearly and accurately presented according to company policy

4.5 All copy is thoroughly checked for accuracy prior to submission to external/internal art house or printers

5. Coordinate production of brochures and marketing materials

5.1 Liaison is undertaken with production house or responsible staff member in a manner which permits accurate monitoring of production schedule

5.2 All production work is fully checked and corrected as required

5.3 All copy is re-checked and approved by appropriate authority only when totally accurate

5.4 Artwork is approved according to company guidelines prior to commencement of printing

5.5 Brochures and marketing materials are obtained on schedule

5.6 Contingencies plans are put in place for situations where timelines may be exceeded

Range Statement

Actual production/printing may be conducted either:

• in-house • by an external agency

Brochures and marketing materials may include but are not limited to:

• product brochures • destinational guides • promotional fliers and leaflets • conference programs/registration forms • event prospectus • display materials • product support manuals • advertising materials • direct mail pieces • invitations



Evidence Guide

Critical aspects: • demonstrates ability to coordinate all elements of the brochure development process

• demonstrates ability to produce materials that meet stated objectives, provide current and accurate information and are free of error

• demonstrates knowledge and understanding of production processes and terminology

Context of assessment: • This unit may be assessed on or off the job. Assessment should include practical demonstration either in the workplace or through a simulation. This should be supported by a range of methods to assess underpinning knowledge.

Underpinning knowledge and skills

• To demonstrate competence, evidence of skills and knowledge in the following areas is required:

• market context for the materials being produced • print production processes and terminology • principles of planning • creative writing • methods for researching, preparation and proofing

of copy • legal issues that affect the production of printed

materials as appropriate to individual sectors/workplaces including copyright laws





information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. • 1. Perform 2. Administer 3. Design

BSALPP401A Prepare and produce complex legal documents Legal services

Page 76 Volume 2A © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by Error! Unknown document property name. Version 4

BSALPP401A Prepare and produce complex legal documents Unit Descriptor This unit covers using either a range of advanced functions within

at least one software package, or integrating functions from at least two software packages to produce complex documents. This unit has been adapted from BSATEC401B Produce complex documents. This unit can be assessed alone or in combination with other units making up a job role.


1. Establish document design and structure

1.1 Requirements of the task are identified 1.2 Software appropriate to the task is selected 1.3 Document design and structure are determined 1.4 Document is designed and structured to meet

designated criteria 1.5 Existing precedent documents are reviewed for

appropriateness 1.6 Can build new precedents from existing documents

2. Develop precedents and macros for document design

2.1 Precedents and macros are developed and used to ensure consistency of design and layout

2.2 Templates and macros are evaluated and amended to ensure document requirements can be met

2.3 Macros are linked as required 2.4 Improvements to the structure/design of existing

documents are suggested and a review process of suggested improvements is facilitated

3. Organise self or others to produce documents

3.1 Documents are prepared using appropriate and available precedent documents according to a firm’s policies and procedures

3.2 Relevant data is entered and edited accurately 3.3 A range of advanced functions are used to ensure the

accurate completion of the task 3.4 Documents are checked for spelling, grammar

numeric data and layout 3.5 Documents are proofread for accuracy of contents and

consistency of layout and style 3.6 Modifications are made to meet required

specifications

Legal services BSALPP401A Prepare and produce complex legal documents

© Australian National Training Authority 2004 Volume 2A Page 77 BSB01 Business Services Training Package to be reviewed by Error! Unknown document property name. Version 4

4. Organise self or others to print documents

4.1 Documents are printed as required 4.2 Review of documents is arranged with the designated

person/section 4.3 Final printing of document is undertaken

5. Save file and exit system 5.1 Document is saved and stored in appropriate directory or folder

5.2 File is closed and applications programs are exited without loss of data

5.3 Back up copies of files are made in accordance with specified procedures if required

5.4 Disks/data are filed and stored in accordance with a firm’s policies and procedures

Range Statement


Software packages may include:

• word processing • database • spreadsheet • page layout software • graphics • document management software

Documents may include: • precedents • contracts • research reports • costings • promotional brochure • in-house newsletter

Document design and structure may include:

• firm style and letterhead constraints • links to existing information • use of AutoText • merging of information • legislated document layout guidelines

Designated criteria may include:

• a firm’s requirements • legal practitioner’s requirements



Range Statement • legislative requirements

Existing documents may include:

• existing precedents • developed contracts/documents • specialist/technical texts and vocabulary

Advanced functions may include:

• templates • macros • linking macros • AutoText • glossaries • table of contents • index • formatting, e.g. defining styles • importing graphs, sections, margins • scanner/colour printer


• authorising precedent changes • authorising creation of new legal precedents • backup procedures • initiation of files • accessing files • updating files • file maintenance • storage of disks/data • office procedure manual • information sources • information specific to the firm • security/confidentiality/ privacy procedures • verifying and authorising information • recording information


• lawyer • partner • legal practice manager • accountant

The area of law may include*: *These are nine common areas of law.

The area of law is not restricted to

• commercial law • corporate law



Range Statement this list; other areas of law may be applicable.

• criminal law • family law • industrial relations/employment law • property law • tax law • litigation • wills


• relevant State/Territory/Commonwealth legislation • governing legal practice Acts in each State/Territory • the area of law • employee-employer agreements and legislation

Relevant legislation may relate to:

• Occupational Health and Safety • Copyright

Timelines for completion of documents may be affected by:

• client needs • availability of information resources • legal or procedural requirements • operator’s workload

Difficulties which may need management may include:

• available resources • client needs • liaising with others • technical difficulties • alterations to instructions

Precedents relevant to the particular area of law may include:

• leases • mortgages • contracts • transfer of shares • wills • a firm’s templates • agreements • letter confirming client’s instructions and rights • court documents • standard letters

The precedent bank may be: • in-house • external



Range Statement • on-line • stored pre-printed forms



Evidence Guide The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement.

Critical aspects • Where instructing others, instructions are clear with adequate explanation to allow the task to be completed

• Assistance and/or advice is provided to others • Where instructing others, supervision is provided

throughout the task in relation to: • Ensuring that work is completed within timelines • Ensuring that correct technical process is employed • Checking produced document meets requirements • Checking documents for mistakes • Checking that document is saved appropriately • Ensuring that confidentiality and security of

information is maintained • Ensuring that problems are solved efficiently • OHS guidelines relating to screen based equipment

and ergonomic workstations are observed • Speed and accuracy are to the firm’s standards. (this

may be the standard in Standards Australia as 2708-1991 typing speed or as 3549-1989 typing accuracy)

• Difficulties, irregularities or uncertainties are resolved expediently

• Firm’s style, layout etc is followed in preparation of documents

• Defaults are set correctly • Templates are used in preference over new layouts • Macros are established where any shortcuts are

possible • Disparate macros are integrated to facilitate more

efficient document production where appropriate • Improvements to the structure and design of existing

documents are explained and demonstrated • Document is produced and presented with correct

enclosures if required, to designated person within agreed timelines

• Non-disclosable information is not communicated and where any doubt exists as to the information’s status it is not disclosed




Resource implications The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • workplace manuals and reference materials such as


relevant software, photocopier, colour printers and binding machine

Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different types of documents, and over a period of time to ensure that situational variables are consistently achieved

Context of assessment Evidence of competency can be met in different situations, including: • on the job assessment • off the job assessment • placement in an enterprise • participation in a New Apprenticeship (traineeship)




Current Competencies (in skill areas where there has been no significant change to work practice in recent times)

Evidence gathering methods may include: • demonstration • questioning • workplace performance • simulation • skills portfolio • third party reports



Underpinning knowledge* * At this level the learner must

demonstrate understanding of a broad knowledge base incorporating some theoretical concepts.

• Appropriate software, document design and structure

• Developing and testing templates and macros • Creating links between macros • A range of advanced functions and how to apply

them appropriately • OHS • Appropriate sources of assistance, content and

technological • Appropriate technology, short cuts, AutoText • Application of a firm’s policies and procedures

required in the full range of tasks covered

Underpinning skills • Literacy: follows complex legal procedures; considers aspects of context, purpose and audience when generating and formatting texts; reads a range of procedural and technical texts to identify the most appropriate software application; uses a variety of strategies for planning and reviewing own work; demonstrates drafting techniques

• Communication: follows and interprets oral instructions; provides clear and specific instructions about information required;

• Proofreading and editing: ensures clarity of meaning and conformity to enterprise requirements; checks for accuracy and consistency of information by consulting additional resources

• Problem solving: uses processes flexibly and interchangeably

• Numeracy: collates and presents data, graphs and annotated references; adheres to designated timelines

• Keyboarding; uses a range of advanced functions of software applications







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – by searching the precedent bank • Communicating ideas and information – following and understanding complex legal

procedures, knowing the audience when generating and formatting text and other records, clearly explaining and conveying complex instructions

• Planning and organising activities – to achieve complete and accurate documents, including all correct enclosures

• Working with teams and others – providing assistance and advice to others • Using mathematical ideas and techniques – presentation of data, graphs and

annotated references • Solving problems – managing difficulties, reviewing processes for improving the

structure and design of documents • Using technology – including use advanced functions of a range of software packages,

creating and improving templates and macros, integrating macros, document printing Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSACS401A Provide non-legal advice


BSACS401A Provide non-legal advice Unit Descriptor This unit covers the supervised provision of non-legal advice in

response to enquiries from non-clients or potential clients or other parties Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, sign off on legal work and to receive trust account monies. It is also illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer/conveyancer or acting as a lawyer/conveyancer when they are not qualified to do so). Contravening these conditions is illegal and compromises a firm’s professional indemnity insurance. The tasks covered in this unit involve the provision of advice, accordingly a qualified legal practitioner must be supervising and instructing work covered in this unit of competency. This unit is positioned at AQF Level 4 due to the degree of responsibility required, the breadth and depth of knowledge that must be demonstrated and the level of discretion and judgement involved. Because of the sensitivity of this task people at lower levels would not undertake it – accordingly no supervision of others is involved. This unit can be assessed alone or in combination with other units making up a job role.


1. Receive enquiry 1.1 Enquirer’s needs are identified and clarified 1.2 Legal limits of own responsibility are clearly outlined

to enquirer before any information is imparted 1.3 Enquiries outside the employee’s area of

responsibility and knowledge are identified and assistance is sought or enquiry is referred on to a legal practitioner where appropriate

2. Provide non-legal information

2.1 Enquirer’s details and problem/s are recorded 2.2 Non-legal information is relayed where available and

appropriate 2.3 If information is not readily available, further research

within legislative requirements and scope of own responsibility is pursued

2.4 Non-disclosable information is not communicated and where any doubt exists as to the information’s status it is not disclosed

BSACS401A Provide non-legal advice Legal services


3. Consult legal practitioner to resolve legal enquiries

3.1 Legal practitioner is contacted to discuss enquirer’s needs

3.2 Enquirer’s needs are communicated to legal practitioner and resolution/action is discussed

3.3 Suggested action/resolution is carried out Range Statement


Nature of call may include: • legal inquiry • non-legal inquiry • complaint • seeking referral • seeking information • someone seeking disclosable information

Method of contact may include:

• in writing • in person • verbal • via third party • email

Interaction with enquirer may be affected by factors such as:

• emotional state • state of mental/physical health • non-English speaking • communication issues, for example: • hearing impaired • speech impediment

Appropriate questioning techniques may include:

• sensitivity to enquirer’s emotional/physical state and cultural background

• accommodating any communication difficulties • clarification of request or problem by summarising

and repeating back summaries to ensure that information gathered is reflective of the information that the enquirer wishes to communicate



Range Statement

Appropriate advice may include basic information about:

• community legal centre • Attorney General’s department • Law society/institute • areas of law/practice firm handles • correct contact in firm • firm’s charges/schedule of fees

Options available to enquirer may be limited by:

• financial situation • age • geographic location • physical/mental ability • nature of enquiry being outside scope of firm’s

expertise

Follow up action may include: • not pursuing the matter • contacting Legal Aid on behalf of enquirer and/or

designated person • referring enquirer to supervisor or appropriate

authority within the firm • telephoning the enquirer after researching the

appropriate information • referring the enquirer to the appropriate government

department • referral to another law firm • referral to a community legal centre


• information sources • information specific to the firm • providing disclaimers • telephone protocol • protocol for handling enquiries which may bring no

financial return • security/confidentiality/privacy procedures • handling contingencies • interviewing process • verifying and authorising information • recording information • protocol for accommodating special client needs, eg.

case manager, social worker, parole officer, translator, interpreter



Range Statement • emergency procedures


• relevant State/Territory/Commonwealth legislation • the client and a firm (eg. Consumer Credit Code,

Privacy Act, secrecy laws, Codes of Practice) • the area of law • the provision of legal advice by a person who is not

a qualified legal practitioner as defined by the Legal Practice Act, The Judiciary Act


law. The area of law is not restricted to this list; other areas of law may be applicable.

• commercial law • corporate law • criminal law • family law • industrial relations/employment law • property law • tax law • litigation • wills and probate

Suggested action/resolution may involve:

• informing caller of resolution • promptly contacting enquirer where appropriate • relaying information verbally and, if directed by

legal practitioner, forwarding information to enquirer in writing

• documenting and filing communication according to a firm’s procedures

• notifying relevant department of enquiry • recording contact on database

Evidence Guide The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement. Critical aspects • Evidence of knowledge of a firm’s policies and

procedures for handling enquiries are adhered • Enquiries are received and handled courteously and

efficiently • Evidence of knowledge of own responsibility and

that of others in the firm • Problem/s within own scope of responsibility are

resolved discretely and efficiently



Evidence Guide • Matter and client’s contact details are recorded

accurately and clarifications are sought from enquirer if necessary

• Community organisations and government departments can be identified and their purposes and services can be outlined where appropriate

• Judgement is exercised appropriately as to when calls should be terminated or transferred to a more experienced person and calls are terminated/transferred tactfully

• Evidence of an ability to explain legal processes, procedures and terms in clear, simple language

• Evidence of knowledge of where and when it is legally necessary to obtain enquirer and supervisor approval to pursue an action

• Enquirer is contacted promptly and follow up information is communicated demonstrating an understanding of the mitigating effect of the a enquirer’s situation

• Appropriate options are suggested to the enquirer according to a firm’s policies and procedures

• Detailed file notes of enquiry and any resultant action are recorded

• All activities, actions and outcomes are documented and time is recorded all work is conducted within accepted codes of conduct including those relating to: maintaining confidentiality, use of company property, duty of care, ethical behaviours, privacy, non-discriminatory practice, conflict of interests and compliance with reasonable direction

Resource implications The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • appropriate legislation and regulations relevant to

assisting clients • workplace manuals and reference materials such as

company policy, procedural manuals, checklists • lists of government departments, community

services, legal aid offices, community legal centres, community advocate groups, unions and referral firms

Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with



Evidence Guide different enquiries, and over a period of time to ensure that situational variables are consistently achieved.

Context of assessment Evidence of competency can be met in different situations, including: • on the job assessment • off the job assessment • placement in an enterprise • use of a Practice Firm or simulated work




Evidence gathering methods may include: • observation of performance • role-play • simulation • third party reports • questioning • discussion

Underpinning knowledge • Basic understanding of various forms of community assistance

• Awareness of the effect of various emotional, physical and mental states and behaviours

• Security, confidentiality and privacy • Application of a firm’s policies and procedures

required in the full range of tasks covered • A firm’s invoicing procedures • Basic understanding of legal services firm provides

Underpinning skills • Literacy: follows complex legal procedures; records and analyses nature of query

• Research: elicits and sources correct information from external sources

• Communication skills: participates effectively in spoken interactions by using strategies to confirm or clarify understanding; communicates ideas and arguments logically and discretely; elicits and gives factual information in response to query; consults with legal practitioners and clients;



Evidence Guide • Numeracy: record/file keeping • Problem solving: draws on experience and

knowledge to ascertain whether query lies within own legal jurisdiction; suggests possible solutions or refers query to more appropriate source

• Telephone etiquette • Basic conflict resolution skills





information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – researching to gather required

information • Communicating ideas and information – in clarifying nature and detail of enquiry,

accurately conveying issues to legal practitioners, making appropriate referrals, writing advice

• Planning and organising activities – according to firm’s procedures • Working with teams and others – consult with legal practitioner • Using mathematical ideas and techniques – (not required for this unit) • Solving problems – determining whether information is within scope of responsibility,

suggesting resolution to enquirer’s needs or complaints, dealing with difficult enquirers • Using technology – including accessing databases Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALC401A Interact with other parties Legal services


BSALC401A Interact with other parties Unit Descriptor This unit covers organising information to facilitate action,

contacting relevant parties on behalf of the instructing legal practitioner and coordinating information exchange between parties Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust monies. It is also illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer/conveyancer or acting as a lawyer/conveyancer when they are not qualified to do so). Accordingly, persons without a current practice certificate must make their status clear to the other party and must act under the instructions of a qualified legal practitioner. The legal practitioner must be kept up to date with the file’s progress. Further, problems of a legal nature must not be resolved without consulting the instructing legal practitioner and resolutions which emerge from such discussions must be complied with. This unit can be assessed alone or in combination with other units making up a job role.


1. Prepare for liaison 1.1 Work activities are planned and prioritised 1.2 Required background information is obtained and

relevant documents are prepared and checked by instructing legal practitioner

1.3 Review of background information and relevant documents is arranged with designated person

1.4 Plan of action is developed with instructing legal practitioner

1.5 Required background reading/research is undertaken to ensure readiness for liaison

1.6 Third party liaison takes place, where appropriate

2. Organise self or other to arrange appointment

2.1 Appointment between parties is arranged, where appropriate

2.2 Critical venues and dates are documented according to a firm’s policies and procedures

2.3 Appointments are verified in advance and verification is documented

Legal services BSALC401A Interact with other parties



3. Undertake liaison 3.1 Liaison is undertaken in line with a firm’s confidentiality and security policies and procedures

3.2 Requests from other parties for information are fulfilled as planned with instructing legal practitioner

3.3 Information is exchanged where appropriate as planned with instructing legal practitioner

3.4 Non-disclosable information is not communicated and where any doubt exists as to the information’s status, it is not communicated

3.5 Unexpected problems of a legal nature are referred to the instructing legal practitioner

Range Statement


Other/third parties may include:

• clients • clients’ representatives • regulatory bodies • lawyers for opposing party • medico/legal consultants • barristers • interpreters

Appropriate method of contact and procedures associated with liaison may include:

• telephone • email • letter • internet • fax • meeting

Required background information may include:

• current file • reports from experts • relevant legislation • previous dealings with client or relevant third party



Range Statement

Non-disclosable information may relate to:

• names of clients, witnesses or staff • addresses of clients, witnesses or staff • personal details of clients, witnesses or staff • dates • telephone numbers • a firm’s other clients • client’s medical condition • client’s personal history • whereabouts of client/witnesses • financial information • details about firm itself • passwords or security procedures • nature of client’s legal matter • fact that the client has consulted the firm

Information exchange may relate to:

• expert reports • clarification of deadlines • certificates • affidavits • assessment of financial circumstance • progress of matter • options for progress with matter • briefs


• information sources • time recording procedures • security/confidentiality/privacy procedures • management of legal contingencies • documenting activities planned and undertaken • protocol for accommodating special client needs, eg.

case manager, social worker, parole officer • protocol for contacting clients, eg. translator,

interpreter • appropriate meeting venue • room booking procedure



Range Statement






Privacy Act, secrecy laws, Codes of Practice) • the area of law • schedule of fees and duties payable • Freedom of Information legislation

Evidence Guide

The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement.

Critical aspects • No uninstructed legal activities are undertaken • All actions are verified by instructing legal

practitioner • Legal status of self is clearly communicated to other

party • Plan of action is developed with instructing legal

practitioner prior to meeting • Evidence that plan of action is adhered to • Understanding of the importance of, and

demonstration of confidentiality and discretion in legal matters is demonstrated

• Purpose of liaison is understood • All information is entered into relevant files and or

databases • Work is carried out within agreed timelines • A firm’s policies and procedures are understood and

followed • Unclear instructions or missing information is



Evidence Guide checked with instructing legal practitioner

• Non-legal aspects of problems are identified/resolved discretely and efficiently and instructing legal practitioner is informed of outcome where appropriate

• Legal problems are referred to instructing legal practitioner promptly and comprehensively

• Where instructing others, instructions are clear with adequate explanation to allow the task/s to be completed

• Assistance and/or advice is provided to others • Where instructing others, supervision is provided

throughout to ensure that: • Work is completed within timelines • Problems are resolved discretely and efficiently • Confidentiality and security of information is

maintained throughout • Accurate and comprehensive file notes are made • File/matter number is recorded on new and/or

relevant documents and such documents are filed appropriately

• Documentation of activities, actions, outcomes and information are presented to instructing legal practitioner within agreed timelines

• Any necessary follow-up action is carried out • Files notes are updated according to a firm’s

policies and procedures and time is recorded • All activities, actions and outcomes are documented

and time is recorded • All work is conducted within accepted codes of

conduct including those relating to: maintaining confidentiality, use of company property, duty of care, ethical behaviours, privacy, non-discriminatory practice, conflict of interests and compliance with reasonable direction






Evidence Guide Consistency in performance This unit of competency will require evidence to be

collected across a range of events, eg. dealing with different client matters and liaison requirements, and over a period of time to ensure that situational variables are consistently achieved.





Evidence gathering methods may include: • demonstration • questioning • workplace performance • role-play • simulation • oral presentation • skills portfolio • third party reports



• Disclosable/non-disclosable information • Relevant legal process • Security • Confidentiality • Legal terminology in relation to the applicable area

of law • Application of a firm’s policies and procedures

required in the full range of tasks covered • Range of responsibility

Underpinning skills • Literacy: follows a firm’s policies and procedures; understands purpose of liaison; researches and prepares information as required; identifies gaps in



Evidence Guide information

• Negotiation; engages in complex oral negotiations, such as reconciling points of view or bargaining; participates in small group discussion to negotiate tasks; coordinates own work schedule with others

• Communication: listens to and elicits appropriate information; ability to interpret and convey a firm’s policies to a third party; clarifies defined purposes and objectives to be achieved by working with others; provides clear oral sequenced instructions to others

• Numeracy: accurate record/file keeping; adheres to designated timelines

• Problem solving: draws on experience and relevant examples to resolve unexpected problems and rectify gaps in information





information



teams

Use mathematical



Level 2 Level 2 Level 2 Level 2 N/A Level 2 N/A

Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – preparing background

information • Communicating ideas and information – responding verbally and in writing to

requests for information, exchanging information, negotiating, making comprehensive filenotes

• Planning and organising activities – prioritising work activities, developing plan of action, organising and verifying appointments

• Working with teams and others – with instructing legal practitioner, third party liaison, organising others to make appointments

• Using mathematical ideas and techniques – (not required for this unit) • Solving problems – following procedures for non-disclosable information, referring

unexpected legal problems to instructing legal practitioner, identifying gaps in documentation

• Using technology – (not required for this unit) Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALC402A Research, locate and provide legal and other information in response to requests


BSALC402A Research, locate and provide legal and other information in response to requests

Unit Descriptor This unit covers researching, locating and providing information in response to a request so that the client’s needs are met. This may involve combining and analysing information from a number of sources before composing a report for the client. This unit has been adapted from BSACOM401B Organise and provide information in response to requests. This unit can be assessed alone or in combination with other units making up a job role.


1. Receive and process a request for information

1.1 Request is documented using the appropriate recording system

1.2 Client’s identity is confirmed and/or other party’s right to receive information is confirmed

1.3 Client needs are clarified and relevant criteria are established in consultation with designated person to ensure client’s needs are met

1.4 Appropriate response methods and format are researched and identified

1.5 Request for information is forwarded to another person where appropriate

2. Identify information source/s

2.1 Relevant sources and locations of information are identified and researched

2.2 Access to identified sources is obtained

3. Organise self or other(s) to extract information

3.1 Information relevant to the particular request is located and extracted

3.2 Resolutions to problems accessing information are discussed with designated person and implemented where appropriate

3.3 Copy of extracted information is made in accordance with a firm’s security and confidentiality procedures

3.4 Integrity of contents/information is maintained

4. Ensure information meets request

4.1 Extracted information is analysed, evaluated and edited to fit client’s needs

4.2 Different types of information are combined, where appropriate, to provide a response to a request

BSALC402A Research, locate and provide legal and other information in response to requests Legal services



5. Compose report / correspondence

5.1 Report/correspondence plan and synopsis are developed

5.2 Report/correspondence is written using clear and concise language

5.3 Spelling, punctuation and grammar is checked and errors are amended

6. Organise self or other to format report / correspondence

6.1 Report/correspondence is formatted according to requirements

6.2 Report/correspondence is checked for accuracy and to ensure that intended meaning of report/correspondence is readily understood by recipient and it conforms with a firm’s policies and procedures

7. Finalise report/correspondence

7.1 Review and sign off of report/correspondence is arranged with designated person

7.2 Firm’s information recording procedures are applied 7.3 Report/correspondence is forwarded to client

Range Statement


Request for information to meet a client’s needs may come from:

• external clients • other parties • internal staff • staff from another office • barrister

A firm’s recording system may be:

• paper based • electronic


• external client • external official • lawyer • partner • legal practice manager • supervisor • teacher/trainer



Range Statement

Possible criteria may include: • matter progress report • report on costing procedures • summary of other information • copies of various certificates • summary of entitlements

Appropriate response methods may include:

• letters • reports • sending original information • sending copies of original information

Appropriate format may include:

• photocopies • preparation of original documents • completion of proforma

Relevant sources of information may include:

• client file • closed matter file • relevant legislation • statistics • previous case histories/Common Law • non-legal reports • market research information • financial information • specific to firm • specific to another firm • state • federal • international

• original research • media • television • video • audio

• articles • academic • on-line • newspaper • journal



Range Statement • specialist texts • letters • internal correspondence • transcripts from supervisor’s notes • agreements • opinion letters • memorandums of law • briefs • pleadings • precedents • other bodies • other libraries

Problems with accessing information may include:

• information not being readily available • information being non-disclosable

A firm’s security and confidentiality processes may relate to:

• Non-disclosable information and may include: • court dates • fees • addresses • legal history • personal history • health status • firm’s other clients

Integrity of contents may include:

• order of pages • completeness • neatness

Different types of information may include:

• certificates • reports • legislation • entitlements • correspondence



Range Statement

Requirements for document/form may include:

• correct margins • correct line spacing • dual column system • presence/absence of a back sheet • presence/absence of a cover sheet • placing of headings • usage of keycaps and font features • table of contents • paragraph numbering • correct use of reference • specific sign off clauses • appropriate use of letterhead • use of document footers • list of enclosures


• report/correspondence format • information sources • document recording procedures • customer service protocol • security/confidentiality/privacy procedures • verifying and authorising information • recording information • protocol for accommodating special client needs, eg.

Case manager, social worker, parole officer, translator, interpreter

Requirements for delivery may include:

• timelines • format (eg. hard copy or disk copy) • number of copies • accompanying documentation • place for delivery • identification of receiving party as authorised by

client

Recording procedures may include:

• attaching files name and matter number • storing and securing copy • ensuring client file is updated • maintaining time records



Range Statement






Privacy Act, secrecy laws, Codes of Practice) • the area of law • schedule of fees and duties payable • copyright and intellectual property • Freedom of Information legislation

Evidence Guide


Critical aspects • Evidence that purpose of research is understood • Instructing legal practitioner is kept up to date

regarding all activities, actions and outcomes • Where instructing other, instructions are clear with

adequate explanation to allows the task/s to be complete

• Where instructing others, supervision is provided throughout the task in relation to:

• providing advice and assistance with resolving problems

• ensuring that work is completed within timelines • ensuring that report/correspondence is formatted

correctly • ensuring that filing requirements are fulfilled and

that a copy/ies of report/correspondence is stored appropriately

• Non-disclosable information is not communicated and where any doubt exists as to the information’s



Evidence Guide status it is not disclosed

• Evidence of use of appropriate response format • Plan of action is developed before commencing

tasks • Criteria are developed at outset to ensure research

outcomes meet client needs • Relevant persons are contacted and request is

explained to person using clear and simple language • Location of information and access to information is

determined and documented • Information sources are accessed efficiently • Information is copied, borrowed or applied for

according to reference centre requirements • Copies and original documents are not damaged or

disclosed • Information is collated to reflect the specific needs

of the original request • Information is analysed and notes/summaries of the

information are recorded according to the specific needs and criteria developed to meet the original request

• File/matter number is attached to all relevant documentation

• Final copies of information and report/correspondence are filed according to a firm’s policies and procedures

• Original copy of final report is forwarded to client according to instructions and within agreed timelines

• Inability to meet timelines is communicated to designated person and designated person’s instructions regarding contacting client are adhered to

• Time records are processed for client invoicing purposes


• Evidence that party receiving the information has the right to receive such information and where any doubt exists clarification is sought before any



Evidence Guide information is disclosed

Resource implications The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • Appropriate legislation and regulations relevant to

assisting clients • Workplace manuals and reference materials such as


• Appropriate technology such as computers with relevant software

• Access to relevant resource collections

Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different research requests and client requirements, and over a period of time to ensure that situational variables are consistently achieved.



environment • Flexible delivery methods used by training

providers to cater for distance education students • Recognition of Prior Learning, Recognition of


Evidence gathering methods may include: • workplace performance • simulation • projects/assignments • skills portfolio • third party reports



Evidence Guide



• What is disclosable/undisclosable • Legal terminology in relation to the area of law and

the relevant legal process • Application of a firm’s policies and procedures


Underpinning skills • Literacy: follows a firm’s policies and procedures; makes notes from spoken and written texts in chosen fields of knowledge; sequences writing with attention to organising principles of time, importance or other workplace relevant system; uses vocabulary and grammar appropriate to register and to create nuances of meaning

• Researches: elicits and sources correct information; checks and validates information with peers/teacher/external sources; considers aspects of context, purpose and audience when comprehending or generating texts; draws together information gathered from a range of sources, then summarises data in a logically coherent report/brief

• Communication: listens and questions to clarify and elicit information; participates effectively in spoken interactions; communicates ideas, arguments and conclusions logically, clearly and concisely in an appropriate form using appropriate vocabulary; provides clear sequenced oral instructions to others

• Problem solving: identifies gaps in information and gathers necessary information from external sources; selects alternative methods to locate information

• Proofreading and editing skills • Numeracy: numeracy: records and files data;

adheres to designated deadlines







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – collect information from broad

range of sources • Communicating ideas and information – clarify and understand request for

information, writing reports • Planning and organising activities – planning reports, establishing criteria to ensure

research outcomes met • Working with teams and others – with instructing legal practitioner and any colleague

conveying request on behalf of client, organising others to extract information and format report and correspondence

• Using mathematical ideas and techniques – (not required for this unit) • Solving problems – overcoming difficulties in accessing information, selecting

alternative methods to gather information • Using technology – including web-search facilities Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALF401A Maintain trust accounts


BSALF401A Maintain trust accounts Unit Descriptor This unit covers the maintenance of trust monies related to

specific files, under the instruction of a legal practitioner. Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and receive trust account monies. The use of trust account monies is subject to legislative control. Accordingly work carried out in regard to trust account monies occurs under the instruction of a legal practitioner and is of a complex but specified nature. Therefore the position of this unit at AQF Level 4 is in relation to the level of responsibility and technical complexity required in the tasks involved. This unit can be assessed alone or in combination with other units making up a job role.


1. Check that trust funds are adequate

1.1 Relevant sources are checked for information regarding disbursements and costs

1.2 Estimated disbursements and costs are calculated and reconciled with available trust funds

1.3 Instructing legal practitioner is notified where there are inadequate available funds

1.4 Client is notified that further funds are required, where necessary, according to a firm’s policies and procedures

2. Draw cheque/s against the trust account

2.1 Appropriate requisition form is completed 2.2 Authorisation is gained from instructing legal

practitioner according to a firm’s policies and procedures

2.3 Cheque/s are inspected for accurate amount and correct account source

2.4 Instructing legal practitioner is organised to verify and sign cheques

2.5 Accurate records are kept of all file related disbursements and costs

3. Prepare documentation upon completion of legal matter

3.1 Relevant information/documentation from file is collated

3.2 Monies remaining in trust account are reconciled 3.3 Discrepancies/irregularities are investigated promptly

and appropriate follow up action is taken

BSALF401A Maintain trust accounts Legal services


Range Statement


Relevant information sources may include:

• information from open file • monies received into the trust account • transactions on the trust account • petty cash vouchers • petty cash book • purchase requisitions and orders • invoices and receipts • delivery dockets • credit notes • statements • cheques • deposit books • bank statements

Disbursements may include: • filing fees • photocopying • postage • cost of duty stamps • court costs • telephone charges

Trust account procedures may include:

• arrangements with banks to prevent the following deductions from trust accounts

• FID Tax • BAD Tax • Bank charges

• reporting to state law society/institute as required by law

Methods for maintaining trust accounts may include:

• hard copy • standard books of account • specialised software



Range Statement

Details to be completed on requisition form include:

• file/matter number • amount • description of reason for cheque or receipt • authorisation/signatures of designated person

Recording mechanisms/systems may:

• be paper-based • be electronic • vary according to a firm’s accounting system • vary according to bank requirements

A firm’s accounting system may:

• be paper-based • cash books • journals

• be electronic • commercial software package • customised software package

• vary according to a firm’s accounting system • vary according to bank requirements

Financial documentation for clients may include:

• statement of accounts • calculation of fees • copies of receipts


• bank procedures and policies • notifying client when further funds are required • keeping records of disbursements • following up discrepancies and irregularities • information sources • accessing accounting system • security/confidentiality/privacy procedures • verifying and authorising information • recording information • handling monies • liaising with financial institutions • legal bookkeeping



Range Statement





• relevant State/Territory/Commonwealth legislation • Governing legal practice Acts in each

State/Territory • the client and a firm (eg. Consumer Credit Code,


• the area of law • schedules of fees and duties payable • establishing a trust account • taxation and banking requirements • tort, equity and statute law • Australian Taxation Office regulations

Relevant State/ Territory/ Commonwealth legislation may include:

• Trade Practices Act • Small Debts Act • Bills of Exchange Act • Financial Transactions Report Act • various state’s conduct acts, eg. Legal Practice Act

Evidence Guide


Critical aspects • Understanding of scope of own responsibility is demonstrated

• An understanding of trust accounting principles and practices within the limits of the employee’s responsibilities is demonstrated



Evidence Guide • An understanding of a firm’s trust and general

accounting procedures is demonstrated • Correct usage of different types of documents is

demonstrated • Documentation is filled out correctly and presented

to instructing legal practitioner within agreed timelines

• Records of disbursements are accurate and up-to-date, according to a firm’s policies and procedures

• Evidence of knowledge of the type of discrepancies and irregularities which could arise and standard resolutions

• Discrepancies and irregularities are resolved within scope of own responsibility and those outside of own responsibility are referred immediately to instructing legal practitioner, eg. files with inadequate funds

• Calculations and reconciliations are checked for accuracy

• Calculations are performed accurately • Numerical information is checked • Contact with client regarding inadequacy of funds is

handled sensitively and according to a firm’s policies and procedures

• Legal actions, legislative requirements and invoicing procedures are explained to client in simple language, where appropriate

• Check for written authorisation from client and instructing legal practitioner is obtained when moving trust account money into interest bearing account

• Documentation prepared at the completion of a legal matter is complete and accurate

• File/matter number is attached to all relevant documentation and such documentation is filed appropriately

• A firm’s trust accounting procedures, legislative and regulatory requirements are complied with





Evidence Guide • Honesty and integrity are demonstrated in all

financial dealings • All work is conducted within accepted codes of


• Reports in relation to trust monies are compiled and reviewed in line with firm’s policies and procedures


assisting clients, maintaining business accounts, maintaining trust accounts and transferring trust monies


• appropriate technology such as computers with relevant software calculators, adding machines and imprinters

Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with trust account requirements, and over a period of time to ensure that situational variables are consistently achieved.








Evidence Guide Evidence gathering methods may include: • demonstration • questioning • workplace performance • role-play • simulation • projects/assignments • written tests • skills portfolio • third party reports



• A firm’s general and trust accounting policies, procedures and systems

• Bank procedures and policies/requirements • Relevant current legislation (see Range of

Variables) • Legal terminology in relation to trust accounting

and the matter at hand • Procedures for authorising cheques against the trust

account • Preparing cheques • Security/confidentiality/privacy • Australian Standards Association Code of Practice

and Accounting Standards • Australian Accounting and Auditing Standards • Australian Taxation Office regulations • Establishing a trust account • Transferring assets • Statutory charges, taxes, and other fees applicable to

institutions

Underpinning skills • Literacy: follows written or verbal sequenced instructions about a complex legal matter

• Numeracy: knowledge of mathematical procedures in relation to trust accounting, financial calculations and bookkeeping; interprets, compares, calculates and checks for accuracy with money in legal context

• Interpersonal skills in relation to co-workers and clients

• Use of accounting records system • Communication: listens to clear instructions;



Evidence Guide questions to clarify information







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – checking relevant sources of

information • Communicating ideas and information – notifying instructing legal practitioner,

clients regarding monies • Planning and organising activities – applying firm’s trust and general accounting

procedures • Working with teams and others – appropriate authorisations gained from instructing

legal practitioner, contact with clients • Using mathematical ideas and techniques – mathematical concepts for trust

accounting, estimating disbursements and costs, reconciliation of monies • Solving problems – discrepancies/irregularities investigated, ensuring banks do not

charge inappropriate fees • Using technology – including accounting software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALPL401A Provide support in Property Law matters Legal services


BSALPL401A Provide support in Property Law matters Unit Descriptor This unit covers the preparation of documents that support a

qualified legal practitioner working in the area of property law. Property law is under a state jurisdiction, accordingly the processes and documents involved in property law vary from state to state and the candidate’s training should be adjusted to account for this fact. Because conveyancing work is a major component of the work undertaken by many legal practices, this unit concentrates on conveyancing work (the preparation of documents, the acquisition and exchange of information and the retrieval and lodging of documents and forms). It focuses on the sale of a residential property by a private vendor to a private purchaser. However it should be noted that qualified legal practitioners often undertake different types of conveyancing work (e.g. Strata title) for different clients (e.g. mortgagee). Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer or acting as a lawyer when they are not qualified to do so). Accordingly, persons without a current practice certificate must make their status clear to the other party and must act under the instructions of a qualified legal practitioner. Whenever work is carried out on behalf of an instructing legal practitioner, the work must be first checked by the instructing legal practitioner. Whenever a client or other party/ies are contacted on behalf of the instructing legal practitioner, the caller must identify themselves and their position and contact must occur according to the instructions and advice of the instructing legal practitioner. The legal practitioner must be kept up to date with the file’s progress. Problems of a legal nature must not be resolved without consulting the instructing legal practitioner and resolutions which emerge from such discussions must be complied with. This unit can be assessed alone or in combination with other units making up a job role.


Legal services BSALPL401A Provide support in Property Law matters


Element Performance Criteria 1. Augment substantive

knowledge of property law 1.1 The difference between real and personal property is

outlined clearly and distinctions are made in regards to their method of transfer

1.2 The two systems of property title (Torrens and General) and their legal implications are identified and explained

1.3 Titles of ownership and their legal implications are identified and explained

1.4 The two types of mortgages (Legal and Equitable), their legal implications, processes for obtaining and discharging them and the rights of mortgagees are identified and explained

1.5 Draft residential and commercial leasing contract is prepared and the duties of the Lessor and the Lessee are identified and explained

1.6 Parties involved in the buying and selling of a property are identified and their respective roles explained

1.7 The steps involved in buying and selling a property are identified and explained

2. Assist with preparation of prescribed documents to support sale of land

2.1 Relevant documents from Land Titles Office are acquired

2.2 Relevant documents from Local council are acquired 2.3 Relevant documents from Authorities and services

providers are acquired 2.4 Relevant and up-to-date survey certificate on property

is acquired if necessary 2.5 Enquiries in regards to warranties and promises are

undertaken and results are documented 2.6 Documents are forwarded to instructing legal

practitioner for review

3. Prepare pre-settlement documents for vendor

3.1 Draft Contract of Sale is readied according to a firm’s policies and procedures

3.2 Vendor is contacted where appropriate to acquire further information

3.3 Draft Contract of Sale is presented to solicitor for review and sign off

3.4 Draft Contract of Sale and attached prescribed documents are duplicated and one copy is despatched to purchaser’s representative

3.5 Details of outstanding mortgages and any other dealings (e.g. caveats on property) are acquired and



Element Performance Criteria monies owing to mortgagee are calculated and deducted from purchase price

4. Prepare and process pre-settlement documents for purchaser

4.1 Where mortgage monies are being used, assistance is provided to instructing legal practitioner with acquisition of insurance policy

4.2 Assistance is provided to instructing legal practitioner with the preparation and despatch of requisition documents

4.3 Transfer is prepared, completed and forwarded to instructing legal practitioner for review and sign off

4.4 Stamp duty monies are prepared and Transfer and Draft Contract of Sale are lodged at Land Titles Office

4.5 Stamped documents are collected and despatched to Vendor’s solicitor for signing

4.6 Settlement sheet and document stating amount payable at settlement is prepared and forwarded to instructing legal practitioner for review and sign off

4.7 Order of Agent is prepared where appropriate and forwarded to instructing legal practitioner for review and sign off

4.8 Final search in regards to Certificate of Title is undertaken and results are communicated to instructing legal practitioner

5. Attend settlement meeting 5.1 Meeting is arranged with instructing legal practitioner to discuss settlement meeting and to review settlement documents

5.2 Settlement meeting is attended at venue stipulated in Contract of Sale

5.3 Documentation is checked to ensure it is correct 5.4 Documentation is exchanged with the appropriate

parties 5.5 Letter of confirmation of settlement is drafted,

forwarded to instructing legal practitioner for review and despatched to relevant parties

6. Prepare and process post settlement documents for purchaser

6.1 Where no mortgage is required, relevant documents for registration and other copy of registered Certificate Title is lodged at Land Titles Office

6.2 Title is registered in a firm’s Title Book and a copy is despatched to the client as evidence of registration

6.3 Relevant documents are registered and lodged 6.4 Client is informed of outcome



Range Statement


Candidates must demonstrate knowledge of the following titles of ownership:

• Strata title • Company • Qualified • Limited • Company Share Titles • Chain of Titles

Parties involved in the buying and selling of a property may include:

• Vendor • Purchaser • Agent • Vendor’s representative • Purchaser’s representative • First Mortgagee’s representative • Second Mortgagee’s representative

Steps involved in the buying and selling of a property may include:

• Securing finance • Preparing prescribed documents and contracts • Arranging deposit • Signing contracts • Exchanging contracts • Requisitions • Transfer • Stamping documents • Calculating balance and to whom payment should

be made • Discharging vendor’s mortgage/s • Settlement Meeting • Order of Agent • Registering documents at Land Titles Office • Updating files and Titles Book • Despatching documents to relevant parties • Invoicing client



Range Statement

Relevant documents include: • Certificate of Title – (from Land Titles Office) • Plan of Land – (from Land Titles Office) • Documents concerning easements and rights-of-way

– (from Land Titles Office) • Town Planning Certificate – (from Local Council) • Plan of sewerage on property – (from Water

Authority)

Representative may include: • solicitor • conveyancer

Enquiries in regards to warranties may be made at the departments or authorities responsible for the following where appropriate:

• Parks • Water • Hospitals • Roads • Railways • Electricity • Water • Gas Education • Heritage • EPA • Agriculture • Gas • Mining • Aviation

Results of final search may uncover:

• another mortgage has been taken out on the property • sold to someone else • government has a claim on it • caveat • unsuccessful or successful planning application • encumbrances

Settlement documents may include:

• bank cheques • Order of Agent • documentation regarding any undertakings • Certificate of Title • transfer



Range Statement • discharge on vendor’s mortgage/s on title • keys • survey • directions from Vendor’s solicitor to pay the

settlement cheques • insurance policy • for the new mortgagee – direction to pay the

mortgage in advance • statutory declarations • Power of Attorney

Appropriate parties may include:

• Vendor • Purchaser • Vendor’s representative • Purchaser’s representative • Mortgagee’s representative • Prior mortgagee’s representative

Venue for settlement may include:

• Bank’s Offices • Solicitor’s offices


• Office procedure manual • Accessing precedents • Requisition forms • precedents for various property documents • Using electronic document exchange systems • Using electronic funds transfer systems • security/confidentiality/privacy procedures • contingency management • recording information • protocol for accommodating special client needs • instructing legal practitioner supervisory procedures



Privacy Act, secrecy laws, Codes of Practice) • property law • schedules of fees and duties payable • trust accounts



Range Statement • taxation and banking requirements • Australian Tax Office regulations • tort, equity and statute law

Relevant legislation includes: • Property Law Acts • NSW Conveyancing Act 1919 • VIC Property Law Act 1958 • QLD Property Law Act 1974 • SA Law of Property Act 1936 • WA Property Law Act 1969 • TAS Conveyancing and Law of Property Act

1884 • Torrens Systems Acts • NSW Real Property Act 1900 • VIC Transfer of Land Act 1958 • QLD Real Property Act 1861 • SA Real Property Act 1866 • WA Transfer of Land Act 1893 • TAS Land Titles Act 1980

• Limitation Acts • NSW Limitation Act 1969 • VIC Limitation of Actions Act 1958 • QLD Limitation of Actions Act 1974 • SA Limitation of Actions Act 1936 • WA Limitation Act 1935 • TAS Limitation Act 1974

Evidence Guide The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement. Critical aspects • Reasons for veto on working for vendor and

purchaser in same sale are outlined clearly • Evidence of understanding scope of own

responsibility and roles and responsibilities of all relevant people involved in the matter

• Background legal implications are understood • Evidence of understanding problems which may

arise and approaches to resolving them • Evidence of understanding what is and is not



Evidence Guide disclosable in general and in particular to the matter

• Appropriate information and documents are given to and obtained from clients


• Legal actions and legislative requirements are explained to client in simple language where appropriate

• Client special needs are accommodated promptly, courteously and with discretion

• Documentation required at different stages of the legal process is identified and purpose is understood

• Letter of confirmation provides an accurate appraisal of outcome of settlement meeting

• A knowledge of legislative timelines is demonstrated and instructing legal practitioner’s and legislative timelines are adhered to

• Appropriate invoicing methods are employed • All work is conducted within accepted codes of



assisting clients, conveyancing and other property matters


• appropriate technology such as computers with relevant software

Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different clients (i.e. representing vendors and purchasers), different types of property, and over a period of time to ensure that situational variables are consistently achieved

Context of assessment Evidence of competency can be met in different



Evidence Guide situations, including: • on the job assessment • off the job assessment • placement in an enterprise • use of a Practice Firm or simulated work



Evidence gathering methods may include: • observation of performance • obtaining client feedback • work samples • assignments • questioning • discussion

Underpinning knowledge • Relevant legal process • Relevant current legislation • Stages involved in the legal process • Broad general knowledge of legal terminology and

in-depth knowledge of legal terminology specific property law

• Application of a firm’s policies and procedures required in the full range of tasks covered

Underpinning skills • Literacy: follows complex legal procedures and legislation; understands and prepares complex legal documents

• Research: locates necessary information from external sources; identifies and evaluates status of information; prepares summaries of cases; follows written and oral instructions with regards to preparation of briefs

• Proofreading: checks for accuracy • Communication: communicates ideas, arguments

and conclusions logically and discretely; uses appropriate legal terminology; participates effectively in spoken interactions by using strategies to confirm, clarify or repair understanding; consults with legal practitioners and clients



Evidence Guide • Numeracy: record/file keeping; deposits, calculates

stamp duties, outstanding mortgage payments and bank cheques

• Time management: allows sufficient time to prepare for and conduct meetings

Provide support in Property Law matters Legal services






information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – regarding property law, and the

steps involved in buying and selling property, locating and acquiring all relevant documents, including searching titles

• Communicating ideas and information – following oral and written instructions, preparing draft contract of sales documents and letters of confirmation of settlement, discussing settlement meetings

• Planning and organising activities – planning comprehensive document collection, planning settlement meeting

• Working with teams and others – with parties involved in buying and selling of a property, documents presented to instructing legal practitioner to review and sign off

• Using mathematical ideas and techniques – calculating stamp duties, outstanding mortgages

• Solving problems – resolving issues resulting from final search, overcoming difficulties in settlement documents

• Using technology – electronic document exchange systems, electronic funds transfer systems

Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALPL402 Provide support in Family Law matters


BSALPL402A Provide support in Family Law matters Unit Descriptor This unit covers the preparation of documents arrangement of

activities in relation to dissolution of marriage, property settlement, maintenance, contact and residence, counselling mediation and the appeals process. Family Law comes under the Commonwealth’s jurisdiction Family Law Act 1975. However Western Australia has its own State Family Law Court its jurisdiction is derived from the Commonwealth Family Law Act 1975. Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer or acting as a lawyer when they are not qualified to do so). Accordingly, persons without a current practice certificate must make their status clear to the other party and must act under the instructions of a qualified legal practitioner. Whenever work is carried out on behalf of an instructing legal practitioner, the work must be first checked by the instructing legal practitioner. Whenever a client or other party/ies are contacted on behalf of the instructing legal practitioner, the caller must identify themselves and their position and contact must occur according to the instructions and advice of the instructing legal practitioner. The legal practitioner must be kept up to date with the file’s progress. Problems of a legal nature must not be resolved without consulting the instructing legal practitioner and resolutions which emerge from such discussions must be complied with. This unit can be assessed alone or in combination with other units making up a job role.



1. Prepare and despatch marriage dissolution documents

1.1 Steps and associated documents involved in marriage dissolution are identified and outlined clearly to clients

1.2 Marriage dissolution documents are prepared and presented to instructing legal practitioner for review and signing off

1.3 Marriage dissolution documents are forwarded to client

1.4 Appointment is arranged between instructing legal practitioner to discuss marriage dissolution documents

1.5 Marriage dissolution documents are filed at Family Court with Court Registrar

BSALPL402A Provide support in Family Law matters Legal services


2. Property settlement 2.1 Meeting is arranged with instructing legal practitioner to discuss clients file and work that needs to be undertaken

2.2 Relevant background documentation is obtained and forwarded to instructing legal practitioner for review

2.3 Arrangements are made with client to obtain an affidavit covering client’s financial/property circumstances, prior, during and post the marriage

2.4 Arrangements are made with client to obtain an affidavit covering clients personal/non-material contribution to the marriage

2.5 Assistance is provided to instructing legal practitioner in regards to the Directions Hearing

2.6 Conciliation conference is arranged between client, instructing legal practitioner, client, opposing party and opposing parties legal representative

2.7 Where no out of court settlement can be reached, assistance is provided to instructing legal practitioner to prepare court case

3. Maintenance 3.1 Legal obligations of non-custodial parent are identified and outlined clearly to client

3.2 Non-custodial parent salaries and wages are ascertained and level of maintenance is calculated

3.3 Arrangements are made in conjunction with instructing legal practitioner to facilitate the provision of maintenance by non-custodial parent according to relevant legislative requirements

4. Contact and residence 4.1 Client’s preferences and child’s best interests are clarified with instructing legal practitioner

4.2 Meeting is arranged with instructing legal practitioner to review court ruling on residence

4.3 Conference is arranged between client, instructing legal practitioner, opposing party and opposing parties legal representative to determine a mutually agreeable contact settlement

4.4 Where client is not satisfied with opposing party’s offer, further support is provided to instructing legal practitioner with file

5. Counselling and Mediation 5.1 Arrangements are made to retain outside mediator on behalf of client

5.2 Support is provided to instructing legal practitioner at mediation session where appropriate

5.3 Process of court counselling is outlined clearly to client



5.4 Appointments for court counselling are arranged with court registrar and client and reminders are forwarded to client pending the appointment

6. Assist with appeals process 6.1 Court rulings on various matters are received, and reviewed in conjunction with instructing solicitor and client

6.2 Client grievances are recorded and recommendations and avenues for resolution are discussed in conjunction with instructing legal practitioner

6.3 Assistance is provided to instructing legal practitioner with preparation of appeal and appeals process

Range Statement The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit: Client may include: • wife

• husband • grandparent/guardian • applicant for marriage dissolution (person seeking a

divorce) • person who is being divorced

Steps involved in seeking marriage dissolution include:

• applying with Family Court for Dissolution of Marriage

• serving dissolution documents • serving of subpoena to give evidence at court • acknowledging service • period of 12 month separation • 3 month cohabitation where possible • court counselling • court hearing(s) • granting of decree nisi • one month after granting of decree nisi, granting of

decree absolute • assessing spouse’s respective assets and personal

input into the marriage • settling on property • where children are involved settling on: • residence and contact



Range Statement • maintenance

• where client is not satisfied, appealing against court ruling

Marriage dissolution documents may include:

• application for Dissolution of Marriage

• Document Order 25 Rule 3 – Family Court Rules • affidavits on various matters • Acknowledgement of Service • account • Marriage Certificate • Counselling Certificate • letter confirming the granting of a decree nisi

Relevant background documents may include:

• bank statements • other financial statements • statement of shares • land titles documents • mortgage documents • salary documents • taxation documents • documentation concerning school fees • affidavits concerning personal input into the

marriage • certificates • letters • experts reports • application for Final Orders

A client’s financial/property circumstances may include:

• bank accounts • other investments • land, houses, apartments, commercial properties • art/jewellery • cars and other vehicles • shares • debts • businesses

Personal/non-material contribution may include:

• looking after the family home • running family business/es • looking after children and other relatives



Range Statement

Legal obligations of non-custodial parent include:

• compulsory payment of maintenance (amount determined by court) to custodial parent

• that the maintenance of a child has priority over all other commitments excepting the maintenance of the parent

The level of maintenance depends on:

• the number of children • the non-custodial parent’s salary and financial

situation

Client’s preferences concerning contact and residence may relate to:

• custody • frequency of visits and visiting conditions (how

long, with whom) • waiving non-custodial parent’s visiting rights

Court rulings on various matters may relate to:

• property settlement • contact and residence • level of maintenance • level of spousal maintenance • appeal


• security/confidentiality/privacy procedures • time recording procedures • verifying and authorising information • recording information • protocol for accommodating special client needs, eg.


interpreter • instructing legal practitioner supervisory procedures • engaging experts • billing arrangements



Privacy Act, secrecy laws, Codes of Practice) • family law • schedules of fees and duties payable • trust accounts • taxation and banking requirements



Range Statement • Australian Tax Office regulations • tort, equity and statute law

Relevant Acts include: • Marriage Act 1961 • Family Law Act 1975 • Family Law Court Rules • Child Support (Registration and Collection) Act

1988 • Child Support Act (Assessment) 1988 • Persons working in Western Australia need to

determine corresponding Acts

Relevant Courts include: • Family Law Court • Magistrates Court • State Family Law Court in Western Australia

Evidence Guide The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement. Critical aspects • Understanding of the philosophy behind family law

is demonstrated • Evidence of understanding scope of own


• Background legal implications are understood • Evidence of knowledge of relevant sections of acts • Evidence of understanding problems which may


disclosable in general and in particular to the matter • Appropriate information and documents are given to

clients • Legal terminology and processes can be translated

into simple language • Non-disclosable information is not communicated


• Client special needs are accommodated promptly, courteously and with discretion and sensitivity




Evidence Guide (e.g. Affidavits, application for final orders)

• Documents are formatted and collated correctly and coversheets are attached where appropriate

• Relevant non-litigious solutions are understood and are applied where appropriate

• Detailed negotiation/conflict resolution is attempted to client’s and firm’s satisfaction

• File/matter number is attached to all relevant documents and such documentation is filed and file is culled for unwanted drafts

• All activities, actions and outcomes are documented • Time is recorded whenever work on matter is

performed • All work is conducted within accepted codes of





relevant software

Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different clients, different matters, and over a period of time to ensure that situational variables are consistently achieved.



Evidence Guide




Evidence gathering methods may include: • observation of performance • obtaining client feedback • questioning • discussion



• Relevant legal process, legislation and sections, and stages involved in the legal process

• Broad general knowledge of legal terminology and in-depth knowledge of legal terminology specific to family law


• Court process

Underpinning skills • Literacy: follows complex legal procedures; understands and prepares complex legal documents



and conclusions logically; uses appropriate legal terminology; participates effectively in spoken interactions by using strategies to confirm, clarify or repair understanding; consults with legal practitioners and clients

• Numeracy: record/file keeping







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – regarding family law and the

steps involved in marriage dissolution, locating and acquiring all relevant documents for property settlement, custody and maintenance determination

• Communicating ideas and information – needing to confirm, clarify and repair understanding, conveying legal terminology and processes to clients in simple language, communication with sensitivity, negotiating and writing summary of cases

• Planning and organising activities – arranging for counselling and mediation, organising conciliation conference and court processes

• Working with teams and others – with instructing legal practitioner, client, opposing parties and opposing parties’ legal representative

• Using mathematical ideas and techniques – assistance in calculating financial/property circumstances and personal/non-material contributions, calculating level of maintenance

• Solving problems – non-litigious solutions applied, grievances recorded and recommendations made for resolution

• Using technology – software to search, prepare and format documents Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALPL403A Provide support in Criminal Law matters Legal services


BSALPL403A Provide support in Criminal Law matters Unit Descriptor This unit covers the preparation of documents in the Criminal

Law matter. It involves researching case history and assisting the instructing legal practitioner to prepare for the trial.

Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, sign off on legal work and to receive trust account monies. It is also illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer/conveyancer or acting as a lawyer/conveyancer when they are not qualified to do so). Contravening these conditions is illegal and compromises a firm’s professional indemnity insurance. The tasks covered in this unit involve the provision of advice, accordingly a qualified legal practitioner must be supervising and instructing work covered in this unit of competency. This unit is positioned at AQF Level 4 due to the degree of responsibility required, the breadth and depth of knowledge that must be demonstrated and the level of discretion and judgement involved. Because of the sensitivity of this task people at lower levels would not undertake it – accordingly no supervision of others is involved. This unit can be assessed alone or in combination with other units making up a job role.


1. Prepare and process documents involved in criminal law matters

1.1 Sobh Request is prepared and forwarded to instructing legal practitioner for review and sign-off

1.2 Letters and other documents are prepared and forwarded to instructing legal practitioner for review and sign-off

1.3 Documents for lodgment at court are identified, lodged and collected following lodgment

1.4 Self or relevant agency is engaged to despatch/serve documents

1.5 Incoming documents are checked for completeness and timely delivery and sender is contacted where insufficient information or deadlines are not honoured

1.6 Requests for information are reviewed with instructing legal practitioner and identified documents are retrieved, copied and despatched accordingly

Legal services BSALPL403A Provide support in Criminal Law matters



2. Perform research to support instructing legal practitioner

2.1 Meeting is arranged with instructing legal practitioner to review file and determine research requirements

2.2 Relevant documents and exhibits are retrieved and prepared for review and court

2.3 Common law cases are retrieved and reviewed and summaries are made where appropriate

2.4 Summaries are forwarded to instructing legal practitioners and explanations are presented where necessary

3. Assist instructing legal practitioner to prepare for trial

3.1 Different criminal matters, defences, types of hearings, criminal jurisdictions and types courts are identified and relationships between them are explained

3.2 Call is received from client or police and details of client’s charge and bail status are communicated to instructing legal practitioner

3.3 Meeting is arranged with instructing legal practitioner to discuss file and to plan and diarise work

3.4 Possible barristers are researched and details are forwarded to instructing legal practitioner to facilitate engagement

3.5 Opposing party’s legal representative is contacted on behalf of instructing legal practitioner and relevant information is exchanged

3.6 Briefs for barrister are prepared in conjunction with instructing legal practitioner and delivered to barrister

3.7 Liaison and communication between instructing legal practitioner and other parties is facilitated

3.8 Reminders of pending critical dates are forwarded to relevant persons

Range Statement


Client may include: • defendant • victim • prosecutor



Range Statement

Sobh Request is comprised of: • summary of matter • witness statements • record of prior convictions

Letters and other documents for preparation may include:

• subpoena • adjournment letters • confirming/reporting letter to client outlining results

of court hearing • court reminder letter • account • affidavit • court forms

Relevant agency may include: • service agency • sheriff

Documents may be despatched to the following:

• client • court • government organisation • opposing party • opposing party’s legal representative • Crown • Department of Public Prosecutions • Attorney General’s Office • Crown Solicitors Office • Police

Relevant documents for retrieval and review:

• witness statements • affidavits • pleading documents • briefs • expert reports • writs • photographs • videos • artifacts • letters • medical reports



Range Statement • clinical reports • hospital discharge summaries • further and better particulars

Different criminal matters may relate to:

• murder • homicide • manslaughter • excusable homicide • unlawful sexual intercourse • assault • property offences (theft, larceny)

Defences may relate to: • insanity • irresistible impulse/provocation • automatism • intoxication • duress • necessity • self defence • infancy • mistake of fact • ignorance of the law • denial

Types of hearing may include: • summary • committal • indictable (felonies/crimes, misdemeanors)

Commonwealth has jurisdiction over the following criminal matters:

• coinage/counterfeiting currency • importation of illicit objects and substances • treason

States have jurisdiction over other matters. State criminal law is elucidated in the following:

• Criminal Codes (QLD WA) • Criminal Code (Tasmania) • Crimes Act 1900 (NSW & ACT) • Crimes Act 1958 (Victoria) • Criminal Law Consolidation Act 1935 (SA) • Common Law for NSW, Victoria and SA • Familiarity with the criminal law relevant to the



Range Statement state of occupancy and employment must be demonstrated.

State courts in which criminal cases are heard:

• Magistrates • County/District • Supreme

Critical dates may include: • appointments • court dates • meeting bail conditions


• security/confidentiality/privacy procedures • verifying and authorising information • recording information • protocol for accommodating special client needs, eg.


interpreter • instructing legal practitioner supervisory procedures • engaging experts



Privacy Act, secrecy laws, Codes of Practice) • criminal law • schedules of fees and duties payable • trust accounts • tort, equity and statute law

Evidence Guide


Critical aspects • Evidence of understanding scope of own responsibility and roles and responsibilities of all relevant people involved in the matter





Evidence Guide disclosable in general and in particular to the matter

• Appropriate information is given to clients and client is treated with sensitivity




• Documents are prepared, presented and collated correctly with relevant attachments

• Documents are lodged and served promptly and correctly

• Files are kept up to date • Instructing legal practitioner is kept up to date with

all activities, actions and outcomes • Summaries of common law cases demonstrate an

understanding of the case and its relevance to the matter at hand

• Legal terminology relevant to criminal law is understood and used appropriately

• Legal terminology and processes can be explained to client or other in clear and simple language

• Instructing legal practitioner’s preferred barrister is engaged if available according to instructions and a firm’s policies and procedures and if unavailable, further instructions are sought from instructing legal practitioner

• Liaison between parties is carried out professionally and discretely

• Reminders are issued sufficiently prior to pending critical dates

• Instructing legal practitioner and/or a firm’s payment arrangements are understood


Resource implications The assessor must have access to appropriate documentation and resources normally found in the work



Evidence Guide environment and required to allow the job or task to be properly performed. These may include: • appropriate legislation and regulations relevant to



relevant software

Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different clients, different matters, and over a period of time to ensure that situational variables are consistently achieved




Evidence gathering methods may include: • observation of performance • questioning • discussion • work samples



• Relevant legal process, legislation and sections, and stages involved in the legal process

• Broad general knowledge of legal terminology and in-depth knowledge of legal terminology specific to criminal law


• Court process • Polices processes and procedures



Evidence Guide

Underpinning Skills • Literacy: follows complex legal procedures; understands and prepares complex legal documents



and conclusions logically; uses appropriate legal terminology; participates effectively in spoken interactions by using strategies to confirm, clarify or repair understanding; consults with legal practitioners

• Conflict resolution







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – performing research to support

instructing legal practitioners in preparing criminal law matters, retrieving relevant documents, including common law cases

• Communicating ideas and information – using strategies to confirm, clarify and repair understandings, communicating with sensitivity, writing letters, summaries of cases and presenting explanations and response to requests for information and exchange of information

• Planning and organising activities – preparation of case documentation and organisation of briefs for barristers

• Working with teams and others – liaison with instructing legal practitioner and other parties, preparing documentation for sign-off

• Using mathematical ideas and techniques – critical dates, bail conditions • Solving problems – resolving insufficient information and late lodgment • Using technology – for searching documents, and preparing documents and formats Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALPL404A Provide support in Commercial Law matters


BSALPL404A Provide support in Commercial Law matters Unit Descriptor This unit covers the preparation of documentation involved in

incorporation, charges and the sale of shelf companies. It is also addresses the acquisition of substantive knowledge of corporations law. Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer or acting as a lawyer when they are not qualified to do so). Accordingly, persons without a current practice certificate must make their status clear to the other party and must act under the instructions of a qualified legal practitioner. Whenever work is carried out on behalf of an instructing legal practitioner, the work must be first checked by the instructing legal practitioner. Whenever a client or other party/ies are contacted on behalf of the instructing legal practitioner, the caller must identify themselves and their position and contact must occur according to the instructions and advice of the instructing legal practitioner. The legal practitioner must be kept up to date with the file’s progress. Problems of a legal nature must not be resolved without consulting the instructing legal practitioner and resolutions which emerge from such discussions must be complied with. This unit can be assessed alone or in combination with other units making up a job role.


1. Augment substantive knowledge of commercial law

1.1 Different types of companies are identified and their structure, personnel, legal obligations, establishment procedures and purpose are outlined clearly

1.2 The differences between proprietary companies and public companies are identified and the legal obligations/criteria and purpose are outlined clearly

1.3 A knowledge of Corporations Law and related legislation is demonstrated

1.4 The consequences of incorporation are identified and the legal ramifications of incorporation are outlined clearly

1.5 The structure, contents and purposes of a firm’s Memorandum of Association and Articles of Association are identified and explained

1.6 The purpose of various activities within Commercial Law are identified and explained

1.7 The processes and legal obligations underlying the

BSALPL404A Provide support in Commercial Law matters Legal services


allotment, register and transfer of shares within and between companies and individuals is understood and explained

1.8 The purpose of various government departments and authorities is explained and their location and access is explained

2. Assist with incorporation of a company

2.1 Forms and documents are prepared correctly: • identified at appropriate step in legal process • collated with correct annexures/other forms where

required • presented to instructing legal practitioner for review

and sign-off • lodged within the appropriate timeframe at the

appropriate government department 2.2 Meeting is arranged with instructing legal practitioner

to discuss and delegate tasks related to the preparation of the company prospectus where appropriate, Memorandum of Association and Articles of Association

2.3 Arrangements are made with commercial printer to print multiple copies of Memorandum of Association and Articles of Association

2.4 Arrangements are made for documents to be despatched, signed and witnessed by appropriate parties

2.5 Instructing legal practitioner is assisted with addressing requisitions

3. Assist with administration of Charges

3.1 Assistance is provided with the preparation of company prospectus where required

3.2 Meeting is arranged with instructing legal practitioner to discuss the nature of debenture and the assets underwriting the Charge

3.3 Appropriate searches are undertaken and documents obtained at the

• Australian Securities and Investments Commission to confirm company details and any prior charges

• Land Titles Office to check if borrower’s property is subject to any outstanding dealings, charges and/or mortgages

3.4 Forms and documents related to the administration of charges are readied correctly:

• identified at appropriate step in legal process • collated with correct annexures/other forms where



required • presented to instructing legal practitioner for review

and sign-off • lodged within the appropriate timeframe at the

appropriate government department 3.5 Arrangements are made for documents to be

despatched, signed and witnessed by appropriate parties

4. Assist with the sale of a Shelf Company

4.1 Appropriate documents are retrieved and forwarded to instructing legal practitioner for review

4.2 Appropriate documents are despatched to purchaser 4.3 Assistance is provided to instructing legal practitioner

and purchaser in relation to the readying and lodging of forms at the appropriate government department

Range Statement


Candidates demonstrate knowledge of the following different types of companies and business arrangements:

• company limited by shares • company limited by guarantee • company limited by shares and guarantee • unlimited company • no-liability company • associations • joint ventures • partnerships (joint ventures, formal, informal,

limited, unlimited) • shelf company • holding company • subsidiary company • trusts (Express, Discretionary, and Bare) • Registerable Australian Corporation

Knowledge of Corporations Law and the following Commonwealth legislation:

• Corporations Act 1989 • Corporate Law Reform Act 1992 • Insolvency (Tax Priorities Act) 1993 • First Corporate Law Simplification Bill 1994 • Corporations Legislation Amendment Bill 1994



Range Statement • Corporations Law (Securities and Futures)

Amendment Bill 1994 • plus relevant State corporations law legislation

Plus legislation relating to: • the client and a firm (eg. Consumer Credit Code, Privacy Act, secrecy laws, Codes of Practice)

• the area of law • schedules of fees and duties payable • trust accounts • taxation and banking requirements • Australian Tax Office regulations • tort, equity and statute law

The consequences of incorporation relate to:

• separate legal entity • limited liability • property • suing and being sued • perpetual succession • transfer of shares • formalities, publicity and expense

Various activities within Commercial Law relate to:

• cessation of business • takeovers • winding up • liquidation • auditing • Annual General Meeting • Extraordinary General Meeting • statutory meeting • class meeting

Various government departments and authorities include – various forms are lodged at the following and various certificates and documents are issued by the following:

• Federal: • Australian Securities and Investments Commission • Australian Competition and Consumer Commission • Foreign Investment Review Board • Australian Industry Development Corporation

• State: • Department of Fair Trading and the Office of State

Revenue (NSW) • Land Titles Office



Range Statement • Office of Fair Trading and the State Revenue Office

(VIC) • Ministry of Fair Trading and the State Revenue

Department (WA) • Department of Equity and Fair Trading and the

Office of State Revenue (QLD) • Office of Consumer Affairs and the Office of the

Commissioner of Taxes (NT) • Office of Consumer Affairs and Fair Trading and

the State Revenue Office (TAS) • Consumer Affairs Bureau and the Revenue Office

(ACT) • Office of Business and Consumer Affairs and the

Commissioner of Stamps (SA)

Forms involved in incorporation include*: * Specific form numbers are subject

to change.

• Application for Reservation of a Name • Notice of Resolution • Application for Registration as a Company • Notification of Consenting Directors • Notification of Initial Appointment of Office

holders • Notification of Allotment of Shares • Application for Registration of a Business Name

(NSW – or state equivalent) • Statement of Change of Persons in relation to

Whom the Business Name is Registered (NSW – or state equivalent)

• Statement of Change in Certain Particulars (NSW – or state equivalent)

Appropriate parties involved in the incorporation of a company include:

• Directors • Company Secretary • Manager • Subscribers • Witness • Shareholders

Search Documents may include:

• Certificate of Incorporation • Certificate of Title

Forms and documents involved in Charges include*:

• Mortgage Document



Range Statement * Specific form numbers are subject

to change • Charge document – a firm may have it in their

precedent bank • Equitable Charge document • Prior Charge documents • Prospectus • Priority Agreement with previous mortgagees or

chargees • Notification of Details of Change • Notification of Discharge or Release of Property

from a Charge • Stamp Duty Compliance Form

Appropriate parties involved in arranging charges:

• Directors • Company Secretary • Manager • Subscribers • Witness • Shareholders • Borrower’s solicitor • Lender/s • Lender’s solicitor • Previous mortgagees or chargees • Previous mortgagees or chargees’ solicitor

Appropriate documents involved in the sale of a shelf company include*: * Specific form numbers are subject

to change

• Memorandum of Association • Articles of Association • Common Seal • Certificate of Incorporation • Application for Reservation of a Name • Notice of Resolution • Notification of Change of Office Hours or Address

of one or more Corporations • Notification of Change of Officeholders • Annual Return of a Company




Evidence Guide Critical aspects • Evidence of understanding scope of own


• Evidence of understanding problems which may arise and approaches to resolving them

• Evidence of understanding what is and is not disclosable in general and in particular to the matter

• Appropriate information and documents are given to clients


• Documentation required at different stages of the legal process is identified (Title and Form Number where appropriate) and purpose is understood

• When typing in details, names and punctuation are correct and official document is used to verify details

• Names are spelt out in full (no abbreviations) • Evidence of knowledge of lodging, storing/filing

and despatching document is demonstrated • All work occurs within legislative timelines • Moneys and fees for lodging and/or stamping

documents are calculated, accessed and prepared according to a firms policies and procedures

• Instructing legal practitioner is kept up to date with all activities, actions and outcomes


Resource implications The assessor must have access to appropriate documentation (e.g. The Australian Securities and Investments Commission’s Company forms brochure and Company searches brochure) and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • appropriate legislation and regulations relevant to

corporations law and assisting clients • workplace manuals and reference materials such as

company policy, procedural manuals and checklists



Evidence Guide • appropriate technology such as computers with

relevant software

Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different companies, different matters, and over a period of time to ensure that situational variables are consistently achieved.




Evidence gathering methods may include: • observation of performance • obtaining client feedback, • work samples • assignments • questioning • discussion



• Relevant legal process • Relevant current legislation • Stages involved in the legal process • Broad general knowledge of legal terminology and

in-depth knowledge of legal terminology specific corporations laws


Underpinning skills • Literacy: follows complex legal procedures and legislation; understands and prepares complex legal documents

• Research: locates necessary information and documents from external sources; identifies and evaluates status of information; prepares summaries



Evidence Guide of cases; follows written and oral instructions with regards to preparation of briefs

• Proofreading: checks for accuracy • Communication skills: communicates ideas,

arguments and conclusions logically and discretely; uses appropriate legal terminology; participates effectively in spoken interactions by using strategies to confirm, clarify or repair understanding; consults with legal practitioners, partners and clients to complete appropriate documentation

• Numeracy: record/file keeping; prepares stamp duty and lodgment fees

• Time management: allows sufficient time to prepare for and conduct meetings

• Team work: coordinates own schedule and objectives with team members





information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – regarding commercial law, and

the steps to incorporating a company, conducting company searches, retrieving and processing all relevant documents

• Communicating ideas and information – understanding complex legal documents, preparing forms and company documents, discussing delegated tasks, participating in meetings, proofreading

• Planning and organising activities – arranging meetings, organising, preparing and correctly collating complex legal documents, arranging charges, sale of shelf companies

• Working with teams and others – with instructing legal practitioners • Using mathematical ideas and techniques – calculating stamp duty and lodgement

fees • Solving problems – developing approaches to the resolution of any difficulties arising • Using technology – using relevant software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALLG401A Arrange documents and list exhibits for litigation support Legal services


BSALLG401A Arrange documents and list exhibits for litigation support

Unit Descriptor This unit covers arranging documents and listing exhibits to provide support to litigators in the preparation of case materials. Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust account monies. It is also illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer or acting as a lawyer when they are not qualified to do so). Contravening these conditions is illegal and compromises a firm’s professional indemnity insurance. Accordingly some litigious work must be supervised by a qualified legal practitioner. This unit can be assessed alone or in combination with other units making up a job role.


1. Arrange documents in specified order

1.1 Needs identified by the instructing legal practitioner are clarified and mutual expectations are agreed and acted upon

1.2 Self or other is organised to collect and collate documents

1.3 Documents not relevant to matter are removed 1.4 Court requirements are identified and self or other is

organised to check and prepare documents to meet these requirements

1.5 Review of document is arranged with legal practitioner

2. Organise self or other to enter document order on firm’s record system

2.1 All collated documents are recorded, as they appear in order on a firm’s record system

2.2 Records system is self-checked against ordered documents to ensure accuracy of record

3. Prepare exhibits for court 3.1 Court exhibits requirements are identified 3.4 Meeting is arranged with instructing legal practitioner

to determine exhibit presentation 3.5 Self or other is organised to prepare exhibits and

relevant documentation

Legal services BSALLG401A Arrange documents and list exhibits for litigation support


Range Statement


Documents and/or exhibits may include:

• witness statements • affidavits • pleading documents • briefs • expert reports • writs • photographs • videos • artifacts • letters • medical reports • clinical reports • hospital discharge summaries • writ of summons • plaintiff’s statement of claims • defendant’s statement of claims • further and better particulars

Documents may be arranged: • chronologically • alphabetically • in order of legal process to be undertaken

Documents may be checked for:

• the correct number of copies • signatures, where necessary • relevant attachments • meeting the court’s requirements • file/matter numbers where appropriate



Range Statement

The designated manner for documents meeting the court’s requirement may include:

• correct margins and spacing • dual column • backsheet layout • coversheet layout • folding of documents • a firm’s details typed in the appropriate manner, in

the appropriate location

A firm’s details may include: • name of firm • postal address • DX address • telephone number • solicitor’s reference

Non-disclosable information may include:

• fees • addresses • names • dates • a firm’s other clients • legal history of client • personal history of client • health status

A firm’s records system may be: • paper based • electronic

The procedure for arranging exhibits may vary according to:

• type and size of exhibits • attaching an affidavit • organising in containers


• privacy/security/confidentiality procedures • time recording procedures • photocopying expenses • verifying and authorising information • recording information



Range Statement





• relevant State/Territory/Commonwealth legislation • governing Legal Practice Acts in each



• the area of law • Freedom of Information legislation • schedule of fees and duties payable • litigation documents • court document procedures • rules of the relevant court

Evidence Guide


Critical aspects Understanding of scope of own responsibility and that of others involved in the matter is demonstrated • Knowledge of the purpose of documents and

exhibits is demonstrated • Knowledge if the area of law and the related legal

process involved in the matter is demonstrated • Knowledge of the type of difficulties that may arise

and standard resolutions are demonstrated • Instructing legal practitioner is kept up to date with

activities, actions and outcomes



Evidence Guide • Relevant documents and exhibits are included • Documents are checked to ensure the correct

numbers of copies, signatures (where necessary) relevant attachments (numbered and stamped where appropriate) and a complete table of contents

• Documents and exhibits are delivered to instructing legal practitioner within agreed timelines

• When instructing others, instructions are clear with adequate explanation to allow the task/s to be completed

• When instructing others, supervision is provided throughout the task in relation to:

• providing advice and assistance with problems • ensuring that deadlines are met • ensuring that documents, exhibits and exhibit lists

are collected and collated correctly without loss of integrity

• ensuring that documentation is complete and correct • ensuring that confidentiality and security of

information is maintained throughout • File/matter number is recorded on copies of

documents according to a firm’s policies and procedures

• A firm’s confidentiality and security polices and procedures are understood and adhered to

• Exhibit listing is prepared such that exhibit list corresponds exactly with exhibits

• Exhibits are numbered and reference number is attached in the top left-hand corner to appropriate document

• Exhibit listing is cross-referenced with exhibits for accuracy

• Integrity, security and confidentiality of documents is maintained

• Any photocopying undertaken is recorded for purposes of client invoicing

• Record of time is processed for client invoicing purposes

• All work is conducted within accepted codes of conduct including those relating to: maintaining confidentiality, use of company property, duty of care, ethical behaviours, privacy, non-discriminatory practice, conflict of interests and



Evidence Guide compliance with reasonable direction


preparing court documents • workplace manuals and reference materials such as


• appropriate technology such as computers with relevant software and photocopiers

Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with litigious circumstances, and over a period of time to ensure that situational variables are consistently achieved.

Context of assessment: Evidence of competency can be met in different situations, including: • on the job assessment • off the job assessment • placement in an enterprise • participation in a New Apprenticeship (traineeship)




• Flexible delivery methods used by training providers to cater for distance education students

Evidence gathering methods may include: • demonstration • questioning • workplace performance • simulation • projects/assignments • third party reports



Evidence Guide



• Court document presentation requirements • Sequence of litigation process • Authorised ‘signing parties’ • Security, confidentiality and privacy • Legal terminology in relation to litigation and the

area of law • Application of a firm’s policies and procedures


Underpinning Skills • Literacy: follows complex legal procedures; understands and prepares complex legal documents according to legal protocol

• Research: gathers necessary information from external sources; identifies and evaluates status of information

• Problem solving: proofs for accuracy • Communication: communicates ideas; follows and

interprets oral instructions; participates effectively in spoken interactions by using strategies to confirm, clarify or repair understanding; provides clear and specific instructions about information required; consults and meets with clients; records meeting objectives;

• Numeracy: collates documents; record/file keeping • Time management: allows sufficient time to prepare

for and conduct meetings Key Competency Levels NB: These levels do not relate to the Australian Qualifications Framework. They relate to the seven areas of generic




information



teams

Use mathematical



Level 2 Level 2 Level 2 Level 1 Level Level 2 Level 1



Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – in gathering and arranging

documents and preparing exhibits for court • Communicating ideas and information – receiving, interpreting and clarifying

client’s instructions, providing clear and specific instructions, consulting with clients, recording meeting outcomes

• Planning and organising activities – in collecting and collating complex documents, ensuring documentation is correct, organising delivery on time

• Working with teams and others – with instructing legal practitioner, colleagues and instructing others

• Using mathematical ideas and techniques – ordering procedures for documents • Solving problems – applying standard resolutions to difficulties that arise, checking for

accuracy • Using technology – including firm’s record system Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Financial Services Training Package


FNAMERC03B Serve legal process

Unit Descriptor This unit describes those functions associated with the provision of a quality service to customers


1. Plan and prepare procedures

1.1 Client’s written instructions are accurately and clearly interpreted

1.2 Subject’s whereabouts is determined 1.3 Identify type of service according to the nature of the

debt or legal process

2. Serve documents 2.1 Documents are checked to ensure they are complete and intact

2.2 Verify that the valid document is being served by checking contents for type of document and numbers of document for service

2.3 Documents are served according to legal requirements

3. Prepare affidavit of service or non-service

3.1 Affidavits are prepared in relation to court documents for process service worksheets

3.2 Court documents are correctly completed and signed and sworn/affirmed in accordance with court requirements/court procedural manual

3.3 Relevant factual details of service are recorded in the affidavit

3.4 A final report is prepared for client detailing outcome of procedure

Range Statement

Clients may include: • banks • building societies • financiers • private companies • government agencies • other mercantile agents • solicitors • business



Range Statement

Types of service may include: • handed to a person, requiring signature of that person

• service on a nominated person or corporation in accordance with relevant legislation

Subjects may include: • debtor • defendants • respondents • plaintiffs • individuals • companies • businesses • government departments • body corporate

Types of document may include:

• notice of demand • legal notices • statements of claim • writs

Means of service may include: • directly to a person • time/date/place of service • conversation at time of service • full name of process server

Evidence Guide

Assessment context: • Assessment of competency, including attainment of relevant knowledge and skills may be made through practical demonstration in an actual work environment or simulated of such an environment.

Specialised resources required for training and assessment include:

• availability of qualified assessors • a system which facilitates recording of trainees’

profiles and progress • facilities for workplace or simulated environment

assessment



Evidence Guide

Critical aspects of evidence will include:

• taking personal responsibility for fully complying with legal obligations

• developing constructive responses when confronted with problems and difficulties

• maintaining knowledge of current legislative requirements and general developments in process servicing

• accurate completion of legal documents • ability to liaise and cooperate with a variety of

persons

Interdependent assessment of units:

This unit should be assessed: • after competency has been demonstrated in the

Generic Management Competency Standards for Frontline Management Level III including: Unit 1, Unit 3, and Unit 8

• in conjunction with Generic Management Competency Standards for Frontline Management Level III including: Unit 2 and Unit

Workplace outcomes (underpinning knowledge and skills):

The Evidence Guide is a set of guidelines which assist in the development of assessment instruments/ tools to assess the competency of workers in the Mercantile Agents industry. This requires evidence of consistent achievement of the workplace outcomes covered by the unit. An employee working at this level: • maintains basic knowledge of the role, procedures

and relevant documentation of the various court jurisdictions and appeals procedures

• takes full responsibility for legal obligations and a professional/ethical approach to both clients and debtors

• demonstrates current lawful techniques of search and locating individuals

• demonstrates effective interpersonal communications techniques including negotiation and dispute resolution

• demonstrates effective written communication skills including appropriate report and letter writing

• maintains basic knowledge of all relevant State and Commonwealth Acts

• adheres to OH&S practices



Evidence Guide Key Competency Levels NB: These levels do not relate to the Australian Qualifications Framework. They relate to the seven areas of generic




information



teams

Use mathematical







206/01 Take instruction in relation to a transaction

Unit Descriptor This Unit describes the process of taking instructions for the transactions of sale or transfer of property or land.


1. Establish the client’s needs 1.1 Identify client and any potential clashes of interest 1.2 The client’s needs and expectations are assessed in

discussion with client 1.3 Optional courses of action are determined and

discussed with client 1.4 Communication is courteous and clarification is

sought where necessary 1.5 Information collected/given is accurate and relevant 1.6 Client and conveyancer confirm an understanding of

needs/and responsibilities

2. Identify parties, properties and other interests

2.1 Parties, properties and interests relevant to the transaction are identified

2.2 Documentation and titles are examined to confirm facts pertaining to the transaction

3. Determine contingency strategies

3.1 Contingencies relating to the transaction are assessed 3.2 Client is advised of range of contingencies and

possible options 3.3 Strategies are determined in consultation with client

4. Initiate the transaction (see Range Statement for a complete description of possible transactions)

4.1 A course of action is selected which meets the client’s needs

4.2 Client is advised of procedures to achieve client’s goal 4.3 Instructions to proceed or not to proceed are

confirmed with client 4.4 Client’s instructions are recorded 4.5 Authorities are obtained from client and other relevant

parties 4.6 Referral to another professional discipline or agency is

made where appropriate

5. Determine terms of engagement

5.1 Terms of engagement are articulated to client 5.2 Client’s agreement with terms is established 5.3 Disclosure of terms complies with legal/practice

requirements 5.4 Quotation of fees and disbursements is provided to

client which is accurate and complete




6. Identify any conflict of interest between conveyancer and client

6.1 File is opened in accordance with practice procedures 6.2 Identify any conflicts of interest associated with the

transaction 6.3 Assess conflict of interest and determine appropriate

actions to client and business Range Statement

The range of transactions that can be handled by a conveyancer vary from State to State and are limited by State laws and procedures. Transactions cover the transfer of land, property and businesses. The application of this unit of competency must comply with the legislative requirements of the jurisdiction in which the conveyancer practices.

Factors impacting on taking instructions from a client could include

• geographic location of client • communication skills of each party • honesty and intelligence of each party • understanding of client’s goals • availability and quality of information provided by

client • consumer protection legislation including Fair

Trading • understanding of common law in relation to

provision of advice Evidence Guide

Context • Competency shall be assessed in the normal or simulated work environment within the bounds of safety and in accordance with work procedures.

• Assessment should include those aspects of the key competencies that are consistent with the work environment of this Unit.

• Assessment of competency should be performed in relation to a range of communication modes and should establish the ability to respond effectively to a variety of relevant client enquiries.

Critical aspects: The following critical aspects of performance should be observed: • establishes a realistic time frame • checks the accuracy of information collected/given • establish the client’s needs in relation to the

transaction



Evidence Guide • confirms the authority to act • maintains client confidentiality at all times • ensure qualified practitioner completes transaction

Underpinning knowledge A knowledge of: • relevant legislative and common law • relevant types of contract and other required

documentation • professional/industry terminology • accepted practices • ethics • all aspects of consumer protection • indemnity insurance

Underpinning skills The ability to: • clarify information given/received • interpret documents/legislation • explain complex/legal issues in simple terms • write in plain English • operate appropriate technology • negotiate with a range of people in diverse

situations • hear people within their context • manifest sensitivity to individual’s • particular needs • manifest responsiveness to clients





information



teams

Use mathematical







206/05 Prepare and execute documents

Unit Descriptor This Unit describes how to prepare and present documents in the practice of conveyancing.


1. Prepare documentation 1.1 Parties, property and all relevant terms agreed to by the parties are described

1.2 Legal and government requirements are fulfilled in the correct manner

1.3 Documentation is accurate and complete 1.4 Documentation is prepared within required timeframe

2. Present documentation for execution

2.1 Instructions given to the client are accurate and complete

2.2 Client is advised of rights, obligations and responsibilities ensuing from the legal relationship

2.3 Document is signed and witnessed in accordance with legal requirements and is properly executed

2.4 Document is certified of necessary 2.5 All relevant processes are completed 2.6 Documentation is checked to ensure it is completed

accurately and in accordance with procedures within the required timeframe

3. Manage collateral/third party involvement

3.1 Execution and return of documentation by other parties is arranged

3.2 Execution by third parties is checked to ensure compliance with legislative constraints

3.3 Completion of actions by other parties is checked to ensure timely settlement

4. Draft, adapt and construct documents to meet client needs and instructions

4.1 Document purpose is identified 4.2 Document conforms to all formatting requirements 4.3 Document meets client needs 4.4 Document achieves intended purpose 4.5 Information contained is clear and unequivocal 4.6 Completed document is consistent with purpose



Range Statement

In Victoria, legislation prohibits conveyancers from preparing documentation. Therefore the application of this competency relates to the presentation of documentation (second Element of Competency).

Documentation includes • both that which has been previously identified and that which is prescribed

Documentation should make consideration of the following:

• Aboriginal land rights • ACS requirements • associations • banking • bankruptcy • bills of sale • building regulations • business licenses • business law • native title • commercial tenancies • company and incorporated associations • old system land • consumer protection • consumer credit • personal property • contract • copyright • crown land • dealing with interests in land • deceased estates • easements and restrictive convenants • environment • Fair Trading • family law • fences • finances and securities • real property • registration of dealings with land • revenue law



Range Statement • food and health • foreign investment • guardianship • heritage • house contracts and guarantee provision • insurance • land acquisition • land division • landlords and tenants • law of succession • licensing of conveyancers • limitation of actions • local government • local, state and federal government taxes • mining • minors • mortgage financing • pastoral properties • permissive occupancy • planning • positive convenants • powers of attorney • privacy • property inspections and searching • rates and taxes • real estate agents • retail leases • roads • sale of goods • stamp duty • strata titles and bodies corporate • torts • Trade Practices • trusts • workers liens



Range Statement

Application of this unit of competency will vary with the methods of document preparation and presentation which depend on the technology available in the work environment.

Evidence Guide

Context: • Competency shall be assessed in the normal or simulated work environment within the bounds of safety and in accordance with work procedures.


• Assessment of competency should be performed in relation to a range of documentation which must include, but is not limited to transfers, leases, mortgages and contracts.

Critical aspects: The following critical aspects of performance should be observed: • complies with legislation and common law in

document preparation • completes work within timelines • checks documents for relevancy and currency • implements current government procedures

completely • ensures that document achieves intended purpose

efficiently • ensures that document achieves conveyance in

accordance with client needs

Underpinning knowledge A knowledge of: • relevant legislation and common law • Land Title office requirements • document format requirements • fiduciary duties and responsibilities relating to

document preparation • ethics



Evidence Guide

Underpinning skills The ability to: • examine documents and legislation • liaise/consult with others • present information in a variety of forms • plan and organise work • operate appropriate technology • draft documents • manage time efficiently • record and maintain files

Community Services Training Package


CHCAD2A Support the interests, rights and needs of clients within duty of care requirements


1. Provide support to client for the realisation of their interests, rights and needs within job roles and responsibilities

1.1 Client is supported and encouraged in exercising their rights and personal preferences without compromising their safety and that of others.

1.2 Interests, rights and needs of the client are made known to one’s supervisor, other health workers and the service appropriately.

1.3 Situations of risk or potential risk are identified and referred appropriately

2. Support and safeguard the interests and rights of clients

2.1 Decisions and actions taken are within the job descriptions

2.2 Knowledge and skill required for daily activities of work are properly maintained

2.3 Work practices are applied to minimise potential for harm

2.4 Care is taken to behave in a reasonable and careful manner at all times

Range Statement

Appropriate representation may include:

• meeting client needs in the context of organisational requirements

• awareness of potential conflict between client needs and organisational requirements

Interests may include: • possessions • bank accounts • accommodation • facilities • services available and desired • recreational pursuits

Rights include principles expressed in:

• charters of rights • outcomes standards documents • general human rights and freedom from

discrimination

Interests, rights and needs of the client may be made known by:

• verbal representation • written representation



Range Statement

Social rights of the client may include:

• freedom of association • friendship

Rights may be detailed in: • in mission statements and philosophies of service provider organisations

Organisational rights may include:

• the right of participation or non-participation to the degree desired

• the right to receive quality service • the right to refuse services

The needs of the client may include:

• physical and emotional security • support and care • economic support • household assistance and maintenance

Worker’s responsibilities may include working within:

• care/case plan • job description and job role • training received • relevant legislation such as Poisons Act, State

Nursing Acts, Podiatrists Acts, etc

Factors affecting client exercising rights may include:

• person’s culture • another language • gender relationships • different emphasis on time and work • different views of personal space and touch • different beliefs on the community and family • individual religious beliefs

Legal rights of the client may include:

• rights of common law • rights outlined under relevant outcomes standards • rights under the constitution • rights under legislation



Evidence Guide

Critical aspects of assessment: • understanding of duty of care requirements • work is performed within duty of care requirements • upholds and supports the rights and interests of

client groups in the workplace, except where contradicted by the clients’ functioning and mental state

Interdependent assessment of units:

• this unit can be assessed with units on communication if these are part of the package

Underpinning knowledge and skills may include:

• common health problems and their effects • statements of rights, eg UN Charter, relevant

outcomes standards documents • common risks to client safety • organisational guidelines • rights and responsibilities of client • awareness of discriminatory actions • oral communication competence in order to

represent the interests, rights and needs of the client to supervisor. Language used may be English or community language depending on the organisation

• written communication may be required if organisational policies and procedures require client needs to be represented in written form

Resource implications: • access to appropriate workplace where assessment can be conducted or

• simulation of realistic workplace setting for assessment

Consistency in performance: • assessment may include observation, questioning and evidence gathered from a workplace environment. Workplace evidence can be testimonial from colleagues or clients

• assessment may be conducted on one or more occasions but must include the normal range of workplace situations

Context of assessment: • this unit is most appropriately assessed in the workplace or in a simulated workplace and under the normal range of workplace conditions



CHCCD7A Support community resources

Unit Descriptor This unit applies to the work performed in providing and maintaining support to community groups.


1. Develop an information base

1.1 Relevant information about the community, its organisations and services is collected and stored according to the organisational practices so ongoing work is facilitated

1.2 A current directory of community resources is maintained so it is useable and accessible

2. Establish relationship with key people

2.1 Appropriate contact is established and maintained with key people using a range of communication strategies to ensure that the outcomes from work in the community is maximised

2.2 The roles and responsibilities of key people and services are defined so that work is effective and coordinated

3. Apply strategies for linking people

3.1 Appropriate work is undertaken to create opportunities to develop supportive connections between key people including arranging and conducting meetings

3.2 Obstacles to effective contact between people are identified and appropriate strategies are developed to overcome these

3.3 Appropriate levels of ongoing support is provided to promote community interaction

4. Maintain community facilities and resources

4.1 All relevant records are maintained and made available as required to facilitate community interaction

4.2 Appropriate work is undertaken to ensure that maintenance of community resources is carried out according to organisational procedures and budget allocations

4.3 Appropriate action is taken to ensure public and communal areas are accessible and meet community needs



Range Statement

Community may include: • individuals and groups defined by organisation programs and services

• other agencies providing services to individuals and groups

• people with specified needs and interests • people using the organisation’s services/programs

Relevant information about the community may include:

• composition and social/cultural profile • cultural characteristics • scope defined by organisation’s objectives and

priorities • size • nature and history of issues and interests • range and nature of other services • existing practice, process and protocol

Information about the community may include:

• data base of key people • details of other services/agencies • networks, support systems, groups • resources • protocols for communication

Key people may include: • people with an interest in the purpose of the

organisation • designated groups in the community • community leaders, representatives • other providers • people using the services of the organisation • specialist providers

Communication strategies may include:

• attending meetings, groups, shift handover etc. • phone contact • sharing information • information newsletter



Range Statement

Resources may include: • remises, grounds, accommodation, workplaces • purpose-designed and provided for the community

or workplace • exclusive use, ownership or shared • equipment and materials • information • personnel • financial

Organisation’s procedures may include:

• formally documented policies, guidelines, delegations, philosophy

• direction through supervision • management decisions, directives • information, data collection, proforma, reporting

requirements • formal and informal negotiated agreements

Evidence Guide

Critical aspects of assessment: • provision of a range of types of support to communities according to organisational procedures

• ability to communicate with a range of people in the community

• ability to maintain and access effective networks which contribute to the achievement of objectives

• capacity to motivate individuals and groups to work co-operatively to address common concerns

Underpinning knowledge • nature of the community and significant

relationships and resources including cultural

• organisation’s policies and program/service objectives

• relevant agencies programs and criteria • communication strategies • principles of social organisation and structures • depending on the work role or services provided,

specific knowledge of particular groups or issues may be required, including (see additional information on page 23-24 of the Community Services and Health Training Package CHC99 – Community Work):



Evidence Guide • alcohol and other drugs • cultural and linguistic diversity • risk of self harm • women • men • community education • Aboriginal and Torres Strait Islanders • mental health

Underpinning skills • oral communication competence required. Assessors should look for the ability to ask questions, listen to information, and seek clarification. Language used may be English or a community language

• reading competence required if worker is using pamphlets or written information, to determine if an organisation or service is relevant to a particular group. Information may be written in English or a community language

• writing skills will be needed if organisations require a written list of community facilities and resources. Assessors should look at documentation that is required by the organisation. Reports and documentation may be required in English or a community language depending on the group. (Note: some organisations may require computer skills if documentation is electronically stored)

Resource implications • Access to a workplace or community or an environment that effectively simulates workplace or community conditions



Evidence Guide

Consistency in performance may include workers ability to:

• describe, with supportive evidence, the nature and structure of the designated community

• describe the structure of the designated community in terms of general concepts of social organisation and structures

• identify organisation’s policies and relevant guidelines

• identify the objectives, priorities and criteria of the organisation and the services and programs provided

• demonstrate a range of strategies for making contact with and linking people consistent with meeting organisation’s objectives

• define own role as worker within the community • use of available technology for record-keeping

Context of assessment:

• Worker can be assessed on the job or by simulation. Community is designated by organisation policy.





information



teams

Use mathematical







CHCCD3A Meet information needs of the community

Unit Descriptor Working with the community and individuals to identify and address their information needs.


1. Identify information requirements

1.1 Appropriate mechanisms are employed to identify the information requirements of the community and specific groups

1.2 Current, accurate and comprehensive information is collected and maintained on a range of relevant issues/ services for the group to ensure the information needs will be met

1.3 Gaps or inadequacies in the information base are identified and strategies are implemented to address them

2. Address information requirements

2.1 Where possible, existing information sources are accessed to meet individual/community needs

2.2 The adequacy of existing information sources and materials in meeting needs are routinely evaluated

2.3 Where the development of new information materials is needed, options are explored in consultation with users and stakeholders

2.4 When planning the development of new information/ materials, all aspects of implementation are addressed, including:

• content, structure and relevance • financial, technological and staffing resourcing • staff training needs 2.5 Strategies are implemented to continuously improve

the effectiveness of information materials and systems Range Statement

Community may include: • current users of the organisation's services • users referred by other organisations • new target groups • a geographic region • special interest groups • students and researchers • workers in other organisations



Range Statement

Information systems may refer to:

• informal and formal arrangements with government departments and non-government organisations to obtain information

• subscriptions to publications • material produced and provided by and about other

organisations and services • media • electronic networking • the range of different systems across sectors

Financial and technological resources required for system may include:

• directories and databases, manual and electronic • manual and computerised filing software and

hardware • systems operated within the organisation • systems operating in other organisations

Evidence Guide Critical aspects of assessment: • assessing the organisation’s information needs,

analysing current capacity for them to be met, determining requirements for new materials and doing appropriate work to develop them

• using and maintaining a range of information storage systems

Underpinning knowledge • a range of systems that can be used to obtain information

• a range of systems that can be used to store and record information

• basic project management • preparation, editing, publishing

materials/information • depending on the work role or services provided,


• alcohol and other drugs • cultural and linguistic diversity • risk of self harm • women • men



Evidence Guide • community education • Aboriginal and Torres Strait Islanders • mental health

Underpinning skills • literacy adequate to handle and prepare complex written information

• use of relevant information system

Resource implications • Access to a workplace or an appropriately simulated environment

Consistency in performance • Consistency in performance should consider requirements of relevant information systems

Context of assessment • This unit can be assessed in the workplace or in a relevant simulation





information



teams

Use mathematical







CHCCD1A Support community participation

Unit Descriptor Providing a range of opportunities for community groups and individuals to participate and design cooperative arrangements for addressing common concerns


1. Work with individuals and the community to promote participation

1.1 Work is undertaken to identify key community issues to be addressed

1.2 To address community issues planning is undertaken to ensure:

• appropriate policies and strategies are developed • adequate resourcing is identified • key people are consulted • identified needs are addressed • processes are forward looking and pro-active

1.3 Appropriate interpersonal and networking skills are used to enlist support from key people and groups

1.4 Opportunities are provided for community input to planning and provision of services

1.5 Community input and participation in services is guaranteed

2. Support existing community activities

2.1 Appropriate review of the relevance of existing community activities is undertaken, based on changing community needs

2.2 Relevant support and assistance is provided to existing community activities to obtain additional resources required for effective operation

2.3 All work undertaken is in accordance with organisational policies and procedures

2.4 Support is provided to community groups to monitor and evaluate processes, progress and outcomes of activities

2.5 All documentation on activities is kept in accordance with organisational policies and procedures

2.6 Appropriate support is provided to community groups to become self managing in the implementation of plans



Range Statement

Working with the community may include the following activities:

• health promotion • community development • training and education

Opportunities for consumers, community members and groups to participate may include:

• systems within and outside the organisation • activities at program, operative and management

levels • formal and informal systems • focus groups on relevant issues • inviting community participation on organisational

committees e.g. quality assurance committees, ethics committees

• through publications • group facilitation • peer education/training • seminars and workshops

Key people may include: • advocacy groups • policy and decision makers in the specific

community • individuals, groups or communities most likely to

be affected by strategies or action plans • community leaders • people with formal and informal representative

roles

Strategies which the worker may develop may include:

• development of new business, employment opportunities for individuals

• establishment of advocacy groups • health promotion activities • development of community facilities • strategies to increase access to facilities, services or

decision making • providing direction, advice and information



Range Statement

Information and resources may include:

• equipment • staff skills and time • provision of facilities • educational materials • funding • skills/administrative support • physical, transport, venues, material, equipment • developmental training • financial

Evidence Guide

Critical aspects of assessment • Candidates will need to demonstrate the capacity to undertake a range of activities to ensure appropriate participation by groups and individuals in community based activities

Underpinning knowledge • community development methods and their

principles and practices • impact of cultural or community attitudes on

organisational planning • funding sources and their policies and strategies for

encouraging community input and participation • organisational budget and funding allocation • local, state and federal strategies/legislation • health promotion (as per Ottawa Charter) • depending on the work role or services provided,


• alcohol and other drugs • cultural and linguistic diversity • risk of self harm • women • men • community education • Aboriginal and Torres Strait Islanders

• mental health



Evidence Guide

Underpinning skills • research relating to the community • policy development • report writing • ability to evaluate effectiveness of community

based activities • budgeting • negotiation, liaison, networking • marketing • facilitation

Evidence Guide

Resource implications • Demonstration of competency will include the ability to work with key people or stakeholders in the community. Assessors should allow for access to appropriate structures, people or organisations for assessment purposes.

Consistency in performance • Consistency in performance should consider the organisational and individual context within which work takes place

Context of assessment • This unit will be assessed in the workplace or in a simulated workplace under the normal range of working conditions





information



teams

Use mathematical





Legal services BSALPP501A Obtain information from a client


BSALPP501A Obtain information from a client Unit Descriptor This unit covers preparing for and collecting information from a

client, recording this information and updating the client’s file accordingly, under the instruction of a qualified legal practitioner.

Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer/conveyancer or acting as a lawyer/conveyancer when they are not qualified to do so). Accordingly, persons without a current practice certificate must make their status clear to the other party and must act under the instructions of a qualified legal practitioner. The legal practitioner must be kept up to date with the file’s progress. Further, problems of a legal nature must not be resolved without consulting the instructing legal practitioner and resolutions, which emerge from such discussions, must be complied with.

This unit can be assessed alone or in combination with other units making up a job role.

Competency Field Business Administration Services Element Performance Criteria 1. Prepare relevant

background material 1.1 Nature of client needs and client matter is discussed

and clarified with instructing legal practitioner 1.2 If client has had previous dealings with the firm,

relevant information is reviewed and analysed 1.3 If first dealing with client, client file is opened

according to a firm’s policies and procedures 1.4 Meeting is arranged with instructing legal practitioner

to discuss approach to matter and relevant interview questions if applicable

2. Arrange for exchange of information

2.1 Self or other is organised to contact client according to a firm’s policies and procedures

2.2 Additional assistance from support staff is arranged for contact

3. Obtain information from client

3.1 Legal limits to own responsibility are outlined clearly to client

3.2 Purpose of contact is explained to client and mutual expectations are established

3.3 Relevant legislation and associated legal process is clearly explained to client

3.4 Planned questions are asked of client

BSALPP501A Obtain information from a client Legal services


Element Performance Criteria 3.5 Self or other is organised to record client information 3.6 Transcript of interview and synopsis of information

gathered is presented to client for verification 3.7 Client authorisation is obtained, where appropriate

4. Conduct meeting follow-up 4.1 Debriefing meeting is arranged with instructing legal practitioner to discuss meeting outcomes

4.2 Additional activities agreed upon in debriefing meeting are planned and implemented

Range Statement


Relevant background material and additional information may include:

• Current file • Relevant legislation and regulations • Previous dealings with client or relevant third party

Contact may include: • Interview • Telephone interview • Interview through an interpreter or other support

person • Letter


• assigning the file matter number • determining the costing mechanism • performing conflict of interest check • verifying appointments • arranging meeting rooms • re-scheduling appointments

Method of obtaining information:

• in writing • in person • verbal • via third party

Appropriate questioning technique may relate to:

• state of presentation of client • sensitivity of the matter • cultural background of the client



Range Statement

State of presentation of the client may include:

• cooperative • emotional • defensive • non-communicative • non-English speaking • communication issues • effected by disability, eg. hearing impaired, speech

impaired

Risk management issues may include:

• conflict of interest • security and access to files • disclosable information


• information sources • time recording procedures • initiation of files • updating files • security/confidentiality/privacy procedures • contingencies • interviewing • verifying and authorising information • recording information • accommodating special client needs, eg. case

manager, social worker, parole officer • protocol for contacting clients eg. translator,

interpreter



• commercial law • corporate law • criminal law • family law • industrial relations /employment law • property law • tax law • litigation • wills and probate * These are nine common areas of law. The area of law

is not restricted to this list; other areas of law may be applicable.



Range Statement


• relevant State/Territory/Commonwealth legislation and regulations

• the client and the firm (eg. Consumer Credit Code, Privacy Act, secrecy laws, Codes of Practice)

• the area of law • schedules of fees and duties payable • client solicitor privilege

Evidence Guide

Critical aspects • Where appropriate, suggested interview questions and activities are forwarded to instructing legal practitioner for review

• Interview questions are relevant and appropriate for the information requirements

• Arrangements and verification of client meeting is completed within agreed timelines

• Arrangements for interview are made taking into account any equipment needed prior, during and after the interview

• Evidence of knowledge of the relevant legal process and legislative requirements

• Explanations to client are made clearly and sensitively

• The interview is conducted efficiently and courteously

• Legal terminology and process can be explained in clear, simple language

• Instructing legal practitioner is kept up to date regarding all activities, actions and outcomes

• Where instructing other, instructions are clear with adequate explanation to allow the task/s to be completed

• Where instructing other, supervision is provided throughout the task in relation to:


• ensuring that work is completed within timelines • ensuring that recording of interview is accurate • checking that interview documents are formatted

and filed correctly • ensuring that confidentiality and security of



Evidence Guide information is maintained

• Appropriate questioning techniques are used, taking into account the client’s characteristics

• Client’s questions are answered within limits of own area of responsibility

• Questions outside own area of responsibility and knowledge are identified and assistance is promptly sought, where appropriate

• Client questions within range of responsibility are answered satisfactorily and questions outside own range of responsibility are referred to instructing legal practitioner for immediate resolution

• Client information is obtained within agreed timelines using appropriate method

• Interview is carried out sensitively and non-disclosable information not disclosed

• All activities, actions and outcomes are documented and time is recorded

• File notes are kept up to date • All work is conducted within accepted codes of

conduct including those relating to: maintaining confidentiality and security of information, use of company property, duty of care, ethical behaviours, non-discriminatory practice, conflict of interests and compliance with reasonable direction

Resource implications

• The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include:

• appropriate legislation and regulations relevant to assisting clients


Consistency in performance

This unit of competency will require evidence to be collected across a range of events, dealing with different clients and conducting different types of interviews, and over a period of time to ensure that situational variables are consistently achieved.

Context of assessment

• Evidence of competency can be met in different situations, including:

• on the job assessment



Evidence Guide • off the job assessment • placement in an enterprise • participation in a New Apprenticeship (traineeship)




• Evidence gathering methods may include: • observation of performance • questioning • discussion



• Relevant legal process • Time recording procedures • Complexity of the matter at hand • Security, confidentiality and privacy • Legal terminology relevant to the matter • Appropriate questions and questioning technique • Range of responsibility in relation to the matter • Application of a firm’s policies and procedures

required in the full range of tasks covered • A firm’s invoicing procedures

Underpinning skills*

• Literacy: reads and interprets intricate legal procedures and texts; identifies and selects relevant information; prepares brief and debrief; makes notes from spoken and written texts, and revises to enhance meaning and effectiveness

• Research and analysis: analyses a complex legal procedural text; assembles and critically evaluates evidence

• Follows and provides clear written and oral sequenced instructions

• Communication: participates in sustained and complex transactions; clarifies and elicits relevant information; adjusts questioning techniques to respond to client

• Numeracy: keeps accurate records/files • Contingency planning



Evidence Guide • Interviewing skills





information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – including review and analysis of

client information, checking previous dealings with client • Communicating ideas and information – explaining limits of responsibility to client,

explaining purposes of contact to clients, interviewing and questioning, entering material in client file, explaining legislation and legal process to clients, documenting and discussing meeting outcomes, clearly instructing others

• Planning and organising activities – arranging meetings • Working with teams and others – with instructing legal practitioner, clients and

colleagues • Using mathematical ideas and techniques – keeping accurate time records • Solving problems – dealing with difficult clients, approaching risk management issues • Using technology – using firm’s record keeping software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALPP502A Draft legally binding documents Legal services


BSALPP502A Draft legally binding documents Unit Descriptor This unit covers the drafting of a variety of legally binding

documents to meet particular legal matter requirements under the instruction of a qualified legal practitioner.

Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, sign off on legal work and to receive trust account monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer/conveyancer or acting as a lawyer/conveyancer when they are not qualified to do so). Contravening these conditions is illegal and compromises a firm’s professional indemnity insurance. An instructing legal practitioner must supervise the tasks covered in this unit as they are legally responsible for the document (through the signing off process). Therefore, the instructing legal practitioner must review all documents before they are forwarded to clients. This unit is positioned at AQF Level 5 due to the broad knowledge of legally binding documents it requires and the substantial knowledge of client files, the legal process and legislation. It requires application of theoretical skills to drafting a range of documents as well as planning and taking responsibility for the work of others.

Competency Field Business Administration Services Element Performance Criteria 1 Identify purpose of

document 1.1 Client file is reviewed and client needs are identified

1.2 Meeting is arranged with the instructing legal practitioner to discuss document requirements and future actions

1.3 Client is contacted and scope of own responsibility, document implications and its uses are clearly explained to client

1.4 Existing precedents are reviewed as a basis for drafting new document

2 Draft document 2.1 Research is carried out to ensure compliance with relevant legislation and/or regulations

2.2 Self-education is arranged with firm and pursued when necessary

2.3 Document is drafted to comply with legal requirements and client needs

3 Evaluate document 3.1 Draft document is self-checked to ensure it meets the client’s needs, particular legal requirements and includes relevant legislative exerts

3.2 Any gaps or deficiencies are rectified

Legal services BSALPP502A Draft legally binding documents


3.3 Meeting is arranged with instructing legal practitioner to review document and file and any suggestions or amendments are implemented

3.4 Amended document is forwarded to instructing legal practitioner to facilitate signing off process

4 Forward document to client

4.1 Document is forwarded to client for approval

4.2 Client’s amendments are forwarded to instructing legal practitioner and integrated as directed by instructing legal practitioner

4.3 Signatures are obtained, witnessed and dated as required and appropriate follow-up action is undertaken

Range Statement


Candidates must demonstrate competency in at least six (6) of the following:

Documents may include: • letter • dictatyped not drafted • leases • mortgage • contracts • transfer of shares • wills • conveyancing documents • agreements • memorandums of law • briefs • pleadings • caveats

Clients may include:

• a small business • individual • large organisations • third party • insurance company • community organisation • financial institutions



Range Statement • international companies

Details pertaining to the matter may include the following under the instruction of a qualified legal practitioner:

• reading file notes • reading supervisor’s notes • obtaining information from • a client • a representative of opposing party • an external party • a government department

• firm’s procedural manuals • guidelines/checklists

Legal matter may include: • settling a dispute • agreements • contracts • disputing a claim • mediated disputes • protecting rights • initiating litigation • trademarks

The precedent bank may be:

• in-house • external • on-line • stored pre-printed forms

Precedent documents may be relevant to the following areas of law*: * These are nine common areas of





Range Statement

Range of new legally binding document may include:

• single purpose documents • multi-purpose document • document links with existing precedents • document provides limited options for inserting

individual clauses

Format requirements may include:

• bound • letter layout • court document • contract layout • will • correct margins • correct spacing • dual column system • presence/absence of a backup sheet • presence/absence of a cover sheet • placing of headings • usage of keycaps and font features • table of contents • paragraph numbering • correct use of referencing • specific sign off clauses • appropriate use of letterhead • use of document footers • list of enclosures • spaces for signature and date of: • client • witness/es • other party/ies

Relevant sources of information may include:

• clients • files • documents • other staff or legal personnel • database • government departments • libraries



Range Statement • on-line information services • a firm’s policies and procedures • relevant State/Territory/commonwealth legislation

Appropriate information used in drafting the document may include:

• standard legal phrases • particular Acts/legislation/regulations

Legislative requirements in relation to drafting the document may relate to:


Privacy Act, secrecy laws, Codes of Practice) • the area of law • schedule of fees and duties payable

Deficiencies may include:

• inappropriate language • inaccurate terms • ambiguity • inappropriate legislation • incorrect interpretation of legislation • grammar • spelling • missing words

Following obtaining signatures on document, appropriate follow-up action may include:

• getting document stamped • lodging copy with a government agency/department • forwarding a copy or the original to the client • forwarding the document to another party • processing and storing the document • on the firm’s information system • for • client records • client’s beneficiaries • later date


• information sources • time recording procedures • security/confidentiality/privacy procedures • verifying and authorising information • recording information • style/layout guide



Range Statement

Search for precedent documents may include:

• precedent document management systems • precedent book




Critical aspects

• Instructing legal practitioner’s instructions are followed

• Format, content and range of new document is determined in consultation with instructing legal practitioner

• Client and instructing legal practitioner are kept up-to-date with progress of matter and any questions are clearly answered

• Summaries of work performed and duties payable are forwarded to client on a regular basis and according to a firm’s policies and procedures

• Information is extracted and notes, summaries and/or photo-copies are made throughout the research process

• Deficiencies in draft document are rectified through further research and drafting as required

• Legal process, legislative requirements, purpose of document and legal terminology are explained to client in clear and simple language

• Correct legal terminology is used in appropriate sections of document

• Precedents are adapted where appropriate • Document is prepared correctly within agreed

timelines • Produced document is assessed to ensure that it

meets the requirements of legislation, legal matter and client needs

• Problems or questions outside own area of responsibility are promptly referred to instructing legal practitioner

• Ancillary notes explaining document are forwarded to client where appropriate

• File/matter number is attached to all relevant documentation and relevant documentation is filed appropriately for future reference


• All work is conducted within accepted codes of conduct including those relating to: maintaining confidentiality, use of company property, duty of



Evidence Guide care, ethical behaviours, privacy, non-discriminatory practice, conflict of interests and compliance with reasonable direction

Resource implications • The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include:

• Appropriate legislation and regulations relevant to assisting clients, drafting legally binding documents and the area of law for which the document is intended

• Workplace manuals and reference materials such as legal dictionary, company policy, procedural manuals and checklists



This unit of competency will require evidence to be collected across a range of events, eg. dealing with different legally binding documents, and over a period of time to ensure that situational variables are consistently achieved.


Evidence of competency can be met in different situations, including: • on the job assessment • off the job assessment • placement in an enterprise • participation in a New Apprenticeship (traineeship)





Evidence gathering methods may include:

• Demonstration • Questioning • Workplace performance • Projects/assignments • Written tests



Evidence Guide • Skills portfolio • Third party reports


demonstrate basic operational knowledge in a moderate range of areas.

• Various types of legally binding documents and their purposes

• Security, confidentiality and privacy • Legal terminology • Application of a firm’s policies and procedures

required in the full range of tasks covered • Knowledge of statute and common law relevant to

the area of law for which the document is drafted

Underpinning Skills

• Literacy: reads and interprets intricate legal

documents; demonstrates well developed writing skills; uses legal vocabulary and grammatical structures to achieve precise meaning; understands and interprets relevant legislation and regulations

• Research and analytical: interprets, selects and investigates relevant information

• Follows and provides clear written and oral instructions

• Proofreading and editing skills • Communication: participates in sustained and

complex transactions; conducts meeting with clients to clarify issues and problem solve

• Problem solving: uses developed estimation skills to check accuracy and relevance; demonstrates flexibility and a range of interactional strategies for the purposes of maintaining and developing relationships; exploring issues; or problem solving

• Word processing and document management software







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – researching to ensure legal

compliance, including precedent bank • Communicating ideas and information – clarifying purpose of the document and

client’s needs, making notes and summaries, drafting document • Planning and organising activities – organising documents in correct formats,

arranging for document sign off and delivery • Working with teams and others – instructing legal practitioner, clients and colleagues • Using mathematical ideas and techniques – using estimation skills, recording time • Solving problems – evaluating document, including rectifying gaps and deficiencies • Using technology – including advanced functions of word processing and document

management software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALC501A Run a file Legal services


BSALC501A Run a file Unit Descriptor

This unit covers the duties carried out by a fee-earner as she/he manages the conduct of a file under the instruction of a qualified legal practitioner. This includes: establishing a file for the legal matter at hand, developing and obtaining appropriate documents, negotiating with clients, costing the file and file closure procedures.

Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer/conveyancer or acting as a lawyer/conveyancer when they are not qualified to do so). Accordingly, persons without a current practice certificate must make their status clear to the other party and must act under the instructions of a qualified legal practitioner. Whenever work is carried out on behalf of an instructing legal practitioner, the work must be first checked by the instructing legal practitioner. Whenever a client or other party/ies are contacted on behalf of the instructing legal practitioner, the caller must identify themselves and their position and contact must occur according to the instructions and advice of the instructing legal practitioner. The legal practitioner must be kept up to date with the file’s progress. Problems of a legal nature must not be resolved without consulting the instructing legal practitioner and resolutions which emerge from such discussions must be complied with. This unit can be assessed alone or in combination with other units making up a job role.


1 Initiate preliminary file activities

1.1 Meeting is arranged with instructing legal practitioner to discuss new file and plan and prioritise preliminary work

1.2 Details of the legal matter are obtained from client according to a firm’s policies and procedures

1.3 A quote in line with a firm’s fee structure is developed and forwarded to instructing legal practitioner for approval

1.4 Quote and instructions for establishing a trust account are forwarded to client on behalf of instructing legal practitioner

1.5 Terms of engagement are clarified with instructing legal practitioner and client and mutual expectations are agreed upon and documented

Legal services BSALC501A Run a file


Element Performance Criteria 1.6 Initial file documentation is prepared

2 Carry out conflict of interest check

2.1 Self or other is organised to carry out conflict of interest check

2.2 Results of conflict of interest check are recorded on preliminary file notes and any areas of potential conflict are discussed and resolved

3 Open file 3.1 Relevant information for initiating files is located, accessed and extracted

3.2 Support staff are selected to assist on file in consultation with instructing legal practitioner and briefed on matter

3.3 Confirmation of instructions, details of those working on the file, a summary of work to be performed and associated timelines are forwarded to client on behalf of instructing legal practitioner

4 Determine appropriate legal process and steps to facilitate the process

4.1 Work is planned in conjunction with instructing legal practitioner, staff are assigned to tasks and resources are allocated

4.2 Relevant background information is obtained and relevant legal documents are prepared and checked by instructing legal practitioner

4.3 Relevant legislation and cases are identified and relevant legal requirements are clearly outlined to the client and questions are answered or referred to instructing legal practitioner for follow-up

4.4 Summary of future activities and preliminary work already performed are signed off by instructing legal practitioner and forwarded to client within agreed timelines

5 Contact other persons in regard to the file

5.1 Liaison is undertaken with other persons and statements are obtained if necessary

5.2 Liaison with experts undertaken where appropriate 5.3 File notes are updated detailing all activities, actions

and their outcomes and time is recorded 6 Undertake legal process

according to plan 6.1 Legal process as planned with instructing legal

practitioner is carried out 6.2 Instructing legal practitioner is kept up to date on

progress of matter 6.3 Issues or problems outside own range of

responsibility are referred immediately to instructing legal practitioner for resolution

6.4 Client is kept up to date on progress of matter



Element Performance Criteria through progress reports and where necessary meetings with instructing legal practitioner

6.5 Trust account is monitored to ensure sufficient monies and instructing legal practitioner is contacted to facilitate the transfer of additional funds if necessary

6.6 Meeting is arranged with instructing legal practitioner to present report on work undertaken and to facilitate instructing legal practitioners sign off on the matter

7 Facilitate file administration and closure

7.1 Organise self or other to reconcile time records with costing

7.2 Organise self or other to undertake final costing 7.3 Organise self or other to prepare invoice 7.4 Meeting is arranged with instructing legal

practitioner to review final invoice and relevant documentation in order to facilitate sign off before forwarding same to client

7.5 File notes are updated and completed 7.6 Trust accounts are checked for zero dollar balance

and any outstanding disbursements are resolved 7.7 File is closed and archived according to a firm’s

policies and procedures Range Statement


Legal matter may include:

• settling a dispute • agreements • contracts • disputing a claim • mediated disputes • protecting rights • initiating litigation • trademarks

Client may include: • third party • individual • business



Range Statement • insurance company

Initial file documentation may involve:

• recording relevant client matter details • assigning file/matter number to client • attaching file/matter number is attached to all

relevant documentation

Client requirements in relation to the matter requirements* include, but are not exclusive of: * These requirements are legislated

and may differ from state to state.

• an estimate of the total legal costs • billing frequency • charge out rate • reporting frequency • bill narrative • information about avenues for challenging invoice • name and address of RPA (recognised professional

association) which regulates the firm or the practitioner


• open file • relevant legislation • previous dealings with client or relevant third party

Conflict of interest check may include:

• searching files • past working history of supervisor • databases • accounting package

Conflict of interest may include:

• representing relative • representing other party • vested interest in outcome

Terms of engagement may include:

• fee contingent on success of case • pro bono work • union agreement • referral arrangement

Fee structure may include:

• fixed quote • fee by hour • scale of costs • tender • special rates



Range Statement

Appropriate documentation may include:

• leases • mortgages • contracts • transfer of shares • wills • a firm’s templates • information for client • letters • internal correspondence • transcripts from supervisor’s notes • agreements • opinion letters • memorandums of law • briefs • pleadings • precedents • statements • bank statements • other financial documentation

Relevant legislation and cases may include:

• statutory law • constitutional law • common law

Experts may include:

• medical practitioner • psychologist • psychiatrist • social scientist • historian • parole officer • social worker

Other persons with whom liaison may occur may include:

• experts • opposing party/ies • government departments/agencies

Appropriate resources may include:

• time • staff



Range Statement • venues for liaison and meetings • services • office materials • access to experts

Relevant documentation to be forwarded to client may include:

• certificates • letters • experts reports

All activities and outcomes may include:

• exchange of information • discovery • consulting experts • verbal communication with external parties • failure to return call


• office procedure manual • information sources • information specific to the firm • telephone protocol • initiation of files • accessing files • updating files • security/confidentiality/privacy procedures • contingency management • time recording procedures • interviewing • verifying and authorising information • recording information • protocol for accommodating special client needs, eg.


interpreter • conflict of interest check • providing quotes • fee structure • terms of engagement • instructing legal practitioner supervisory procedures


• commercial law • corporate law



Range Statement law. The area of law is not restricted to this list; other areas of law may be applicable

• criminal law • family law • industrial relations/employment laws • property law • tax law • litigation • wills and probate



Privacy Act, secrecy laws, Codes of Practice) • the area of law • schedules of fees and duties payable • trust accounts • taxation and banking requirements • Australian Tax Office regulations • tort, equity and statute law

Problems and issues which may be within own range of responsibility to resolve may include:

• ensuring that support staff are adhering to security, confidentiality, privacy and timeline requirements

• technical difficulties • difficulties with accessing requirement information

Disbursements may include:

• filing fees • photocopying • postage • cost of duty stamps • court costs • billable hours • hiring experts • hiring services

Evidence Guide The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement. Critical aspects

• Evidence of understanding scope of own responsibility and roles and responsibilities of all relevant people involved in the matter


arise and approaches to resolving them



Evidence Guide • Evidence of understanding what is and is not

disclosable in general and in particular to the matter • Appropriate information is given to clients • Non-disclosable information is not communicated



• Where instructing other, supervision is provided throughout the task/s in relation to:

• Providing advice and assistance with resolving problems

• Ensuring that work is completed within timelines • Ensuring that confidentiality and security of

information is maintained • Ensuring that work of others meets required

standards • Legal actions and legislative requirements are

explained to client in simple language where appropriate



• Relevant non-litigious solutions are understood and are applied where appropriate

• Detailed negotiation/conflict resolution is attempted to client’s and firm’s satisfaction

• Court appearances are executed professionally and efficiently according to instructions and relevant legislation regarding the appearance of persons without legal practice certificate

• File/matter number is attached to all relevant documents and such documentation is filed and file is culled for unwanted drafts

• Evidence of knowledge of archiving procedures and appropriate file retention period

• All activities, actions and outcomes are documented • Time is recorded whenever work on matter is

performed • Trust account monies are used for all matter

expenses and not for any other purposes



Evidence Guide • Excess trust account monies are returned to client • Appropriate invoicing methods are employed • All work is conducted within accepted codes of



• The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include:

• Appropriate legislation and regulations relevant to assisting clients, appearing in court, trust accounts and solicitor obligations

• Workplace manuals and reference materials such as company policy, procedural manuals and checklists



This unit of competency will require evidence to be collected across a range of events, eg. dealing with different clients, different matters, and over a period of time to ensure that situational variables are consistently achieved.



• On the job assessment • Off the job assessment • Placement in an enterprise • Use of a Practice Firm or simulated work



• Evidence gathering methods may include: • Observation of performance • Obtaining client feedback • Work samples • Questioning • Discussion



Evidence Guide

Underpinning Knowledge* * At this level the learner must demonstrate knowledge by recall in a narrow range of areas.

• Relevant legal process • Relevant current legislation • Stages involved in the legal process • Broad general knowledge of legal terminology and

in-depth knowledge of legal terminology specific to the area of law


• Court process • A firm’s invoicing procedures

Underpinning Skills • Literacy: follows intricate legal procedures; reads and interprets legal documents; uses legal vocabulary and grammatical structures to achieve precise meaning

• Research and reporting writing: assembles and evaluates background information and critical documents


• Classifies and sorts information; maintains accurate records of all relevant activities

• Communication: participates in sustained and complex transactions; questions to elicit and clarify information

• Numeracy: monitors and finalises accounts; accurately records files

• Contingency planning skills • Organisational: establishes timelines and criteria for

managing staff performance Key Competency Levels NB: These levels do not relate to the Australian Qualifications Framework. They relate to the seven areas of generic




information



teams

Use mathematical




Run a file Legal services


Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – locating, accessing and extracting

relevant file information, assembling background information • Communicating ideas and information – following intricate legal procedures,

understanding instructions, questioning to clarify information, report writing, participating in complex transactions,

• Planning and organising activities – arranging meetings, prioritising work, planning legal process

• Working with teams and others – with instructing legal practitioner, liaison with colleagues, experts

• Using mathematical ideas and techniques – estimating for quotations, applying firm’s fee structure, reconciling time records with costing, billing, calculating and paying disbursements

• Solving problems – carrying out conflict of interest check • Using technology – using firm record keeping and accounting software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALO501A Perform legal research and prepare reports to meet identified needs


BSALO501A Perform legal research and prepare reports to meet identified needs

Unit Descriptor This unit covers establishing legal research requirements, identifying sources of information and data, evaluating the quality of the information and data, preparing drafts and producing final reports.

Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, sign off on legal work and to receive trust account monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer/conveyancer or acting as a lawyer/conveyancer when they are not qualified to do so). Contravening these conditions is illegal and compromises a firm’s professional indemnity insurance. Finalisation of reports, research and other legal work must be undertaken by the instructing legal practitioner via the review and signing off process.

This unit has been adapted from BSACOM501B Initiate, research and prepare specific data/information to facilitate communication flow. This unit can be assessed alone or in combination with other units making up a job role.


1 Identify specific legal data/information requirements

1.1 Specific legal data/information needs are identified and criteria are established to assess proposed researchers ability to meet the identified needs

1.2 Research proposal/brief is prepared and activities are planned and prioritised

1.3 Resources and technical requirements are identified

2 Supervise others to perform research

2.1 Staff are selected and meeting is arranged 2.2 Purpose of research, ensuing activities and

presentation requirements are clearly outlined to staff 2.3 Options for obtaining the legal data/information are

discussed and sources of legal data/information are identified

2.4 Timelines are assigned to tasks and tasks are delegated to staff

BSALO501A Perform legal research and prepare reports to meet identified needs Legal services



3 Review research 3.1 Information is checked to ensure that extracted details are acknowledged and recorded for copyright and other legal requirements

3.2 Legal data/information is analysed for relevance 3.3 Legal data/information is edited and collated to fit

research and any relevant legal/ethical requirements

4 Prepare drafts 4.1 Document is drafted in appropriate format taking into account precedent documents using appropriate language

4.2 Legal data/information is presented according to a firm’s policies and procedures and legal requirements

4.3 Draft is evaluated against previously identified criteria and action is taken to address any identified gaps or deficits

4.4 Meeting is arranged with instructing legal practitioner to review document

4.5 Amendments are made where necessary

5 Prepare final draft 5.1 Key points are identified and executive summary prepared, where appropriate

5.2 Instructions are provided to staff to prepare appendices, bibliography and Table of Contents as required

5.3 Final draft is self-checked and then presented to instructing legal practitioner for review and sign off

5.4 Instructions are provided to staff to copy, collate and disseminate report as required



Range Statement


Resources and technical requirements may include:

• staff • rooms • computers • paper • telephone • fax • monies • access to experts • access to legislation

In order to achieve competency in this unit, the candidate must demonstrate competency in the following:

• journal article or internal briefing paper and in one of the following:

• oral presentation or report formatted according to court requirements

Sources of legal data/information may include:

• a firm’s library • court library • internet • on-line information services • specialist texts • government publisher • precedent back


• open file • relevant legislation • statistics (ABS/other) • previous case histories/Common Law • non-legal reports • market research information • financial information • specific to firm • specific to another firm • state • federal



Range Statement • international

• original research • media • television • video • audio

• articles • academic • online • newspaper • journal

• specialist texts • letters • internal correspondence • transcripts from supervisor’s notes • agreements • opinion letters • memorandums of law • briefs • pleadings • precedents • other bodies • other libraries

Reports may include:

• marketing report • report discussing change in legislation and/or new

legislation • financial report • report of work undertaken • report for presentation • at a conference/seminar • in a journal

Appropriate language may include:

• plain language • technical language • legal language • academic language



Range Statement


• report format • information sources • time recording procedures • security/confidentiality/privacy procedures • verifying and authorising information • recording information


law; the area of law is not restricted to this list. Other areas of law may be applicable.


Appendices may include: • photos stamped as true and correct • certificates stamped as true and correct


• relevant State/Territory/Commonwealth legislation • the client and a firm (eg. client solicitor privilege,

Consumer Credit Code, Privacy Act, secrecy laws, Codes of Practice)

• the area of law • schedules of fees and duties payable • Freedom of Information legislation • copyright and intellectual property

Evidence Guide


Critical aspects

• Evidence that purpose of research is understood • Instructing legal practitioner is kept up to date

regarding all activities, actions and outcomes • Where instructing other, instructions are clear with

adequate explanation to allow the task/s to be



Evidence Guide completed



• ensuring that work is completed within deadlines • ensuring that report/correspondence is formatted

correctly • ensuring that filing requirements are fulfilled and


• ensuring that confidentiality and security of information is maintained

• Tasks are delegated according to staff availability and abilities

• Document is drafted in an appropriate format and using appropriate language

• Text is written using clear and concise language • Spelling, punctuation and grammar are correct • Sources are acknowledged according to appropriate

legal footnoting system and page numbers are included where appropriate

• Contents are organised logically and reflect the original requirements of the request

• All sources cited in the body of the report are listed alphabetically by author’s surname, initials, date of publication, document title, document type, and relevant chapters or pages and additional sources consulted but not cited are included in the bibliography

• Report is collated ensuring that all requisite sections are present and in the correct order

• Reports are produced within agreed timelines • Activities, actions and outcomes are documented • Time is recorded and billed where appropriate • Relevant notes and documents have file/matter

number attached and are filed appropriately • All work is conducted within accepted codes of




Evidence Guide Resource implications: The assessor must have access to appropriate

documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • Appropriate legislation and regulations relevant to

assisting clients, intellectual property and copyright • Workplace manuals and reference materials such as



Consistency in performance: This unit of competency will require evidence to be collected across a range of events, eg. dealing with different research requirements, and over a period of time to ensure that situational variables are consistently achieved.

Context of assessment: • Evidence of competency can be met in different situations, including:

• on the job assessment • off the job assessment • placement in an enterprise • participation in a New Apprenticeship (traineeship)



to cater for distance education students • recognition of Prior Learning, Recognition of


• Evidence gathering methods may include: • work samples • oral presentation • projects/assignments • work-based research assignments • third party reports • questioning • discussion


• Format for presenting written and oral reports and appendices



Evidence Guide demonstrate knowledge by recall in a narrow range of areas.

• Sources of legal data/information • Legal terminology • Application of a firm’s policies and procedures


Underpinning skills • Literacy: reads and critically evaluates intricate legal documents; demonstrates well developed writing skills; uses legal vocabulary and grammatical structures to achieve precise meaning

• Research and analytical: interprets, selects and investigates relevant information

• Report writing: analyses information, identifies contradictions (conflict of interest); summarises data in a logically coherent structure, uses support materials effectively

• Uses and follows academic procedures regarding copyright laws

• Proofreading and editing skills • Communication: participates in sustained and

complex oral transactions; provides clear sequenced oral instructions to others; explores ideas in discussion; builds on other’s ideas to advance discussion and questions others to clarify ideas; encourages feedback

• Numeracy: collates documents; accurately records documents; analyses and presents statistical data





information



teams

Use mathematical






Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – confirming information

requirements and purpose of research, seeking relevant background material from range of sources

• Communicating ideas and information –writing research proposal and brief, journal article, report formatted for court requirements, oral presentation, documents drafted in appropriate language

• Planning and organising activities – organising others, delegating timelines and tasks, ensuring documents in appropriate formats

• Working with teams and others – supervision of others to perform research • Using mathematical ideas and techniques – organisation of quantitative data, time

recording and billing • Solving problems – reviewing research to ensure legal/ethical compliance • Using technology – using computers and all relevant software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALLG501A Assist with the discovery process Legal services


BSALLG501A Assist with the discovery process Unit Descriptor This unit covers locating, preparing and collating documents

involved in discovery and arranging any necessary meetings to inspect opposing party’s discoverable documents. Note: It is illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust account monies. It is also illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer or acting as a lawyer when they are not qualified to do so). Contravening these conditions is illegal and compromises a firm’s professional indemnity insurance. Accordingly all litigious work must be supervised by a qualified legal practitioner. Whenever work is carried out on behalf of an instructing legal practitioner, the work must be first checked by the instructing legal practitioner. Whenever clients or parties are contacted on behalf of instructing legal practitioner, own identity and position must be clearly stated and contact must proceed according to the legal practitioner’s advice. This unit can be assessed alone or in combination with other units making up a job role.


1. Assist with interlocutory process

1.1 Meeting is arranged with instructing legal practitioner to discuss and arrange pre-trial actions and diarise critical dates

1.2 Client is contacted on behalf of instructing legal practitioner and purpose of discovery, discovery process and associated legal obligations are explained in clear and simple language

1.3 In conjunction with instructing legal practitioner relevant documents are identified and arrangements are made to retrieve them

1.4 Non-discoverable documents are excluded

2. Collate discoverable documents

2.1 Self or other is organised to collate discoverable documents

2.2 Discoverable documents are checked for the following:

• documents requested are provided in full • the correct number of copies are present • signatures are present where necessary

2.3 Self or other is organised to prepare table of contents

Legal services BSALLG501A Assist with the discovery process



2.4 Self or other is organised to prepare lists of all documents involved in matter according to standard legislative procedures

3. Deliver list and collation to instructing legal practitioner

3.1 List is reviewed and amendments are made if necessary

3.2 Final list and documents comprising Part I of first schedule are presented to instructing legal practitioner for review

4. Assist with process of discovery in relation to opposing party’s documents

4.1 Opposing party is contacted on behalf of instructing legal practitioner to request opposing party’s discoverable documents

4.2 Appointment is made with opposing party’s solicitor for pre-trial inspection of opposing party’s list of documents and opposing party’s discoverable documents

4.3 If requested by instructing legal practitioner support is provided at inspection of opposing party’s discoverable documents

Range Statement


Issues which need to be covered in initial meeting include:

• timelines • identifying relevant documents • which documents are no longer in a firm’s

possession • obtaining documents from client • obtaining documents from: • hospital • medical practitioner • other expert

• which documents are privileged and which documents are not available for inspection

• how to compile the list • the reasoning behind the construction of the list • background to the legal matter



Range Statement • the opposing party’s case • the court/tribunal in which the case is to be heard • contacting the client and information to be

communicated to the client • contacting the opposing party and information to be

communicated to the opposing party • possible interrogation questions

Arrangements to retrieve documents may include:

• instructing support staff to retrieve documents • contacting clients and requesting documents to be

forwarded to instructing legal practitioner

Explanation to client regarding the purpose of discovery may include: •

• the philosophy of discovery • legal obligations involved in discovery • which documents can be included in a court hearing • purpose of first and second schedule • purpose of Part I and Part II in first schedule • why documents can be reserved for client-solicitor

legal privilege

Legal obligations may include:

• explaining process to client • listing all documents involved in pleading • listing and making available all discoverable

documents (First schedule, Part II) • listing but withholding specific documents from

inspection (First schedule, Part II) • listing all documents inspected but no longer in a

firm’s possession (Second schedule) • maintaining confidentiality and security procedures

throughout the entire process

Listed documents may include:

• file notes • previous dealings with client or relevant third party • previous case histories/Common Law • letters • transcripts from supervisor’s notes • agreements • opinion letters • memorandums of law • original research



Range Statement • medical reports • clinical reports • hospital discharge summaries • media • television • video • audio

• articles • academic • online • newspaper • journal

Non discoverable documents may include:

• a client’s medical history • a client’s psychological history • financial information • specific to firm • specific to another firm • specific to client

• file notes • instructing legal practitioner’s notes • confidential statements reserved for client-solicitor

legal privilege • confidential letters solicitor/client letters • transcripts of conversations reserved for

client-solicitor legal privilege • information not permissible in court • confidential government documents • documents protected by commercial in confidence

legislation • witness statements • briefs to counsel • schedule II documents/content of non-discoverable

documents

Support provided at discovery may include:

• attending discovery of opposing party’s documents • attending discovery of client’s documents • assisting with the inspection and interpretation of

documents



Range Statement


• liaising with opposing party • discovery procedures • using checklists • office procedure manual • security/confidentiality/privacy procedures • time recording procedures • verifying and authorising information • recording information • emergency procedures

Nature of the legal matter may include*: * these are nine common areas of law,

the area of law is not restricted to this list, other areas of law may be applicable

• commercial law • corporate law • criminal law • family law • industrial relations • property law • tax law • litigation • wills and probate


• relevant State/Territory/Commonwealth legislation • governing legal practice Acts in each State/Territory • the client and a firm (eg. Client Legal privilege,

Consumer Credit Code, Privacy Act, secrecy laws, Codes of Practice, common law and Statutory Duties of Care involving financial relationships)

• the area of law • discovery • Freedom of Information legislation • tort, equity and Statute law • commercial in confidence

Evidence Guide


Critical aspects • Evidence of understanding of scope of own responsibility and others involved in the matter



Evidence Guide • Evidence of understanding of the pre-trial litigation

process – (including the purpose composition of pleading documents, discovery interrogatory questions, the pre-trial conference and the Certificate of Readiness)

• Instructing legal practitioner and own diary is kept up to date and reminders are issued pending critical dates

• Instructing legal practitioner is kept up-to-date with all actions, activities and outcomes

• Instructing legal practitioner’s instructions are followed

• Any irregularities, uncertainties or difficulties are referred immediately to instructing legal practitioner for resolution

• Concepts such as subpoena and Client-Solicitor Legal Privilege are understood

• Issues pertaining to confidentiality, security and discretion are comprehended and attended to

• Clients are kept up to date • Where instructing other, instructions are clear with

adequate explanation to allow the task/s to be completed



• ensuring that work is completed within deadlines • ensuring that staff work at a high standard • ensuring that documents are collated and corrected

correctly • checking that list and table of contents are correct • ensuring that filing requirements are fulfilled and


• ensuring that confidentiality and security of information is maintained

• interactions with opposing party are conducted efficiently and courteously

• evidence of what is and is not disclosable in general and related to the case in particular

• non-disclosable information is not communicated and where any doubt exists as to the information’s



Evidence Guide status it is not disclosed

• non-disclosable information may include: • dates • addresses • names • a firm’s other clients • fees • content of non-discoverable documents

• all activities, actions and outcomes are documented on file notes and time is recorded

• all activities and outcomes may include: • exchange of information • financial transaction • consulting experts • verbal communication with external parties • non-response • documents which cannot be located despite efforts

to retrieve them • contact with representative from opposing party • contact with client • dates • dates on which own/opposing party’s documents

were inspected • file/matter number is attached to relevant

documentation and such documentation is filed appropriately

• record of time is processed for client invoicing purposes

• all work is conducted within accepted codes of conduct including those relating to: maintaining confidentiality, use of company property, duty of care, ethical behaviours, privacy, non-discriminatory practice, conflict of interests and compliance with reasonable direction



Evidence Guide


discovery and to assisting clients • workplace manuals and reference materials such as

company policy, procedural manuals, checklists and legal dictionaries

• appropriate technology such as computers with relevant software, photocopiers


This unit of competency will require evidence to be collected across a range of events, eg. dealing with different legal matters, and over a period of time to ensure that situational variables are consistently achieved.

Context of assessment • Evidence of competency can be met in different situations, including:

• on the job assessment • off the job assessment • placement in an enterprise • use of a Practice Firm or simulated work



• flexible delivery methods used by training providers to cater for distance education students

• Evidence gathering methods may include: • questioning • workplace performance • simulation • oral presentation • third party reports



Evidence Guide


demonstrate understanding of a broad knowledge base incorporating theoretical concepts, with substantial depth in some areas.

•

• purpose of discovery • steps involved in interlocutory procedure • what is and is not discoverable • conflict resolution techniques • relevant legal process • broad knowledge of general legal terminology and

in depth knowledge of terminology relating to litigation and the area of law

• relevant current legislation • indemnity insurance

Underpinning Skills • literacy: reads and interprets intricate legal procedures and texts; demonstrates well developed writing skills; uses legal vocabulary and grammatical structures to achieve precise meaning

• research: assembles and evaluates relevant documents and evidence; decides on degree of accuracy and identifies misleading, inaccurate or ambiguous information

• provides clear written and oral sequenced instructions to instructing parties

• communication: participates in sustained and complex transactions; questions to clarify information

• problem solving: chooses appropriate methods of solution; uses developed estimation skills to check accuracy and relevance

• numeracy: collate documents; accurate recording of documents, analysing and presenting statistical data; accurate time estimation skills

• conflict resolution skills • developed proofreading and editing skills • liaison and negotiation: liaises with internal and

external contacts • use of technological support tools such as databases

for document management







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – retrieving relevant documents,

preparing schedule of discoverable documents, covering all relevant issues • Communicating ideas and information – explaining the discovery process to clients

in clear and simple language, contacting opposing parties to request discoverable documents, assisting in interpreting documents, following detailed instructions and issuing clear instructions, documenting all activities, actions and outcomes, editing

• Planning and organising activities – arranging meetings, appointments to retrieve documents

• Working with teams and others – with instructing legal practitioner, opposing parties’ legal representatives, supervising others

• Using mathematical ideas and techniques – critical dates and reminders, analysis of statistical data, time estimation

• Solving problems – checking discoverable documents for completeness, reviewing lists, referring irregularities, uncertainties, difficulties, attending to issues of confidentiality, security and discretion

• Using technology – using scheduler and document management software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALLG502A Appear in court Legal service


BSALLG502A Appear in court Unit Descriptor This unit covers presenting information in court under instruction.

Individuals performing this task without a legal practice certificate are permitted to carry out instructions but are not permitted to represent a client at a court hearing. Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust account monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer or acting as a lawyer when they are not qualified to do so). Contravening these conditions is illegal and compromises a firm’s professional indemnity insurance. Accordingly all litigious work must be supervised by a qualified legal practitioner. Whenever work is carried out on behalf of an instructing legal practitioner, the work must first be checked by the instructing legal practitioner. Whenever clients or parties are contacted on behalf of an instructing legal practitioner, own identity and position must be clearly stated and contact must proceed according to the instructing legal practitioner’s advice. This unit can be assessed alone or in combination with other units making up a job role.


1. Attend court 1.1 Meeting is arranged with instructing legal practitioner to discuss matter and prepare court appearance strategy

1.2 File is reviewed and documentation is prepared for court

1.3 Limits of own responsibility are understood and adhered to

1.4 Court is attended on designated day at designated time 1.5 Information is presented to court where appropriate 1.6 Requests are submitted to court

2. Clarify uncertainties 2.1 If an uncertainty arises, bench or opposing party is asked for an explanation where appropriate

2.2 If proceedings become more complex than anticipated, request for matter to be stood down is submitted and instructing legal practitioner is contacted immediately for further instructions

Legal services BSALLG502A Appear in court



3. Interpret rulings 3.1 Judge’s rulings on matter, costs, penalties and damages are received, understood and documented

3.2 Judge’s rulings on matter, costs, penalties and damages are communicated to instructing legal practitioner

3.3 Clarification is sought from instructing legal practitioner if necessary

4. Communicate outcomes 4.1 Outcome, including judge’s rulings on matter, costs, penalties and damages, is explained to client in simple language where appropriate

4.2 Client questions and queries are answered satisfactorily

4.3 Feedback from client and instructing legal practitioner is obtained and respective recommendations are communicated where appropriate

5. Prepare to meet with client 5.1 Background research is conducted if necessary 5.2 Options available to client are researched and

communicated to instructing legal practitioner for approval

5.3 Appointment is made to discuss court appearance outcomes and options with client if necessary

6. Meet with client 6.1 Options available are communicated to client 6.2 Client is informed about extra monies for trust account

if necessary 6.3 Client’s instruction regarding course of action are

received, understood and documented

7. Communicate client’s decision to instructing legal practitioner

7.1 Client’s instructions regarding course of action are communicated to instructing legal practitioner for comment

7.2 Recommendations on appropriate course of action and any follow up action are discussed with instructing legal practitioner and implemented




8 Initiate action under instruction

8.1 Legal procedures are initiated 8.2 Opposing party is contacted and informed of pending

actions where appropriate 8.3 Negotiations with opposing party are initiated and/or

responded to 8.4 Appeal is lodged where appropriate 8.5 File/matter number is attached to relevant

documentation and such documentation is filed appropriately

Range Statement


Instructions may relate to: •

• pleadings • briefs • files • background to the matter • the client • the opposing party • timelines • the court • Common Law • pieces of legislation • Providing a Direction to the court • Providing a Mention to the court • appearing before a Taxation Master • the Bill of Costs • date of court hearing

Recording mechanisms/systems may be:

• paper-based • electronic



Range Statement

Court documentation may include:

• pleading • brief • memoranda of law • list of documents • medical report • clinical report • other reports • hospital discharge summary • subpoenaed documents • agreements • transcripts from supervisor’s notes • supervisor’s instructions • discoverable documents

Client may be: • plaintiff/claimant • defendant • a child • people with disabilities • mentally incapacitated

Courts may include: • Magistrates Court • District/County Court • Family Court • Children’s Court • Supreme Court • Coroner’s Court • Federal Court

Tribunals may include: •

• Administrative Appeals tribunal • Tenant’s tribunal

Information presented in court may be: •

• pleading if representing defendant • mention • direction • negotiation on costs before a Taxation Master



Range Statement

Non-disclosable information may include: •

• medical history • psychological history • financial information • a firm’s other clients • documents and information reserved for

client-solicitor privilege • documents protected by commercial in confidence

regulations • witness statements • briefs to counsel • schedule II documents/content of non-discoverable

documents

Uncertainties or unanticipated complexities may include: •

• not understanding a point of law • missing information • incomplete information • incorrect information • a change in the opposing party’s pleading • a change in the opposing party’s case • lack of further instructions from designated person

Judge’s ruling may include: •

• ruling on points of law involved in matter • party/party costs • client/solicitor costs • the magnitude of the damages awarded • jail sentence • community service order • family intervention order • custody • order for mediation/counselling



Range Statement

Outcomes and follow-up activities may include: •

• exchange of information • financial transaction • consulting experts • verbal communication with external parties • meetings with clients, opposing party and

designated person • acceptance or rejection of offers of compromise • outcomes • further out of court negotiation • initiating an appeal • failure to respond • communication with client • communication with opposing party

Options available to the client may include: •

• no further legal action • initiating an action against the opposing party

regarding a different matter • appeal against ruling • appeal against distribution of cost • appeal against damages • appeal against penalties

Negotiations with opposing party may include: •

• resolution of Judge’s ruling on costs • division of property • reinstatement at place of work • employment agreement • accident damages • custodial agreement • divorce agreement • hospital fees • public apology • admission of partial negligence



Range Statement

A firm’s policies and procedures may include: •

• contacting opposing party • contacting client • arranging meetings • accepting/making offers of compromise • attending court • drawing up costs • preparing and witnessing affidavits availability of

information • information specific to the firm • privacy/security/confidentiality procedures • contingencies • time recording procedures • interviewing • verifying and authorising information • recording information • accessing files • updating files • protocol for accommodating special client needs, eg.


• office procedure manual • information sources






Range Statement

Legislative requirements may relate to: •


State/Territory • the client and a firm (eg. Client Legal Privilege,


• the area of law • schedule of fees and duties payable • tort, equity and Statute law


Critical aspects • A firm’s policies and procedures are understood and followed

• Unclear instructions or missing information is checked with instructing legal practitioner

• Roles and responsibilities of persons involved in matter are understood and adhered to

• Designated person is kept up-to-date with all actions activities and outcomes

• Documentation required at different stages of the legal process is identified, prepared and checked

• Matter and associated legal implications are understood

• Action is within court and client timelines • Instructing legal practitioner’s instructions are

adhered to at all times, particularly in relation to: • Presenting information to court • Submitting requests to court • Communicating options to client • Initiating legal proceedings • Negotiating with opposing party • Lodging appeals

• Court etiquette and procedures are adhered to • Non-disclosable information is not communicated


• Uncertainties and complexities in court are



Evidence Guide immediately clarified with judge, opposing party or designated person

• Different rulings, costs, penalties and damages are understood and communicated to client and designated person in appropriate language

• Client’s questions and queries are answered in clear and simple language

• Client feedback is sought where appropriate • Background research is relevant and thorough and

presented in an effective manner • Options suggested are within client’s best interests

and client’s budgetary capacity • Meetings are conducted professionally and

courteously • Legal procedures, legislative requirements and trust

account processes are explained to client in simple language where appropriate

• Offers of compromise are costed accurately and according to a firm’s policies and procedures, legal requirements and client’s requirements

• Legal procedures are initiated within agreed timelines

• Judge is informed of any bona fide out of court negotiations

• All activities, actions and outcomes are documented on file notes and time is recorded

• Financial documentation is prepared on a regular basis and forwarded to client where appropriate

• File/matter number is attached to relevant documentation and such documentation is filed appropriately

• Record of time is processed for client invoicing purposes


Resource implications •

The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • appropriate legislation and regulations relevant to

assisting clients, appearing in court and conducting



Evidence Guide negotiations

• workplace manuals and reference materials such as company policy, procedural manuals, checklists and legal dictionaries

• mock or real court room


This unit of competency will require evidence to be collected across a range of events, eg. dealing with different clients and court appearances, and over a period of time to ensure that situational variables are consistently achieved.






• Evidence gathering methods may include: • workplace performance • role-play • simulation • oral presentation

• third party reports



•

• relevant legal process, court procedures and etiquette, appeals process

• security, confidentiality and privacy • general knowledge of legal terminology and

in-depth knowledge of legal terminology relevant to the area of law

• likely court rulings • relevant current legislation and penalties for

non-compliance with legislation • accepting and costing offers of compromise



Evidence Guide • a firm’s invoicing procedures • indemnity insurance • common law and Statutory Duties of Care • setting up a trust account • transferring assets

Underpinning Skills • literacy: follows complex legal procedures; interprets court rulings

• research: prepares background evidence and brief • communication: participates in sustained and

complex oral transactions on legal matters; listens and questions to clarify uncertainties or ambiguous rulings; gives clear oral sequenced instructions to others; responds to client’s queries

• numeracy: collates documents; accurately records documents

• keyboarding • professional image and etiquette • contingency planning and organisational skills • liaison and negotiation skills with internal and

external contacts





information



teams

Use mathematical






Evidence Guide

Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – conducting background research,

preparing court documentation, interpreting court rulings • Communicating ideas and information – explaining outcomes of court proceedings to

client in appropriate language, seeking clarification of rulings if necessary, answering client’s questions, taking client’s instructions, informing opposing parties of legal action, negotiating with opposing parties

• Planning and organising activities – arranging meetings, recommending appropriate courses of action

• Working with teams and others – with instructing legal practitioner, colleagues, court officials, client, opposing parties

• Using mathematical ideas and techniques – estimating trust account monies, time recordkeeping

• Solving problems – clarifying uncertainties, referring unanticipated complexities • Using technology – using firm’s recordkeeping software. Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSALLG503A Attend pre-trial negotiations Legal services


BSALLG503A Attend pre-trial negotiations Unit Descriptor This unit covers preparing for pre trial negotiations with opposing

parties, organising a mutually convenient time when parties can meet and attending the negotiation to offer and/or receive offers of compromise according to instructions. Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust account monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer or acting as a lawyer when they are not qualified to do so). Contravening these conditions is illegal and compromises a firm’s professional indemnity insurance. Accordingly all litigious work must be supervised by a qualified legal practitioner. Whenever work is carried out on behalf of an instructing legal practitioner, the work must first be checked by the instructing legal practitioner. Whenever clients or parties are contacted on behalf of an instructing legal practitioner, own identity and position must be clearly stated and contact must proceed according to the instructing legal practitioner’s advice. This unit can be assessed alone or in combination with other units making up a job role.


1. Prepare for pre-trial negotiations

1.1 Meeting is arranged with instructing legal practitioner to discuss matter and to develop strategy for conducting pre-trial negotiations

1.2 Relevant background information is reviewed and analysed in conjunction with instructing legal practitioner

1.3 Instructions are provided to others to organise meeting with opposing party

1.4 Points of law are examined in conjunction with instructing legal practitioner with a view to pre-trial settlement or issuing of an offer of compromise and relevant documents are prepared where appropriate

2. Conduct pre-trial negotiations

2.1 Additional assistance from staff is organised for meeting where necessary

2.2 Offers of compromise are forwarded to opposing party and relevant authority as advised by instructing legal practitioner and in accordance with legal requirements

2.3 Opposing party’s offers of compromise are received if presented

2.4 Meeting is recorded and transcript is checked for accuracy

Legal services BSALLG503A Attend pre-trial negotiations



3. Inform client of pre-trial negotiation outcomes

3.1 Instructing legal practitioner is contacted and opposing party’s offer of compromise is communicated for review

3.2 Opposing party’s offer of compromise is interpreted in conjunction with instructing legal practitioner and recommendations are drafted

3.3 Client is contacted on behalf of instructing legal practitioner and opposing party’s offer and draft recommendations are explained in simple language

4. Undertake follow up action 4.1 Client’s and instructing legal practitioner’s instructions are received, understood, documented and any follow up action is undertaken

4.2 Where offer of compromise has been rejected and both parties have completed interlocutory steps, Certificate of Readiness is prepared by all parties and filed at relevant court

4.3 Where offer of compromise is accepted, relevant documentation is completed and filed at relevant court

Range Statement


Client may be: • Plaintiff/Claimant • Defendant

Relevant background information may include: •

• client’s file • past cases • costs to date • strength of case



Range Statement

Instructions may relate to: •

• the file • background information relevant to the matter • the client • the opposing party • timelines • venue • contacting opposing party to arrange a meeting • confidentiality and security of information • altering appointments

Relevant documents may include: •

• own party’s offer of compromise, without prejudice • formal offer of compromise

Offers of compromise may be: •

• formal offer of compromise, which must be filed at the appropriate court

• own offer of compromise, usually without prejudice

Offers of compromise may involve: •

• resolution of costs • division of property • access rights • employment agreement • accident damages • reinstatement at place of work • custodial agreement • divorce agreement • hospital fees • public apology • admission of partial negligence

Relevant authority may include: •

• court body • tribunal body • government body • independent body

Client’s and instructing legal practitioner’s instructions may involve: •

• rejecting the opposing party’s offer of compromise • further negotiations • modifying or expanding a client’s offer of

compromise



Range Statement

Follow up action may include: •

• filing the relevant notice of discontinuance at court should offer of compromise be accepted


• contacting and liaising with opposing party • arranging meetings • accepting/making offers of compromise • liaising with clients • privacy/security/confidentiality procedures • time recording procedures • interviewing • verifying and authorising information • recording information • protocol for accommodating special client needs, eg.


• information sources • undertaking negotiations

The area of law may include:* * These are nine common areas of

law; the area of law is not restricted to this list. Other areas of law may be applicable.

• commercial law • corporate law • criminal law • family law • industrial relations/employment law • property law • tax law • litigation • wills and probate •



Range Statement

Requirements may relate to: •


State/Territory • the client and a firm (eg. Client Legal Privilege,


• the area of law • schedule of fees and duties payable • tort, equity and Statute law • relevant court rules • completion and filing of court documents

Courts and tribunals may include: NOTE: Names and functions of

some courts/tribunals are subject to change and differ between states.

• High Court • Supreme Court • Federal Court • Magistrates Court • District/County Court • Family Court • Children’s Court • Industrial Relations Court • Courts of Petty Sessions • Coroner’s court • State and Commonwealth Administrative Appeals

Tribunals • Equal Opportunity Tribunal • Small Claims Tribunal

Evidence Guide The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement. Critical aspects •

• A firm’s policies and procedures are understood and followed

• Unclear instructions or missing information is checked with instructing legal practitioner

• Instructing legal practitioner’s instructions are adhered to

• Roles and responsibilities of person’s involved in matter are understood and adhered to



Evidence Guide • Actions occur within agreed timelines • File/matter notes and relevant documentation are

reviewed and understanding of matter is demonstrated


• Where instructing other, supervision is provided throughout the task in relation to:


• ensuring that work is completed within timelines • ensuring that recording of interview is accurate • checking that interview documents are formatted

and filed correctly • ensuring that confidentiality and security of

information is maintained • Documentation required at different stages of the

legal process is identified • The advantages and disadvantages of submitting

and/or accepting a formal offer of compromise are understood and can be explained

• Validity of offer of compromise in relation to dates of expiry are monitored

• Offers of compromise are composed in consultation with client and instructing legal practitioner and meet specified requirements

• Client and instructing legal practitioner’s authorisation to proceed is sought

• Any difficulties or irregularities are referred to the instructing legal practitioner for approval


• Meetings are conducted professionally and courteously

• Instructing legal practitioner and client are kept up-to-date will all activities, actions and outcomes

• Relevant authority is informed of all bona-fide attempts to settle the matter out of court

• Evidence of an understanding of client’s circumstances is demonstrated

• Client’s questions and queries are answered in clear



Evidence Guide and simple language

• All activities, actions and outcomes are documented on file notes and time is recorded

• File/matter number is attached to all relevant documentation and such documentation is filed appropriately

• Record of times is processed for client invoicing purposes

• Costings are accurate • All work is conducted within accepted codes of




assisting clients and conducting pre-trial negotiations

• workplace manuals and reference materials such as company policy, procedural manuals, checklists and legal dictionaries


This unit of competency will require evidence to be collected across a range of events, eg. dealing with different clients and matters, and over a period of time to ensure that situational variables are consistently achieved.




environment • recognition of Prior Learning, Recognition of




Evidence Guide • Evidence gathering methods may include: • workplace performance • role-play • simulation • oral presentation • projects/assignments • third party reports



•

• Authorised ‘signing parties’ • Relevant legal process and current legislation • Broad knowledge of general legal terminology and

in-depth knowledge of terminology relating to litigation and the area of law

• Preparing offers of compromise • Accepting offers of compromise • Costing offers of compromise • Indemnity insurance • Common law and Statutory Duties of Care

Underpinning Skills • Literacy: reads and interprets intricate legal procedures and documents; uses legal vocabulary and grammatical structures to achieve precise meaning; prepares and interprets offers of compromise


• Research: assembles and evaluates evidence and background information

• Communication: participates in sustained and complex transactions to explore issues and problems solving; questions to clarify and elicit information; negotiates by establishing common understandings and bringing different points of view together; uses language to influence others

• Numeracy: determines costs; keeps accurate recording of files and time

• Professional presentation and etiquette • Liaison and negotiation skills







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – in preparing for pre-trial

negotiations, reviewing and analysing background information and offers of compromise

• Communicating ideas and information – instructions taken and forwarded to others, offers of compromise forwarded to opposing parties, keeping records of meetings, informing client of pre-trial negotiation outcomes, taking client’s instructions

• Planning and organising activities – arranging meetings, undertaking follow-up action • Working with teams and others – with instructing legal practitioner, colleagues, client

and opposing parties, organising assistance from staff • Using mathematical ideas and techniques – calculations in offers of compromise,

recording time and costings • Solving problems – interpreting opposing parties offers and drafting recommendations,

referring irregularities and difficulties • Using technology – using the firm’s recordkeeping and accounting software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALPL501A Cost complex files


BSALPL501A Cost complex files Unit Descriptor This unit covers the preparation and despatch of invoices for files

where there is no fixed quote. Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and receive trust account monies. The use of trust account monies is subject to legislative control. Accordingly work carried out in regard to trust account monies occurs under the instruction of a legal practitioner and is of a complex but specified nature. This unit can be assessed alone or in combination with other units making up a job role.


1. Prepare documentation 1.1 Type of invoice for preparation is determined 1.2 Meeting is arranged with instructing legal practitioner

to discuss costing of the file 1.3 Relevant information sources are accessed 1.4 Relevant costs and disbursement information is

integrated and checked 1.5 Incomplete costs and disbursement information is

checked with instructing legal practitioner and relevant amendments are made

1.6 Costs and disbursements to be invoiced are assessed according to a firm’s policies and procedures and legislative/regulatory requirements

1.7 Any discrepancies/irregularities between information sources and costs and disbursement data are checked and rectified

1.8 File is prepared for external cost consultant, where appropriate

1.9 Invoice is checked against file and legislative/ regulatory requirements for accuracy and presented to instructing legal practitioner for approval within agreed timelines

BSALPL501A Cost complex files Legal services



2. Legal invoice is despatched 2.1 Details of invoice are recorded on accounting system and/or the file within agreed timelines

2.2 File/matter number is attached to all relevant documentation and such documentation is filed appropriately

2.3 Invoice is approved in line with the firm’s policies and procedures

2.4 Client’s file is updated to reflect despatch of invoice 2.5 Invoice is despatched within designated timelines and

according to a firm’s policies and procedures Range Statement


Types of costs/bill to be assessed may include: •

• solicitor/client • party/party • solicitor/own client

Relevant information sources may include: •

• client files • data • internal staff • accounting system • time records • financial documentation

Competency must be demonstrated in the preparation of at least two (2) of the following:

• type of invoice may include: • interim bill • bill in taxable form • bill based on scale

Disbursement data may include*: *according to relevant state definitions

• filing fees • photocopying • postage • cost of duty stamps • court costs • search fees • certificate fees



Range Statement • telephone charges

A firm’s invoicing procedures may include: •

• scale of costs • no fee no win • billable hours • fixed quote • tender rates • special rates • pro bono • legal aid requirements

Financial documentation for clients may include: •

• statement of accounts • calculation of fees • listing of disbursements • barrister’s fees • any duties payable

A firm’s accounting system may include:

• paper-based • cash books • journals • ledgers • timesheets

• electronic • commercial software package • customised software package

Requirements for despatch may include: •

• timelines • format (eg. hard copy or disk copy) • number of copies • accompanying documentation • place for delivery

Method of despatch may include: •

• fax • post • AUSDOC • courier • hand delivery


• invoicing and despatching of invoices



Range Statement • • costing disbursements

• using external cost consultants • security/confidentiality/privacy procedures • time recording procedures • verifying and authorising information • recording information • liaising with financial institutions • a firm’s credit policy • protocol for invoicing and collection enquiries • legal bookkeeping



• commercial law • corporate law • criminal law • family law • industrial relations/employment laws • property law • tax law • litigation • wills and probate


• relevant State/Territory/Commonwealth legislation • Governing Legal Practice Acts in each



• the area of law • schedules of fees and duties payable • establishing a trust account • taxation and banking requirements • tort, equity and statute law • Australian Taxation Office regulations • regulations and orders, eg. Solicitors Remuneration

order

Relevant State / Territory / Commonwealth legislation may include:

• costing legislation in each State/Territory, eg. Legal Practice Act (Vic) 1996

• regulations and orders in each State/Territory, eg.



Range Statement Solicitor’s Remuneration Order

Timelines for completion of documents may be affected by: •

• client needs • availability of information resources • legal or procedural requirements • operator’s workload

Evidence Guide The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement. Critical aspects •

• The purpose and preparation of different types of invoices are understood and can be explained

• Costs and disbursements are calculated and allocated correctly

• Irregularities and/or uncertainties are noted and corrected, or referred to instructing legal practitioner for rectification if outside scope of own responsibility

• Legislative requirements regarding account operations can be identified, explained and complied with

• Company credit policy is understood and implemented

• Principles of accounting are applied in all account operations

• Client’s file is updated correctly • Agreed timelines are met • Financial documentation is prepared on a regular

basis and forwarded to clients where appropriate • Non-disclosable information is not communicated



• Honesty and integrity are demonstrated in all financial dealings




Evidence Guide



assisting clients, maintaining trust accounts and using trust account monies




This unit of competency will require evidence to be collected across a range of events, eg. dealing with different invoicing requirements, and over a period of time to ensure that situational variables are consistently achieved.

Context of assessment •





to cater for distance education students • recognition of Prior Learning, Recognition of


• Evidence gathering methods may include: • demonstration • questioning • workplace performance • role-play • simulation • projects/assignments • written tests • skills portfolio



Evidence Guide • third party reports



• A firm’s invoicing policies and procedures • Relevant legal process, the costing steps in the legal

process and relevant current legislation • Privacy/security/confidentiality procedures • Legal terminology in general, trust account

terminology in particular and terminology relevant to the matter and area of law


• A firm’s accounting system • Accounting principles and terminology • A firm’s administrative systems, eg. Accessing pro

formas, invoices, bills; despatching of documents

Underpinning Skills • Literacy: follows complex legal procedures; reads and interprets legal documents and financial documents; follows and writes detailed instructions organised sequentially;

• Communication: participates in sustained and complex oral transactions; answers questions and provides information

• Numeracy: application of mathematical and accounting principles; accurate financial costings and timely record keeping; adheres to designated timelines

• Proofreading: checks invoice against financial procedures and regulatory requirements





information



teams

Use mathematical






Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – preparing background

information, accessing information sources • Communicating ideas and information – discussing costings, types of invoices,

making file notes • Planning and organising activities – organising meetings, preparing and despatching

invoices • Working with teams and others – with instructing legal practitioner, external cost

consultant • Using mathematical ideas and techniques – calculating costs and disbursements,

applying fee structures and accounting principles • Solving problems – checking incomplete information, rectifying discrepancies and

irregularities • Using technology – using firm’s recordkeeping and accounting software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Legal services BSALPL502A Administer in-house mortgage practice


BSALPL502A Administer in-house mortgage practice Unit Descriptor This unit covers maintaining a firm’s mortgage register and

managing the financial side of an in-house mortgage practice to ensure adequate funds. It also covers liaising with mortgagors to prepare mortgage documents, satisfying a state’s legislative requirements in relation to mortgages, preparing and attending a settlement meeting and executing a mortgage discharge. Note: It may be illegal for a person without a current legal practice certificate to provide legal advice, to sign off on legal work and to receive trust account monies. It may also be illegal for persons to misrepresent their qualifications (ie. claiming to be a lawyer or acting as a lawyer when they are not qualified to do so). Contravening these conditions is illegal and compromises a firm’s professional indemnity insurance. Accordingly all activities in this Unit must be carried out under the instruction of a qualified legal practitioner and the instructing legal practitioner must be responsible for the acceptance of trust account money. Moreover state legislation in regards to in-house mortgage practices varies greatly across the country, respective state legislation will determine the applicability of this Unit. This unit can be assessed alone or in combination with other units making up a job role.


1. Manage finances for mortgage

1.1 Trust accounts are checked to ensure sufficient monies for in-house mortgage practice

1.2 Instructing legal practitioner is assisted to seek permission from trust account investors for monies to be used for in-house mortgage practice

1.3 Professional indemnity insurance to cover defaulting debtors is maintained

1.4 Interest is paid into trust account investor’s bank accounts and a firm’s policies and procedures

2. Maintain and update mortgage register

2.1 Investor requests to withdraw funds and options for replacing such funds are referred to a qualified legal practitioner for approval and recommended action is undertaken

2.2 Information is recorded on the mortgage register in line with legislative requirements

2.3 Mortgage is registered according to a firm’s policies and procedures and legislative requirements

BSALPL502A Administer in-house mortgage practice Legal services



3. Meet with mortgagor 3.1 Meeting is arranged with instructing legal practitioner to discuss details of mortgage and liaison with mortgagor

3.2 Self or other is organised to arrange liaison 3.3 Terms and agreements of mortgage are discussed and

legal and financial obligations are explained to client in clear and simple language

3.4 Relevant documentation is obtained from mortgagor 3.5 Record of meeting is presented to instructing legal

practitioner for discussion and review.

4. Prepare mortgage documents

4.1 Precedent documents are used to prepare routine mortgage documents outlining terms and conditions of mortgage according to relevant state legislation and a qualified legal practitioner’s instructions

4.2 If the mortgagor is buying the property mortgage documents are checked to ensure that mortgagor’s details on mortgage document are identical to transferees details on Transferees on the Transfer document

4.3 If the mortgage is on a property already owned, mortgage documents are checked to ensure that details on mortgage document are identical to proprietor’s details on Land Title document

4.4 Annexure sheet detailing amount of money to be loaned, interest rate and other payment arrangements according to a qualified legal practitioner’s instructions

4.5 Mortgage documents are prepared and layout of documents is checked to ensure that documents comply with relevant state Land Title Office requirements

4.6 Documents are presented to a qualified legal practitioner for checking and sign off

4.7 List of requisition documents are forwarded to mortgagor

5. Prepare mortgage documents

5.1 Requisitions documents are received and presented to a instructing legal practitioner to ensure that all mortgage requirements are satisfied

5.2 Instructions are provided to fulfil stamp duty requirements on mortgage documents




6. Arrange settlement 6.1 Mortgage advance is prepared for settlement meeting 6.2 Self or other is organised to arrange settlement

meeting with mortgagor and instructing legal practitioner

6.3 Signatures are obtained, witnessed and dated on appropriate forms in appropriate places from mortgagor, witness, and instructing legal practitioner

6.4 Self or other is to organise and forward mortgage advance to mortgagor

6.5 Instructions are provided to lodge mortgage document at Land Titles Office

7. Facilitate discharge of mortgage

7.1 Meeting is arranged with instructing legal practitioner to review discharge and to prepare and sign relevant documents terminating mortgage

7.2 Self or other is organised to forward relevant documents to mortgagor when loan has been repaid

Range Statement


Type of property/mortgage may include: •

• strata title • single/joint • first/second mortgage • with/without encumbrances

Terms and agreements may include: •

• amount of money • interest rates • payment periods • whole or part of the land to be mortgaged • first home buyer • term of mortgage

External authorities may include: •

• Land Titles Office • Office of State Revenue • State Law Society or Institute



Range Statement

Instructions for lodging mortgage documents at Land Titles Office include: *According to state requirements

• location of Land Titles Office • forwarding copy of document to mortgagor • appropriate number of copies of mortgage

documents are lodged at state’s Land Titles Office and forwarded to mortgagor*

• obtaining appropriate verification of registration/lodgment

Specific requirements of documentation may include: •

• insertion of Land Titles Office delivery box number • name of registering/lodging party • cross referencing with the title transfer

documentation • annexure sheet • witnessing signatures

Appropriate documentation may include: •

• Registrar General’s Mortgage form • Real Property Act Mortgage • memorandum • proof of adequate insurance

Stamp duty requirements include •

• correct stamp duty is calculated if necessary and checked

• original and copy of documents are presented to relevant authority for stamp

• calculating correct stamp duty • presenting original and copy of documents to

relevant authority for stamping

Calculation of stamp duty may include:

• costs services publications


• updating mortgage register • using trust fund monies • accessing monies • gaining authorisation • transferring monies • credit arrangements • recording mechanisms • security/confidentiality/ privacy procedures

The area of law may include: • property law



Range Statement

Relevant legislation may include:

• Strata Titles Act • Local Government Act • Income Tax Assessment Act • Bankruptcy Act • Capital Gains Tax Act • Trade Practices Act

Details of mortgage and liaison may include:

• Terms and agreements of mortgage are discussed and legal and financial obligations are explained to client in clear and simple language



Privacy Act, secrecy laws, Codes of Practice) • the area of law • schedules of fees and duties payable

Requirements for delivery may include •

• timelines • format (eg. hard copy or disk copy) • number of copies • accompanying documentation • place for delivery

Method of despatch may include: •

• fax • email • post • AUSDOC • courier



Evidence Guide


Critical aspects • Scope of own responsibility and that of others is understood and can be explained

• Types of irregularities which occur in mortgages can be identified and explained and resolutions nominated

• A firm’s procedure for documenting trust account investor’s permission to use monies for in-house mortgage practice can be explained and performed


• Information is self-checked for accuracy and completeness

• File/matter number is attached to relevant documents and such documents are filed appropriately

• Correct enclosures are attached • Any contingencies are managed and appropriate

resolutions sought within scope of own responsibility and problems outside own scope of responsibility are referred to instructing legal practitioner promptly

• All legislative requirements are met • Monies are prepared correctly and appropriate

authorisation obtained • Accurate record of all activities is maintained • Mortgage register is updated correctly • Correct usage of different types of documents is

demonstrated • The purpose of different types of documents is

understood • Documentation required at different stages of the

legal process is identified • The instructing legal practitioner is kept up to date • Client is kept up to date and explanations and

questions are delivered using clear, simple language • Documentation is presented to instructing legal

practitioner for approval, within agreed timelines • Where instructing other, instructions are clear with



Evidence Guide adequate explanation to allow the task/s to be completed

• Where instructing other, supervision is provided throughout the task/s in relation to:


• ensuring that work is completed within timelines • ensuring that confidentiality and security of

information is maintained • ensuring that work of others meets required

standards • All work is conducted within accepted codes of



assisting clients, conducting an in-house mortgage practice and using trust fund monies



Consistency in performance This unit of competency will require evidence to be collected across a range of events, eg. dealing with different clients and mortgage terms and agreements, and over a period of time to ensure that situational variables are consistently achieved.




environment



Evidence Guide • Recognition of Prior Learning, Recognition of


• Evidence gathering methods may include: • demonstration • questioning • workplace performance • role-play • simulation • oral presentation • projects/assignments • written tests • skills portfolio • third party reports



• Mortgage files • Stages of mortgage process • Registration/lodgement process • Authorised ‘signing parties’ • Appropriate recording mechanisms • Accessing/preparing mortgage monies • Relevant legal process • Ability to access the precedent bank • Security • Confidentiality • Legal terminology • Relevant current legislation • Application of a firm’s policies and procedures

required in the full range of tasks covered • A firm’s invoicing procedures



Evidence Guide

Underpinning Skills • Literacy: follows intricate legal procedures; interprets legal documents; uses legal vocabulary and grammatical structures to achieve precise meaning

• Research and analysis: researches a complex legal procedural text; assembles and critically examines evidence

• Provides clear written and oral sequenced instructions to instructing parties

• Communication: participates in sustained and complex transactions; questions to elicit and clarify information; liaises with internal and external contacts

• Numeracy: prepares monies; updates register and records; monitors mortgages and trust account monies

• Proofreading: checks documents to ensure compliance with regulations

• Contingency planning Key Competency Levels NB: These levels do not relate to the Australian Qualifications Framework. They relate to the seven areas of generic




information



teams

Use mathematical






Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – preparing mortgage documents • Communicating ideas and information – recording information on mortgage record,

referring request for investor withdrawal of funds, taking and issuing instructions • Planning and organising activities – organising meeting with mortgagors, registering

mortgages, mortgage documents presented for sign off, arranging settlement, lodging mortgage documents, requirements for delivery

• Working with teams and others – with instructing legal practitioner, investors, colleagues, instructing other staff

• Using mathematical ideas and techniques – calculating amounts, interest rates, payments periods, term of the mortgage, stamp duty

• Solving problems – checking trust accounts, details of mortgage documents, managing contingencies within scope of responsibility

• Using technology – using firm’s accounting software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies



206/04 Negotiate with others to achieve tasks and goals

Unit Descriptor This Unit describes how to successfully negotiate with others to reach a position which furthers the transaction.


1. Establish need of other parties, self and client

1.1 Desired outcomes for each party are established 1.2 Criteria for successful outcomes are agreed to by all

parties 1.3 The issue(s) is identified and agreed upon by all

parties 1.4 Confidence and trust in client relationships are

engendered 1.5 Information, facts and issues relevant to the situation

are established and expert advice sought prior to negotiations

1.6 Strategies for achieving outcomes are established and analysed

2. Negotiate to achieve an agreed outcome

2.1 Communication demonstrates respect, integrity and empathy for all parties

2.2 A strategy for resolution is selected and agreed to by all parties

2.3 Strategies comply with contractual requirements (where appropriate)

2.4 Possible options for contingencies are evaluated 2.5 Agreement by all parties is confirmed and recorded

appropriately 2.6 Outcomes are in line with business goals and targets 2.7 Outcomes comply with contractual requirements

where appropriate Range Statement

Negotiation may deal with contentions, issues of problems in the course of a transaction prior to settlement and will need to suggest both practical and legal options for resolution. In the Northern Territory, negotiations may also take place prior to a contract being drawn up. In this case, negotiations must comply with contractual requirements, both in relation to getting to a contractual position and drawing up the contract.


Volume 2A Page 278 © Australian National Training Authority 2004 BSB01 Version 4

Evidence Guide

Context: • Competency shall be assessed in the normal or

simulated work environment within the bounds of safety and in accordance with work procedures.


Critical aspects: The following critical aspects of performance should be observed: • treats people openly, honestly and fairly • communicates clearly and concisely • manages relationships effectively to achieve

goals/results • deals with conflict constructively and before it

affects outcomes • uses effective consultative processes • proposes strategies for resolution which comply

with legislative/practice requirements • researches, acquires and uses information to

achieve positive outcomes • acts within legislative constraints at all times • determines a range of contingencies


A knowledge of: • negotiating processes and strategies • barriers to negotiating • dispute resolution • options within/external to enterprise for negotiation

outcomes • processes and requirements regarding contracts



Evidence Guide

Skills The ability to: • demonstrate an open, receptive attitude to client’s

approach and needs • communicate in a range of business environments

with diverse people • clarify information given/received • research and analyse current and relevant issues • explain complex/legal issues in simple terms • identify relevant bargaining information • apply steps in the negotiating process • apply a range of negotiating strategies



206/09 Finalise transaction

Unit Descriptor This Unit describes how to ensure the transfer of title takes place and that all matters relating to the transaction with the client are completed.


Arrange and attend settlement (if required

• Transaction requirements are fulfilled accurately and completely

• Documents are stamped correctly in accordance with requirements

• Information relevant to preparation of settlement statements is identified and collated

• Funds pertaining to the completion of the transaction are identified and relevant parties advised

• Funds requirement for the completion of the transaction are received within the required timeframe

Determine contingency strategies for settlements where contract obligations remain unfulfilled

• Unfulfilled contractual obligations are identified • Possible contingencies are assessed • Client is advised of range of contingencies and

options • Strategies are determined in consultation with client

Complete transaction • Settlement arrangements are confirmed with all relevant parties

• Conditions for the finalisation of the transaction, including compliance with special conditions, are met

• Settlement documents are examined for accuracy and completion

• Perform final searches and inspections as required • Transaction is completed with all relevant parties • Stamped documents are lodged for registration




Implement post-transaction procedures

• All relevant parties including rating/other authorities are advised of transaction completion

• Outstanding payments are made • Outstanding matters are monitored and concluded in

a timely fashion • Financial/business records (including file) are

updated according to enterprise procedures • Registration change on title is confirmed • Return client’s and third party’s documents • Receive and disburse funds within appropriate

authority • Bill client where appropriate

Range Statement

Transactions to be finalised include, but are not limited to, the application of laws concerning the following:

• associations • banking • bankruptcy • bills of sale • building regulations and house contracts • commercial tenancies • contract • dealing with interests in land • deceased estates • easements and restrictive convenants • fences • food and health • foreign investment • guarantee provisions • guardianship • heritage • land acquisition • land division • landlords and tenants • licensing of conveyancers • limitation of actions • local government • local, state and federal government taxes



Range Statement • minors • mortgage financing • old system land • planning • powers of attorney • privacy • property inspections and searching • rates and taxes • real estate taxes • real estate agents • registration of dealings with land • roads • sale of goods • stamp duty • strata titles and bodies corporate • trusts • workers liens

Third parties include, but are not limited to:

• accountants • banks • beneficiaries • body corporate managers/secretaries • engineers • financiers • government departments • land agents and their staff • law stationers • lodging agents • other conveyancers and their staff • other parties to the transaction • rating authorities • settlement agents • solicitors and their staff • surveyors • tenants • termite inspectors • valuers



Range Statement

Information requirements include, but are not limited to:

• stamping and registration • searching

Funds, fees, deductions and disbursements include, but are not limited to:

• real estate agent’s commission • rates and taxes • conveyancer’s own fees • client’s fees • F.I.D. • B.A.D.

• payments to third parties by client

Factors impacting on the finalisation of a transaction include the practice culture and the honesty and integrity of all parties concerned. Considerable judgement is required to evaluate these factors and make decisions for which the conveyancer is totally accountable and responsible for at law.

Application of this unit of competency will vary depending on the methods of work relating to finalising transactions used in the enterprise environment. The work methods will vary with the technology available.

Evidence Guide

Context: • Competency shall be assessed in the normal or simulated work environment within the bounds of safety and in accordance with work procedures.




Evidence Guide

Critical aspects: The following critical aspects of performance should be observed: • checks that all documentation is accurate • completes tasks • meets timelines of document preparation, including

those being prepared by other parties • reconciliation takes place prior to Settlement • devises and implements contingencies for

incomplete documents where necessary • implements government procedures • prepares contingency plans in the event of a party

being unable to fulfil contractual obligations

Underpinning knowledge A knowledge of: • relevant legislation and common law • relevant regulations • practice procedures • process monitoring • quality assurance • file reconciliation procedures • associated financial procedures

Underpinning skills The ability to: • communicate in a range of business environments

with diverse people • plan contingency measures • negotiate with a range of people in diverse

situations • manage time efficiently • solve problems • research and analyse current and relevant issues • manage accounting and finances • operate appropriate technology • advocate on a range of issues • obtain ongoing instructions



CHCCD8A Support community action

Unit Descriptor Supporting the community to represent their own needs through social and public action.


1. Respond to community needs

1.1 Appropriate opportunities are planned and implemented so that people in the community can promote their issues

1.2 A range of forms of consultation and research methods are identified and clarified

1.3 Strategies for meeting community needs are identified, developed and agreed with key people

2. Support identified community needs

2.1 A range of mechanisms and actions to address community needs are assessed for relevance and appropriateness to meet community needs

2.2 Resources required are calculated and assessed for availability and appropriateness and where possible, provided

2.3 Appropriate work is undertaken to ensure that resourcing to meet community needs is provided and made available

3. Evaluate effectiveness of community action

3.1 The effectiveness of activities is evaluated using accepted strategies and mechanisms

3.2 Progress of strategies are reviewed with key people and required changes are negotiated and implemented

3.3 Outcomes of evaluations are documented and reported to key people

Range Statement

Actions for the support of community needs may include:

• strategies to change, promote or protect existing social structures, services, resources

• initiatives by the community and undertaken by the community and/or agencies

• initiatives undertaken by the organisation and supported by the community and/or agencies

• routinely planned and specific/occasional actions • general and specially targeted • social action • promotion



Range Statement

Mechanisms may include: • structures • processes/protocol • consultation, participation , accountability • review, evaluation • existing and specially created • community development strategies

Resources may include: • those of the organisation • those acquired from other agencies • system support/administration/policy • material/financial/facilities/equipment • developmental/information/training • information technology

Evidence Guide

Critical aspects: • supporting communities to identify their rights and represent their own needs through social and public action

• motivating individuals and groups to work co-operatively

Underpinning knowledge • social structures and systems in the community • complex cultural awareness • components of strategic planning • decision-making systems and leadership • organisation’s guidelines • community development principles relevant to

social action and public processes • current social policy and its implementation

programs


• evaluation methods • research methods • marketing and promotion • negotiation

Resource implications: • Access to a workplace or community or an appropriately simulated environment.



Evidence Guide

Consistency in performance: • Consistency in performance should consider specific needs of the community and how community action can support these needs.

Context of assessment • This unit can be assessed in the workplace, in the community or in relevant simulations.





information



teams

Use mathematical







CHCCD13A Work within specific communities

Unit descriptor Working with individuals or groups in specific communities. Element Performance Criteria

1. Define the issues of specific communities or groups

1.1 The details of individual and group issues of the specific community are identified through appropriate research and consultation

1.2 The values and structures of the community as they impact on individuals and groups are identified

1.3 Preferred means of dealing with individuals and groups from specific communities are identified by appropriate research and consultation

2. Undertake relevant work in the context of specific communities or groups

2.1 The values, issues and structures within specific communities are used to define the ways of working

2.2 Relevant community structures are identified and utilised to maximise outcomes for individuals and groups

2.3 Work within communities is consistent with defined job role and organisational policies and procedures

2.4 Interpersonal skills are utilised which are consistent with community practices and standards

3. Evaluate work undertaken within specific communities

3.1 Appropriate evaluation of work is undertaken in consultation with relevant community stakeholders

3.2 Work within communities is monitored to ensure reflection of relevant values and structures

3.3 Evaluation ensures responsiveness to community needs and issues

Range Statement

Issues within specific communities may relate to:

• cultural and linguistic diversity • risk of self harm • mental health • gender • sexuality • age • general health • alcohol and other drugs abuse • disability • location eg. urban, rural and remote



Range Statement • income • family systems • religion

Work may relate to: • specific groups, issues or communities eg. health issues of young people from particular cultural backgrounds and/or geographic areas

• research activities • policy development • advocacy • referrals • project development and implementation • project design and implementation

Context of work may include: • social, political and economic issues impacting upon specific communities and groups

• models of community development • organisational policies and procedures • legislative and statutory frameworks

Values and structures may include:

• cultural preference and mores of specific groups eg.:

• religious/spiritual observances • language • family relationships • status/protocol • ceremonies/celebrations • prohibitions/taboos

Evidence Guide

Critical aspects: • The candidate must demonstrate the capacity to work effectively with a specific group, validated by community acceptance and the impact of work undertaken.



Evidence Guide

Underpinning knowledge • composition of specific community and group structures, practices and values

• specific communication protocols and practices • social, political, cultural, historical issues that affect

or are relevant to specific communities and groups • organisational procedures for working with specific

communities • relevant networks, people, stakeholders

Underpinning skills • consultation • facilitation • research • high level interpersonal

Resource Implications: • Access to a workplace or to an environment that accurately simulates the workplace.

Consistency in performance: • The candidate must be able to demonstrate competence in working with at least one group or community over a number of assessment situations and through a number of assessment tools including observation, reports from supervisors or other key people and confirmation from key community leaders.

Context of assessment • This unit may be assessed on the job using appropriate relevant materials and examples or through simulation





information



teams

Use mathematical







CHCCD11A Provide advocacy and representation

Unit Descriptor Representing the interests of the community and/or the community services industry. Representation will include the development of community representative and industry participative roles and positions in decision making forums.


1. Establish the representative role and process

1.1 Role, processes and conditions of representation are identified in consultation with individuals and key groups

1.2 The support of key people is sought 1.3 Requirements for reporting are determined and

implemented

2. Participate in decision making forums

2.1 Relevant interests and concerns to be pursued are identified in accordance with organisational priorities

2.2 Work is undertaken to provide a framework for pursuing promotion of relevant interests

2.3 Opportunities to reflect, promote and represent relevant interests are created and responded to routinely within work role

2.4 The potential impact of the development and decisions is calculated and assessed in terms of objectives and priorities

2.5 Progress and other reports and feedback are provided according to key people according to organisation requirements

3. Negotiate outcomes and liaise with key people

3.1 Appropriate strategic alliances are identified and developed

3.2 Collaborative planning and action is promoted and supported

3.3 Potential areas of conflict are identified and strategies implemented to address them

3.4 Purpose and objectives are clearly determined and promoted

3.5 Appropriate work is undertaken with organising committees and board of management to maximise effectiveness

4. Evaluate effectiveness of strategies

4.1 Actual work outcomes are analysed and reported against agreed objectives

4.2 Adjustments to strategy are implemented according to the evaluation



Range Statement

Representative roles may include:

• advancing the interests of the community through decision making forums

• action taken to influence decision making processes • developing and promoting the interests of the

community services industry in a wide range of public forums where industry may include:

• organisations • programs • services • agencies • industrial representatives • consumers • researchers • training/education

Conditions of representation may include:

• authorisation, accountability and protocol • consultation and delegations • resources • terms of reference • scope, scale and parameters • role of key people • existing community structures, systems, networks,

processes • development of an industry position • requirements of industry mechanisms including: • formal and informal networks • advisory/steering/reference committees • publications • conferences/seminars • training • education • formal representative positions

Support may be sought for: • development of consultation and accountability structures

• development of industry positions



Range Statement

Key people may include: • experts • policy/decision makers • resource managers • media • researchers • trainers • teachers • community leaders

Developments may include: • social/political/economic/industrial changes • within and outside the organisation structures • government policy • ideology • education • research findings • community change

Opportunities may include: • events • publicity • committee membership • public presentations • media • policy development • special meetings/delegations

Evidence Guide

Critical aspects: • effective representation of individual and group concerns and interests within the organisation, the community and the community services industry

• participation in a range of decision making forums



Evidence Guide

Underpinning knowledge • social/economic/industrial policy and related theory • industry and government processes • community consultation and decision making

processes • power structures and relationships in the

community • community development models • nature and structure of the community services

industry • social/economic/industrial legislation • processes and structures relevant to organisational

goals and objectives or work role • industry culture • models of negotiation • research methods • models of management/leadership • complex cultural awareness • depending on the work role or services provided,


• alcohol and other drugs • cultural and linguistic diversity • risk of self harm • women • men • Aboriginal and Torres Strait Islanders • mental health

Underpinning skills • research • negotiation • presentation • complex communication • strategic planning and outcomes measurement • consultation • leadership/management



Evidence Guide

Resource implications: • Access to an appropriate workplace or community or to an environment where an accurate simulation can be undertaken for assessment purposes.

Consistency in performance: • Consistency in performance should consider the range of situations under which workers will provide advocacy and representation.

Context of assessment: • This unit can be assessed in the workplace, in the community or in relevant simulation.





information



teams

Use mathematical





BSBFLM303B Contribute to effective workplace relationships Frontline management


BSBFLM303B Contribute to effective workplace relationships

Unit Descriptor This unit specifies the outcomes required to gather information and maintain effective working relationships and networks, with particular regard to communication and representation.

Competency Field Business management services

Domain Frontline management

This unit replaces BSBFLM303A Contribute to effective workplace relationships. Frontline managers have a key role in contributing to efficient and effective work teams within the context of the organisation. They play a prominent part in motivating, mentoring, coaching and developing team cohesion through providing leadership for the team and forming the bridge between the management of the organisation and the team members. At this level, work will normally be carried out within known routines, methods and procedures which require the exercise of some discretion and judgement.

Application of the Competency

This unit is related to BSBFLM403B Implement effective workplace relationships.

Element Performance Criteria Elements define the critical outcomes of a unit of competency.

The Performance Criteria specify the level of performance required to demonstrate achievement of the Element. Italicised terms are elaborated in the Range Statement.

1.1 Information associated with the achievement of work responsibilities is collected from appropriate sources

1.2 Ideas and information are communicated in a manner which is appropriate and sensitive to the cultural and social diversity of the audience and any special needs

1.3 Contributions from internal and external sources are sought and valued in developing and refining new ideas and approaches within organisational processes

1.4 Consultation process allows employees to contribute to issues related to their work, and the outcomes of consultation are promptly made known to the work team

1. Seek, receive and communicate information and ideas

1.5 Issues raised are dealt with and resolved promptly or referred to relevant personnel

Frontline management BSBFLM303B Contribute to effective workplace relationships


2.1 People are treated with integrity, respect and empathy

2.2 Effective relationships are encouraged within the framework of the organisation’s social, ethical and business standards

2.3 Trust and confidence of colleagues, customers and suppliers is gained and maintained through competent performance

2. Encourage trust and confidence

2.4 Interpersonal styles and methods are adjusted to the organisation’s social and cultural environment

3.1 Workplace networks are identified and used to help build relationships

3. Identify and use networks and relationships

3.2 Value of networks and other work relationships is recognised in providing benefits for the team and the organisation

4.1 Difficulties are identified and action is taken within own level of responsibility to rectify the situation according to organisational and legal requirements

4.2 Colleagues are supported in resolving work difficulties

4.3 Workplace outcomes are regularly reviewed and improved in consultation with relevant personnel

4.4 Poor work performance is identified and action is taken within own level of responsibility according to organisational policies

4. Contribute to positive outcomes

4.5 Conflict is dealt with constructively within the organisation’s established processes

Range Statement The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.


award and enterprise agreements and relevant industrial instruments

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations and anti-discrimination

relevant industry codes of practice

OHS considerations may include: provision of information about OHS legislative requirements, guidelines and the organisation’s OHS policies, procedures and programs



changes to work practices, procedures and the working environment which impact on OHS

organisation’s responsibilities to customers and suppliers

Information may be: data appropriate to work roles and organisational policies that is shared and retrieved in writing or verbally, electronically or manually such as: - policies and procedures - planning and organisational documents including

the outcomes of continuous improvement and quality assurance

- marketing and customer-related data - archived, filed and historical background data - individual and team performance data

internal such as supervisors, managers, peers, policies and procedures, workplace documents

Sources may be:

external such as external customers, web based resources, reports

Diversity may include: social, cultural and other needs that require a range of strategies and approaches including adjusting communication

Consultation process may include: opportunity for employees to contribute ideas and information

feedback to the work team and relevant personnel in relation to outcomes of the consultation process

managers supervisors other staff/employees union representatives/groups OHS committees and OHS representatives

Relevant personnel may include:

other people with specialist responsibilities

written standards such as those expressed in: - vision and mission statements - policies - code of workplace conduct/behaviour - dress code - statement of workplace values

implied standards such as honesty and respect relative to the organisation culture and generally accepted within the wider community

The organisation’s social, ethical and business standards may refer to:

standards expressed in legislation and regulations such as anti-discrimination legislation



rewards and recognition for high performing staff

team members employees at the same level and more senior managers people from a wide variety of social, cultural and ethnic

backgrounds

Colleagues, customers and suppliers may include:

both internal and external contacts

Workplace networks may be: internal and/or external informal or formal and with individuals or groups structured or unstructured arrangements

performance of the work team Workplace outcomes may include: OHS processes and procedures

Poor work performance may include:

that of self or the work team or it may extend to the organisation as a whole

Evidence Guide The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency. Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.

Overview of Assessment Requirements

A person who demonstrates competence in this unit must be able to provide evidence that they are able to gather information, communicate with relevant personnel, and establish and maintain positive work relationships. They must be able to develop trust and confidence within the work team and resolve problems and conflicts effectively and efficiently.

Specific Evidence Requirements

Required knowledge and understanding include:

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination



a general understanding of the principles and techniques associated with relationship management: - developing trust and confidence - behaving consistently in work relationships - identifying the cultural and social environment - identifying and assessing interpersonal styles - establishing networks - identifying and resolving problems - handling conflict - managing poor work performance - monitoring and improving work relationships - using anti-discrimination/bias strategies and

making contributions

ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities

relationship management and communication skills to: - interpret information from a variety of people - respond to unexpected demands from a range of

people - gain the trust and confidence of colleagues - deal with people openly and fairly - forge effective relationships with internal and/or

external people functional literacy skills to access and use workplace

information

Required skills and attributes include:

coaching and mentoring skills to provide support to colleagues

Key competencies or generic skills relevant to this unit

The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit: Level (1) represents the competence to undertake tasks effectively Level (2) represents the competence to manage tasks Level (3) represents the competence to use concepts for evaluating and reshaping tasks. The bulleted points provide examples of how the key competencies can be applied for this unit.

Communicating ideas and information (2)

• ensuring that appropriate work based information is shared with individuals and members of the work team and that lines of communication are maintained with all stakeholders

Collecting, analysing and organising information (2)

• supporting work responsibilities and assisting in day-to-day planning



Planning and organising activities (2)

• building networks and contributing to positive outcomes

Working in a team (2) • supporting and developing individual and team performance

Using mathematical ideas and techniques (1)

• using these to assist in improving individual and team performance

Solving problems (2) • aiding decision making and conflict situations

Using technology (1) • assisting in researching information appropriate to individual and team development

Innovation skills (1) • developing networks and building team relationships

• documentation produced when working in a team, and with networks, such as: - OHS records, including records of consultation - work plans and schedules - identified changes to work operations as suggested

by own review of work

Products that could be used as evidence include:

- identified networks and contacts

• how information was collected and accessed • how policies were communicated, and contributions

sought and used to develop new ideas and approaches

• how the organisation’s social and ethical standards were used within workplace relationships

• how trust and confidence was developed and maintained

• how interpersonal styles and methods were adjusted to the organisation’s social and cultural environment

• how relationships were developed • how short term planning and implementation was

conducted • how difficulties were addressed and solutions found • how colleagues were supported to resolve work

difficulties

Processes that could be used as evidence include:

• examples of how poor work performance and conflict was managed

Resource implications for assessment include:

• access by the learner and trainer to appropriate documentation and resources normally used in the workplace



• that this unit can be assessed in the workplace or in a closely simulated work environment

• that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment

Validity and sufficiency of evidence requires:

• that examples of actions taken by the candidate to contribute to effective workplace relationships are provided

Integrated competency assessment means:

• that this unit should be assessed with other frontline management units taken as part of this qualification as applicable to the candidate’s leadership role in a work team, and as part of an integrated assessment activity


Medical Administration Competency Standards

CONTENTS

BSBMED201A Use basic medical terminology ..................................................287

BSBMED202A Follow OHS policies and procedures in a medical office ...........293

BSBMED301A Use advanced medical terminology ...........................................301

BSBMED302A Prepare and process medical accounts.....................................308

BSBMED303A Maintain patient records ............................................................317

BSBMED304A Assist in controlling stocks and supplies....................................322

BSBMED305A Apply the principles of confidentiality, privacy and security within the medical environment ...........................................................327

BSBMED401A Manage patient record-keeping system.....................................332

BSBMED402A Control stocks and supplies .......................................................337

Medical Administration BSBMED201A Use basic medical terminology


BSBMED201A Use basic medical terminology

Unit Descriptor This unit covers understanding and responding to instructions, carrying out routine tasks and communicating with a range of internal/external clients in a Medical Office, using appropriate basic medical terminology. This unit can be assessed alone or in combination with other units making up a job role. This unit is from BSA97 Administration Training Package (enhanced).


1 Respond appropriately to instructions which contain basic medical terminology

1.1 Written and oral instructions using basic medical terminology are received, understood and documented

1.2 Checklists are used where appropriate 1.3 Abbreviations for commonly used medical terms and

associated processes are understood 1.4 The policies and procedures of the medical practice

are understood and adhered to 1.5 Clarification is sought where necessary

2 Carry out routine tasks 2.1 Basic medical terminology is used correctly in the completion of routine tasks

2.2 Assistance is sought from designated person as required

3 Use appropriate basic medical terminology in oral and written communication with patients, fellow workers and health professionals

3.1 Appropriate basic medical terminology is used as directed in oral communication with patients, fellow workers and health professionals

3.2 Appropriate basic medical terminology is used as directed in written communication with patients, fellow workers and health professionals

3.3 Basic medical terminology is spelt and pronounced correctly

3.4 Advice is sought from designated person with regard to basic medical term/s and accompanying process/es

BSBMED201A Use basic medical terminology Medical Administration


Range Statement The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit: Basic medical terminology may include:

• knowledge of the fundamental word structure used in medical terms

• basic systems of the body (eg. skeletal, respiratory, cardiovascular, lymphatic)

• parts of the body • interrelated functions of the body, locations and

diseases (eg. functions of the skeletal system, locations of skeletal injuries, skeletal diseases)

• common medical conditions • medical investigations and procedures • injuries • common abbreviations for medical and

pharmacological terms (eg. BCG, HRT, IVP, tab, ante, ung)

• commonly used medical equipment and instruments • departments/sections in a hospital • common medications • referrals • medico-legal terminology at basic level

Written and oral instructions may include:

• notices • referrals • OHS signs and instructions • diary entries • telephone calls • verbal instructions

Routine tasks may include: • entering patient details into computer system • filing patient notes • maintaining patient information • receiving and making telephone calls • word processing • processing correspondence • preparing medical equipment • storing and maintaining security of drugs • receiving visitors and patients



Range Statement • providing basic information to patients • maintaining information to assist patients • maintaining reception area, waiting room,

consultation room • ordering stock (eg. stationery and medical supplies) • recording information • opening the rooms at start of session • closing rooms at end of session

Oral communication may include:

• verbal instructions • confirming appointments • answering routine telephone patient inquiries • transferring calls • paging staff • interrupting doctor when necessary • determining the urgency of patient presentations–by

telephone or face to face

Written communication may include:

• memoranda • letters • forms • routine correspondence • patient records • appointment diaries, cards • telephone messages • electronic messaging

Policies and procedures may include:

• telephone protocol • correspondence format • office practice manual • OHS • emergency procedures • security, confidentiality and privacy procedures • recording information • cleanliness and hygiene • accessing and updating files • information specific to the enterprise • abiding by local, state and federal legislation • following instructions • confidentiality and privacy • RACGP Code of Practice for the Management of



Range Statement Health Information in General Practice

• RACGP Entry Standards for General Practices

Clarification may be sought from:

• medical dictionary • office practice manual • relevant handbook • designated person

Evidence Guide The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm competency for this unit. This is an integral part of the assessment of competency and should be read in conjunction with the Range Statement. Critical Aspects of Evidence • Abbreviations for basic medical terms and associated

processes are identified and used where appropriate • Basic medical terminology is spelt and pronounced

correctly • Routine communication is carried out in a

professional manner using appropriate communication strategies, including clear language

• Confidentiality, security and privacy of information is maintained

• Activities and actions are carried out within local, state and federal legislation

• Instructions are followed • Activities are well organised, executed in a timely

fashion and any documents prepared or obtained are filed appropriately

• All written communication is self-checked for spelling errors, grammatical mistakes and missing words


codes of conduct • workplace manuals and reference materials such as a

medical dictionary, procedural manuals and checklists

• appropriate technology such as computers with relevant software, tape recorder

Consistency in performance This unit of competency will require evidence to be collected across a range of events, dealing with different



Evidence Guide issues workplace matters, and over a period of time to ensure that situational variables are consistently achieved.


• on the job assessment • off the job assessment • placement in an enterprise • participation in a New Apprenticeship

(traineeship) arrangement • use of a Practice Firm or simulated work



Evidence gathering methods may include:

• demonstration • questioning • workplace performance • simulation • role-play • projects/assignments • third party reports


demonstrate knowledge by recall in a narrow range of areas.

• Office practice manual • Relevant state/federal legislation • Own and others’ responsibilities • Appropriate forms and recording requirements • Appropriate external agencies

Underpinning Skills • Literacy: interprets set procedures, policies, signs and instructions, uses correct spelling, grammar and punctuation

• Follows routine oral and written sequenced instructions

• Language: relays information, uses appropriate and correct medical terminology, uses correct pronunciation and sentence structures

• Communication: listens and questions to clarify terms and context

• Interpersonal: interacts with patients and others in an appropriate manner







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – including patient records,

appointments and checklists of procedures using authoritative sources of definition • Communicating ideas and information – in seeking advice and clarification about terms

and processes and abbreviations; using correct pronunciation; using correct spelling in writing records, histories and correspondence

• Planning and organising activities – in maintaining schedule for opening/closing of rooms, orderly processing of waiting patients

• Working with teams and others – with health professionals, supervisors, colleagues, patients and external businesses

• Using mathematical ideas and techniques – (not applicable in this unit) • Solving problems – by assessing urgency of competing requests, dealing with difficult

customers, determining confidentiality • Using technology – to process correspondence and patient records Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Medical Administration BSBMED202A Follow OHS policies and procedures in a medical office


BSBMED202A Follow OHS policies and procedures in a medical office

Unit Descriptor This unit covers following office OHS policies and procedures, identifying risks and hazards, responding to emergencies and maintaining a safe workplace. This unit can be assessed alone or in combination with other units making up a job role. This unit is from BSA97 Administration Training Package (enhanced).

Competency Field Business Administration Services Element Performance Criteria 1 Demonstrate familiarity with office practice manual and office policy and procedures

1.1 Roles and responsibilities of persons employed in a medical office are identified and understood

1.2 Emergency procedures as outlined in practice manual are identified and understood

1.3 Policies and procedures in place to protect employees, visitors and patients from accidents in the medical office are identified and understood

1.4 The importance of following the practice manual and documenting all activities, actions and outcomes immediately after an occurrence is identified and understood

1.5 Assistance is requested and sought where appropriate 1.6 Any uncertainties or irregularities are referred to the

appropriate person for resolution

2 Identify and respond to an emergency

2.1 Hazards and emergency situations are identified and responded to according to office policies and procedures

2.2 Patients, visitor and colleagues requiring urgent medical attention are attended to according to office policies and procedures

2.3 Appropriate person is contacted promptly and informed of the emergency situation

2.4 External authorities are contacted where appropriate and according to office policies and procedures

2.5 Actions, activities and outcomes are recorded according to legislative requirements and office policies and procedures

BSBMED202A Follow OHS policies and procedures in a medical office Medical Administration



3 Maintain a safe workplace 3.1 Potential OHS risks and hazards are identified and rectified by self or referred to appropriate person for rectification

3.2 Any spillages or breakages are cleaned up promptly and according to the office policies and procedures

3.3 Refuse, bodily fluids and waste and potential sources of infection are cleaned up promptly and according to the office policies and procedures

3.4 Dangerous products are stored according to office and manufacturer’s instructions

3.5 Cleaning apparatus are maintained and used according to office and manufacturer’s instructions

3.6 The reception area and work equipment are kept clean and tidy

3.7 Personal hygiene is maintained Range Statement The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit: Emergency procedures may include:

• fire drills • evacuation • dealing with medical emergencies including

psychiatric emergencies • administering basic first aid


• emergency procedures including the calling of ambulances

• office practice manual • OHS policies • Materials Safety Data Sheets (MSDSs) • administering first aid and CPR • re-prioritisation of work • security, confidentiality and privacy procedures • recording information • cleanliness and hygiene • information specific to the enterprise • abiding by local, state and federal legislation • following instructions • infection control including cleaning and sterilisation



Range Statement of instruments

• RACGP Code of Practice for the Management of Health Information in General Practice

• RACGP Entry Standards for General Practices • RACGP Sterilisation/Disinfection Guidelines for

General Practice • National Health and Medical Research Council

guidelines

Documenting activities, action and outcomes may include:

• preparing reports • recording incidents according to the enterprise’s

policies and procedures (eg. completing standard forms)

• documenting sterilisation procedures • documenting vaccine storage

Emergencies, risks and hazards may include:

• drug hold-ups, robbery • fire • bomb threats • medical emergencies (eg. falls, bleeding, seizures,

fainting, collapses, panic attack, psychosis) • injuries (eg. needle stick) • spread of infection • spillage • breakage • blood • storage of chemicals • incorrectly stored chemicals • lack of personal hygiene • inadequate clothing or safety equipment • exposure to hazardous material

Appropriate person may include:

• supervisor • OHS officer • practice manager • doctor

External authorities may include:

• Police • Ambulance • Fire Brigade • WorkCover



Range Statement

Potential sources of infection may include:

• unsterilised/poorly sterilised equipment and work surfaces

• unwashed hands • spillages • breakages • patients with colds, flu and other infectious diseases • used dressings, bandages and equipment • sharps (eg. needles, scalpel blades) • contaminated waste

Dangerous products may include:

• blood • vaccines • specimens • samples • drugs • chemicals • sharps (eg. needles, scalpel blades )

Maintaining and using cleaning apparatus may include:

• maintaining stocks of cleaning equipment (eg. disposable gloves, liquid repellent aprons, disinfectant)

• disposing of spilled substances, dangerous products, ‘sharps’ and waste correctly

• sterilising and/or disposing of cleaning equipment • using appropriate cleaning equipment to clean

spillages and breakages • wearing protective clothing, protective eye wear

when in contact with body fluids or chemicals that may splash

Keeping reception area and work equipment clean and tidy may include:

• keeping access routes clear and free of clutter • attending to spillages and breakages promptly • preparing examination rooms for patients • tidying brochures, magazines and other display

materials • processing patient notes/records/files/reports/results

promptly • placing files in appropriate trays/locations • cleaning and sanitising floor and bench surfaces • cleaning and tidying toilets and lunch room • laundering linen



Range Statement

Maintaining personal hygiene may include:

• washing hands • covering open wounds or abrasions on own body • wearing gloves when appropriate • not attending work if ill • immunisations appropriate for the setting

Evidence Guide The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm competency for this unit. This is an integral part of the assessment of competency and should be read in conjunction with the Range Statement.

Critical Aspects of Evidence • Practice manual is adhered to • Emergency situations are responded to appropriately • Emergencies are referred to correct internal and

external agencies as appropriate • Hazards and risks are correctly identified and

responded to accordingly • Correct Fire Plan and evacuation procedures are

known and demonstrated • Patients who require urgent medical assistance are

attended to promptly and appropriately • Measures are taken to reduce risk of infection • Spillages and breakages are attended to promptly and

appropriately • Chemicals and other dangerous substances are

handled correctly • Safety equipment is maintained and used • Reception and other areas are cleaned and maintained • Work surfaces and equipment are cleaned and/or

sterilised to Australian Standards • Personal hygiene is maintained • An understanding of the limit of own responsibility is

demonstrated • Uncertainties and irregularities are reported to

appropriate person for resolution • Confidentiality, security and privacy of information is

maintained • Activities, actions and outcomes are documented

correctly • Activities and actions are carried out within local,

state and federal legislation • Instructions are followed



Evidence Guide • Knowledge of correct documentation requirements is

demonstrated • Activities are well organised, executed in a timely


Resource implications • The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • Appropriate legislation and regulations relevant to

codes of conduct • Workplace manuals and reference materials such as

an office practice manual, procedural manuals and checklists


Consistency in performance This unit of competency will require evidence to be collected across a range of events, dealing with different issues workplace matters, and over a period of time to ensure that situational variables are consistently achieved.

Context of assessment • Evidence of competency can be met in different situations, including: • on the job assessment • off the-job assessment • placement in an enterprise • participation in a New Apprenticeship


environment • recognition of Prior Learning, Recognition of


• Evidence gathering methods may include: • demonstration • questioning • workplace performance • simulation • role-play • projects/assignments • third party reports



Evidence Guide

Underpinning Knowledge*

* At this level the learner must demonstrate basic operational knowledge in a moderate range of areas.

• Office practice manual • Procedures manual • Relevant local/state/federal legislation • Own and others’ responsibilities • Appropriate forms and recording requirements • Appropriate cleaning and sterilisation techniques and

apparatus • Appropriate external agencies • Potential hazards and risks • Dangerous products

Underpinning Skills • Literacy: interprets set procedures and policies; understands the meaning of occupational health and safety signs; interprets instructions which combine pictorial and written information

• Language: relays information, uses appropriate medical terminology, sentence structures

• Interpersonal: interacts with patients and others in an appropriate manner

• Follows routine oral and written sequenced instructions

• Communication skills: listens to short, explicit instructions to learn new procedures; explains routine procedures to others, eg. workplace safety procedures; participates in workplace meetings by listening for specific information and contributes as appropriate







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to identify and monitor risks;

handle materials in accordance with Materials Safety Data Sheets (MSDSs) • Communicating ideas and information – by preparing reports and documenting

procedures; demonstrating evacuation plan; understanding roles and responsibilities • Planning and organising activities – so as to ensure observance of hygiene procedures

and preservation of safe environment • Working with teams and others – both internal (colleagues) and external (regulators,

emergency services) • Using mathematical ideas and techniques – calculating incident rates in documentation • Solving problems – re-prioritising work in emergencies; reporting uncertainties and

irregularities for resolution • Using technology – including sterilising equipment Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Medical Administration BSBMED301A Use advanced medical terminology


BSBMED301A Use advanced medical terminology

Unit Descriptor This unit covers understanding and responding to instructions, carrying out routine tasks and communicating with a range of internal/external clients in a Medical Office, using appropriate advanced medical terminology This unit can be assessed alone or in combination with other units making up a job role. This unit is from BSA97 Administration Training Package (enhanced).


1 Respond appropriately to instructions which contain advanced medical terminology

1.1 Written and oral instructions using advanced medical terminology are received, understood and documented

1.2 Checklists are used where appropriate 1.3 Abbreviations for specialised medical terms and

associated processes are understood 1.4 The policies and procedures of the medical practice

are understood and adhered to 1.5 Clarification is sought when necessary

2 Carry out routine tasks 2.1 Advanced medical terminology is used correctly in the completion of routine tasks

2.2 Assistance is sought from designated person as required

3 Use appropriate advanced medical terminology in oral and written communication with patients, fellow workers and health professionals

3.1 Appropriate advanced medical terminology is used as directed in oral communication with patients, fellow workers and health professionals

3.2 Appropriate advanced medical terminology is used as directed in written communication with patients, fellow workers and health professionals

3.3 Written communication is presented to a designated person for verification if required

3.4 Advanced medical terminology is spelt and pronounced correctly

3.5 Advice is sought from designated person with regard to advanced medical term/s and accompanying process/es

BSBMED301A Use advanced medical terminology Medical Administration


Range Statement The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit: Advanced medical terminology may include:

• knowledge of medical specialties and the names and titles of doctors working in specialist fields

• causes to changes in the systems of the body (eg. changes to the musculo-skeletal system may include inflammation due to repeated strain on the system)

• illnesses • injuries • diseases • interrelated functions of the body, locations and

diseases (eg. functions of the skeletal system, locations of skeletal injuries, skeletal diseases

• terms to describe onset and/or nature of disease • medical conditions • medical investigations and procedures • abbreviations for medical and pharmacological terms

(eg. BCG, HRT, IVP, tab, ante, ung) • medical equipment and instruments • departments/sections in a hospital • medications • health insurance terminology • Medicare terminology • referrals

Written and oral instructions may include:

• notices • drugs orders • instructions for postoperative care • patient notes • routine reports • test results • referrals • OHS signs and instructions • diary entries • theatre lists • telephone calls • verbal instructions



Range Statement

Routine tasks may include: • entering patient details into computer system • filing patient notes • maintaining patient information • receiving and making telephone calls • word processing • processing correspondence • preparing medical equipment • storing and maintaining security of drugs • receiving visitors and patients • providing information to patients • maintaining information to assist patients • maintaining reception area, waiting room,

consultation room • ordering stock (eg. stationery, medical supplies) • recording information • preparing reports • contributing to meetings • answering patient enquiries • dealing with patient complaints • producing a range of complex medical documents

(eg. patient history, case report)

Oral communication may include:

• verbal instructions • confirming appointments • answering routine telephone enquiries • dealing with difficult patients/customers • transferring calls • paging staff • reporting to staff at meetings • communicating with a range of medical/hospital

professionals on patient related matters

Written communication may include:

• memoranda • letters • minutes • forms • complex correspondence to a range of

medical/hospital professionals on patient related matters

• patient history questionnaires



Range Statement • patient records • appointment diaries, cards • telephone messages • patient histories • case reports


• telephone protocol • correspondence format • office practice manual • OHS • emergency procedures • security, confidentiality and privacy procedures • recording information • cleanliness and hygiene • accessing and updating files • information specific to the enterprise • abiding by local, state and federal legislation • following instructions • RACGP Code of Practice for the Management of

Health Information in General Practice • RACGP Entry Standards for General Practices

Clarification may be sought from:

• medical dictionary • drug and prescription information sources/databases • office practice manual • relevant handbook • designated person


Critical aspects • abbreviations for medical terms and associated processes are identified and used where appropriate

• advanced medical terminology is spelt and pronounced correctly

• communication is carried out in a professional manner using appropriate communication strategies

• confidentiality, security and privacy of information is maintained



Evidence Guide • activities and actions are carried out within local,

state and federal legislation • instructions are followed • activities are well organised, executed in a timely


• all written communication is self-checked for spelling errors, grammatical mistakes and missing words and presented to designated person for approval if required


• the assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include:

• appropriate legislation and regulations relevant to codes of conduct

• workplace manuals and reference materials such as a medical dictionary, procedural manuals and checklists



• This unit of competency will require evidence to be collected across a range of events, dealing with different issues workplace matters, and over a period of time to ensure that situational variables are consistently achieved.


• evidence of competency can be met in different situations, including: • on the job assessment • off the job assessment • placement in an enterprise • participation in a New Apprenticeship




• evidence gathering methods may include: • demonstration • questioning



Evidence Guide • workplace performance • simulation • role-play • projects/assignments • third party reports


* At this level the learner must demonstrate knowledge by recall in a narrow range of areas.

• office practice manual • advanced medical terminology • relevant local/state/federal legislation • own and others’ responsibilities • appropriate forms and recording requirements • appropriate external agencies • appropriate information sources

Underpinning Skills • literacy: follows medical procedures, policies, signs and instructions, uses correct spelling, grammar and punctuation

• following routine oral and written sequenced instructions

• language: relays information, uses appropriate and correct medical terminology, uses correct pronunciation and sentence structures; questioning to clarify terms and context

• interpersonal: interacts with patients and others in an appropriate manner

• research: increases own knowledge of medical terminology







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – including patient records,

appointments and checklists of procedures using authoritative sources of definition • Communicating ideas and information – in seeking advice and clarification about terms

and processes and abbreviations; using correct pronunciation; using correct spelling in writing records, histories and correspondence

• Planning and organising activities – in maintaining schedule for opening/closing of rooms, orderly processing of waiting patients

• Working with teams and others – with health professionals, supervisors, colleagues, patients and external businesses

• Using mathematical ideas and techniques – (not applicable in this unit) • Solving problems – by assessing urgency of competing requests, dealing with difficult

customers, determining confidentiality • Using technology – to process correspondence and patient records Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBMED302A Prepare and process medical accounts Medical Administration


BSBMED302A Prepare and process medical accounts

Unit Descriptor This unit covers providing advice to patients regarding fee structures, processing referrals, and preparing and processing medical accounts for a range of patients. This unit can be assessed alone or in combination with other units making up a job role. This unit is from BSA97 Administration Training Package (enhanced).


1 Provide advice to patients about fee structure

1.1 Medicare entitlement system is understood and explained

1.2 Private insurance rebate system is understood and explained

1.3 Schedule fees for different services are identified 1.4 Patients are correctly advised regarding applicable fee

structures 1.5 Patient entitlements are correctly communicated to

patient

2 Process referrals to specialist practitioners

2.1 Referrals are checked to ensure validity 2.2 Correct procedures for referral of Veterans’ Affairs,

worker’s compensation and motor vehicle third party patients are followed

2.3 Referral letters are filed according to legislation and office policies and procedures if required

3 Prepare and process medical accounts for bulk billed and private patients

3.1 Bulk billing procedures are identified and understood 3.2 Private accounts procedures are identified and

understood 3.3 Correct procedures for preparing Veterans’ Affairs,

worker’s compensation and motor vehicle third party accounts are followed

3.4 Medicare Benefits Schedule book is correctly used 3.5 Services which are not eligible for Medicare rebate are

identified and costed appropriately 3.6 Appropriate stationery is selected and completed

according to enterprise and legislative requirements 3.7 Medical account is forwarded to designated person or

organisation according to legislation and office policies and procedures

Medical Administration BSBMED302A Prepare and process medical accounts



4 Process accounts 4.1 Payments are received and documented 4.2 Procedures for patients without Medicare card or

number are used where necessary 4.3 Receipts are prepared and issued to person or

authority according to legislation and office policies and procedures

4.4 Medicare payments are reconciled with claims made by the medical practice

4.5 Overdue accounts are followed up

5 Provide financial information for the practice as required

5.1 Financial records are provided in required format as requested

5.2 Financial data is stored and archived in accordance with the policies and procedures of the medical practice

Range Statement


Fee structures may relate to: • Medicare (hospital, medical) • scheduled fees • refund only • AMA recommendations • workers compensation • Department of Veterans’ Affairs • services with no fee structures • advice to patients • Transport Accident Commission • insurance medical reports • provision of repeat prescriptions • provision of legal and other reports • provision of copies of medical files • services provided to Divisions of General Practice • Worker’s Compensation • other services provided by the clinic • other items sold to patients (eg. immunisations,

dressings)



Range Statement Patient entitlements may relate to:

• Medicare • Private health funds (level of cover, restrictions) • Department of Veteran’s Affairs • Transport Accident Commission • Worker’s Compensation

Processing referrals may include:

• entering patient details into computer system • filing patient notes • maintaining patient information • word processing • checking for ‘acceptable evidence’ (eg. name of

referring doctor, address or service provider number of the referring doctor)

• checking that the referral is valid (eg. the length of time stated in the referral has not been exceeded)

• recording information

Bulk billing, private and other accounts procedures may relate to:

• Medicare provider numbers • Medicare item numbers • patient details • Health Care cards • treatment vouchers • additional information • forms • vouchers • item numbers of services • descriptions of services • explanatory notes • levels of fees • attachments • referrals • name of hospital • name of service provider • dates and names • payment options • medical certificates • workers compensation • claims • Department of Veteran’s Affairs items of service • services that are consultation items, and those that are

procedural items



Range Statement

Appropriate stationery may include:

• forms • enterprise’s templates (eg. for accounts,

accompanying reports) • vouchers • receipts • accounts • invoices • statements • reports

Legislation may relate to:

• relevant state and federal legislative acts • privacy • negligence • malpractice • consent • equal opportunity • workers compensation • OHS • duty of care

Appropriate person or organisation may include:

• patient • guardian • Health Insurance Commission • Transport Accident Commission • Department of Veteran’s Affairs • AMA • Worker’s Compensation Organisations


• correspondence format • office practice manual • security, confidentiality and privacy procedures • recording information • accessing and updating files • information specific to the enterprise • abiding by state and federal legislation • following instructions • end of session, end of day, end of week, end of month

and end of year procedures • bank reconciliations and preparing banking



Range Statement documentation

• managing particular Medicare problems (eg. lost cards, new-borns, foreign national, new card numbers, patients separating from family cards)

• management of provider numbers for doctors • RACGP Code of Practice for the Management of

Health Information in General Practice • RACGP Entry Standards for General Practices

Account processing procedures may relate to:

• Medicare provider numbers • Medicare item numbers • patient details • Health cards • additional information • forms • vouchers • item numbers of services • descriptions of services • explanatory notes • levels of fees • attachments • referrals • name of hospital • name of service provider • dates and names • payment options • receipts • overdue accounts • medical certificates • workers compensation • claims • reconciliation of claims and payments • debt collection

Financial information may relate to:

• statistics • overdue accounts • credits and debit amounts • payment history • payments received • types of payments and related documentation/reports



Range Statement (eg. credit card payments, EFTPOS)

Required format may include:

• general ledger • overdue debtors list/report • daily/weekly summaries/reports • statements • receipt book • computerised billing software • Medclaims (electronic billing of Medicare)

Procedures for storing and archiving files may relate to:

• date order • period of storage • storage conditions


Critical Aspects of Evidence • fee schedules are understood and applied appropriately

• payment systems are understood and applied appropriately

• correct information regarding fee structures is supplied to patients

• communication is carried out in a professional manner using appropriate communication strategies

• accounts are prepared correctly and accurately using a range of billing procedures

• correct codes, titles, descriptions and amounts are used

• Medicare Benefits Schedule is used correctly • appropriate stationery and format are used to prepare

accounts, receipts, reports and other documents • accounts are forwarded to appropriate

person/organisation within designated timelines • accounts are processed correctly and receipts issued • overdue accounts are followed up according to

enterprise policies and procedures • claims and payments are reconciled • financial information is provided as requested, in

requested format • financial information is accurate



Evidence Guide • confidentiality, security and privacy of information is

maintained • activities and actions are carried out within state and

federal legislation • instructions are followed • activities are well organised, executed in a timely


• all written communication is self-checked for spelling errors, numerical errors, grammatical mistakes and missing words

Resource implications: The assessor must have access to appropriate documentation and resources normally found in the work environment and required to allow the job or task to be properly performed. These may include: • appropriate legislation and regulations relevant to

codes of conduct • workplace manuals and reference materials such as a

medical dictionary, procedural manuals and checklists


Consistency in performance: This unit of competency will require evidence to be collected across a range of events, dealing with different issues workplace matters, and over a period of time to ensure that situational variables are consistently achieved.

Context of assessment: Evidence of competency can be met in different situations, including: • on the job assessment • off the job assessment • placement in an enterprise • participation in a New Apprenticeship (traineeship)

arrangement • use of a Practice Firm or simulated work environment • Recognition of Prior Learning, Recognition of


Evidence gathering methods may include: • demonstration



Evidence Guide • questioning • workplace performance • simulation • role-play • projects/assignments • third party reports


* At this level the learner must demonstrate basic operational knowledge in a moderate range of areas.

• health care system • Medicare • health insurance systems • fee schedules • codes for services • referral process • enterprise billing process • bulk billing process • relevant regulatory and legislative requirements • Transport Accident Commission • Worker’s Compensation

Underpinning Skills • literacy: reads and understands office’s financial procedures; selects and applies the procedures and strategies needed to perform a range of tasks; follows sequenced written instructions; locates specific information in a range of bureaucratic documents

• numeracy: applies basic financial and accounting procedures; files documents; interprets information from data presented in tables, graphs and diagrams

• communication: listens to and follows sequenced oral instructions; communicates professionally and clearly with patients, with due allowance for patient’s difficulties in understanding

• proofreading: checks calculations, invoices and fee structures

• professionalism: abides by medial rules on integrity and confidentiality







information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – including advice from regulators

and health insurers; accessing required information; billing procedures • Communicating ideas and information – by informing patients of entitlements and fee

structure • Planning and organising activities – applying schedules correctly • Working with teams and others – regulators, insurers, suppliers, contractors, patients • Using mathematical ideas and techniques – in calculating accounts and rebates

according to fee structure and schedules • Solving problems – in account reconciliation; following up overdue accounts • Using technology – to calculate and prepare accounts, process payments, maintain patient

records Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBMED303A Maintain patient records Medical administration


BSBMED303A Maintain patient records

Unit Descriptor This unit specifies the outcomes required to maintain patient records within an existing medical records management system, under supervision.

Competency Field Business administration services

Domain Medical administration

The unit addresses identifying and clarifying the work role, accessing patient records, helping to maintain and archive records and monitoring performance. Tasks will be assigned by the system manager (such as a senior receptionist or practice manager) or as specified in a duty statement. Work undertaken will fully respect patient privacy and the confidentiality of their details.


The higher level unit, BSBMED401A Manage patient record-keeping system covers the management of the system within which this person works.



1.1 Own role and responsibilities within patient record keeping system are determined through consultation with relevant personnel or via organisational policy and procedures manual

1.2 Documented procedures for patient record keeping system are accessed and read for understanding

1. Identify and clarify own role and procedures for patient record keeping

1.3 Clarification is sought with relevant personnel of unclear or ambiguous procedures

2.1 Access to patient records is gained to facilitate patient visit

2.2 Following patient visits, records are checked for practitioners’ instructions related to follow-up action

2.3 Instructions are acted on

2. Access patient records

2.4 Patient files are stored following organisational policy and procedures

3.1 Checks are made of patient files 3. Help maintain records 3.2 Archiving of patient files is carried out as required



3.3 Patient files are transferred to another health facility upon appropriate request for patient information

4.1 Own role and responsibilities in maintaining patient records is monitored and reviewed to identify opportunities for improvements to system and own work practices

4. Monitor and review own role

4.2 Recommendations are made to relevant personnel for improvements to the established procedures and processes for patient records






• own supervisor • administrative manager • partners in business • health professionals

Relevant personnel for consultation may include:

• manager of facility

• referral to another health professional • request for a letter of referral to be prepared

Practitioners’ instructions may include:

• making further appointments with health professionals within the facility

• ensuring files are stored in correct order (alphabetical, numerical, alphanumeric)

• checking on specified dates • checking on a pre-determined cycle

Checks of file storage may include:

• ensuring files are neat, tidy and correct

• identification of files for archiving Archiving may include: • removal of files from system

Medical administration BSBMED303A Maintain patient records


• file storage using appropriate archiving options such as boxes, external storage facility, electronic scanning and imaging

• archiving on direction, and under supervision

Appropriate request for patient information refers to:

• legitimate request for patient information agreed to by patient and for purposes of furthering treatment regime with another health facility and within legislative requirements including the Privacy Act 2001, Freedom of Information Act and organisational policy and procedures

Evidence Guide The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency.

Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.


A person who demonstrates competence in this unit must be able to provide evidence that they have maintained a patient record-keeping system for a significant length of time, according to established procedures. On direction and under supervision, files will have been archived, the storage of files checked and transfers made. Performance of these functions will be under the supervision of a more senior person in the organisation such as administrative manager, practice manager or medical practitioner.


• occupational health and safety (OHS), for example: – manual lifting involved in function – ergonomics associated with related use of

computers and own work station • legislation, codes of practice and national standards,

for example: – Privacy Act 2001 – Freedom of Information Act – statutory regulations for records – specific legislation related to patient records

• organisation policies and procedures related to: – patient record keeping – privacy and confidentiality – access to records


• filing systems and record management processes



• ability to relate to people from a range of social, cultural and ethnic backgrounds, and physical and mental abilities

• filing skills


• communication skills, including receiving and clarifying instructions

• attributes might include: – attention to detail – thoroughness – orderliness – attention to privacy and confidentiality

requirements


The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit: Level (1) represents the competence to undertake tasks effectively Level (2) represents the competence to manage tasks Level (3) represents the competence to use concepts for evaluating and reshaping tasks

The bulleted points provide examples of how the key competencies can be applied for this unit.

• clarifying own role and responsibilities Communicating ideas and information (1) • clarifying procedures and instructions

• determining own role and responsibilities Collecting, analysing and organising information (1) • determining procedures to follow in organisation


• planning for accessing and replacing patient records within daily work routine

• working under supervision Working in a team (1) • working with health professionals using the records

system

Using mathematical ideas and techniques (–)

• not applicable

Solving problems (1) • solving problems related to misplaced records

• using word processing and other software associated with patient records system

Using technology (1)

• using assistive technology, if required

Innovation skills (1) • identifying improvements to own work practices and system

Medical administration BSBMED303A Maintain patient records


• patient records Products that could be used as evidence include: • improvements to own work practices and

recommendations made for system improvements

• how own role and responsibilities within patient record-keeping system were identified

• how clarification was sought on procedures for patient record-keeping system

• how required records to be accessed have been determined on daily basis

• how specific instructions from health professionals were carried out

• how records have been maintained and how cycle for maintenance was determined


• how improvements to own work practices and recommendations for system improvement were identified and passed on

• access to records system Resource implications for assessment include: • documented procedures



• that assessment may be through simulated project-based activity or actual maintenance of a patient record keeping system

• that this unit can be assessed alone or as part of an integrated assessment involving other relevant units. The following units are suggested:


– BSBCMN202A Organise and complete daily work activities

– BSBCMN204A Work effectively with others – BSBCMN206A Process and maintain workplace

information

Medical administration BSBMED304A Assist in controlling stocks and supplies


BSBMED304A Assist in controlling stocks and supplies

Unit Descriptor This unit specifies the outcomes required to provide assistance in stock control processes within a medical environment. This involves assisting in maintaining stock levels, storing stock, stocktaking, and disposing of out-of-date stock.



This unit covers assistance in controlling required levels of stocks and supplies in an enterprise or work area. The person offers assistance under supervision, and all work is undertaken in accordance within legislative requirements, Australian and industry standards and codes of practice and in line with organisational policies, procedures and specific requirements.


Managing the implementation of established stock control processes is covered by BSBMED402A Control stocks and supplies.



1.1 Own role in stock control processes is determined by consultation with manager or supervisor

1.2 Documented procedures for stock control are accessed and read for understanding

1. Determine own role in stock control processes


2.1 Stock levels are monitored against required levels 2.2 Stock is ordered in a timely manner or in

accordance with ordering cycles 2.3 Potential shortfalls in stock levels are identified and

action taken to ensure stock is replenished in a timely manner

2.4 Orders are checked against enterprise documentation and appropriate actions taken where any shortfall is identified

2. Assist in maintaining stock levels

2.5 Documentation for maintenance of stock levels is completed and stored



3.1 Stock is unpacked and checked against order, and for condition and currency

3.2 Damaged or missing stock is identified and action taken to replace it

3.3 Stock is stored according to established storage systems

3.4 Stock requiring specialised storage is identified and stored

3. Store stock

3.5 Stock is rotated to minimise stock reaching expiry or use-by-date

4.1 Assistance is provided in stocktaking to identify, count, move and locate items, and other actions as directed

4. Assist in stocktaking

4.2 Stocktaking documentation is completed and stored

5.1 Out-of-date stock is disposed of according to legislation and other industry specific requirements and under direction of supervisor

5. Assist in disposal of out-of-date stock

5.2 Required documentation of disposal of out-of-date stock is completed and stored






• levels of stock and supplies to be held on premises • cycles for stocktaking and stock rotation • specialised storage conditions for stock and supplies

Stock control processes may include:

• security arrangements for stock and supplies

A timely manner means: • ensuring continuity of supply

• contacting the supplier Actions taken to address shortfall in orders or damaged goods may include:

• reporting to supervisor to take action

Specialised storage may include: • refrigeration or keeping in a cool environment

BSBMED304A Assist in controlling stocks and supplies Medical administration


• security and special handling for dangerous goods • transfer to specialised containers for storage



A person who demonstrates competence in this unit must be able to provide evidence that they can, under supervision, ensure that required stock levels are maintained at all times and minimise wastage through stock and supplies becoming out-of-date. They must provide evidence that they can rotate stock, assist with a stocktake and dispose of out-of-date stock. The candidate, in this instance, will complete required tasks under direction and may work with others in undertaking this function. BSBMED402A Control stocks and supplies, addresses the competency for staff implementing stock control processes and supervising the work of others to assist in maintaining stock and supplies.


• occupational health and safety (OHS), for example: – safe handling of specific dangerous goods (as

relevant for enterprise) – manual handling

• legislation, codes of practice and national standards, for example:

– safe disposal of out-of-date stock – recording of stock usage of prescribed substances

and dangerous goods, where relevant • enterprise policies and procedures for stock control

including record keeping requirements:


– stock levels – stocktaking – disposal of out-of-date stock


• attributes include:


– honesty and ethics – thoroughness and attention to detail




The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit: Level (1) represents the competence to undertake tasks effectively Level (2) represents the competence to manage tasks Level (3) represents the competence to use concepts for evaluating and reshaping tasks The bulleted points provide examples of how the key competencies can be applied for this unit.

• clarifying requirements, directions with supervisor Communicating ideas and information (1) • communicating with suppliers


• accessing required information to effect tasks in stock control


• planning for regular stock rotation and stocktaking activities

• working with other team members to complete required stocktaking

Working in a team (2)

• working under supervision


• using required numerical skills to count stock and undertake stocktaking operations

Solving problems (1) • identifying potential problems with the supply of required stock and supplies and reacting accordingly to effect continuity of supply and in a timely manner

• completing required enterprise records using software systems


• using scanners and other stocktaking devices, where applicable

Innovation skills (–) • not applicable

• statement from supervisor relating to quality of work • documentation relating to maintenance of required

stock levels and ordering of stock and supplies • stocktaking reports • records for disposal of out-of-date stock


• documentation of contact with suppliers in the event of a shortfall in orders

• how stock and supplies have been ordered and checked


• how shortfalls in orders were addressed

BSBMED304A Assist in controlling stocks and supplies Medical administration


• how required records were made and maintained accurately

• how stock rotation and stocktaking was undertaken • how specialised storage requirements were met • how disposal of out-of-date stock has been effected

within legislative and enterprise requirements and under supervision

• access to workplace records and processes for stock control


• access to security arrangements for stock and supplies


• that at least three examples of activities undertaken by the candidate to assist in the control of stocks and supplies are provided


• that assessment may be through simulated project based activity or actual workplace activities


• that this unit can be assessed alone or as part of an integrated assessment activity involving other relevant units in the areas of medical administration, team work, production of documentation and record keeping as well as units from the Health Training Package

Medical administration BSBMED305A Apply the principles of confidentiality, privacy and security within the medical environment


BSBMED305A Apply the principles of confidentiality, privacy and security within the medical environment

Unit Descriptor This unit specifies the outcomes required to apply principles and requirements relating to confidentiality, privacy and security to own work within the medical environment.




This unit addresses working in a medical environment to maintain confidentiality, privacy and security as required under legislation and organisational policies and procedures. It covers working within accepted codes of conduct, and following confidentiality, privacy provisions and security provisions.



1.1 Work is reviewed and approved by a health practitioner or senior administrator who has delegated task/s

1.2 Records are kept up-to-date and tasks are completed as required, neatly, accurately and in a timely manner


1.4 Patients, colleagues and health practitioners are treated with respect

1.5 Matters related to health and raised by patients are referred back to medical practitioners

1.6 Care is taken to behave with honesty and integrity at all times

1. Work within accepted codes of conduct

1.7 Conflict of interest or potential conflict of interest is promptly communicated to manager or supervisor

2.1 Information and requests for information are assessed with regard to what is and what is not disclosable

2. Follow confidentiality and privacy procedures

2.2 Discretion and judgement are used in all communications

BSBMED305A Apply the principles of confidentiality, privacy and security within the medical environment Medical administration


2.3 Patient-related matters are discussed only within the confines of the facility and with appropriate personnel

2.4 Advice and clarification is sought with relevant personnel where potential confidentiality issues arise in dealings with patients, their families and others

3.1 Patient records and other confidential documentation are stored and secured appropriately

3.2 All documents required by legislation to be stored for certain periods of time are clearly labelled and stored securely according to organisational policies and procedures

3. Follow security procedures

3.3 Drugs, equipment and other materials requiring secure storage, and potentially posing an OHS threat to others, are stored securely at all times






• supervisor/manager • health practitioners • partners in the business


• other specialised staff

What is and what is not disclosable will be:

• determined by the Privacy Act 2001, the Freedom of Information Act, organisational policies and procedures, and guidelines in the practice manual and may include details of patients’ conditions, names and addresses of patients, financial information, passwords or security arrangements etc.

Advice and clarification may refer to instances such as where:

• a member of the patient’s family or another party seeks to obtain information that is confidential or private and is insistent that the information is provided






A person who demonstrates competence in this unit must be able to provide evidence that they have established work routines and habits that ensure the confidentiality, privacy and security of patient records, other documentation, drugs and potentially hazardous materials. The candidate, in this instance, will complete required tasks under direction and may work with others in undertaking this function. This unit is related to other units in this domain addressing patient record keeping and occupational health and safety.


• occupational health and safety (OHS) for example: – safe handling of specific dangerous goods (as



– Privacy Act 2001 – Freedom of Information Act – statutory regulations for records – specific legislation related to patient records


• enterprise policies and procedures for confidentiality, privacy and security




– honesty and ethics – integrity – confidentiality – security conscious – thoroughness and attention to detail

BSBMED305A Apply the principles of confidentiality, privacy and security within the medical environment Medical administration





• clarifying requirements, directions with supervisor Communicating ideas and information (1) • communicating with others in the workplace


• accessing required information to effect tasks


• planning own work routine to work within requirements for confidentiality, privacy and security

• working with other team members to complete tasks Working in a team (2) • working under supervision


• not applicable

Solving problems (1) • identifying potential problems with conflict of interest or instances where information requests might compromise confidentiality requirements

Using technology (1) • using software systems to complete records


• statement from supervisor relating to application of ethical requirements in the workplace

• documentation relating to own work routines • audits or checks undertaken • responses to questions relating to relevant legislation

and the impact on own work routine


• examples of actions taken in specific instances to maintain confidentiality, privacy and security

• how work quality has been ensured • how confidentiality, privacy and security have been

maintained


• how difficult situations that threaten to compromise confidentiality and privacy are/would be dealt with



• how guidance has been provided re confidentiality, privacy and security and clarification obtained on such matters when required

• access to workplace documentation Resource implications for assessment include: • access to third party reports



• that at least three examples of activities undertaken by the candidate to maintain confidentiality, privacy and security are provided


• that this unit can be assessed alone or as part of an integrated assessment activity involving other relevant units in the areas of medical administration, team work, production of documentation and record keeping as well units from the Health Training Package

BSBMED401A Manage patient record-keeping system Medical administration


BSBMED401A Manage patient record-keeping system

Unit Descriptor This unit specifies the outcomes required to manage a patient record system within a medical environment, and to supervise others. It covers clarifying roles and responsibilities, managing the operation of a patient records system, and reviewing and improving the system.



This unit addresses management of an existing record-keeping system (and sub-systems within the overall system), and may involve supervising the work of other personnel who implement the system and maintain patient records day-to-day. It also involves working with users of the system such as the health practitioners in the facility. The unit does not cover the design of a new system, but does cover reviews and improvements to an existing system.


BSBMED303A Maintain patient records, covers the day-to-day implementation of the system



1.1 Policies and procedures for patient records are accessed

1.2 Relevant personnel are consulted about how the system operates

1.3 Roles and responsibilities for the system operations are determined

1. Clarify how patient records system operates

1.4 Roles and responsibilities for system operations are communicated to relevant personnel

2.1 Supervision of staff maintaining patient records is provided

2.2 Staff maintaining patient records are provided with training as required

2.3 Staff using patient records are regularly consulted about system efficacy

2.4 Integrity of patient records is maintained 2.5 Security of patient records is maintained

2. Manage operation of patient records system

2.6 Importance of confidentiality of patient records is stressed to all staff, including self, who handle or have access to patient files

Medical administration BSBMED401A Manage patient record-keeping system


2.7 Authorisation of transfer of records from facility is provided

2.8 Records are archived as appropriate

3.1 Implementation of the system is monitored and reviewed to identify improvements

3.2 Recommendations are made to relevant personnel for system improvements

3.3 Approved recommendations are implemented 3.4 Staff maintaining patient records are supervised to

implement changes

3. Review and improve patient records system

3.5 Any required training for staff to implement changes made to system is planned and delivered in a timely manner






• the CEO, director or manager of the business • partners in the business • external bodies including peak industry

organisations • health professionals using the system • reception staff


• staff managing patient records

• formal training • documentation of procedures and processes

Supervision may include:

• coaching/mentoring

Authorisation of records: • occurs only within organisational policy and according to relevant laws



Evidence Guide

The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency.



A person who demonstrates competence in this unit must be able to provide evidence that they have managed the patient record-keeping system for a significant period of time. This may involve supervising others to maintain records on a day-to-day basis.


• OHS, for example, specifically: – manual lifting involved in function – ergonomics associated with related use of

computers and own work station • legislation, codes of practice and national standards,

for example: • privacy and confidentiality acts • statutory regulations for records • specific legislation related to patient records • enterprise policies and procedures related to:

– patient record keeping including archiving and records transfer

– privacy and confidentiality – access to records


• filing systems and record management processes

• ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities

• supervision skills: – supervising staff assisting with maintenance of

patient records • continuous improvement skills:

– reviewing procedures – identifying improvements – implementing improvements

• attributes might include:


– attention to detail

Medical administration BSBMED401A Manage patient record-keeping system


– thoroughness – orderliness – attention to privacy and confidentiality

requirements




• communicating procedures to staff assisting in maintaining system

• negotiating improvements to system


• communicating improvements to system


• determining system policies and procedures where these are not documented


• arranging transfers of records and archiving

• supervising other staff Working in a team (2) • working with health professionals who are users of

system


• not applicable

Solving problems (1) • solving problems related to users of the system in conflict with established procedures for records use and management

Using technology (1) • using word processor and software associated with patient records system where applicable

Innovation skills (1) • identifying improvements to system

• patient records currently in use • archived patient records


• improvements documented for system

• how staff maintaining records were supervised • how health professionals were serviced and guided

in their use of patient records


• how lost or misplaced records have been located



• how system has been designed for maximum effectiveness and efficiency

• how improvements to system have been identified and implemented

• access to records system Resource implications for assessment include: • documented procedures



• that assessment may be through simulated project-based activity or actual implementation and management of a patient record keeping system of

• that this unit can be assessed alone or as part of an integrated assessment involving other relevant units. The following units are suggested:

Integrated competency assessment:

– BSBRKG301A Control records – BSBRKG302A Undertake disposal – BSBRKG304A Maintain business records – BSBFLM406A Implement workplace

information system

Medical administration BSBMED402A Control stocks and supplies


BSBMED402A Control stocks and supplies

This unit specifies the outcomes required to manage stock control processes in a medical environment and to supervise others carrying out tasks to implement these processes.

Unit Descriptor

It covers determining stock control processes, maintaining required stock levels, implementing stocktaking and stock rotation processes and effecting disposal of out-of-date stock.



This unit covers control processes for stocks and supplies in an enterprise or a work section in a larger organisation. All work is undertaken in accordance within legislative requirements, Australian and industry standards and codes of practice and in line with organisational policies, procedures and specific requirements.


This unit applies to someone who supervises the work of others undertaking activities such as stock rotation, disposal of out-of-date stock and some stocktaking activities and ensures that enterprise and legislative requirements are met. BSBMED304A Assist in controlling stocks and supplies covers the competency of staff assisting in implementing these processes under supervision.



1.1 Enterprise policies and procedures and regulations on stock control processes are accessed

1. Determine stock control processes

1.2 Relevant personnel are consulted to determine stock control processes

2.1 Required stock control levels are determined 2.2 Cycles for ordering of required stock are

determined and implemented 2.3 Contingency plans are established and

implemented for maintaining required stock levels 2.4 Staff assisting with maintenance of stock levels are

supervised

2. Maintain required stock levels

2.5 Documentation for maintenance of stock levels is completed and stored

BSBMED402A Control stocks and supplies Medical administration


3.1 Stocktaking and stock rotation procedures are established and implemented

3.2 Cycles for stocktaking and stock rotation are determined and implemented

3.3 Staff assisting with stocktaking and stock rotation are supervised

3.4 Up-to-date information relating to shelf-life of stock is accessed and communicated to staff assisting in stocktaking process

3. Implement stocktaking and stock rotation processes

3.5 Required documentation for stocktaking and stock rotation is completed and stored

4.1 Processes for identifying out-of-date stock are developed and implemented

4.2 Out-of-date stock is disposed of in accordance with regulations

4.3 Staff assisting with disposal of out-of-date stock are supervised

4. Effect disposal of out-of-date stock

4.4 Documentation for disposal of out-of-date stock is completed and stored

5.1 Implementation of stock control processes is monitored

5.2 Stock control processes are evaluated and reports prepared

5.3 Recommendations are made to appropriate personnel for improvements to stock control processes

5.4 Recommended changes to stock control processes are implemented

5. Review and improve stock control processes

5.5 Staff assisting with stock control processes are informed of changes and supervised to implement required changes








• a list of preferred suppliers • levels of stocks and supplies to be held on premises • cycles for stocktaking and stock rotation • specialised storage conditions for stocks and

supplies • security arrangements for stocks and supplies

Stock control processes may include:

• processes formulated by owners, managers and supervisors

• owners, managers and supervisors • specialist procurement personnel


• medical practitioners

• arrangements for alternative supply of stocks and supplies

Contingency plans may include:

• arrangements for delivery of stocks and supplies at short notice

Regulations may outline: • legislation and codes of practice for safe, secure and environmentally-friendly disposal of out-of-date stock and supplies

• managers, supervisors and management representatives

Appropriate personnel may include:

• personnel involved in managing the supply chain for the organisation






A person who demonstrates competence in this standard must be able to provide evidence that they can develop and implement stock control processes in the enterprise or work section to ensure stock levels are maintained and wastage through stocks and supplies going out-of-date is minimised.

This unit of competency applies to a person managing stock control processes and supervising the work of others carrying out tasks required to implement these processes.


• occupational health and safety (OHS), for example: – safe handling of specific dangerous goods (as



– safe disposal of out-of-date stocks – recording of stock usage of prescribed substances

and dangerous goods where relevant • enterprise policies and procedures for stock control

including record keeping requirements:


– stock levels – stocktaking – disposal of out-of-date stock


• contingency planning skills • attributes include:


– honesty and ethics – thoroughness and attention to detail






• determining stock control processes through consultation


• supporting other staff assisting with stock control processes

• accessing relevant regulations and enterprise guidelines with regard to stock control


• accessing information on alternative supply of stock and supplies in instances of short supply

• planning stocktaking and stock rotation Planning and organising activities (2) • planning and organising work of others associated

with stock control processes

• working with a team to complete required stocktaking


• supervising other staff assisting with stock control processes


• using required numerical skills to count stock and complete and check stocktaking operations

Solving problems (2) • solving problems arising in supply of required stock

• completing required enterprise records using software systems


• using scanners and other stocktaking devices, where applicable

Innovation skills (2) • identifying improvements to processes for stock control

• records of stock control processes • contingency plans • documentation of required stock levels and cycles

for ordering of stock and supplies • stocktaking cycles and stocktaking reports


• records for disposal of out-of-date stock



• how cycles for ordering stock and supplies were developed

• how required stock levels were determined • how staff assisting with stock control have been

trained and supported • how contingency plans were developed • how specialised storage requirements have been met


• how disposal of out-of-date stock has been effected within legislative and enterprise requirements

• workplace records and processes for stock control Resource implications for assessment include: • security arrangements for stock and supplies


• provision of at least one example of a stock control process being developed and implemented over a significant period is provided, during which staff were supervised to implement the stock control process. At least one evaluation of the stock control process, with reporting


• that assessment may be through simulated project based activity or actual development and implementation of marketing activities


• that this unit can be assessed alone or as part of an integrated assessment activity involving other relevant units in the areas of medical administration, leadership, production of documentation and record keeping as well as units from the Health Training Package


Purchasing Competency Standards

CONTENTS

BSBPUR301A Purchase goods and services.....................................344

BSBPUR401A Plan purchasing..........................................................349

BSBPUR402A Negotiate contracts.....................................................355

BSBPUR403A Conduct international purchasing ...............................360

BSBPUR501A Develop, implement and review purchasing strategies367

BSBPUR502A Manage supplier relationships ....................................374

BSBPUR503A Manage international purchasing................................379

BSBPUR504A Manage a supply chain...............................................387

BSBPUR301A Purchase goods and services Purchasing


BSBPUR301A Purchase goods and services

Unit Descriptor This unit specifies the outcomes required to determine purchasing requirements, and make and receive purchases.


Domain Purchasing

This unit covers low risk, low expenditure purchasing for an organisation using established and documented purchasing strategies, within which all purchasing activity is conducted. Some judgement may be required to make decisions in the implementation of purchasing strategies.


BSBPUR401A Plan purchasing and BSBPUR02A Negotiate contracts cover purchasing which may involve significant risk or significant expenditure.



1.1 Organisation’s purchasing strategies are read, understood and clarified as required

1. Understand purchasing and own requirements

1.2 Own role and limits are determined in consultation with relevant personnel

2.1 Purchase specifications are received from relevant personnel and clarified as required

2.2 Purchasing methods most appropriate to particular purchases are selected within limits of own role

2.3 Approvals for purchases are obtained as required 2.4 Quotations are obtained from suppliers as required

2. Make purchases

2.5 Suppliers are selected, orders placed and purchases made

3.1 Goods are received or arrangements are made to receive services

3.2 Relevant personnel are advised of receipt of purchases

3.3 Goods received are checked to ensure compliance with specifications

3.4 Action is taken to resolve non-compliance with specifications

3.5 Registration of new assets is facilitated

3. Receive purchases

3.6 Purchase records are filed and stored

Purchasing BSBPUR301A Purchase goods and services







• policies, procedures, guidelines and documentation formats for purchasing from suppliers including entities owned by the organisation, partners, alliance members and local and distant suppliers

• legal requirements and policies and procedures that underpin strategies and that are relevant to role

Purchasing strategies include:

• criteria for making purchasing decisions

• expenditure approval limits Limits may include: • approval processes for purchases

• internal users of purchased goods and services • owner and Board, as appropriate • CEO, managers, leaders, coordinators, supervisors,

other persons authorised to commit the organisation to purchases

Relevant personnel include:

• specialist personnel involved in purchasing, asset maintenance and finance

• written and/or verbal quotations • credit card purchases • written and/or verbal supply agreements • direct purchases from retail outlets • purchases using standing agreements or accounts

with suppliers • petty cash

Purchasing methods may include:

• online purchases

• purchase requests and orders • receipt advices for goods and services • invoices, statements and payment requests

Purchase records may include:

• petty cash vouchers



• corporate credit card transaction documentation • records of supplier performance



A person who demonstrates competence in this unit must be able to provide evidence that they have implemented the requirements of the organisation’s purchasing strategies to make low risk, low expenditure purchases.


• occupational health and safety (OHS) knowledge required to receive or facilitate the receipt of particular purchases

• awareness of legislation, codes of practice and national standards, for example: – Trade Practices Act – contract law – sale of goods legislation – consumer protection legislation

• organisation policy and procedures relating to:


– purchasing strategies – standard contracting arrangements – record-keeping systems related to purchasing and

assets – codes of ethics and conduct


• communication skills including: – written communication skills to document

purchases – verbal communication skills to liaise with

suppliers and end users of purchases • analytical and assessment skills to assess purchasing

options and offers


• use of software for:

Purchasing BSBPUR301A Purchase goods and services


– record keeping – report writing – data management




• communicating by phone, email or letters to arrange purchasing and supply


• negotiating with suppliers and others involved in purchasing

• accessing purchasing strategies Collecting, analysing and organising information (2) • analysing purchasing options including methods,

offers and sources of supply

• following defined processes to make purchases Planning and organising activities (1) • planning for logistics of purchasing

Working in a team (2) • working with suppliers and end users

• calculating costs Using mathematical ideas and techniques (1) • comparing offers in line with the requirements of

purchasing strategies

Solving problems (2) • solving problems of non-compliance with specifications

Using technology (2) • using computer software for purchasing • using assistive technology, if required



• purchasing records

• how own role has been understood and interpreted • how purchasing methods have been determined • how purchasing activity has complied with



• how purchasing documentation has been filed and stored




• access to organisation purchasing strategies


• at least ten examples of purchases made in line with purchasing strategies, using a range of purchasing methods


• that assessment may be through simulated project-based activity or actual purchasing


• that this unit can be assessed alone or as part of an integrated assessment activity involving other related units in executing simple contracts and customer service

Purchasing BSBPUR401A Plan purchasing


BSBPUR401A Plan purchasing

Unit Descriptor This unit specifies the outcomes required to prepare invitations to offer, identify suppliers, issue invitations to offer, and prepare purchase recommendations.


Domain Purchasing

This unit covers preparation for more complex purchasing agreements up to and including the point at which the organisation selects, without prejudice, a supplier. This is done with strict adherence to legal requirements and the organisation’s purchasing strategies, and traditionally by a purchasing officer. Processes beyond this point are covered by BSBPUR402A Negotiate contracts.


The purchasing role addressed in this unit is of a more complex nature than that specified in BSBPUR301A Purchase goods and services, and involves significant risk and/or significant expenditure and detailed legal and documentation arrangements.



1.1 Specifications for goods and services to be purchased are obtained from relevant personnel and clarified as required

1.2 Purchasing methods most appropriate to particular purchases are selected

1.3 Invitations to offer are prepared

1. Prepare invitations to offer

1.4 Approval of invitations to offer is obtained

2.1 Organisation’s records are reviewed for potential suppliers

2.2 Sources of supply are identified 2.3 Invitations to suppliers are made

2. Identify suppliers

2.4 Sources of supply are evaluated against requirements of purchasing strategies

3.1 Invitations to offer are distributed 3.2 Briefings are conducted as required

3. Issue invitations to offer

3.3 Clarification of issues arising is made with suppliers in line with purchasing strategies

BSBPUR401A Plan purchasing Purchasing


4.1 Offer documents are received from suppliers 4.2 Offer documents are assessed against requirements

of purchasing strategies 4.3 Further information is sought from suppliers as

required 4.4 Specialist expertise is obtained to assist with

evaluation as required 4.5 Offers are evaluated against requirements of

purchasing strategies 4.6 Shortlists of suppliers that make offers and who

meet purchasing criteria are prepared 4.7 Preferred offers are selected 4.8 Recommendations about preferred offers are made

for approval by relevant personnel

4. Prepare recommendations to purchase

4.9 Approval is obtained for recommended offers






• internal users of purchased goods and services • owner and Board • CEO, managers, leaders, coordinators, supervisors

and other persons authorised to commit the organisation to purchases



• written quotations • invitation of open or select tenders • direct purchases using supply agreements • electronic trading

Purchasing methods may include:

• direct negotiations



• specifications of goods and/or services required • criteria for selection of suppliers from offers

received • draft contracts and agreements • delivery schedules • requirements for off-site storage and warehousing • required supplier capacity

Invitations to offer may include:

• quality requirements

• the organisation’s documented strategies for purchasing, covering policies, procedures, guidelines and documentation formats for purchasing from suppliers including entities owned by the organisation, partners, alliance members and local and distant suppliers

• criteria for evaluating purchasing performance

• methodology for evaluating purchasing performance • different policies, procedures and strategies for

different dollar values of purchases • limits of authority to approve purchases • requirements for fairness and transparency in

purchasing


• organisational and industry codes of conduct and ethics

Clarification of issues may include:

• requests for further information about specifications not responded to, misinterpretations of specifications and supplementary/add on products or services

• requests about specifications not responded to, misinterpretations of specifications and supplementary/add on products or services

Further information may include:

• supplier briefings and presentations





A person who demonstrates competence in this unit must be able to provide evidence that they have used established purchasing strategies to produce and issue invitations to offer, identified a range of appropriate suppliers, issued invitations to offer, and prepared recommendations to purchase. Purchasing must involve significant risk and/or significant expenditure (that is, the purchasing might be significant risk and expenditure, high risk but low expenditure, or low risk but high expenditure).



– Trade Practices Act – contract law – sale of goods legislation – consumer protection legislation – legislation related to the import of goods and

services, where relevant

• all details of the organisation’s purchasing strategies


• product knowledge about the goods and services being supplied


• communication skills:

– verbal skills to negotiate and liaise with potential suppliers and relevant personnel

– written skills including report writing • software use skills • attributes include:


– attention to detail – ethical behaviour






• communicating with suppliers and relevant personnel in writing and verbally

• clarifying offers from suppliers


• negotiating with suppliers


• evaluating offers against requirements of purchasing strategies


• organising purchasing activity

• working with suppliers Working in a team (2) • working with relevant personnel who have

purchasing duties


• calculating financial aspects of purchasing activities

Solving problems (2) • solving problems and issues that arise during the evaluation and recommendation of suppliers

• using software for purchasing activities Using technology (2) • using word processing software to produce

documents • using assistive technology, if required


• invitations to offer • records about sources of supply • communications with potential suppliers to obtain

clarification of offers


• recommendations to purchase



• how specifications have been clarified • how purchasing methods were chosen • how issues arising from invitations to offer were

handled • how offer documents were assessed


• how preferred offers were selected


• access to organisation’s purchasing strategies and relevant purchasing records


• at least five examples of purchasing activities requiring the preparation of invitations to offer, the identification of suppliers, the issuing of invitations to offer, and the preparation of recommendations to purchase


• that assessment may be through simulated project-based activity or actual planning of supplier activities


• that this unit can be assessed alone or as part of an integrated assessment involving other relevant units in purchasing, risk management, project management, customer service and leadership/management

Purchasing BSBPUR402A Negotiate contracts


BSBPUR402A Negotiate contracts

Unit Descriptor This unit specifies the outcomes required to negotiate terms of contracts with suppliers, and prepare and finalise contracts.


Domain Purchasing

This unit covers the negotiation and formalising of more complex purchasing arrangements than those outlined in BSBPUR401A Plan purchasing. This unit is for people who do not necessarily have legal qualifications, and who negotiate contracts as part of a broader role which is traditionally that of purchasing officer.


The purchasing role addressed in this unit is of a more complex nature than that specified in BSBPUR301A Purchase goods and services, and involves significant risk and/or significant expenditure and detailed legal and documentation arrangements.



1.1 Advice is offered, and negotiations undertaken, without prejudice

1.2 Suppliers are advised of the organisation’s intent to accept their offers

1.3 Issues to be negotiated with supplier are identified 1.4 Desired outcomes, negotiation plans and schedules

for negotiations are determined 1.5 Negotiations are undertaken and agreements

reached with suppliers in accordance with plans

1. Negotiate terms of contracts with suppliers

1.6 Contract requirements are documented and negotiated to the satisfaction of the organisation and suppliers

2.1 Contracts are drafted using legal expertise as required

2.2 Draft contracts are distributed to relevant personnel and suppliers

2.3 Any discrepancies or disagreements are clarified and resolved to the satisfaction of all parties

2.4 Checks of the legality and validity of draft contracts are made

2. Prepare contracts

2.5 Approvals are obtained to sign contracts

BSBPUR402A Negotiate contracts Purchasing


3.1 Contracts are signed and exchanged between the organisation and suppliers

3.2 Contracts and related documents are stored and safeguarded

3.3 Relevant personnel are advised of contract requirements

3. Finalise contracts

3.4 Unsuccessful suppliers are advised of non-acceptance of offers






• issues relating to non-compliance with invitation to offer requirements

• issues relating to the form and specific requirements of contract documentation

Issues may include:

• issues relating to occupational health and safety (OHS) performance standards

• agreements for one-off or ongoing supply of goods or services

• electronic or paper-based agreements • agreements with Australian or overseas individuals,

contractors, corporations, individuals and government agencies

Contracts include:

• memoranda of understanding/agreement

• internal users of purchased goods and services • owner and Board • CEO, managers, leaders, coordinators, OHS

specialists, supervisors and other persons authorised to commit the organisation to purchases

Relevant personnel include:




Checks may include: • referring the contract to: – legal officer within organisation – purchasing manager – external legal representative for organisation



A person who demonstrates competence in this unit must be able to provide evidence that they have followed the requirements of the organisation’s purchasing strategies to negotiate contract terms with suppliers, prepare contracts and finalise contracts with suppliers. Purchasing must involve significant risk and/or significant expenditure (that is, the purchasing might be significant risk and expenditure, high risk but low expenditure, or low risk but high expenditure). Purchasing must also require detailed legal and documentation arrangements.



– Trade Practices Act – contract law – OHS – consumer protection legislation – legislation related to the import of goods and

services, where relevant • all details of the organisation’s purchasing strategies


• product knowledge about the goods and services being supplied including required OHS performance standards



– verbal skills to negotiate and liaise with suppliers and relevant personnel about contracts

– writing skills, including report writing

• software use skills



BSBPUR402A Negotiate contracts Purchasing








• negotiating with suppliers


• collecting, organising and using information to develop contracts


• organising negotiations

• working with suppliers Working in a team (2) • working with relevant personnel involved in

purchasing functions


• making supplementary calculations required for contract detail

Solving problems (2) • solving problems arising during contract negotiations

Using technology (2) • using relevant computer software programs • using assistive technology, if required


• negotiation plans • completed contracts and supporting documents


• feedback provided to unsuccessful suppliers

• how contracts have been negotiated • how legal and OHS expertise was accessed • how personnel were advised of contract finalisation


• how unsuccessful suppliers were advised



• access to organisation’s documentation and electronic records of purchasing activity


• access to organisation’s purchasing strategies


• at least three examples of contracts to procure goods and services involving significant risk, significant expenditure and detailed legal and documentation arrangements being negotiated


• that assessment may be through simulated project-based activity or actual work


• that this unit can be assessed alone or as part of an integrated assessment involving other relevant units in purchasing, risk management, project management, customer service and leadership/management

BSBPUR403A Conduct international purchasing Purchasing


BSBPUR403A Conduct international purchasing

This unit specifies the outcomes required to conduct international purchasing and covers the sourcing of potential suppliers, inviting offers, evaluating the offers received, preparing recommendations and contracting the successful supplier.

Unit Descriptor

It also covers arranging importation of the goods, including satisfying regulatory requirements, arranging required payments and ensuring all contractual obligations are met.


Domain Purchasing

This unit covers the application of skills and knowledge involved in conducting international purchasing of specified goods within workplace policies and procedures and regulatory frameworks.


The role will be carried out under minimal supervision with the support and assistance of a more senior person within the organisation.



1.1 Goods to be purchased internationally are identified

1.2 Potential sources of supply are researched from relevant information sources

1.3 Market structures for proposed purchases are examined

1.4 Regulations governing international purchasing are determined

1.5 Potential sources of supply are identified from research

1. Source international suppliers

1.6 Assistance and clarification is sought, as required, to determine and apply workplace policies and procedures and regulations governing international purchasing of specified goods

2.1 Specifications of requirements for international purchasing of specified goods are obtained from relevant personnel and clarified, as required

2.2 Purchasing strategy most appropriate to the proposed purchase is selected

2. Prepare invitations to offer for imported goods

2.3 Invitations to offer are developed and documented

Purchasing BSBPUR403A Conduct international purchasing


2.4 Invitations to offer are checked for compliance with regulations, organisation’s policies and procedures and description of required goods

2.5 Criteria for evaluating offers are developed and documented and approval sought and obtained for the documented criteria

2.6 Approval is sought for issuance of invitations to offer prior to issuance to prospective suppliers

3.1 Offer documents are received from suppliers 3.2 Offer documents are assessed against documented

criteria and requirements of purchasing strategies 3.3 Further information is sought from suppliers, as

required, to clarify offers 3.4 Specialist expertise is obtained, as required, to

assist with evaluation of offers 3.5 Offers are evaluated against purchasing criteria 3.6 Preferred offer is selected and recommendation

made for approval by relevant personnel

3. Prepare recommendations in response to offers

3.7 Approval is obtained for recommended offers

4.1 Contract with successful supplier is drafted 4.2 Legal expertise is accessed to ensure legality of

contract agreements 4.3 Contract is issued in accordance with approval

received

4. Action successful offers

4.4 Unsuccessful offers are informed of outcome of evaluation process

5.1 Risks in ownership and transport of goods from point of delivery to final destination are assessed

5.2 Relevant insurance cover is arranged 5.3 Agents are sourced as required to arrange

inspection, packing, transport, importation, customs clearance and delivery of goods into store

5.4 Statutory and regulatory requirements including fumigation and export/import controls are satisfied

5. Arrange importation of goods

5.5 Supply and logistics channels are managed to ensure delivery of goods is achieved satisfactorily and within designated timelines

6.1 Advice is obtained on payment strategy to be followed

6.2 Arrangements are made to initiate currency hedging, letter of credit or payment by direct cheque in accordance with advice received

6. Arrange provision of foreign currency payments

6.3 Payments are authorised at appropriate times



7. Ensure all contractual obligations are satisfied

7.1 Actions are taken to ensure that any non-compliance with contractual conditions and specifications is rectified






• trade or industry publications • Austrade and state/territory government departments

or agencies and chambers of commerce • existing databases of suppliers • international branches and affiliates of organisation • catalogues and directories

Information sources may include:

• internet


Regulations may include:

– Australian Customs Act – quarantine legislation – other Australian legislation relating to restrictions

and prohibitions on imports

• manager or other personnel within the organisation Assistance and clarification may be sought from: • external parties, for example, regulatory authorities

such as Australian Customs Service (ACS), Australian Quarantine Inspection Service (AQIS), customs brokers and Austrade

• technical descriptions of goods to be purchased • relevant quality parameters for goods • size, capacity and volume of individual items • quantities required • indications of price range to be paid • designated timelines

Specifications may include:

• packaging requirements



• any preferences for country of origin • cost structure • quality parameters • value adding offered by suppliers including technical

support and guarantees • availability and ability to meet designated timelines

Criteria for evaluating offers may include:

• clarity of offer

Approval may be sought and obtained from:

• own manager or purchasing manager within organisation

• expertise within organisation • regulatory bodies such as AQIS and ACS

Specialist expertise may include:

• customs brokers, freight forwarders, logistics and transport companies and consultants

Agents include: • customs brokers, freight forwarders, logistics and transport companies and consultants

• referral to more senior personnel within organisation, regulatory bodies and agents involved in arranging importation of goods

• imposition of fines or penalties

Actions may include:

• interventions by self



A person who demonstrates competence in this standard must be able to provide evidence that they have entered into and successfully executed contracts for international purchasing. Evidence will include preparation for purchasing in the form of sourcing international potential suppliers, developing and issuing invitations to offer, evaluating offers and actioning successful offer, arranging importation of goods and payment, and addressing issues of non-compliance with contractual conditions and specifications arising during process of importing goods.





– Australian Customs Act – Trade Practices Act – law of contracts – quarantine legislation – relevant other government and international

legislation relating to restrictions and prohibitions on imports

• organisation’s policies and procedures for international purchasing

• sources of information and assistance external to organisation, for example:

– regulatory authorities such as Australian Custom Service (ACS) and Australian Quarantine Inspection Service (AQIS)

– customs brokers – Austrade – state/territory government departments or agencies – chambers of commerce

• methods of payment applicable to international purchasing

• relevant insurance brokers and available types of policies to cover identified risks


• agencies involved in arranging importation arrangements such as customs brokers, freight forwarders, logistics and transport companies and consultants


• attention to detail and accuracy • probity and integrity • time management skills • written and verbal communication skills for

developing and documenting invitations to offer • skills in managing tasks across cultural and

geographic barriers


• risk assessment and management skills





• communicating verbally to liaise with suppliers and agencies arranging for importation of goods


• communicating in writing to produce required documentation

• accessing sources of information, assistance and support external and internal to own organisation


• determining regulatory requirements and ensuring compliance with these requirements


• organising purchasing across cultural and geographic barriers

Working in a team (2) • working with personnel within the organisation and within regulatory bodies and agencies arranging for importation of goods


• applying mathematical skills to calculate required payments for importation of goods

Solving problems (2) • addressing issues and problems arising during execution of contract and importation of goods

• using word processor or other software for document production

• using industry and organisationally specific software to manage international purchasing



Innovation skills (2) • developing and implementing process to procure goods internationally

• completed contracts for supply of goods subject to privacy and commercial-in-confidence provisions

• documented invitation to offer • documented criteria for evaluating offers • correspondence with successful and unsuccessful

suppliers


• notes and drafts made in completing required documentation



• how potential suppliers were identified • how invitation to offer was drafted and finalised • how criteria for evaluating offers were determined • how offers were evaluated • how contract was prepared for final checking by

legal expert • how arrangements were made for importation of

goods within regulatory framework • how payment method was determined and payment

made


• how problems and issues arising during purchasing process were addressed


• access to workplace documents and records

• requires that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment

• requires at least three examples of international purchasing made in line with purchasing policies and procedures, relevant regulations and for a range of purchasing methods, goods and suppliers

Validity and sufficiency of evidence:

• recommends that assessment is based on real life studies and that candidates not presently employed in a role that involves international purchasing make arrangements to work with an organisation or individual undertaking this role


• that this unit can be assessed alone or as part of an integrated assessment activity involving other related units in purchasing, international trade, contract management and related areas

Purchasing BSBPUR501A Develop, implement and review purchasing strategies


BSBPUR501A Develop, implement and review purchasing strategies

Unit Descriptor This unit specifies the outcomes required to develop, implement and evaluate an organisation's purchasing strategies, and implement improvements to those strategies.


Domain Purchasing


The strategies developed as part of this process detail the organisation's policies, guidelines and procedures for purchasing. A senior purchasing officer or purchasing manager traditionally undertakes these functions.



1.1 Industry benchmarks for purchasing are researched and analysed for suitability to organisation

1.2 Organisation’s purchasing data and information are analysed

1.3 Consultations are undertaken with relevant stakeholders and personnel to inform development of purchasing objectives

1.4 Purchasing objectives in line with organisation’s goals are drafted

1. Determine purchasing objectives

1.5 Approval is gained from relevant personnel for purchasing objectives

2.1 Purchasing strategies are developed, taking into account legal requirements and purchasing objectives

2.2 Purchasing criteria include the five rights 2.3 Human resource, financial and other plans are

developed to implement purchasing strategies 2.4 Approval is gained for plans to implement


2. Develop purchasing strategies

2.5 Changes resulting from approval process are made to plans and strategies, as required

3.1 Purchasing strategies are communicated to relevant personnel and stakeholders

3. Implement purchasing strategies

3.2 Resources needed to implement purchasing strategies are accessed

BSBPUR501A Develop, implement and review purchasing strategies Purchasing


3.3 Support is provided to implement purchasing strategies

3.4 Implementation of purchasing strategies by the organisation is monitored

3.5 Problems and issues arising during implementation are identified and addressed

3.6 Reports are provided to relevant personnel and stakeholders on implementation of purchasing strategies

4.1 Implementation of purchasing strategies is reviewed

4.2 Improvements to purchasing strategies are identified from review process

4.3 Approval is gained to implement improvements to purchasing strategies

4.4 Improvements are communicated to relevant stakeholders and support is provided to implement improvements

4. Evaluate purchasing strategies and implement improvements

4.5 Implementation of improvements is monitored and reviewed to determine effectiveness of improvements






• clients and customers Relevant stakeholders may include: • tenderers, suppliers and contractors

• internal users of purchased goods and services • owners and Board members • CEO, managers, leaders, coordinators and

supervisors • staff in own work section, team members and

colleagues


• relevant staff in other work sections



• policies, procedures, guidelines and documentation formats for purchasing from suppliers including entities owned by the organisation, partners, alliance members and local and distant suppliers

• criteria for evaluating purchasing performance • methodology for evaluating purchasing performance • key performance indicators for purchasing • different policies, procedures and strategies for

different dollar values of purchases • limits of authority to approve purchases • requirements for fairness and transparency in

purchasing


• organisational and industry codes of conduct and ethics

• issues in relation to: – access and equity – codes of practice – data collection, storage and retrieval – ethical conduct and governance – industrial relations – insurance – accreditation, licence, patent and copyright – operation, maintenance and service of tools,

equipment, plant and machinery – occupational health and safety – planning – privacy and confidentiality – professional development – standards (Australian and international)

Legal requirements may include:

– warranties

• right supplier: The five rights are: – due diligence requirements – demonstrable expertise and experience – evidence of past legal compliance – ethical conduct requirements – requirements to use organisations linked by

ownership, partnership, alliance or other arrangements

• right price: – value-for-money – cost/price analysis



• right quantity: – supply guarantees

• right quality: – confidentiality and probity requirements – measures to manage risk – key performance indicators – quality accreditation

• right time: – supply guarantees

• human, physical and other resources such as: – software systems – staff to undertake or assist with purchasing

Resources include:

– documentation required for purchasing, such as proformas, order forms, standard tender documentation and basic standard contracts

• training programs • written information including procedures and

internet or intranet-based information

Support may include:

• information sessions and briefings



A person who demonstrates competence in this unit must be able to provide evidence that they have developed for an organisation a purchasing strategy based on research that leads to documented purchasing objectives. The strategy should include policy, procedures, guidelines and documentation formats, and should have been approved and implemented in the organisation. The person must have monitored implementation of the strategy for a significant period of time, and evaluated the strategy and its implementation to ensure that purchasing objectives have been achieved.




• occupational health and safety (OHS) issues relevant to goods and services purchased by the organisation

• legislation, codes of practice, national and international standards, for example:

– Trade Practices Act – contract law – sale of goods legislation – legislation related to the import of goods and

services, if relevant • organisation policies and procedures related to:

– purchasing – contracting and tendering – business terms and conditions for purchasing,

tendering and contracting – ethical behaviour

• product knowledge related to goods and services required by the organisation

• information about industry benchmarks for purchasing, including information from:


– peak bodies and industry associations – Australian Standards


• verbal skills for negotiating and liaising with suppliers and relevant stakeholders

• writing skills to document policies and procedures • skills in framing a budget for purchasing • monitoring, review and evaluation skills • attributes include:


– attention to detail and thoroughness






• communicating in writing and verbally to consult with relevant stakeholders

• promoting strategies across the organisation and to relevant stakeholders


• documenting policy and procedures

• researching industry benchmarks and purchasing needs of organisation


• analysing purchasing needs to develop strategies

• planning consultations and initial research Planning and organising activities (2) • planning implementation of strategies, monitoring

and evaluation processes

Working in a team (2) • working with other relevant personnel and stakeholders


• making budget and resource calculations

Solving problems (2) • solving problems arising during implementation of strategies

• using software required for purchasing • using word processing software to produce

documents



Innovation skills (2) • identifying improvements to purchasing practices during review and evaluation of strategies

• research notes from process to develop purchasing objectives

• documented purchasing objectives • documented purchasing strategies and plans


• evaluation report and identified improvements to purchasing strategy



• how purchasing objectives were determined • how purchasing strategies, policies, procedures and

guidelines were developed • how approval was gained for purchasing strategies • how strategies were implemented across the

organisation • how implementation of strategies was monitored • how purchasing strategies were reviewed


• how review results were implemented


• access to organisation’s purchasing policy, guidelines, procedures and records


• at least one example of strategies to address all the purchasing requirements of an organisation, based on research. Strategies should be developed, implemented and evaluated, and improvements implemented


• that assessment may be through simulated project-based activity or actual work


• that this unit can be assessed alone or as part of an integrated assessment involving other relevant units in purchasing, risk management, project management, policy development and leadership/management. In particular, it can be assessed with BSBPUR502A Manage supplier relationships

BSBPUR502A Manage supplier relationships Purchasing


BSBPUR502A Manage supplier relationships

Unit Descriptor This unit specifies the outcomes required to manage relationships with suppliers of larger purchases or multiple smaller purchases, where the relationship is of some significance to the organisation. It covers managing purchasing agreements, resolving disagreements with suppliers, finalising agreements, and reviewing the performance of suppliers.


Domain Purchasing


A senior purchasing officer or purchasing manager traditionally undertakes this function.



1.1 Suppliers’ performance is monitored throughout the duration of agreements

1.2 Risks identified in risk management plans are monitored and managed throughout the duration of agreements

1.3 Potential and actual performance issues are identified and addressed

1.4 Amendments to agreements as a consequence of addressing performance issues are negotiated and resolved

1.5 Approval is sought and obtained for amendments

1. Manage purchasing agreements

1.6 Approved amendments are communicated to suppliers and relevant personnel

2.1 Disagreements with suppliers are investigated to identify validity and causes

2.2 Disagreements are negotiated and resolved 2.3 Amendments to agreements as a consequence of

the resolution of disagreements are documented 2.4 Approval is sought and obtained for amendments

2. Resolve disagreements with suppliers

2.5 Approved amendments are communicated to suppliers and relevant personnel

3.1 All supplier obligations are confirmed as having been met prior to agreements being finalised

3. Finalise agreements

3.2 On completion, purchasing agreements are finalised

Purchasing BSBPUR502A Manage supplier relationships


3.3 Arrangements to finalise agreements are documented

4.1 Supplier performance is evaluated against the requirements of purchasing agreements

4.2 Suppliers are informed of evaluation outcomes as required

4. Review performance of suppliers

4.3 Recommendations about future use of suppliers are made to relevant personnel






• conditions set out in a contract, memorandum of understanding or other documented agreement

Agreements may include:

• all conditions applying from commencement to completion and closure of agreement

Risk management plans may include:

• documentation of outcomes of risk analysis, including occupational health and safety, and how risks are to be addressed

• internal users of supplied goods and services • CEO, managers, leaders, coordinators, OHS

specialists and supervisors


• personnel involved in purchasing

• delivery schedules • costs, fees and prices • quality of goods or services, including OHS

performance standards • interpretations of specifications detailed in

documents on which agreements are based

Disagreements can be about:

• interpretations of terms and conditions detailed in agreement



• at end of fixed time period • after agreed number or volume of items have been

supplied

Completion of purchasing agreement may be:

• mutually-agreed time, including prior to that specified in agreement

• to renew agreement for further purchasing • to seek new sources of supply

Recommendations may include:

• to file relevant supplier details for future reference



A person who demonstrates competence in this unit must be able to provide evidence that they have successfully managed relationships with suppliers, in line with the organisation’s purchasing strategies, over the life of specific purchasing agreements.


• occupational health and safety (OHS) issues in relation to organisation's purchasing arrangements

• legislation, codes of practice and national standards: – Trade Practices Act – contract laws – sales of goods legislation – OHS legislation and that related to the import of

goods and services, if relevant • organisation’s policies and procedures related to:

– purchasing – tendering and contracting – conduct and ethics – OHS

• product knowledge about goods and services being supplied, including expected OHS performance


• monitoring, review and evaluation methodologies



• verbal skills for negotiating and liaising with suppliers and relevant personnel

Purchasing BSBPUR502A Manage supplier relationships


• writing skills for reports and other documents • attributes include:







• negotiating amendments and resolving disagreements

• analysing risks and developing options to address risks


• monitoring agreements

• managing purchasing activity Planning and organising activities (2) • planning for finalising agreements

• working with suppliers Working in a team (2) • working with other purchasing personnel


• making financial calculations about purchasing activities

Solving problems (2) • solving problems and disagreements during the life of agreements

• using software required for purchasing agreements • using word processing software to produce

documents



Innovation skills (2) • identifying improvements to purchasing practices

• documented amendments to agreements • documented arrangements to finalise agreements


• supplier performance evaluation documentation

• how purchasing agreements have been monitored and managed


• how disagreements were resolved with suppliers



• how supplier performance have been reviewed

• access to organisation’s documentation and electronic records of purchasing activity


• access to organisation’s policy and procedures for purchasing


• at least five purchasing agreements managed, any disagreements satisfactorily resolved, agreements finalised and the performance of suppliers reviewed


• that assessment may be through simulated project-based activity or actual management of supplier relationships


• that this unit can be assessed alone or as part of an integrated assessment involving other relevant units in risk management, project management, customer service and leadership/management. In particular, it can be assessed with BSBPUR501A Develop, implement and review purchasing strategies

Purchasing BSBPUR503A Manage international purchasing


BSBPUR503A Manage international purchasing

Unit Descriptor This unit specifies the outcomes required to manage international purchasing of specific goods within workplace policies and procedures and regulatory frameworks.


Domain Purchasing

The tasks involved in managing international purchasing will cover the development and implementation of relevant strategies, undertaking complex international purchasing functions, determining strategies for payment and logistics, arranging barter and countertrade options, and the review and implementation of improvements to international purchasing strategies.


The role will include supporting the work of other employees carrying out international purchasing functions.



1.1 Strategic implications for the organisation’s international purchasing are researched and analysed

1.2 International market structures are researched

1.3 Export requirements of supplier country are researched and analysed

1. Develop and document strategies for international purchasing

1.4 Organisation’s strategies for international purchasing are drafted and submitted for approval

2.1 International purchasing strategies are communicated to relevant personnel and stakeholders

2.2 Support is provided to stakeholders to implement international purchasing strategies

2.3 Implementation of international purchasing strategies is monitored within the organisation

2. Implement international purchasing strategies

2.4 Problems and issues arising from implementation of international purchasing strategies are identified and addressed

3. Undertake more complex international purchasing

3.1 Export markets and cultural considerations having a potential impact on international purchasing are researched and appropriate markets chosen

BSBPUR503A Manage international purchasing Purchasing


3.2 International legal requirements on sale of goods and Australian regulatory controls applicable to imports into Australia are researched and applied as appropriate

3.3 Relevant INCO terms and trade terms are applied

3.4 Exception clauses to business conditions are drafted

3.5 Any discrepancies are clarified and resolved to the satisfaction of all parties

3.6 Draft contract is prepared and legal expertise accessed to check legality of contract agreement

4.1 Financial risk management is analysed and available controls implemented

4.2 Source and availability of funds for payment are identified

4.3 Currency payment methods – hedging, letters of credit, and payment by cheque upon/after shipment are researched and analysed

4.4 Currency payment methods are selected

4. Determine payment strategies

4.5 Expenditure phasing is planned and implemented

5.1 Strategic implications of arranging specific barter or countertrade are researched and analysed

5.2 Suppliers willing to engage in international barter or countertrade are determined

5.3 Commercial conditions for proposed barter or countertrade are negotiated and agreement reached with partners

5.4 Draft contract is prepared and legal expertise accessed to check legality of contract agreement

5.5 Contracts are approved and issued

5. Arrange barter or countertrade

5.6 Any disagreements and discrepancies are investigated and resolved to the satisfaction of all parties

6.1 Requirements for pre-shipment inspection are ascertained and arrangements made

6.2 Shipping and other transport risks and facilities are researched and analysed

6. Determine logistics strategies

6.3 Regulatory compliance requirements for importation into Australia are researched and analysed

6.4 Logistics strategies for the organisation are developed to take account of appropriate transport, insurance and regulatory compliance requirements

6.5 Approval is gained from relevant personnel for implementation of logistics strategies



7.1 Implementation of international purchasing strategies is reviewed

7.2 Improvements to international purchasing strategies are identified from the review process

7.3 Approval is gained to implement improvements to international purchasing strategies

7.4 Changes are communicated to relevant stakeholders and support provided to implement improvements

7. Evaluate international purchasing strategies and implement identified improvements

7.5 Implementation of changes is monitored and reviewed to determine effectiveness of improvements






• economic and financial implications • business risks • compliance requirements • establishment of overseas branches and agencies or

representatives

Strategic implications may include:

• knowledge and information requirements

• compliance with legislation • tariffs, quotas, trading agreements and international

treaties

Export requirements refers to:

• business processes and practices of supplier country

• values, beliefs and attitudes • perception of Australia • business processes and practices within supplier

country

Cultural considerations may include:

• culturally appropriate communication styles

• international trade agreements and treaties International legal requirements may include: • international law



• legislation applicable to supplier country

• Australian Customs Service (ACS) requirements • Australian Quarantine Inspection Service (AQIS)

requirements • Australian Taxation Office requirements • requirements of other government departments and

agencies

Australian regulatory controls may include those applicable to:

• Trade Practices Act

INCO terms refer to: • the set of international rules for the interpretation of trade terms published by ICC (International Chamber of Commerce) and applied to imports and exports to specify transportation and payment conditions

• insurance • guarantees • specifying a particular currency for payment • selection or rejection of particular payment methods

Controls may include:

• other strategies to minimise or transfer risk

Barter refers to: • the simultaneous exchange of goods between the importer and exporter

Countertrade refers to: • a trading transaction where export sales to a particular market are made on the condition that imports from that particular market are accepted in return

• checks of condition of goods prior to shipment Requirements for pre-shipment inspection may include: • checks made of quality, packaging (including

condition of containers), quantities, labelling of goods and containers and separation of goods to comply with Australian regulations such as Dangerous Goods Act

• fumigation and quarantine regulations • labelling requirements • separation of goods to comply with Australian

regulations such as Dangerous Goods Act

Regulatory compliance requirements may include:

• legislation and regulations related to prohibited imports





A person who demonstrates competence in this standard must be able to provide evidence that they have managed international purchasing within the organisation. Evidence will include the provision of support to less senior personnel involved in international purchasing; development and implementation of international purchasing strategies; undertaking complex international purchasing (including selecting and arranging for payment, logistics, and compliance with overseas, international and Australian legislation and regulations); and reviewing and making improvements to documented strategies for international purchasing.



– Australian Customs Act – Trade Practices Act – law of contracts – quarantine legislation – relevant other government and international

legislation relating to restrictions and prohibitions on imports

• organisation’s policies and procedures for international purchasing

• contracting requirements • international markets and cultural considerations

relevant to purchasing in supplier countries • sources of information and assistance external to

organisation, for example: – regulatory authorities, such as ACS and AQIS – customs brokers – Austrade – state/territory government departments or

agencies – chambers of commerce


• methods of payment applicable to international purchasing, including barter and countertrade

• INCO terms • relevant insurance brokers and available types of

policies to cover identified risks



• agencies involved in arranging importation arrangements such as customs brokers, freight forwarders, logistics and transport companies and consultants


• attention to detail and accuracy • analysis skills • problem-solving skills • negotiation and verbal communication skills in a

cross cultural context and within organisation • time management skills • written communication skills for developing and

documenting strategies, drafting contracts and producing required documentation

• skills in managing tasks across cultural and geographic barriers


• risk assessment and management skills



• communicating verbally to liaise with suppliers, agencies arranging for importation of goods, colleagues and reportees within organisation involved in international purchasing


• communicating in writing to produce required documentation, including draft contracts and purchasing strategies

• accessing sources of information to inform process of international purchasing


• determining regulatory requirements and managing compliance with these requirements

• organising purchasing across cultural and geographic barriers


• managing work of colleagues and reportees involved in international purchasing



Working in a team (2) • working with personnel within the organisation and within regulatory bodies and agencies arranging for importation of goods


• applying mathematical skills to calculations involved in international purchasing

Solving problems (2) • addressing issues and problems arising during execution of contract and importation of goods

• using word processor or other software for document production

• using industry and organisationally specific software to manage international purchasing



Innovation skills (2) • developing international purchasing strategies and improving these strategies through review process

• documented international purchasing strategies • completed contracts for supply of goods subject to

privacy and commercial-in-confidence provisions • documents demonstrating compliance requirements

have been met • reviews undertaken of international purchasing

strategies and identified improvements


• notes and drafts made in completing required documentation

• how international purchasing strategies were developed, implemented and reviewed

• how complex international purchasing has been managed

• how logistics and payment options for international purchasing were selected and implemented

• how international purchasing was managed to ensure compliance with Australian, international and overseas legislation, conventions and codes of practice

• how contracts were prepared for final checking by legal expert


• how problems and issues arising during purchasing process were addressed


• access to workplace documents and records



• requires that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment

• requires at least two examples of complex international purchasing:

– made in line with purchasing policies and procedures and relevant regulations, and

– for a range of purchasing methods, goods and suppliers, and

– including contracts for purchases made • requires documented international purchasing

strategies and improvements made to these strategies as a result of monitoring and reviewing implementation of the strategies

Validity and sufficiency of evidence:

• recommends that assessment is based on real life studies and that candidates not presently employed in a role that involves managing international purchasing make arrangements to work with an organisation or individual undertaking this role


• that this unit can be assessed alone or as part of an integrated assessment activity involving other related units in purchasing, international trade, contract management and related areas

Purchasing BSBPUR504A Manage a supply chain


BSBPUR504A Manage a supply chain

Unit Descriptor This unit specifies the outcomes required to manage a supply chain, including the relationships between an organisation and its supply and demand partners along the chain. It covers implementing a demand-driven supply chain management strategy, managing the supply chain, and evaluating and improving supply chain effectiveness.


Domain Purchasing


A senior purchasing officer or purchasing manager traditionally undertakes the function.



1.1 Responsibility for supply chain management within the organisation is assigned in accordance with supply chain management strategy

1.2 Technology and software for implementation of the supply chain management system is accessed and operationalised within the requirements of the strategy and budgetary allocation

1.3 Policies and procedures are designed to guide business relations and operations in accordance with the strategy

1.4 Supporting business processes are designed or re-designed to support implementation of the strategy

1. Implement demand-driven supply chain management strategy

1.5 Support is provided to staff, customers and supply chain to assist in implementation of the supply chain management strategy

2.1 Communication and information exchange with strategic partners and suppliers is managed in accordance with the supply chain management strategy

2. Manage supply chain

2.2 Collaboration with supply chain organisations is facilitated to determine demand at each level of the supply chain in accordance with the supply chain management strategy

BSBPUR504A Manage a supply chain Purchasing


2.3 Sales and payments are managed in accordance with supply chain and risk management strategies, and legal and ethical requirements

2.4 Actions to build trust and foster a supply chain culture are implemented in accordance with the supply chain management strategy

2.5 Opportunities are identified to adjust policies and procedures to respond to the changing needs of customers, supply chain and the organisation

3.1 Demand chain management and supply chain management are monitored in accordance with the supply chain management strategy

3.2 The effectiveness of the supply chain is reviewed with each level of the supply chain, including staff and customers and areas identified for improvement

3.3 Business data and reports are used to compare outcomes, budgets, timelines and forecasts to actual performance

3.4 Technology performance is reviewed and recommendations made for improvements to hardware, software and/or their use in accordance with strategy and budget

3. Evaluate and improve supply chain effectiveness

3.5 Feedback and evaluation results are used to plan and improve future supply chain management strategies






Supply chain management is: • management of the entire cycle from raw materials to producers, component suppliers, manufacturers, wholesalers, third party service providers, retailers, customers and recyclers, plus freight, distribution and cash flow

• data input Supporting business processes may include: • administration



• ordering • delivering and receiving • accounting • payments

• policies, procedures and guidelines • intranet site information • workshops, briefings and training programs • written documentation in the form of manuals, help

books, protocols, etc • provision of a help-desk or contact persons

Support to staff and others may include:

• mentoring and coaching arrangements

Demand chain management is: • a collaborative process that involves determining how much product needs to be produced at each level of the supply chain through to the end consumer

• the role of ‘middlemen’ or other middle supply chain elements being reduced or made redundant as newer more efficient supply chain methodologies and technologies are implemented

Improvement in the supply chain may include:

• new value being created between producers and consumers



A person who demonstrates competence in this standard must be able to provide evidence that they have managed a demand-driven supply chain for an organisation, based on the supply chain management strategy of that organisation. This would include: setting up systems, including technology, to implement the system; supporting staff, customers and supply chain stakeholders to utilise the system effectively and efficiently; managing the supply chain to determine and meet demand and promote and facilitate use of the strategy; and evaluating the strategy to effect improvements to operation of the strategy to meet organisational needs in this area.




• occupational health and safety (OHS) legislation, for example:

– ergonomics of work station and keyboarding – specific OHS issues relevant to goods and

services purchased for the organisation • legislation, codes of practice and national and

international standards, for example: – Sale of Goods Act – Trade Practices Act – contract law – legislation related to importation of commodities,

if relevant • organisation policies and procedures related to:

– supply chain management – purchasing – contracting and tendering – business terms and conditions for purchasing,

tendering and contracting – ethical behaviour

• product knowledge related to goods and services required by the organisation


• ways to build trust and collaboration as opposed to competition



– verbal skills for negotiating and liaising with suppliers and relevant stakeholders

– written skills including documentation of policies and procedures associated with managing the strategy

• skills in supporting policy development and implementation

• monitoring, review and evaluation skills • use of appropriate technology, including software • attributes include:


– attention to detail and thoroughness – customer focused






• communicating in writing and verbally to consult with relevant stakeholders


• writing to document policy and procedures associated with management of supply chain

• evaluating effectiveness of supply chain management


• analysing supply chain needs to develop strategy


• planning implementation of supply chain management, monitoring, review and evaluation processes

• working with external customers and supply chain stakeholders


• working internally with other organisation personnel involved in purchasing functions


• calculating data for ordering, monitoring and review purposes

Solving problems (3) • applying problem-solving skills to issues arising during implementation and management of supply chain

• using hardware and software associated with supply chain activity

• using word processing software to produce documentation



Innovation skills (2) • identifying and implementing improvements to supply chain management practices

• documented supply chain management policy and procedures

• documentation produced to support others' use of the system


• strategies to promote and support system’s use



• identified improvements to supply chain management

• how supply chain management policies and procedures were developed

• how staff and others were supported to utilise the system

• how communication exchange was maintained with other users of the system

• how system was implemented and managed across supply chain

• how implementation of system was monitored


• how supply chain management was reviewed


• access to organisation’s supply chain management policies, guidelines, procedures and records



• that assessment may be through simulated project based activity or actual implementation and management of supply chain

• that this unit can be assessed alone or as part of an integrated assessment involving other relevant units in purchasing, risk management, project management, policy development and leadership/management. In particular, it can be assessed with:


– BSBPUR501A Develop, implement and review purchasing strategies

– BSBPUR502A Manage supplier relationships


Imported units of competency from other Training Packages for the

Purchasing Domain

CONTENTS

LGACOM409A Prepare Tender Documentation .....................................2

PSPPROC602A Direct the Management of Contracts ..............................7

PSPPROC702A Establish the Procurement Context ..............................12

THHGLE09B Manage workplace diversity .........................................17

LGACOM409A Prepare tender documentation Local Government Training Package


UNIT LGACOM409A PREPARE TENDER DOCUMENTATION

unit descriptor

This unit covers the scoping of contract services, preparation of tender documentation and calling of tenders

Field

Common Elective Units

ELEMENT PERFORMANCE CRITERIA 1 Identify the extent and nature

of services to be contracted 1 The scope of the services is

confirmed and reviewed to ensure parameters meet current requirements

2 Statutory and Council requirements are identified to determine options available

3 Detailed parameters are specified to enable a complete brief to be prepared

4 The extent of the contract package is determined

2 Select appropriate method for

tender 1 Area to be contracted is examined

2 Contract options are identified and analysed

3 Benefits, costs and opportunities of each option are identified

4 Appropriate contract option is selected

3 Prepare tender specifications

according to Council and Australian standards

1 Complete and detailed service specifications are prepared consistent with Council policy and Australian standards and based on a service profile and review

2 Legislative, occupational health and safety and risk management requirements are applied

Local Government Training Package LGACOM409A Prepare tender documentation


3 Quality assurance methods are applied to the preparation of service specifications

4 Service specifications are prepared in consultation with relevant staff that complement required outcomes

5 Details on methods, standards, materials, products, contractors and performance period are provided by quality service specifications, as applicable

4 Prepare evaluation criteria 1 A tender review panel or team is

selected from appropriate personnel 2 Criteria are established based on the

specifications, product and service required

3 Criteria are written clearly to enable bids to be compared

4 Criteria are ranked against Council procedures

5 Prepare tender document 1 Tender documents are prepared

clearly and concisely 2 Tender documents are prepared

which enable competitive pricing of products

3 Tender documents are designed to enable valid comparisons between tenders received

6 Invite tenders 1 Invitations are prepared based on the

type of tendering method used 2 Source list is prepared according to

Council procedures 3 Advertisement is prepared and placed

according to the tender method



RANGE OF VARIABLES

Application of this competency will vary according to the Council’s size, location, organisational structure, resources, state/territory statutory requirements, business/strategic plans, and policies and practices

Services works, function, provision, community expectations

Parameters budget range, Council resources, level of risk, Council

policy such as buy local

Tendering methodology lump sum, unit rate, partnership, services process

Tendering method expression of interest, public tender, invitation, verbal, written, in-house bid, select tender

Preparation of tender

documentation documentation developed using standardised format, plain English principles

Advertisement newspaper, in house, trade magazines, according to

Council policy

Legislative requirements WorkCover, risk management, occupational health and safety, equal employment opportunity, sexual harassment, public liability, professional indemnity, evidence of insurance cover, quality assurance

Tender documents general conditions, special clauses, technical

conditions, standard specifications, code of tendering, statutory declaration, evaluation criteria, drawings, implementation plan, legislative amendments, legal endorsement

Comparative statement matrix, data, criteria, compliance, score

Formalisation contract signing procedure, preliminary deposits

Evaluation previous projects, verification of quality accreditation, capacity, capability, risk, security, service

Local Government Training Package LGACOM409A Prepare tender documentation


EVIDENCE GUIDE

Critical aspects of evidence contract authorisation process undertaken appropriate advertisement placement production of required specifications production of conditions of contract industrial standard conditions of contract are applied confidentiality and probity observed for both in-house bids and/or external tenders

Interdependent assessment of

units Prerequisite units: nil

Co-requisite units: nil

Underpinning knowledge relevant Council policy and procedures, code of conduct quality assurance systems relevant Australian and industry standards statutory and Council tender requirements contractual processes industrial agreements statutory Council requirements tendering codes of practice national competition policy

Underpinning skills report and specification writing

qualitative and quantitative research analytical consultation with relevant personnel specification interpretation negotiation with relevant internal and external people observation of protocol and probity policies

Resource implications access to workplace or simulated case study that

provides the following resources: relevant Council policies/procedures, national competition policy information



Consistency in performance evidence will need to be gathered over time across a range of variables

Context of assessment on-the-job or in a simulated work environment

KEY COMPETENCY LEVEL EXAMPLE


2 design specifications

Communicate ideas and information

2 prepare service specification with relevant personnel

Plan and organise activities 1 prepare tender documents Work with others and in teams 2 establish tender review panel

Use mathematical ideas and techniques

1 identify costs of options

Solve problems 2 use discretion in dealing with tenderers

Use technology 1 use computer systems

National Public Services Training Package PSPPROC602A Direct the Management of Contracts


UNIT PSPPROC602A DIRECT THE MANAGEMENT OF CONTRACTS

Unit Descriptor This unit covers strategic management of contracts to effectively minimise risks and achieve value for money to meet an organisation’s core objectives.

Key Area Procurement and Contract Management


1 Manage the transition to a new contract

1 The requirements of the contract are discussed, clarified, and agreed by all parties

2 Responsibilities for establishing and carrying out procedures are assigned to achieve contract outcomes

3 Transition arrangements are confirmed and implemented

4 Effective communication strategies and processes are established and implemented to assist ongoing communication between stakeholders and suppliers

5 Effective performance measures are established

6 Risk management plan is updated in accordance with organisational policy and procedures

2 Manage the performance of the contract

1 Progress of the contract is monitored against set targets and performance measures to ensure success of the procurement activity

2 Should monitoring find that set targets and performance measures are not being met, action is taken to rectify performance in a timely manner

3 Advice and support are provided to solve problems, make improvements and maintain progress

4 Opportunities to improve procurement outcomes are sought and negotiated with suppliers

5 Any contract variation is negotiated in accordance with the terms of the contract and organisational policy and procedures

6 Contract variations agreed between the parties are documented and approvals gained

7 Opportunities are provided for stakeholders and

PSPPROC602A Direct the Management of Contracts National Public Services Training Package


Element Performance Criteria suppliers to have input to and receive feedback on progress during the performance of the contract

3 Manage the evaluation of the contract

1 Evaluation of contract performance is undertaken relative to planned performance measures and in consultation with stakeholders and suppliers

2 Conclusions are detailed against agreed criteria and provide a complete picture of performance of the supplier, the organisation’s procurement processes and value for money

3 Evaluation outcomes are documented in accordance with organisational requirements to assist improvement in future procurement activities

4 Suppliers and stakeholders are advised of evaluation outcomes in a timely manner in accordance with organisational guidelines

Range of Variables The Range of Variables provides information about the context in which the unit of competency is carried out. It allows for differences between States and Territories and the Commonwealth, and between organisations and workplaces. It allows for different work requirements, work practices, and knowledge. The Range of Variables also provides a focus for assessment and relates to the unit as a whole.

Stakeholders may include • end users • customers / clients • sponsors • potential providers/suppliers • current providers/suppliers • technical or functional experts or advisers • federal, state/territory and/or local government • the organisation • other public sector organisations • employees • unions or staff associations • industry bodies • local communities and society as a whole • lobby groups, special user groups

Monitoring may involve • progress meetings • visits to the supplier’s premises • provision of samples • regular progress reports from the supplier • independent audit • end user feedback



Evaluation of supplier performance may include

• strengths and weaknesses • client acceptance of service delivery (client

satisfaction) • achievements in meeting delivery and completion

dates • compliance with other contractual requirements • performance in relation to relevant policy objectives

such as industry development, care for the environment, occupational health and safety, and affirmative action

• achievement of the supplier in developing Australian and New Zealand supply networks

• general relationships including effectiveness of communication at all levels

• performance of key technical personnel • acceptability and cost of whole of life technical

support including lead times and availability of spares and maintenance services

• achievements in innovation and quality improvement programs

• acceptability and suitability for future agreements including potential status as an approved supplier

Evaluation of the organisation’s procurement

processes may focus on

• effectiveness of project management including the project plan and the responsibilities and accountabilities set out in it

• quality of the business case, as indicated by the achievement of planned outcome and the contribution to program objectives

• effectiveness of supplier qualification processes • value obtained in bid clarification and post-tender

negotiation • effectiveness of project management systems focusing

particularly on management information • effectiveness of risk management • methods for controlling variations in cost, time,

quality and performance from the initial planning to completion

• adequacy of safeguards against fraud, error and impropriety

• incidence of material losses due to waste or inefficiency

• overall performance in terms of cost, time, service and quality

Contract variation may include • modification of targets • performance measures • procurement plans • resourcing • monitoring and evaluation processes

PSPPROC602A Direct the Management of Contracts National Public Services Training Package


Value for money must reflect • whole of life program benefits • residual values • costs of parts • servicing and maintenance • industry benchmarks

Evidence Guide This Evidence Guide must be read in conjunction with the Assessment Guidelines for the National Public Services Training Package.

Critical aspects of evidence • integrated demonstration of all elements and their related performance criteria; and

• transition, performance and evaluation of contracts

• relevant legislation and procedures applied to the procurement process

Interdependent assessment of units Pre-requisite units: Nil

Co-requisite units: Nil

Co-assessed units: This unit may be co-assessed with any of the generalist public sector specific units at Diploma level or above. It is recommended that co-assessment occurs with some or all of the following units: PSPETHC501A Promote the Values and Ethos of Public Service; PSPLEGN501A Promote Compliance with Legislation in the Public Sector; PSPPOLI501A Manage Policy Implementation; PSPGOV501A Apply Knowledge of Government Systems; and PSPMNGT605A Manage Diversity

Underpinning knowledge

• Commonwealth, State/Territory, Local

Government procurement guidelines • procurement policies and practices • government procurement environment • financial rules and regulation requirements • legal requirements of government contracting • implications of particular contracting agreements • whole-of-life considerations • disposals considerations • procurement approval processes • strategic planning processes • procurement management processes • Law of contract • Trade practices law • Commercial law and relevant legislation • equal employment opportunity, equity and

diversity principles • financial and accounting issues relevant to the



contract Underpinning skills • project management skills

• financial and other resources management skills • communication skills, orally and in writing • cross-cultural competency, including gender and

disability • research skills • analytical skills • problem solving using conceptual and reasoning

skills • networking skills with clients, suppliers,

stakeholders and end users Resource implications assessment may involve reports from supervisors

and/or managers, reports from team members and references from clients

Consistency of performance evidence to be gathered over time across a range of variables

Context/s of assessment this competency may be assessed on-the-job or in a simulated work environment; holistic assessment; assessment by way of documented information and/or examples of personal work

KEY COMPETENCY LEVELS NB These levels do not relate to the Australian Qualifications Framework




Work with others and in teams




1 = use routine approaches; 2 = select from routine approaches; 3 = establish new approaches Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

PSPPROC702A Establish the procurement context National Public Services Training Package


UNIT PSPPROC702A ESTABLISH THE PROCUREMENT CONTEXT

Unit Descriptor This unit covers establishment of the strategic context in which the procurement process takes place. It includes organisational capability, development of supply markets and risk management.

Key Area Procurement and Contract Management

ELEMENT PERFORMANCE CRITERIA

1 Establish the strategic context

1 A knowledge of the legal, political and financial environment is applied

2 The relationship between the organisation and its procurement environment is examined and defined

3 Existing and potential stakeholders, and their strengths and weaknesses, are accurately identified

4 Information used to identify strengths, weaknesses, opportunities and threats is up-to-date, reflects emerging and predicted trends, and takes account of the possible future procurement interests and activities of the organisation

5 The organisation’s procurement strategies and plans are adjusted in light of information gathered, and comparative targets identified

6 The case for possible collaboration is supported by evidence, analysed for risks and is consistent with the plans and future direction of the organisation

2 Analyse, develop and monitor organisational capability to assist achievement of procurement outcomes

1 The organisation’s strengths, weaknesses, opportunities and threats are identified in light of internal and/or external factors and the procurement mission statement and strategic goals

2 Analyses of organisational capability take into account possible future procurement interests and activities of the organisation, its supply markets, collaborators and other organisations

3 Suggestions for improvements to existing organisational structures and procurement systems are realistic and achievable and will aid achievement of the procurement mission statement and strategies

National Public Services Training Package PSPPROC702A Establish the procurement context


ELEMENT PERFORMANCE CRITERIA drawn from both internal and external stakeholders

4 Consultation on proposed improvements takes place with those affected in time for their views to be taken into account

5 Proposed improvements are justified on the basis of known internal and/or external factors and take into account the needs and expectations of stakeholders

6 Improvements are implemented in time to meet new circumstances

7 Practical requirements for implementing improvements are comprehensively defined and communicated to those affected

8 Difficulties associated with implementing improvements are identified as early as possible in order to minimise their effect

9 Implemented improvements to organisational structures and procurement systems are monitored, reviewed and modified as required to assist achievement of procurement outcomes

3 Know, influence and develop supply markets to assist achievement of procurement outcomes

1 Problems, limitations and new opportunities in supply markets are identified in response to internal and external factors

2 Identification is based on quantitative and qualitative data

3 Supply markets are monitored and opportunities taken to influence key opinion formers and decision makers to change, encourage and nurture supply market capability

4 Methods used to influence supply markets are ethical, consistent with the organisation’s values and procurement policies, and sensitive to the values and practice of key opinion formers and decision makers



ELEMENT PERFORMANCE CRITERIA

4 Establish and manage risk exposure

1 A risk management system is established, implemented and maintained

2 The risk management system is consistent with the organisation’s strategic context, its goals, risk management policies and the nature of its business

3 Performance of the risk management system is monitored, reviewed and modified to reflect procurement opportunities and current and emerging trends

4 Total organisational risk is defined, analysed and monitored to minimise loss and maximise opportunity

RANGE OF VARIABLES The Range of Variables provides information about the context in which the unit of competency is carried out. It allows for differences between States and Territories and the Commonwealth, and between organisations and workplaces. It allows for different work requirements, work practices, and knowledge. The Range of Variables also provides a focus for assessment and relates to the unit as a whole.

The strategic context may include

• Financial • Operational • competitive • political (public perceptions/image) • social • cultural • client • legal aspects of the organisation’s functions

Stakeholders may include • end users • customers / clients • sponsors • potential providers / suppliers • current providers/suppliers • technical or functional experts or advisers • federal, state/territory and/or local government • the organisation • other public sector organisations • employees • unions • staff associations • industry bodies • local communities • society as a whole • lobby groups • special user groups

National Public Services Training Package PSPPROC702A Establish the procurement context


Risks may include • suppliers’ failure to meet agreements • government failure to meet agreements

EVIDENCE GUIDE This Evidence Guide must be read in conjunction with the Assessment Guidelines for the National Public Services Training Package.

Critical aspects of evidence • integrated demonstration of all elements and their related performance criteria; and

• knowledge of legal, political, financial environment

• relevant legislation and procedures applied, ethical activities to establish and influence markets

Interdependent assessment of units Pre-requisite units: Nil

Co-requisite units: Nil

Co-assessed units: This unit may be co-assessed with any of the generalist public sector specific units at Advanced Diploma level or above. It is recommended that co-assessment occurs with some or all of the following units: PSPETHC601A Maintain and Enhance Confidence in Public Service; PSPLEGN601A Manage Compliance with Legislation in the Public Sector; and PSPMNGT605A Manage Diversity

Underpinning knowledge • Commonwealth, State/Territory, Local Government procurement guidelines

• procurement policies and practices • government procurement environment • financial rules and regulation requirements • legal requirements of government contracting • implications of particular contracting agreements • whole-of-life considerations • disposals considerations • procurement approval processes • strategic planning processes • equal employment opportunity, equity and

diversity principles • procurement management processes • Law of contract • Trade practices law • Commercial law and relevant legislation • financial and accounting issues relevant to the

contract Underpinning skills • project management skills financial and other

resources management skills • communication skills, orally and in writing



• cross-cultural competency, including gender and disability

• research skills • analytical skills • problem solving using conceptual and reasoning

skills • networking skills with clients, suppliers,

stakeholders and end users Resource implications assessment may involve reports from supervisors

and/or managers, reports from team members and references from clients

Consistency of performance evidence to be gathered over time across a range of variables

Context/s of assessment this competency may be assessed on-the-job or in a simulated work environment; holistic assessment; assessment by way of documented information and/or examples of personal work

KEY COMPETENCY LEVELS NB These levels do not relate to the Australian Qualifications Framework




Work with others and in teams




1 = use routine approaches; 2 = select from routine approaches; 3 = establish new approaches Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Hospitality Industry Training Package THHGLE09B Manage workplace diversity


THHGLE09B Manage workplace diversity

Unit Descriptor This unit deals with the skills and knowledge required to provide leadership in a diverse workplace where customers and staff are from a wide range of backgrounds. It builds on the common core unit THHCOR02B Work in a socially diverse environment, and reflects the importance of managing diversity in the tourism and hospitality industry.


1 Encourage respect for diversity in the workplace

1.1 Provide a role model for others through individual behaviour that demonstrates respect for diversity.

1.2 Develop work practices and undertake planning in a manner which shows respect for workplace diversity.

1.3 Assist and coach colleagues in ways of accepting diversity in relation to both colleagues and customers.

2 Use diversity as an asset 2.1 Recognise the skills of a diverse workforce and

use to enhance enterprise performance.

2.2 Promote the benefits of productive diversity to colleagues.

3 Deal with problems arising

from diversity issues 3.1 Recognise workplace problems that arise from

diversity issues promptly and take action to resolve the situation.

3.2 Identify training needs take appropriate action.

3.3 Use coaching and mentoring to assist colleagues to successfully work in a diverse environment.

THHGLE09B Manage workplace diversity Hospitality Industry Training Package

Page 18 Volume 2A ©Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Range Statement This unit applies to all tourism and hospitality sectors. The following explanations identify how this unit may be applied in different workplaces, sectors and circumstances. For generic pre-employment training and assessment, a range of industry contexts must be addressed. Where the focus is sector or workplace specific, training and assessment must be tailored to meet particular needs. Diversity refers to diversity in its broadest sense and may be related to: • race • language • special needs • disabilities • family structure • gender • age • sexual preference. • Planning and work practices that reflect respect for diversity may include: • acknowledgment of religious and cultural celebrations • appropriate allocation of duties to particular staff members • culturally appropriate mixing of staff • training in culturally-appropriate communication • consideration of customers with special needs. Benefits of productive diversity may include: • a multi-lingual workforce • workforce that reflects the diversity of the customer base • improved cross-cultural communication • education of the workforce • removal of prejudice • different perspectives on problem solving • increase trade with other countries/cultures • more interesting work environments.

Evidence Guide

Essential Knowledge and Skills to be Assessed The following knowledge and skills must be assessed as part of this unit: • specific diversity issues which apply to the tourism and hospitality industry and which

contribute to the industry’s progress including benefits of productive diversity • cross-cultural communication skills with specific reference to the roles of leaders and

managers including cross-cultural communication for: • conflict resolution • problem-solving • negotiation • motivation.

• legal issues that relate to diversity including Equal Employment Opportunity and anti-discrimination.

Hospitality Industry Training Package THHGLE09B Manage workplace diversity


Linkages to Other Units This unit must be assessed with or after the following units. These units describe skills and knowledge that are essential to this unit of competence: • THHCOR02B Work in a socially diverse environment • THHGCS03B Deal with conflict situations • THHGLE01B Monitor work operations Depending upon the industry sector and workplace combined delivery/assessment may also be appropriate with a range of other units. Examples include: • THHGLE08B Lead and manage people • THHGLE07B Recruit and select staff Note: Knowledge of specific legal issues is required within this unit. This means that there is some duplication with the generic unit THHGLE20B Develop and update the legal knowledge required for business compliance. Repetition should be avoided in training and assessment.

Critical Aspects of Assessment Evidence of the following is critical: • understanding of the role of leaders and managers in encouraging diversity in the tourism

and hospitality industry • knowledge of cross-cultural communication techniques as they apply to leaders and

managers • knowledge of specific cultural issues that may apply in a particular industry context.

Context of Assessment and Resource Implications Assessment must ensure: • project or work activities that allow the candidate to address typical diversity issues found

in tourism or hospitality workplaces. For generic pre-employment training and assessment, a range of industry contexts must be addressed. Where the focus is sector or workplace specific, training and assessment must be tailored to meet particular needs.

Assessment Methods Assessment methods must be chosen to ensure that the skills to manage diversity can be practically demonstrated. Methods must include assessment of knowledge as well as assessment of practical skills. The following examples are appropriate for this unit: • case studies to develop strategies for effectively managing diversity in different industry

contexts • oral or written questions to assess knowledge of cross-cultural issues and communication

techniques • review of portfolios of evidence and third party workplace reports of on-the-job

performance by the candidate.

THHGLE09B Manage workplace diversity Hospitality Industry Training Package

Page 20 Volume 2A ©Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Key Competencies in this Unit Key Competencies are an integral part of all workplace competencies. The table below describes those applicable to this unit. Trainers and assessors should ensure that they are addressed in training and assessment. Level 1 = Perform Level 2 = Administer and Manage Level 3 = Design and Evaluate

Key Competencies Level Examples Collecting, Organising and Analysing Information

3 Researching and analysing information on another culture to assist in an upcoming commercial negotiation

Communicating Ideas and Information

3 Making a presentation on the benefits of a diverse workforce

Planning and Organising Activities

2 Organising work allocations to meet different cultural needs

Working with Others and in Teams

3 Building positive team-spirit with a team of individuals from highly varied social and cultural backgrounds

Using Mathematical Ideas and Techniques

1 Calculating whether the diversity of the workforce reflects overall diversity in the community

Solving Problems 3 Dealing with a cross-cultural conflict within the team

Using Technology 1 Using the Internet to research diversity issues


BSB01 Volume 2B of 8

The contents of this volume refer only to the Endorsed Components

of BSB01 Business Services Training Package. This volume should not be read in isolation but in the context of the Training Package as a whole

Please refer to the following page for details of other volumes in this Training Package.

This volume contains units of competency for Specialist Administration


Volume 2B Page ii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSB01 Business Services Training Package © Australian National Training Authority (ANTA) 2004

This work has been produced with the assistance of funding provided by the Commonwealth Government through ANTA.

An individual may make a photocopy of all or part of the work for their personal use.

A Registered Training Organisation may make photocopies of all or part of the work for the teaching purposes of that organisation, including for supply to its students provided that any consideration does not exceed the marginal cost of preparation, reproduction, assembly and delivery.

Except as permitted under the Copyright Act 1968, all other rights are reserved. Requests for permission may be directed to:

Australian National Training Authority Level 11, AMP Place 10 Eagle Street BRISBANE QLD 4000 Phone: (07) 3246 2300 Fax: (07) 3246 2490 Website: www.anta.gov.au

This work is the result of wide consultations with Australian industry participants. It is a collaborative view and does not necessarily represent the view of ANTA or any specific body. For the sake of brevity it may omit factors which could be pertinent in particular cases.

While care has been taken in the preparation of this Training Package, ANTA and the original developer do not warrant that any licensing or registration requirements specified here are either complete or up-to-date for your State or Territory. ANTA and the original developer do not accept any liability for any damage or loss (including indirect and consequential loss) incurred by any person as a result of relying on the information contained in this Training Package.

This Training Package should not be regarded as professional advice and it should not be relied upon in any important matter without obtaining appropriate advice relevant to your circumstances. Published by: Australian Training Products Ltd

Level 25 / 150 Lonsdale St, Melbourne , 3000 PO Box 12211 A’Beckett St Post Office Melbourne, Victoria 8006, Australia Telephone +61 3 9655 0600 Facsimile +61 3 9639 4684 E-mail: [email protected]

First published: September 2001 Stock Code Number: atp9610 ISBN: 0 642 80159 2 (set) Business Services Training Package-BSB01 V4 (Vol 2B ) Printed by: Document Printing Australia, Melbourne, Australia AEShareNet Code: P Version No: 4 Release Date: 23 October 2004


© Australian National Training Authority 2004 Volume 2B Page iii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Preliminary Information Important Note to Users Training Packages are not static documents; they are amended periodically to reflect the latest industry practices and are version controlled. It is essential that the latest version is always used.

Check the version number before commencing training or assessment This Training Package is Version 4 – check whether this is the latest version by going to the National Training Information Service (www.ntis.gov.au) and locating information about the Training Package. Alternatively, contact Innovation and Business Skills Australia (www.ibsa.org.au) to confirm the latest version number.

Explanation of version number conventions The primary release Training Package is Version 1. When changes are made to a Training Package, sometimes the version number is changed and sometimes it is not, depending on the extent of the change. When a Training Package is reviewed it is considered to be a new Training Package for the purposes of version control, and is Version 1. Do not confuse the version number with the Training Package’s national code (which remains the same during its period of endorsement).

Explanation of the review date The review date (shown on the title page and in the footer of each page) indicates when the Training Package is expected to be reviewed in the light of changes such as changing technologies and circumstances. The Training Package review date is not an expiry date. Endorsed Training Packages and their components remain current until they are reviewed or replaced.

Version modification history The version details of this endorsed Training Package are in the table below. The latest information is at the top of the table.

Version Release Date Comments 4 October 2004 Fields and domains

Version 4 includes all the fields and domains in Version 3 plus: - a new field of International Services which includes the new domain of

International Trade/Business, - an expanded Business Management Services field with two new domains of

Occupational Health and Safety (OHS) and Compliance Management, and - an expanded Common Business field to include 1 new unit.

In total Version 4 BSB01 contains eight fields and twenty-four domains. Qualifications added to BSB01 in Version 4 Version 4 includes all the qualifications in Version 3 plus the following six new qualifications. BSB30803 Certificate III in Business (International Trade) BSB42003 Certificate IV in Business (International Trade) BSB41603 Certificate IV in Occupational Health and Safety BSB51903 Diploma in International Business BSB51603 Diploma of Occupational Health and Safety BSB61003 Advanced Diploma of Occupational Health and Safety Qualification Guide amendments The Qualification Guide has been amended to include the new qualifications.


Volume 2B Page iv © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Version Release Date Comments Units of competency This version includes all the units of competency provided in Version 3 plus the following additional fifty-seven new units of competency. BSBCMN421A Assist with compliance with OHS and other relevant laws BSBOHS401A Contribute to the implementation of a systematic approach to managing OHS BSBOHS402A Contribute to the implementation of the OHS consultation process BSBOHS403A Identify hazards and assess OHS risks BSBOHS404A Contribute to the implementation of strategies to control OHS risk BSBOHS405A Contribute to the implementation of emergency procedures BSBOHS406A Use equipment to conduct workplace monitoring BSBOHS501A Participate in the coordination and maintenance of a systematic approach to managing OHS BSBOHS502A Participate in the management of the OHS information and data systems BSBOHS503A Assist in the design and development of OHS participative arrangements BSBOHS504A Apply principles of OHS risk management BSBOHS505A Manage hazards in the work environment BSBOHS506A Monitor and facilitate the management of hazards associated with plant BSBOHS507A Facilitate the application of principles of occupational health to control OHS risk BSBOHS508A Participate in the investigation of incidents BSBOHS601A Develop a systematic approach to managing OHS BSBOHS602A Develop OHS information and data analysis and reporting and recording processes BSBOHS603A Analyse and evaluate OHS risk BSBOHS604A Apply ergonomic principles to control OHS risk BSBOHS605A Apply occupational hygiene principles to control OHS risk BSBOHS606A Develop and implement crisis management processes BSBOHS607A Advise on application of safe design principles to control OHS risk BSBOHS608A Conduct an OHS audit BSBOHS609A Evaluate an organisation’s OHS performance BSBCOM401A Organise and monitor the operation of compliance management system BSBCOM402A Implement processes for the management of breaches in compliance requirements BSBCOM403A Promote and liaise on compliance requirements, systems and related issues BSBCOM501A Identify and interpret compliance requirements BSBCOM502A Evaluate and review compliance BSBCOM503A Develop processes for the management of breaches in compliance requirements BSBCOM504A Create a culture of compliance within an organisation BSBCOM601A Research compliance requirements and issues BSBCOM602A Develop and create compliance requirements BSBCOM603A Plan and establish compliance management systems BSBINT301A Apply knowledge of the international trade environment to complete work BSBINT302A Apply knowledge of legislation relevant to international trade to complete work BSBINT303A Organise the importing and exporting of goods BSBINT304A Assist in the international transfer of services BSBINT305A Prepare business documents for the international trade of goods BSBINT306A Apply knowledge of international finance and insurance to complete work requirements BSBINT401A Research international business opportunities BSBINT402A Market goods and services internationally BSBINT403A Research international markets BSBINT404A Implement international client relationship strategies BSBINT405A Apply knowledge of import and export international conventions, laws and finance BSBINT406A Promote compliance with legislation BSBINT407A Prepare business advice on export Free on Board Value BSBINT408A Prepare business advice on the taxes and duties for international trade transactions


© Australian National Training Authority 2004 Volume 2B Page v BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Version Release Date Comments BSBINT409A Plan for international trade BSBINT501A Profile international markets BSBINT502A Analyse consumer behaviour for specific international markets BSBINT503A Analyse data from international markets BSBINT504A Forecast international market and business needs BSBINT505A Build international client relationships BSBINT506A Build international business networks BSBINT507A Report on finances related to international business BSBINT508A Promote products and services to international markets

3 March 2004 Version 3 of BSB01 Business Services Training Package included the seven fields and twelve domains developed in Phase One (see version 1 & 2 notes below) together with the extensions to fields, additional domains, new units of competency and new and replacement qualifications developed in Phase Two as described below. Fields expanded in Phase Two Common Business – expanded to incorporate units of competency under additional areas (business communication; generalist marketing; first aid; project management; risk management; customer service; diversity and knowledge management). Business Administration Services – expanded to incorporate units of competency and qualifications in two new domains – Purchasing and Medical Administration. Business Management Services– expanded to incorporate units of competency and qualifications in three new domains – Project Management, Franchising, Quality Auditing, and to provide additional Strategic Management units. Human Resources Management – expanded to incorporate units of competency and qualifications in two new domains – Unionism and Employment Services, and to provide additional Human Resources units. Business Development – expanded to incorporate additional units of competency for the Marketing domain. Domains developed in Phase Two Purchasing Medical Administration Project Management Franchising Unionism Employment Services Quality Auditing Frontline Management (review only) Qualifications added to BSB01 in Phase Two BSB30504 Certificate III in Business (Frontline Management) BSB30704 Certificate III in Business (Medical Administration) BSB41004 Certificate IV in Business (Frontline Management) BSB41404 Certificate IV in Business (Purchasing) BSB41504 Certificate IV in Project Management BSB41704 Certificate IV in Business (Franchising) BSB41804 Certificate IV in Unionism BSB41904 Certificate IV in Business (Employment Services) BSB51004 Diploma of Business (Frontline Management) BSB51404 Diploma of Business (Purchasing) BSB51504 Diploma of Project Management BSB51704 Diploma of Business (Franchising) BSB51804 Diploma of Unionism BSB51904 Diploma of Business (Quality Auditing) BSB60904 Advanced Diploma of Project Management Deleted/replaced qualifications The Frontline Management qualifications from BSB01 Versions 1 & 2 – BSB30501 Certificate III in Frontline Management, BSB41001 Certificate IV in Business (Frontline Management) and BSB51001 Diploma of Business (Frontline Management) are now replaced by new frontline qualifications at the same qualification as shown in the list above. Qualifications Framework amendments The Qualifications Framework has been amended to include the new qualifications, provide advice about replaced qualifications and provide specific packaging rules for three of the new qualifications – BSB41504 Certificate IV in Project Management, BSB51504 Diploma of Project Management, BSB60904 Advanced Diploma of Project Management – these have different rules and structure to the rest of the qualifications in BSB01.


Volume 2B Page vi © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Version Release Date Comments Deleted/replaced units of competency • BSBFLM302A Support leadership in the workplace (deleted) • BSBFLM304A Participate in work teams (deleted) Because of overlap these units were replaced with a new unit – BSBFLM312A Contribute to team effectiveness • BSBFLM402A Show leadership in the workplace (deleted) • BSBFLM404A Lead work teams (deleted) Because of overlap these units were replaced with a new unit – BSBFLM412A Promote team effectiveness • BSBFLM502A Provide leadership in the workplace (deleted) • BSBFLM504A Facilitate work teams (deleted) Because of overlap these units were replaced with a new unit – BSBFLM512A Ensure team effectiveness Imported units of competency The following units of competency included in this version were imported from other Training Packages THHGLE09B Manage workplace diversity CHCAD1C Advocate for clients CHCCS1B Deliver and monitor service to clients CHCCS401A Facilitate cooperative behaviour CHCES302A Work with government in a purchaser provider relationship CHCES304A Deliver recruitment services CHCES305A Monitor New Apprenticeships arrangements CHCES402A Deliver New Apprenticeship services CHCES301A Work in the Employment Services area CHCCAR501A Provide careers guidance CHCES303A Use labour market information CHCCM2C Establish and monitor a case plan CHCES406A Provide job search support CHCCM4B Promote high quality case management CHCORG29A Provide coaching and motivation CHCCS2C Deliver and develop client service CHCCD12C Apply a community development framework CHCCS3C Coordinate the provision of services and programs CHCCS402A Respond holistically to complex client issues CHCCS5B Identify and address specific client needs CHCCS405A Work effectively with culturally diverse clients and co-workers CHCES405A Monitor service performance in a purchaser provider relationship with government CHCDIS8B Support people with disabilities as workers CHCCS6B Assess and deliver services to clients with complex needs CHCDIS9B Maximise participation in work by people with disabilities CHCDIS18A Support students with special needs CHCES502A Research and report on labour market information CHCES401A Analyse and apply labour market information CHCCS4C Manage the delivery of quality client service CHCES403A Develop and monitor employment plans CHCDIS11B Coordinate disability work CHCES404A Promote clients to employers CHCES501A Manage service delivery in a purchaser-provider relationship with government CHCES501A Manage service delivery in a purchaser-provider relationship with government PSPGOV603A Develop a tender submission LGACOM409A Prepare tender documents PSPPROC602A Direct management of contracts PSPPROC702A Establish the procurement context

2 1 May 2002 Addition of e-Business field Version 2 added the new field of e-Business involving fifty-nine new units of competency and eight new qualifications to BSB01. The development of this field of BSB01 was part of the Phase One work but endorsed later than the bulk of Phase One development.


© Australian National Training Authority 2004 Volume 2B Page vii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Version Release Date Comments 1 3 September

2001 Fields covered by BSB01 Business Services Training Package Version 1 Version 1 reflected Phase One of the development of the Business Services Training Package (less e-Business field – see Version 2 note above) and included the following fields and domains. • Common Business • Business Administration Services • Business Information Services • Business Management Services • Human Resource Management • Business Development Domains developed in Phase One: • Specialist Administration • Legal Services • Recordkeeping • Frontline Management • Governance (Indigenous Organisations) • Small Business Management • Strategic Management • Human Resources • Assessment & Workplace Training (included as part of BSB01) • Advertising • Marketing • Sales


Volume 2B Page viii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Summary of qualifications in BSB01 Business Services Training Package All the Australian Qualifications Framework (AQF) qualifications in BSB01 are listed below. CERTIFICATE I BSB10101 Certificate I in Business CERTIFICATE II BSB20101 Certificate II in Business CERTIFICATE III BSB30101 Certificate III in Business BSA30200 Certificate III in Business (Legal Administration) BSB30201 Certificate III in Business Administration BSB30301 Certificate III in Business (Sales) BSB30401 Certificate III in Business (Recordkeeping) BSB30503 Certificate III in Business (Frontline Management) BSB30601 Certificate III in e-Business BSB30703 Certificate III in Business (Medical Administration) BSB30803 Certificate III in Business (International Trade) CERTIFICATE IV BSB40101 Certificate IV in Business BSB40201 Certificate IV in Business Administration BSB40301 Certificate IV in Business (Recordkeeping) BSB40401 Certificate IV in Business (Small Business Management) BSB40501 Certificate IV in Business Development BSB40601 Certificate IV in Business (Advertising) BSB40701 Certificate IV in Business (Marketing) BSB40801 Certificate IV in Business (Human Resources) BSB40901 Certificate IV in Business (Governance) BSB41003 Certificate IV in Business (Frontline Management) BSB41101 Certificate IV in Business Management BSA40200 Certificate IV in Business (Legal Services) BSB41201 Certificate IV in e-Business BSB41301 Certificate IV in e-Business Development BSB41403 Certificate IV in Business (Purchasing) BSB41503 Certificate IV in Project Management BSB41703 Certificate IV in Business (Franchising) BSB41803 Certificate IV in Unionism BSB41903 Certificate IV in Business (Employment Services) BSB42003 Certificate IV in Business (International Trade) BSB41603 Certificate IV in Occupational Health and Safety

DIPLOMA BSB50101 Diploma of Business BSB50201 Diploma of Business Administration BSB50301 Diploma of Business (Recordkeeping) BSB50401 Diploma of Business Management BSB50501 Diploma of Business Development BSB50601 Diploma of Business (Advertising) BSB50701 Diploma of Business (Marketing) BSB50801 Diploma of Business (Human Resources) BSB50901 Diploma of Business (Governance) BSA50200 Diploma of Business (Legal Services) BSB51003 Diploma of Business (Frontline Management) BSB51101 Diploma of e-Business BSB51201 Diploma of Strategic e-Business Development BSB51301 Diploma of e-Learning BSB51403 Diploma of Business (Purchasing) BSB51503 Diploma of Project Management BSB51703 Diploma of Business (Franchising) BSB51803 Diploma of Unionism BSB51903 Diploma of Business (Quality Auditing) BSB51903 Diploma in International Business BSB51603 Diploma of Occupational Health and Safety ADVANCED DIPLOMA BSB60101 Advanced Diploma of Business (Recordkeeping) BSB60201 Advanced Diploma of Business Management BSB60301 Advanced Diploma of Business (Human Resources) BSB60401 Advanced Diploma of Business Development BSB60501 Advanced Diploma of Business (Advertising) BSB60601 Advanced Diploma of Business (Marketing) BSB60701 Advanced Diploma of e-Business BSB60801 Advanced Diploma of Strategic e-Business Development BSB60903 Advanced Diploma of Project Management BSB61003 Advanced Diploma of Occupational Health and Safety


© Australian National Training Authority 2004 Volume 2B Page ix BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Units of competency in BSB01 Business Services Training Package All the units of competency in BSB01 are listed below under fields and domains. Note: Imported units are also shown in the lists below – either in the list relating to the specific domain, or in the list at the end titled ‘Units imported from other Training Packages’. Where they are in the domain list they make up part of a specific qualification in that domain; where they are in the list of imported units, they can be selected according to the packaging advice in the Qualification Guide. COMMON BUSINESS FIELD Certificate I BSBCMN101A Prepare for work BSBCMN102A Complete daily work activities BSBCMN103A Apply basic communication skills BSBCMN104A Plan skills development BSBCMN105A Use business equipment BSBCMN106A Follow workplace safety procedures BSBCMN107A Operate a personal computer BSBCMN108A Develop keyboard skills BSBCMN109A Follow environmental work practices Certificate II BSBCMN201A Work effectively in a business

environment BSBCMN202A Organise and complete daily work

activities BSBCMN203A Communicate in the workplace BSBCMN204A Work effectively with others BSBCMN205A Use business technology BSBCMN206A Process and maintain workplace

information BSBCMN207A Prepare and process

financial/business documents BSBCMN208A Deliver a service to customers BSBCMN209A Provide information to clients BSBCMN210A Implement improved work practices BSBCMN211A Participate in workplace safety

procedures BSBCMN212A Handle mail BSBCMN213A Produce simple wordprocessed

documents BSBCMN214A Create and use simple spreadsheets BSBCMN215A Participate in environmental work

practices BSBCMN216A Create customer relationship BSBCMN217A Process customer feedback BSBCMN218A Apply basic first aid

Certificate III BSBCMN301A Exercise initiative in a business

environment BSBCMN302A Organise personal work priorities

and development BSBCMN304A Contribute to personal skill

development and learning BSBCMN305A Organise workplace information BSBCMN306A Produce business documents BSBCMN307A Maintain business resources BSBCMN308A Maintain financial records BSBCMN309A Recommend products and services BSBCMN310A Deliver and monitor a service to

customers BSBCMN311A Maintain workplace safety BSBCMN312A Support innovation and change BSBCMN313A Maintain environmental procedures BSBCMN314A Utilise a knowledge management

system BSBCMN315A Work effectively with diversity BSBCMN316A Process customer complaints BSBCMN317A Meet customer needs and

expectations BSBCMN318A Write simple documents BSBCMN319A Apply advanced first aid BSBCMN320A Maintain first aid equipment and

resources Certificate IV BSBCMN402A Develop work priorities BSBCMN403A Establish business networks BSBCMN404A Develop teams and individuals BSBCMN405A Analyse and present research

information BSBCMN406A Maintain business technology BSBCMN407A Coordinate business resources BSBCMN408A Report on financial activity BSBCMN409A Promote products and services BSBCMN410A Coordinate implementation of

customer service strategies BSBCMN411A Monitor a safe workplace BSBCMN412A Promote innovation and change BSBCMN413A Implement and monitor

environmental policies BSBCMN414A Undertake marketing activities BSBCMN415A Manage first aid policy BSBCMN416A Identify risk and apply risk

management processes BSBCMN417A Coordinate customer service

activities BSBCMN418A Address customer needs BSBCMN419A Manage projects BSBCMN420A Write complex documents BSBCMN421A Assist with compliance with OHS

and other relevant laws


Volume 2B Page x © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BUSINESS ADMINISTRATION SERVICES FIELD SPECIALIST ADMINISTRATION Certificate III BSBADM301A Produce texts from shorthand notes BSBADM302A Produce texts from notes BSBADM303A Produce texts from audio

transcription BSBADM304A Design and develop text documents BSBADM305A Create and use databases BSBADM306A Create electronic presentations BSBADM307A Organise schedules BSBADM308A Process payroll BSBADM309A Process accounts payable and

receivable BSBADM310A Maintain a general ledger Certificate IV BSBADM401A Produce complex texts from

shorthand notes BSBADM402A Produce complex business documents BSBADM403A Develop and use complex databases BSBADM404A Develop and use complex

spreadsheets BSBADM405A Organise meetings BSBADM406A Organise business travel BSBADM407A Administer projects BSBADM408A Prepare financial reports Diploma BSBADM501A Manage the establishment and

maintenance of a workgroup network BSBADM502A Manage meetings BSBADM503A Plan and manage conferences BSBADM504A Plan or review administration

systems BSBADM505A Manage payroll BSBADM506A Manage business document design

and development LEGAL SERVICES Certificate III BSALPP301A Apply knowledge of the legal system

to complete tasks BSALPP302A Carry out search of the public record BSALPP303A Deliver court documentation BSACS301A Apply the principles of confidentiality

and security within the legal environment

BSALR301A Handle receipt and despatch of information




Certificate IV BSALPP401A Prepare and produce complex legal

documents BSACS401A Provide non-legal advice BSALC401A Interact with other parties BSALC402A Research, locate and provide legal

and other information in response to requests

BSALF401A Maintain trust accounts BSALPL401A Provide support in Property Law

matters BSALPL402A Provide support in Family Law

matters BSALPL403A Provide support in Criminal Law

matters BSALPL404A Provide support in Commercial Law

matters FNAMERC03B Serve legal process BSALLG401A Arrange documents and list exhibits

for litigation support 206/01 Take instructions in relation to a

transaction 206/05 Prepare and execute documents CHCAD2A Support the interests, rights and needs

of clients within duty of care requirements

CHCCD7A Support community resources CHCCD3A Meet information needs of the

community CHCCD1A Support community participation Diploma BSALC501A Run a file BSALO501A Perform legal research and prepare

reports to meet identified needs BSALPP501A Obtain information from a client BSALPP502A Draft legally binding documents BSALLG501A Assist with the discovery process BSALLG502A Appear in court BSALLG503A Attend pre-trial negotiations BSALPL501A Cost complex files BSALPL502A Administer in-house mortgage

practice 206/04 Negotiate with others to achieve tasks

and goals 206/09 Finalise transaction CHCCD8A Support community action CHCCD13A Work within specific communities CHCCD11A Provide advocacy and representation PURCHASING Certificate III BSBPUR301A Purchase goods and services Certificate IV BSBPUR401A Plan purchasing BSBPUR402A Negotiate contracts BSBPUR403A Conduct international purchasing


© Australian National Training Authority 2004 Volume 2B Page xi BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Diploma BSBPUR501A Develop, implement and review

purchasing strategies BSBPUR502A Manage supplier relationships BSBPUR503A Manage international purchasing BSBPUR504A Manage a supply chain MEDICAL ADMINISTRATION Certificate II BSBMED201A Use basic medical terminology BSBMED202A Follow OHS policies and procedures

in medical office Certificate III BSBMED301A Use advanced medical terminology BSBMED302A Prepare and process medical accounts BSBMED303A Maintain patient records BSBMED304A Assist in controlling stocks and

supplies BSBMED305A Apply the principles of

confidentiality, privacy and security within the medical environment

Certificate IV BSBMED401A Manage patient record-keeping

system BSBMED402A Control stocks and supplies BUSINESS INFORMATION SERVICES FIELD RECORDKEEPING Certificate III BSBRKG301A Control records BSBRKG302A Undertake disposal BSBRKG303A Retrieve information from records BSBRKG304A Maintain business records Certificate IV BSBRKG401A Review the status of a record BSBRKG402A Provide information from and about

records BSBRKG403A Set up a business or records system

for a small office BSBEBUS406A Monitor and maintain records in an

online environment Diploma BSBRKG501A Determine business or records

system specifications BSBRKG502A Manage and monitor business or

records systems BSBRKG503A Develop and maintain a

classification scheme BSBRKG504A Develop terminology for activities

and records BSBRKG505A Document or reconstruct a business

or records system

Advanced Diploma BSBRKG601A Define recordkeeping framework BSBRKG602A Develop recordkeeping policy BSBRKG603A Prepare a functional analysis for an

organisation BSBRKG604A Determine security and access rules

and procedures BSBRKG605A Determine records requirements to

document a function BSBRKG606A Design a records retention and

disposal schedule BSBRKG607A Document and monitor the record-

creating context BSBRKG608A Plan management of records over

time BUSINESS MANAGEMENT SERVICES FIELD SMALL BUSINESS MANAGEMENT Certificate III BSBSBM301A Research business opportunities Certificate IV BSBSBM401A Establish business and legal

requirements BSBSBM402A Undertake financial planning BSBSBM403A Promote the business BSBSBM404A Undertake business planning BSBSBM405A Monitor and manage business

operations BSBSBM406A Manage finances BSBSBM407A Manage a small team FRONTLINE MANAGEMENT Certificate III BSBFLM303B Contribute to effective workplace

relationships BSBFLM305B Support operational plan BSBFLM306B Provide workplace information and

resourcing plans BSBFLM309B Support continuous improvement

systems and processes BSBFLM311B Support a workplace learning

environment BSBFLM312A Contribute to team effectiveness Certificate IV BSBFLM403B Implement effective workplace

relationships BSBFLM405B Implement operational plan BSBFLM406B Implement workplace information

system BSBFLM409B Implement continuous

improvement BSBFLM412A Promote team effectiveness


Volume 2B Page xii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Diploma BSBFLM501B Manage personal work priorities

and professional development BSBFLM503B Manage effective workplace

relationships BSBFLM505B Manage operational plan BSBFLM506B Manage workplace information

systems BSBFLM507B Manage quality customer service BSBFLM509B Facilitate continuous improvement BSBFLM510B Facilitate and capitalise on change

and innovation BSBFLM511B Develop a workplace learning

environment BSBFLM512A Ensure team effectiveness BSBFLM513A Manage budgets and financial plans

within the work team BSBFLM514A Manage people GOVERNANCE (INDIGENOUS ORGANISATIONS) Certificate IV BSBATSIL401A Meet the roles and responsibilities

of a Board member (1) BSBATSIL402A Use the constitution BSBATSIC403A Maintain and protect culture BSBATSIM404A Use the business plan BSBATSIM405A Monitor financial management and

budgets BSBATSIM406A Manage assets BSBATSIM407A Plan for organisational needs BSBATSIL408A Manage a Board meeting BSBATSIL409A Manage time BSBATSIL410A Manage stress BSBATSIC411A Communicate with the community BSBATSIM412A Implement a business-like approach BSBATSIM413A Oversee business planning BSBATSIM414A Oversee the organisation’s annual

budget BSBATSIM415A Contribute to a positive and

culturally appropriate workplace BSBATSIW416A Obtain and manage consultancy

services BSBATSIW417A Select and utilise technology Diploma BSBATSIL501A Meet the roles and responsibilities

of a Board member (2) BSBATSIL502A Work with the manager BSBATSIL503A Manage conflict BSBATSIM504A Develop and implement

organisational policies BSBATSIM505A Control organisation finances BSBATSIM506A Develop employment policies BSBATSIM507A Establish and maintain a strategic

planning cycle BSBATSIL508A Be a community leader BSBATSIL509A Manage self as a Board member BSBATSIC510A Conduct a community meeting BSBATSIM511A Develop enterprise opportunities BSBATSIM512A Manage board competencies

BSBATSIM513A Oversee recruitment and induction of staff

BSBATSIW514A Represent your organisation BSBATSIW515A Secure funding STRATEGIC MANAGEMENT Diploma BSBMGT501A Market services and concepts to

internal customers BSBMGT502A Manage people performance BSBMGT503A Prepare budgets and financial plans BSBMGT504A Manage budgets and financial plans BSBMGT505A Ensure a safe workplace BSBMGT506A Recruit, select and induct staff BSBMGT507A Manage environmental

performance BSBMGT508A Manage risk management system BSBMGT509A Manage a knowledge management

system BSBMGT510A Determine needs of customer

populations BSBMGT511A Develop a business opportunity BSBMGT512A Manage relationships in a family

business BSBMGT513A Plan for family business succession BSBMGT514A Plan and manage growth in a

family business Advanced Diploma BSBMGT601A Contribute to strategic direction BSBMGT602A Contribute to the development and

implementation of strategic plans BSBMGT603A Review and develop business plans BSBMGT604A Manage business operations BSBMGT605A Provide leadership across the

organisation BSBMGT606A Manage customer focus BSBMGT607A Manage knowledge and

information BSBMGT608A Manage innovation and continuous

improvement BSBMGT609A Manage risk BSBMGT610A Manage environmental

management systems BSBMGT611A Develop risk management strategy BSBMGT612A Plan and implement a knowledge

management system BSBMGT613A Review and improve a knowledge

management system BSBMGT614A Develop and implement diversity

policy PROJECT MANAGEMENT Certificate IV BSBPM401A Apply scope management

techniques BSBPM402A Apply time management techniques BSBPM403A Apply cost management techniques BSBPM404A Apply quality management

techniques


© Australian National Training Authority 2004 Volume 2B Page xiii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSBPM405A Apply human resource management approaches

BSBPM406A Apply communications management techniques

BSBPM407A Apply risk management techniques BSBPM408A Apply contract procurement

techniques Diploma BSBPM501A Manage application of project

integrative processes BSBPM502A Manage project scope BSBPM503A Manage project time BSBPM504A Manage project costs BSBPM505A Manage project quality BSBPM506A Manage project human resources BSBPM507A Manage project communications BSBPM508A Manage project risk BSBPM509A Manage project procurement Advanced Diploma BSBPM601A Direct the integration of multiple

projects/programs BSBPM602A Direct the scope of multiple

projects/programs BSBPM603A Direct time management of

multiple projects/programs BSBPM604A Direct cost management of multiple

projects/programs BSBPM605A Direct quality management of

multiple projects/programs BSBPM606A Direct human resources

management of multiple projects/programs

BSBPM607A Direct communications management of multiple projects/programs

BSBPM608A Direct risk management of multiple projects/programs

BSBPM609A Direct project procurement and contracts of multiple projects/programs

FRANCHISING Certificate III BSBFRA301A Work within a franchise Certificate IV BSBFRA401A Manage compliance with franchisee

obligations and legislative requirements

BSBFRA402A Establish a franchise BSBFRA403A Manage relationship with franchisor BSBFRA404A Manage a multiple site franchise Diploma BSBFRA501A Establish a franchise operation BSBFRA502A Manage a franchise operation BSBFRA503A Manage establishment of new sites

or regions BSBFRA504A Manage relationships with

franchisees BSBFRA505A Manage closure of a franchise

QUALITY AUDITING Certificate IV BSBAUD401A Prepare for a quality audit BSBAUD402A Participate in a quality audit Diploma BSBAUD501A Initiate a quality audit BSBAUD502A Prepare to lead a quality audit BSBAUD503A Lead a quality audit BSBAUD504A Report on a quality audit

OHS Certificate IV BSBOHS401A Contribute to the implementation of

a systematic approach to managing OHS

BSBOHS402A Contribute to the implementation of the OHS consultation process

BSBOHS403A Identify hazards and assess OHS risks

BSBOHS404A Contribute to the implementation of strategies to control OHS risk

BSBOHS405A Contribute to the implementation of emergency procedures

BSBOHS406A Use equipment to conduct workplace monitoring

Diploma BSBOHS501A Participate in the coordination and

maintenance of a systematic approach to managing OHS

BSBOHS502A Participate in the management of the OHS information and data systems

BSBOHS503A Assist in the design and development of OHS participative arrangements

BSBOHS504A Apply principles of OHS risk management

BSBOHS505A Manage hazards in the work environment

BSBOHS506A Monitor and facilitate the management of hazards associated with plant

BSBOHS507A Facilitate the application of principles of occupational health to control OHS risk

BSBOHS508A Participate in the investigation of incidents

Advanced Diploma BSBOHS601A Develop a systematic approach to

managing OHS BSBOHS602A Develop OHS information and data

analysis and reporting and recording processes

BSBOHS603A Analyse and evaluate OHS risk BSBOHS604A Apply ergonomic principles to

control OHS risk


Volume 2B Page xiv © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSBOHS605A Apply occupational hygiene principles to control OHS risk

BSBOHS606A Develop and implement crisis management processes

BSBOHS607A Advise on application of safe design principles to control OHS risk

BSBOHS608A Conduct an OHS audit BSBOHS609A Evaluate an organisation’s OHS

performance COMPLIANCE MANAGEMENT Certificate IV BSBCOM401A Organise and monitor the operation

of compliance management system BSBCOM402A Implement processes for the

management of breaches in compliance requirements

BSBCOM403A Promote and liaise on compliance requirements, systems and related issues

Diploma BSBCOM501A Identify and interpret compliance

requirements BSBCOM502A Evaluate and review compliance

BSBCOM503A Develop processes for the management of breaches in compliance requirements

BSBCOM504A Create a culture of compliance within an organisation

Advanced Diploma BSBCOM601A Research compliance requirements

and issues BSBCOM602A Develop and create compliance

requirements BSBCOM603A Plan and establish compliance

management systems HUMAN RESOURCES MANAGEMENT FIELD HUMAN RESOURCES Certificate IV BSBHR401A Administer human resource systems BSBHR402A Recruit and select personnel BSBHR403A Process human resource documents

and inquiries BSBHR404A Co-ordinate human resource

services BSBHR405A Implement industrial relations

procedures Diploma BSBHR501A Manage human resource

consultancy services BSBHR502A Manage human resource

management information systems

BSBHR503A Manage performance management systems

BSBHR504A Manage industrial relations policies and processes

BSBHR505A Manage remuneration and employee benefits

BSBHR506A Manage recruitment selection and induction processes

BSBHR507A Manage separation/termination BSBHR508A Manage work/life skills BSBHR509A Manage rehabilitation/return to

work programs BSBHR510A Plan mediation processes BSBHR511A Implement mediation processes BSBHR512A Manage industrial relations

initiatives BSBHR513A Manage industrial relations

disputes Advanced Diploma BSBHR601A Manage change BSBHR602A Manage human resource strategic

planning BSBHR603A Contribute to organisation

development BSBHR604A Manage employee relations BSBHR605A Contribute to organisation design ASSESSMENT AND WORKPLACE TRAINING Certificate IV BSZ401A Plan assessment BSZ402A Conduct assessment BSZ403A Review assessment BSZ404A Train small groups BSZ405A Plan and promote a training

program BSZ406A Plan a series of training sessions BSZ407A Deliver training sessions BSZ408A Review training Diploma BSZ501A Analyse competency requirements BSZ502A Design and establish the training

system BSZ503A Design and establish the assessment

system BSZ504A Manage the training and assessment

system BSZ505A Evaluate the training and

assessment system BSZ506A Develop assessment procedures BSZ507A Develop assessment tools BSZ508A Design training courses UNIONISM Certificate IV BSBUN401A Develop and implement an

organising plan BSBUN402A Empower members BSBUN403A Communicate with workers


© Australian National Training Authority 2004 Volume 2B Page xv BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSBUN404A Promote equality of opportunity and fair treatment for all members

BSBUN405A Promote the values, principles and policies of the union

BSBUN406A Undertake bargaining BSBUN407A Provide advice to union members

and undertake negotiations BSBUN408A Prepare cases for the union BSBUN409A Appear before tribunals and

represent members Diploma BSBUN501A Develop, manage and review

campaigns and projects BSBUN502A Represent the union in key forums BSBUN503A Coordinate case preparation and

research BSBUN504A Advocate and present cases for

members BSBUN505A Develop, implement and manage

union policy BSBUN506A Coordinate research and analysis EMPLOYMENT SERVICES Certificate IV BSBEMS401A Develop and implement business

development strategies to expand client base

BSBEMS402A Develop and implement strategies to source and assess candidates

BSBEMS403A Develop and provide employment management services to candidates

BSBEMS404A Manage the recruitment process for client organisations

BUSINESS DEVELOPMENT FIELD ADVERTISING Certificate IV BSBADV401A Profile a target audience BSBADV402A Conduct pre-campaign testing BSBADV403A Monitor advertising production BSBADV404A Schedule advertisements Diploma BSBADV501A Develop a creative concept BSBADV502A Write persuasive copy BSBADV503A Coordinate advertising research BSBADV504A Create advertisements BSBADV505A Evaluate and recommend ‘above

the line’ media options BSBADV506A Evaluate and recommend ‘below

the line’ media options BSBADV507A Develop a media plan BSBADV508A Present an advertising campaign Advanced Diploma BSBADV601A Create an advertising brief BSBADV602A Develop an advertising campaign BSBADV603A Manage advertising production BSBADV604A Execute an advertising campaign

BSBADV605A Evaluate campaign effectiveness MARKETING Certificate III BSBMKG301A Research the market BSBMKG302A Identify marketing opportunities BSBMKG303A Draft an elementary marketing

audit report BSBMKG304A Assist with market research Certificate IV BSBMKG401A Profile the market BSBMKG402A Analyse consumer behaviour for

specific markets BSBMKG403A Analyse market data BSBMKG404A Forecast market and business needs BSBMKG405A Implement and monitor marketing

activities BSBMKG406A Build client relationships BSBMKG407A Make a presentation BSBMKG408A Conduct market research Diploma BSBMKG501A Evaluate marketing opportunities BSBMKG502A Establish and adjust the marketing

mix BSBMKG503A Develop a marketing

communications plan BSBMKG504A Implement a marketing solution BSBMKG505A Review marketing performance BSBMKG506A Plan market research Advanced Diploma BSBMKG601A Develop marketing strategies BSBMKG602A Develop a marketing plan BSBMKG603A Manage the marketing process BSBMKG604A Develop and manage direct

marketing campaigns BSBMKG605A Evaluate international marketing

opportunities BSBMKG606A Manage international marketing

programs BSBMKG607A Manage market research SALES Certificate III BSBSLS301A Develop product knowledge BSBSLS302A Identify sales prospects BSBSLS303A Present a sales solution BSBSLS304A Secure prospect commitment BSBSLS305A Support post-sale activities BSBSLS306A Self-manage sales performance Certificate IV BSBSLS401A Lead a sales team


Volume 2B Page xvi © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

E-BUSINESS FIELD e-BUSINESS Certificate III BSBEBUS301A Search and assess online business

information BSBEBUS302A Use and maintain electronic mail

system BSBEBUS303A Participate in a virtual community BSBEBUS304A Buy online BSBEBUS305A Sell online BSBEBUS306A Make payments online BSBEBUS307A Bank online BSBEBUS308A Maintain online business records BSBEBUS309A Undertake e-learning BSBEBUS310A Work effectively as an off-site

e-worker Certificate IV BSBEBUS401A Conduct online research BSBEBUS402A Implement e-correspondence

policies BSBEBUS403A Communicate electronically BSBEBUS404A Trade online BSBEBUS405A Conduct online financial

transactions BSBEBUS406A Monitor and maintain records in an

online environment BSBEBUS407A Review and maintain the business

aspects of a website BSBEBUS408A Implement and monitor delivery of

quality customer service online BSBEBUS409A Lead and facilitate e-staff Diploma BSBEBUS501A Evaluate e-business opportunities BSBEBUS502A Evaluate e-business models BSBEBUS503A Design an e-business BSBEBUS504A implement an e-business strategy BSBEBUS505A Implement new technologies for

business BSBEBUS506A Plan and develop a business website BSBEBUS507A Manage the business aspects of a

website BSBEBUS508A Build a virtual community BSBEBUS509A Implement e-business outsourcing

arrangements BSBEBUS510A Manage e-business outsourcing BSBEBUS511A Implement a knowledge

management strategy for an e-business

BSBEBUS512A Implement electronic communication policy

BSBEBUS513A Plan e-learning BSBEBUS514A Implement e-learning BSBEBUS515A Facilitate e-learning BSBEBUS516A Manage online purchasing BSBEBUS517A Manage online inventory BSBEBUS518A Manage an e-business supply chain BSBEBUS519A Manage online sales systems BSBEBUS520A Manage online payments systems

BSBEBUS521A Plan e-marketing communications BSBEBUS522A Conduct e-marketing

communications BSBEBUS523A Investigate and plan e-work

business solutions BSBEBUS524A Implement and manage e-working

arrangements Advanced Diploma BSBEBUS601A Develop an e-business strategy BSBEBUS602A Develop an action plan for an

e-business strategy BSBEBUS603A Evaluate new technologies for

business BSBEBUS604A Develop a business website strategy BSBEBUS605A Identify and implement e-business

innovation BSBEBUS606A Manage e-business risk BSBEBUS607A Develop e-business outsourcing

policy and guidelines BSBEBUS608A Develop and implement online

information policy BSBEBUS609A Develop a knowledge management

strategy for an e-business BSBEBUS610A Develop electronic communication

policy BSBEBUS611A Develop and implement e-business

human resource management policy and practices

BSBEBUS612A Develop and implement e-work policy and guidelines

BSBEBUS613A Develop online customer service strategies

BSBEBUS614A Build online customer loyalty BSBEBUS615A Use online systems to support

managerial decision-making BSBEBUS616A Plan an e-business supply chain INTERNATIONAL SERVICES FIELD INTERNATIONAL TRADE / BUSINESS Certificate III BSBINT301A Apply knowledge of the

international trade environment to complete work

BSBINT302A Apply knowledge of legislation relevant to international trade to complete work

BSBINT303A Organise the importing and exporting of goods

BSBINT304A Assist in the international transfer of services

BSBINT305A Prepare business documents for the international trade of goods

BSBINT306A Apply knowledge of international finance and insurance to complete work requirements

Certificate IV BSBINT401A Research international business

opportunities BSBINT402A Market goods and services

internationally


© Australian National Training Authority 2004 Volume 2B Page xvii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSBINT403A Research international markets BSBINT404A Implement international client

relationship strategies BSBINT405A Apply knowledge of import and

export international conventions, laws and finance

BSBINT406A Promote compliance with legislation

BSBINT407A Prepare business advice on export Free on Board Value

BSBINT408A Prepare business advice on the taxes and duties for international trade transactions

BSBINT409A Plan for international trade Diploma BSBINT501A Profile international markets BSBINT502A Analyse consumer behaviour for

specific international markets BSBINT503A Analyse data from international

markets BSBINT504A Forecast international market and

business needs BSBINT505A Build international client

relationships BSBINT506A Build international business

networks BSBINT507A Report on finances related to

international business BSBINT508A Promote products and services to

international markets IMPORTED UNITS FOR THE E-BUSINESS BLENDED QUALIFICATIONS ICAITAD043A Develop and present a feasibility

report ICAITAD051B Develop client user interface ICAITAD052B Design IT security framework ICAITAD053B Design system security and controls ICAITAD054B Validate quality and completeness

of design ICAITAD138A Determine acceptable solution

providers for e-business projects ICAITAD141A Design dynamic websites to meet

technical requirements ICAITAD146A Develop web site information

architecture ICAITAD147A Determine that data base

functionality and scalability suits business requirements

ICAITAD148A Identify new technology models for e-business

ICAITAD149A Implement quality assurance process for e-commerce solutions

ICAITAD150A Evaluate vendor products and equipment

ICAITAD151A Gather data to identify business requirements

ICAITAD152A Implement risk management processes

ICAITAD156A Review and plan for risk to e-commerce solution providers

ICAITAD157A Develop technical requirements for an e-commerce solution

ICAITAD158A Translate the business needs into technical requirements

ICAITB059A Develop detailed technical design ICAITB073B Pilot the developed system ICAITB074B Monitor the system pilot ICAITD208A Writing for the World Wide Web ICAITS108B Complete database backup and

recovery ICAITS116A Undertake capacity planning ICAITS119B Monitor and administer system

security ICAITS191A Maintain web site performance ICAITS194A Ensure basic web site security ICAITS199A Manage E-commerce websites ICAITS200A Monitor traffic and compile

specified site traffic reports ICAITS202A Ensure privacy for users ICAITS203A Choose a web hosting service ICAITSP039B Match the IT needs with the

strategic direction of the enterprise ICAITSP040A Manage and review contracts ICAITT183A Confirm accessibility of web site

design ICAITT184A Ensure site usability ICAITTW214A Maintain ethical conduct ICAITU127B Support system software ICAITU205A Select and employ software and

hardware multimedia tools CUFIMA01A Produce and manipulate digital

images CUFIMA04A Create 3D digital animation CUFIMA05A Create 3D digital models and

images CUFMEM06A Design a multimedia product CUFMEM07A Apply principles of visual design

and communication to the development of a multimedia product

CUFMEM08A Apply principles of instructional design to a multimedia product

CUFMEM10A Design and create a multimedia interface

CUFMEM11A Design the navigation for a multimedia product

CULLB412A Undertake cataloguing activities UNITS IMPORTED FROM OTHER TRAINING PACKAGES (SEE NOTE AT TOP OF TABLE ON PAGE 14) Diversity THHGLE09B Manage workplace diversity Employment Services CHCAD1A Advocate for clients CHCCS1A Deliver and monitor service to clients CHCCS401A Facilitate cooperative behaviour CHCES302A Work with government in a purchaser

provider relationship CHCES304A Deliver recruitment services CHCES305A Monitor New Apprenticeships

support services


Volume 2B Page xviii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

CHCES303A Work within a legal and ethical framework

CHCES402A Deliver New Apprenticeship support services

CHCES301A Work in Employment Services area CHCCAR501A Provide careers guidance CHCES303A Use labour market information CHCCM2A Establish and monitor a case plan CHCES406A Provide job search support CHCCM4A Promote high quality case

management CHCORG29A Provide coaching and motivation CHCCS2A Develop and deliver client service CHCCD12B Apply a community development

framework CHCCS3B Coordinate the provision of services

and programs CHCCS402A Respond holistically to client issues CHCCS5A Identify and address specific client

issues CHCCS405A Work effectively with culturally

diverse clients and co-workers CHCES405A Monitor service performance in a

purchaser provider relationship with government

CHCDIS18A Support people with disabilities as workers

CHCCS6A Assess and deliver services to clients with complex needs

CHCDIS9B Maximise participation in work by people with disabilities

CHCDIS8A Work with clients intensively CHCES502A Research and report on labour market

information CHCES401A Analyse and apply labour market

information CHCCS4A Manage the delivery of quality client

service CHCES403A Develop and monitor employment

plans CHCDIS11A Coordinate disability work CHCES404A Promote clients to employers CHCES501A Manage service delivery in a

purchaser-provider relationship with government

PSPGOV603A Develop a tender submission Purchasing LGACOM409A

Prepare tender documents

PSPPROC602A

Direct management of contracts

PSPPROC702A

Establish the procurement context


© Australian National Training Authority 2004 Volume 2B Page xix BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Structure of BSB01 Volumes VVOOLLUUMMEE 11 VVOOLLUUMMEE 22AA VVOOLLUUMMEE 22BB VVOOLLUUMMEE 33 VVOOLLUUMMEE 44AA VVOOLLUUMMEE 44BB VVOOLLUUMMEE 44CC

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Field: BUSINESS

ADMINISTRATION SERVICES

Field: BUSINESS ADMINISTRATION SERVICES

Field: BUSINESS INFORMATION SERVICES




Introduction Qualification Guide Assessment Guidelines Domain: Domain: Domain: Domain: Domain: Domain: Legal Services


Specialist Administration

Recordkeeping Small Business Management Governance (Indigenous Organisations) Franchising Quality Auditing

Project Management Strategic Management Frontline Management

VVOOLLUUMMEE 44DD VVOOLLUUMMEE 55AA VVOOLLUUMMEE 55BB VVOOLLUUMMEE 66 VVOOLLUUMMEE 77 VVOOLLUUMMEE 88 Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Units of Competency

Field: COMMON BUSINESS




Field: E-BUSINESS Field: BUSINESS DEVELOPMENT

Field: INTERNATIONAL SERVICES

Domain: Domain: Domain: Domain: Domain: Domain: Domain: Common Occupational Health

& Safety Compliance Management

Human Resources Employment Services Unionism

Assessment and Workplace Training

E-Business Advertising Sales Marketing

International Trade International Business

[This domain will be replaced after the Training And Assessment Training Package is endorsed]


Volume 2B Page xx © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Competency Standards The broad concept of industry competency concerns the ability to perform particular tasks and duties to the standard of performance expected in the workplace. Competency requires the application of specified skills, knowledge and attitudes relevant to effective participation in an industry, industry sector or enterprise. Competency covers all aspects of workplace performance and involves performing individual tasks; managing a range of different tasks; responding to contingencies or breakdowns; and, dealing with the responsibilities of the workplace, including working with others. Workplace competency requires the ability to apply relevant skills, knowledge and attitudes consistently over time and in the required workplace situations and environments. In line with this concept of competency Training Packages focus on what is expected of a competent individual in the workplace as an outcome of learning, rather than focussing on the learning process itself. Competency standards in industry Training Packages are determined by industry to meet identified industry skill needs. Competency standards are made up of a number of units of competency each of which describes a key function or role in a particular job function or occupation. Each unit of competency within a Training Package is linked to one or more AQF qualifications.

Contextualisation of Units of Competency by RTOs Registered Training Organisation (RTOs) may contextualise units of competency to reflect local outcomes required. Contextualisation could involve additions or amendments to the unit of competency to suit particular delivery methods, learner profiles, specific enterprise equipment requirements, or to otherwise meet local needs. However, the integrity of the overall intended outcome of the unit of competency must be maintained. Any contextualisation of units of competency in this endorsed Training Package must be within the bounds of the following advice. In contextualising units of competency, RTOs: • must not remove or add to the number and content of elements and performance criteria • may add specific industry terminology to performance criteria where this does not

distort or narrow the competency outcomes • may make amendments and additions to the range statement as long as such changes do

not diminish the breadth of application of the competency and reduce its portability, and/or

• may add detail to the evidence guide in areas such as the critical aspects of evidence or resources and infrastructure required where these expand the breadth of the competency but do not limit its use.

Components of Units of Competency The components of units of competency are summarised below, in the order in which they appear in each unit of competency.

Unit Title

The unit title is a succinct statement of the outcome of the specific unit of competency. Each unit of competency title is unique, both within and across Training Packages.


© Australian National Training Authority 2004 Volume 2B Page xxi BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Unit Descriptor The unit descriptor broadly communicates the purpose of the unit of competency and the skill area it addresses. Where units of competency have been contextualised from units of competency from other endorsed Training Packages, summary information about the relationship of the units of competency is provided in the unit descriptor.

Competency Field (Optional) The competency field either reflects the way the units of competency are categorised in the Training Package or denotes the industry sector, specialisation or function. It is an optional component of the unit of competency.

Application of the Competency The application of the competency fleshes out the scope, purpose and operation of the unit of competency in different contexts, for example its application in the workplace.

Elements of Competency The elements of competency are the basic building blocks of the unit of competency. They describe in terms of outcomes the significant functions and tasks that make up the competency.

Performance Criteria The performance criteria specify the required performance in relevant tasks, roles, skills and in the applied knowledge that enables competent performance.

Range Statement The range statement provides a context for the unit of competency, describing any variables that may apply in workplace situations.

Evidence Guide The evidence guide is critical in assessment as it provides information to the Registered Training Organisation (RTO) and assessor about how the described competency may be demonstrated. The evidence guide does this by providing a range of evidence for the assessor to make determinations, and by providing the assessment context. The evidence guide describes: • conditions under which competency must be assessed including variables such as the

assessment environment or necessary equipment • relationships with the assessment of any other units of competency • suitable methodologies for conducting assessment including the potential for workplace

simulation • resource implications, for example access to particular equipment, infrastructure or

situations • how consistency in performance can be assessed over time, various contexts and with a

range of evidence, and • the required underpinning knowledge and skills

Key Competencies All Training Packages require the integration of Key Competencies either in each unit of competency, or across a qualification, depending on industry needs and preferences. The Key Competencies were first defined in 1992 in the project report, Putting General Education to Work: The Key Competencies Report (Mayer Committee 1992). The skills and


Volume 2B Page xxii © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

knowledge they describe are essential for effective workplace participation and involve the sorts of capabilities commonly used by employers as selection criteria. They underpin the ability of employees to adapt to technological, organisational, societal and functional change. The Key Competencies are generic, in that they apply to work in general, rather than to particular occupations or industries. They focus on the application of knowledge and skills in an integrated way in workplace situations. The seven Key Competencies are: 1 Collecting, analysing and organising information

The capacity to locate, sift and sort information in order to select what is required and to present it in a useful way, and evaluate both the information itself and the sources and methods used to collect it.

2 Communicating ideas and information The capacity to communicate effectively with others using the range of spoken, written, graphic and other non-verbal means of expression.

3 Planning and organising activities The capacity to plan and organise one’s own work activities, including making good use of time and resources, sorting out priorities and monitoring one’s performance.

4 Working with others in teams The capacity to interact effectively with other people both on a one-to-one basis and in groups, including understanding and responding to the needs of a client and working effectively as a member of a team to achieve a shared goal.

5 Solving problems The capacity to apply problem-solving strategies in purposeful ways, both in situations where the problem and the solution are clearly evident and in situations requiring creative thinking and a creative approach to achieve a desired outcome.

6 Using mathematical ideas and techniques The capacity to use mathematical ideas, such as number and space, and techniques such as estimation and approximation, for practical purposes.

7 Using technology The capacity to apply technology, combining the physical and sensory skills needed to operate equipment with the understanding of scientific and technological principles needed to explore and adapt systems.

Performance Levels There are three levels of performance defined within the Key Competencies. These are stand-alone levels and do not correspond to the AQF qualification levels. • Performance Level 1 is concerned with the level of competence needed to undertake

activities efficiently with sufficient self-management to meet the explicit requirements of the activity, and to make judgements about the quality of outcomes against established criteria.

• Performance Level 2 describes the competence needed to manage activities requiring

the selection, application and integration of a number of elements, and to select from established criteria to judge quality of process and outcome.


© Australian National Training Authority 2004 Volume 2B Page xxiii BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

• Performance Level 3 describes the competence needed to evaluate and reshape processes, to establish and use principles in order to determine appropriate ways of approaching activities, and to establish criteria for judging quality of process and outcome.

However, relating performance to the specific industry or workplace context may be more useful than interpreting the somewhat abstracted performance levels provided above. Where the Key Competencies are defined in the unit of competency, you will find them in a table, together with examples of their application, to help with assessment of their performance. Also, in evaluating the level of performance for the Key Competencies, consider the performance expectations at the AQF qualification level involved. Delivery and Assessment of Key Competencies The Key Competencies are integral to workplace competency, and, as such must be explicitly considered in the design, customisation, delivery and assessment of vocational education and training programs as represented diagrammatically below.

Competency Standards/

Competency

Learning Outcomes

Reflection

Workplace Activities

Assessment Strategies

Learning Strategies

Integration

of Key Competencies


Specialist Administration Competency Standards

CONTENTS

BSBADM301A Produce texts from shorthand notes.............................................. 3

BSBADM302A Produce texts from notes .............................................................. 8

BSBADM303A Produce texts from audio transcription ........................................ 13

BSBADM304A Design and develop text documents ........................................... 18

BSBADM305A Create and use databases .......................................................... 27

BSBADM306A Create electronic presentations................................................... 33

BSBADM307A Organise schedules..................................................................... 41

BSBADM308A Process payroll............................................................................ 46

BSBADM309A Process accounts payable and receivable .................................. 52

BSBADM310A Maintain a general ledger............................................................ 59

BSBADM401A Produce complex texts from shorthand notes ............................. 63

BSBADM402A Produce complex business documents ....................................... 69

BSBADM403A Develop and use complex databases.......................................... 78

BSBADM404A Develop and use complex spreadsheets..................................... 85

BSBADM405A Organise meetings ...................................................................... 92

BSBADM406A Organise business travel ............................................................. 98

BSBADM407A Administer projects.................................................................... 105

BSBADM408A Prepare financial reports ........................................................... 111

BSBADM501A Manage the establishment and maintenance of a workgroup network ..................................................................................... 117

CONTENTS

BSBADM502A Manage meetings ......................................................................125

BSBADM503A Plan and manage conferences ..................................................132

BSBADM504A Plan or review administration systems.......................................140

BSBADM505A Manage payroll ..........................................................................146

BSBADM506A Manage business document design and development ..............153

Specialist Administration BSBADM301A produce texts from shorthand notes

© Australian National Training Authority 2004 Volume 2B Page 3 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

BSBADM301A Produce texts from shorthand notes Unit Descriptor The unit covers taking shorthand from a dictation source at 60

words (or more) per minute, in accordance with the current Australian Standard for shorthand speed, and producing an accurate text from the notes. This unit is related to BSBADM401A Produce complex texts from shorthand notes.


1 Take dictation using shorthand

1.1 Organisational and task requirements relating to style, presentation and storage of documents are identified prior to commencing the task

1.2 The purpose and requirements of the text are clarified with the author

1.3 Shorthand notes are recorded from a dictation source at a minimum speed of 60 words per minute

1.4 Meaning and spelling of unusual names or terms are clarified to ensure accuracy of the notes

1.5 Shorthand notes are self-checked for accuracy

2 Transcribe shorthand notes 2.1 Text is produced from shorthand notes to the required degree of accuracy and reflects the intended meaning of the author

2.2 Text is produced within designated timelines

3 Edit and revise text 3.1 Final text is self-checked for accuracy 3.2 Text is revised, formatted, printed, named and stored

in accordance with organisational and task requirements

BSBADM301A produce texts from shorthand notes Specialist Administration

Page 4 Volume 2B © Australian National Training Authority 2004 BSB01 Business Services Training Package to be reviewed by 30/04/2006 Version 4

Range Statement



• Award and enterprise agreements and relevant industrial instruments



Purpose of text may include: • formal or informal letters • memo • report • agenda

Requirements of shorthand note taking may include:

• verbatim record of dictation • verbatim record of meeting • verbatim motions plus meeting summary ie minutes

Dictation source may include: • telephone • in person • teleconference • videoconference

Required degree of speed and accuracy may include:

Standards Australia Shorthand Speed AS2097 – 1986

Self-checking notes for accuracy may include:

• reading over shorthand notes for meaning • checking correlation between source and notes • inserting punctuation • inserting paragraphs • clarifying names, addresses and specific spelling with

information on file



Range Statement

Required degree of accuracy of text may include:

• correct spelling • correct grammar • intended meaning • correct use of technical vocabulary

Designated timelines for production of text may include:

• Standards Australia Shorthand Speed AS2907 – 1986 • timeline agreed with supervisor/person requiring text • organisation timeline eg minutes of meeting/agenda

Self-checking of text may include:

• checking spelling • checking grammar • checking intended meaning


• organisational format • number of copies • author’s instructions

Legislation, codes and national standards relevant to the workplace may include:

• award and enterprise agreements • national, State/Territory legislative requirements

especially in regard to Occupational Health and Safety

• industry codes of practice Evidence Guide

The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm competency for this unit. This is an integral part of the assessment of competency and should be read in conjunction with the Range Statement.

Critical Aspects of Evidence • Integrated demonstration of all elements of competency and their performance criteria

• Accurate transcription of dictation • Final text meets identified purpose and requirements

of author

BSBADM301A produce texts from shorthand notes Specialist Administration


Evidence Guide



• Relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination

• Dictation sources • Organisation’s policy and procedures requirements • Formats and styles of workplace documents • Shorthand symbols

Underpinning Skills

• Literacy skills in relation to correct spelling and grammar

• Language skills to clarify intended meaning with dictated source and by proof reading and editing own notes

• Communication skills to predict words from context, interpret intonation and stress

• Memory retention skills • Minimum shorthand speed of 60 words per minute • Ability to relate to people from a range of social,


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include: • workplace reference materials such as style guides • shorthand manuals • computer equipment including word processing

software • English and shorthand dictionaries

Consistency of Performance In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations eg dealing with different office requirements, different dictation contexts, different types of text, different types of work documents and over a period of time to ensure that situational variables are consistently achieved



Evidence Guide




• Assessment should reinforce the integration of the key competencies and the business services common competencies for the particular AQF level. Refer to the Key Competency Levels at the end of this unit





information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to determine organisational

requirements • Communicating ideas and information – through taking and transcribing shorthand notes • Planning and organising activities – to check information in order to edit and revise text • Working with teams and others – when clarifying intended meaning • Using mathematical ideas and techniques – N/A • Solving problems – while self-checking and proofreading notes and transcriptions • Using technology – when producing the final text Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM302A Produce texts from notes Specialist Administration


BSBADM302A Produce texts from notes Unit Descriptor This unit covers taking notes from an oral or printed source and

producing an accurate text from the notes.


1 Take notes 1.1 Organisational requirements relating to style, presentation and storage of documents are identified prior to commencing the task

1.2 The purpose and requirements of text are clarified with the author

1.3 Notes are recorded with the required degree of accuracy

1.4 Meaning and spelling of names or technical terms are clarified to ensure accuracy of the notes

1.5 Notes are self-checked for accuracy

2 Transcribe notes 2.1 Text is produced from notes to the required degree of accuracy and reflects the intended meaning of the author


3 Edit and revise text 3.1 Final text is self-checked for accuracy, and grammar and syntax are appropriate for the intended purpose and audience of the text

3.2 Text is revised, formatted, named, stored and printed in accordance with organisational and task requirements

Range Statement


Specialist Administration BSBADM302A Produce texts from notes


Range Statement Legislation, codes and national standards relevant to the workplace which may include:




Purpose of text may include: • formal or informal letters • memos • reports • agendas • meeting notes

Required degree of accuracy may include:

• capturing intended meaning of dictation • complete record (no omissions)

Notes may include: • those taken • by telephone • in person • via teleconference • via videoconference • at meetings • for multiple speakers • from audiotapes • from printed matter


• reading over notes for meaning • checking correlation between source and notes • inserting punctuation • clarifying names, addresses and specific spelling with

information on file




• timeline agreed with supervisor/person requiring text • organisation timeline eg minutes of meeting/agenda



Range Statement





Evidence Guide



• Use of conventional and other abbreviations and symbols

• Final text meets identified purpose and requirements of author




• Organisation’s policy and procedure requirements • Formats and styles of workplace documents • Types of oral and printed sources

Underpinning Skills • Literacy skills in relation to correct spelling and grammar

• Language skills to clarify intended meaning with dictated source and by proof reading and editing own notes


• Memory retention skills • Ability to relate to people from a range of social,


Specialist Administration BSBADM302A Produce texts from notes


Evidence Guide

Resource Implications • The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include:

• Workplace reference materials such as style guides • Computer equipment including word processing

software • English dictionary










information



teams

Use mathematical







requirements • Communicating ideas and information – through taking and transcribing longhand notes • Planning and organising activities – to check information in order to edit and revise text • Working with teams and others – when clarifying intended meaning • Using mathematical ideas and techniques – N/A • Solving problems – while self-checking and proofreading notes and transcriptions • Using technology – when producing the final text Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM303A produce texts from audio transcription


BSBADM303A Produce texts from audio transcription Unit Descriptor This unit covers transcribing audio tapes and producing accurate

texts from the transcriptions.


1 Prepare for audio transcription

1.1 Organisational requirements relating to style, presentation and storage of texts are identified prior to commencing the task

1.2 The purpose and requirements of the text are clarified with the author

2 Transcribe audiotape 2.1 Text is produced from transcription with the required accuracy

2.2 Audio transcription reflects the intended meaning of the author/s

2.3 The meaning of unclear speech is predicted from the context and / or clarified with the author/s

2.4 Meaning and spelling of names or technical terms are clarified to ensure accuracy of the text

2.5 Text is produced within designated timelines 2.6 Transcription is self-checked for accuracy

3 Edit and revise text 3.1 Final text is self-checked for accuracy, and grammar and syntax are appropriate for the intended purpose and audience of the text

3.2 Text is revised, formatted, named, stored and printed in accordance with organisational and task requirements

BSBADM303A produce texts from audio transcription Specialist Administration


Range Statement






Purpose of document may include:

• formal or informal letters • memo • report • agenda • minutes • verbatim record of meeting

Requirements of audio transcription may include:

• verbatim record of dictation

Audio transcription may include:

• dictation machine / dictaphone • audiotape • micro-cassette



Required degree of accuracy may include:

• capturing the intended meaning of the dictation


• timeline agreed with supervisor/person requiring text • organisation timeline eg minutes of meeting/agenda

Self-checking transcription for accuracy may include:

• inserting punctuation • clarifying names, addresses and specific spelling with

information on file



Range Statement





Evidence Guide



• Final text meets identified purpose and requirements of author




• Organisation’s policy and procedures requirements • Formats and styles of workplace documents • Types of audio transcriptions

Underpinning Skills • Literacy skills in relation to correct spelling and grammar

• Language skills to clarify intended meaning with dictated source and by proof reading and editing own transcription


• Listening skills to identify different speakers from their voices

• Ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities

Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include:

BSBADM303A produce texts from audio transcription Specialist Administration


Evidence Guide • workplace reference materials such as style guides • tape recorder including audio tapes • dictaphone equipment • computer equipment including word processing

software • English dictionary












information



teams

Use mathematical





requirements • Communicating ideas and information – through transcribing audiotapes • Planning and organising activities – to check information in order to edit and revise text • Working with teams and others – when clarifying intended meaning • Using mathematical ideas and techniques – N/A • Solving problems – while self-checking and proofreading transcriptions • Using technology – when producing the final text Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM304A Design and develop text documents Specialist Administration


BSBADM304A Design and develop text documents Unit Descriptor The unit covers design and development of predominantly

text-based documents using advanced features of document design software. This unit is related to BSBCMN213A Produce simple wordprocessed documents and BSBADM402A Produce complex business documents.

Competency Field Specialist Administration

Element Performance Criteria 1. Use safe work practices 1.1 Workspace, furniture and equipment are adjusted to

suit the ergonomic requirements of the user 1.2 Work organisation meets organisational and statutory

requirements for computer operation 1.3 Energy and resource conservation techniques are used

to minimise wastage in accordance with organisational and statutory requirements

2. Establish parameters for text document design and structure

2.1 Organisational requirements for text-based business documents are identified to ensure consistency of style and image

2.2 Task requirements for the design of text-based business documents are determined to meet organisational purposes

3. Design text documents 3.1 Text document structure and layout are designed to suit the purpose, audience and information requirements of the task

3.2 Text document is designed to enhance readability and appearance and meet organisational and task requirements for style and layout

3.3 Stylesheets and automatic functions are used to ensure consistency of design and layout

4. Produce text documents 4.1 Advanced software functions are used to enable efficient production of text documents

4.2 Text and other data are entered or imported, and edited to meet required specifications

4.3 Text documents are previewed, adjusted and printed in accordance with organisational and task requirements

4.4 Text documents are named and stored, in accordance with organisational requirements and the application exited without information loss/damage

4.5 Text documents are prepared within designated timelines and organisational requirements for speed

Specialist Administration BSBADM304A Design and develop text documents


Element Performance Criteria and accuracy

4.6 Manuals, user documentation and on-line help are used to overcome problems with document design and production

Range Statement






Software may include: • wordprocessing • desktop publishing

Organisational policy and procedures may include:

• log-on procedures • password protection • storage / location of data • standard formats • author’s instructions • use of templates

Ergonomic requirements may include:

• workstation height and layout • chair height, seat and back adjustment • footrest • screen position • keyboard and mouse position • document holder • posture • avoiding radiation from computer screens • lighting • noise minimisation

Work organisation may include:

• mix of repetitive and other activities



Range Statement • rest periods • exercise breaks

Conservation techniques may include

• double-sided paper use • re-used paper for rough drafts (observing

confidentiality requirements) • recycling used and shredded paper • utilising power-save options for equipment


• consistent corporate image • company logo • company colour scheme • established guidelines and procedures for document

production • ‘house styles’ • content restrictions • templates • organisation name, time, date, document title,

filename, etc in header / footer • observing copyright legislation

Text-based documents may include

• memos • faxes • multi-page letters • mail merge documents, including labels • forms • tables • schedules • calendars • reports • flyers • brochures • promotional material

Structure and layout may include:

• white space • typeface • graphics • photographs • drawing • boxes



Range Statement • colour • page layout • headings • columns • letter and memo conventions

Design may include: • simplicity • diversity • balance • typography • text flow • relative positioning of graphics and headings

Automatic functions may include:

• AutoText • AutoCorrect • page numbering • auto date • headers and footers • table headings • autoformat • styles • default settings

Consistency of design and layout may include:

• indentations • spacings • page numbers • typeface styles and point size • captions • bullet/ number lists • footnotes/endnotes • annotated references • borders • consistency with other business documents

Advanced software functions may include:

• templates • alternate headers and footers • styles • newspaper columns • mail merge • tables



Range Statement • sort • importing data / objects / pictures • sections • drawing tools • graphics tools

Data may include: • graphics • clip art • digital photographs • scanned photographs and logos • files • tables, graphs and charts • data from other software applications • quotes • references

Printing may include: • with drawing objects • with comments • with hidden text • with field codes • print to file • print merge

Naming and storage of documents may include:

• file names which are easily identifiable in relation to the content

• file/directory names which identify the operator, author, section, date etc

• file names according to organisational procedure eg numbers rather than names

• storage in folders / sub-folders • storage on hard/floppy disk drives, CD ROM, tape

backup • organisation policy for backing up files • organisation policy for filing hard copies of

documents • filing locations • security / password protection • authorised access

Designated timelines may include:

• timeline agreed with supervisor/person requiring document



Range Statement • timeline agreed with internal/external client • organisation timeline eg deadline requirements

Evidence Guide



• Knowledge and application of advanced text-based software functions

• Knowledge and application of text-based document design principles




• Basic functions of wordprocessing and/or desktop publishing software applications

• The impact of formatting and design on the presentation and readability of documents

• Organisation policies and procedures



Evidence Guide

Underpinning Skills • Literacy skills to interpret and evaluate the purposes and objectives of various uses of technology; consider aspects of context, purpose and audience when generating and formatting texts; display logical organisation of written information through the use of coherently linked paragraphs

• Keyboarding skills • Proofreading and editing skills to ensure clarity of

meaning and conformity to organisational requirements; check for accuracy and consistency of information by consulting additional resources

• Problem solving skills to use processes flexibly and interchangeably

• Communication skills to follow complex oral instructions when using new technology; listen to and interpret complex sequenced instructions



• workplace references such as computer user manuals, organisational policies and procedures and workplace procedural manuals

• computer equipment including relevant software, printer

• guide/examples of ‘house style’ • equipment (eg paper and other materials)




Evidence Guide











information



teams

Use mathematical





requirements • Communicating ideas and information – through well-designed business documents • Planning and organising activities – to meet designated timelines • Working with teams and others – to determine document purpose and audience • Using mathematical ideas and techniques – to determine spatial design requirements • Solving problems – using manuals and on-line help • Using technology – to design and develop business documents Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM305A Create and use databases


BSBADM305A Create and use databases Unit Descriptor This unit covers the creation of simple data tables, forms, reports

and queries to create a simple database that is used for storage and retrieval of information. This unit is related to BSBADM403A Develop and use complex databases.


1 Use safe work practices 1.1 Workspace, furniture and equipment are adjusted to suit the ergonomic requirements of the user

1.2 Work organisation meets organisational and occupational health and safety requirements for computer operation

1.3 Energy and resource conservation techniques are used to minimise wastage in accordance with organisational and statutory requirements

2 Create simple databases 2.1 Organisational requirements in relation to data entry, storage, output and presentation requirements are identified

2.2 Database use, output, reporting and presentation requirements are determined in accordance with organisational policy and procedures

2.3 Database utilises software functions and simple formulae to meet identified requirements

2.4 Data table and form layout enable efficient data input and display

2.5 Database reports are formatted in accordance with organisational style and presentation requirements

3 Create simple database queries

3.1 Information output, database tables to be used and report layout are determined to meet task requirements

3.2 Data groupings, search and sort criteria are determined to meet task requirements

3.3 Queries are run and the results checked to ensure they provide the required data

BSBADM305A Create and use databases Specialist Administration



4 Use simple databases 4.1 Data is entered, checked and amended in accordance with organisational and task requirements

4.2 Data input meets designated timelines and organisational requirements for speed and accuracy

4.3 Queries and formulae are tested to confirm output meets task requirements

4.4 Manuals, user documentation and on-line help are used to overcome problems with database design and production

4.5 Database reports and/or forms are previewed, adjusted and printed in accordance with organisational and task requirements

4.6 Databases are named and stored, in accordance with organisational requirements and the application exited without data loss/damage

Range Statement









• workstation height and layout • chair height, seat and back adjustment • footrest • screen position



Range Statement • keyboard and mouse position • document holder • posture • avoiding radiation from computer screens • lighting • noise minimisation


• mix of repetitive and other activities • rest periods • exercise breaks

Conservation techniques may include:



Software functions may include:

• field definitions / attributes • inserting / deleting blank lines and spaces • altering field widths • adding, deleting, moving, re-labelling fields • repeating (if available) • calculate/formula • formatting fields • formatting text • data protection • headers/footers • table, form and report wizards

Simple formulae may include: • count • maximum • minimum • average • sum • subtraction • multiplication • division • combinations of above



Range Statement

Report formatting may include:

• alignment on page • tables • columns • enhancements to format – borders, patterns and

colours • enhancements to text • headers/footers

Data may include: • numbers • text

Checking may include: • proofreading • accuracy of data • spelling, electronically and manually • accuracy of formulae with calculator • outcome of sorting / filtering • ensuring instructions with regard to content and

format have been followed


• timeline agreed with supervisor/person requiring database

• timeline agreed with internal/external client

Printing may include: • records • tables • forms • queries • reports

Storage of data may include: • storage in electronic folders / sub-folders • storage on hard/floppy disk drives, CD ROM, tape

backup • organisation policy for backing up files • organisation policy for filing hard copies of databases • filing locations • security • authorised access



Evidence Guide



• Databases are appropriate to task requirements and efficient input of data




• Organisational policy and procedures on • saving and backing up files • format of workplace reports / documents • energy and resource conservation • databases, including entry • database reports strategy • simple formulae

Underpinning Skills • Numeracy skills in relating to creating simple queries and using simple formulae


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace. These may include: • workplace reference materials such as style guides • computer equipment with database software • English dictionary




Evidence Guide









information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to determine the most appropriate

database format • Communicating ideas and information – through the production of effective database

reports • Planning and organising activities – to determine queries, formulae and input data • Working with teams and others – to determine database outputs and printing

requirements • Using mathematical ideas and techniques – while using queries and formulae in the

database • Solving problems – using manuals and on-line help • Using technology – to create and use databases Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM306A Create electronic presentations


BSBADM306A Create electronic presentations Unit Descriptor This unit covers the design of electronic presentations for

speakers, self-access and on-line access.


1. Use safe work practices 1.1 Workspace, furniture and equipment are adjusted to suit the ergonomic requirements of the user

1.2 Work organisation meets organisational and statutory requirements for computer operation


2 Prepare presentation 2.1 The purpose, audience and mode of presentation are determined in consultation with the content author / presenter

2.2 Presentation requirements in terms of supporting documents, transparencies and equipment are identified

2.3 Slide, notes and handout masters are designed to incorporate organisational and task requirements in relation to image and preferred style/s

2.4 Software functions are utilised for consistency of design and layout to meet identified presentation requirements

2.5 Presentation features are balanced for visual impact and emphasis

2.6 Presentations are prepared within designated timelines

BSBADM306A Create electronic presentations Specialist Administration



3 Produce presentation 3.1 Advanced software features are used to streamline and customise the presentation for different audiences

3.2 Manuals, user documentation and on-line help are used to overcome problems with design and production

3.3 Presentation is checked for spelling, consistency and style in accordance with task requirements

3.4 Presentation is rehearsed to adjust pace and timing in accordance with task requirements

3.5 Presentation materials are printed in accordance with presenter / audience requirements

3.6 Presentation is stored, in accordance with organisational requirements and the application exited without information loss/damage

Range Statement





• relevant industry codes of practice Organisational policy and procedures may include: • log-on procedures

• password protection • storage / location of data • standard formats • author’s instructions • use of templates


• workstation height and layout • chair height, seat and back adjustment • footrest • screen position • keyboard and mouse position



Range Statement • posture • avoiding radiation from computer screens • lighting • noise minimisation



Conservation techniques may include



Mode of presentation may include:

• speaker • self-running presentation • available for browsing by individuals • presentation conference • on-line / Internet / intranet • display on one computer, control from another

Presentation requirements may include:

• overhead transparencies • 35mm slides • world wide web documents • speaker notes • handouts • outlines • paper printouts of presentation / slide show • computer equipment and peripherals for on-screen

presentation • data show • video projectors • laptop computer • overhead projector • slide projector • Internet access • network access • digital pointer • annotation pen



Range Statement


• corporate image • company logo • company colour scheme • music • organisation name, time, date, occasion etc in header

/ footer • organisational video clip

Software functions may include:

• slide master • handout master • notes master • creating templates • placeholders • colour schemes • importing outlines from other applications

Presentation features may include:

• headlines / titles • text content • logos • pictures • charts • graphics • illustrations • objects • animation • sound • music • video clips • transitions • timing • pace


• timeline agreed with supervisor/person requiring presentation

• timeline agreed with internal/external client • organisation timeline eg conference deadline

requirements

Distractions may include: • too many words / pictures per slide • overuse of sound



Range Statement • irrelevant animation • multiple transitions • heavy colour

Advanced software features may include:

• agenda slides • presentation within a presentation – custom show

Pace may be: • too fast • too slow

Timing is: • time for slide show plus speaker (if any) plus audience input

Presentation materials may include:

• overhead transparencies • 35mm slides • world wide web documents • speaker notes • handouts • outlines • paper printouts of presentation / slide show

Storage of presentations may include:


backup • organisation policy for backing up files • organisation policy for filing hard copies • filing locations • security • authorised access

Evidence Guide



• Knowledge of a range of presentation styles / format suitable for different audiences

• Selection of available formats to create effective presentations



Evidence Guide




• Organisational guidelines on • Safe work practices • Presentation requirements • Storage of presentation

• Effect of design features on readability and appearance of electronic presentations

Underpinning Skills • Keyboarding and computer technology skills • Literacy skills: for reading and understanding the

organisation’s procedures; using screen layout to support text structure

• Proofreading and editing: checking own work and re-reading for accuracy against author’s requirements

• Communication including questioning and clarifying • Numeracy skills for calculating text and object

placement • Problem solving skills • Ability to relate to people from a range of social,






Evidence Guide











information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to determine the content and

organisational requirements of presentations • Communicating ideas and information – through well-designed visual presentations • Planning and organising activities – to prepare and rehearse presentations • Working with teams and others – to identify speaker / presenter requirements • Using mathematical ideas and techniques – to design a spatially balanced layout • Solving problems – through the use of manuals and on-line help • Using technology – to create electronic presentations Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM307A Organise schedules


BSBADM307A Organise schedules Unit Descriptor This unit covers managing appointments and diaries for personnel

within the organisation, using both manual and electronic diary/appointment systems This unit is related to BSBADM405A Organise meetings and BSBADM406A Organise business travel.


1 Establish schedule requirements

1.1 Organisational requirements and protocols for diaries and staff planning tools are identified

1.2 Organisational procedures for different types of appointments are identified

1.3 Personal requirements for diary / schedule items are determined for individual personnel

1.4 Appointment priorities are established and clarified in discussion with individual personnel

2 Manage schedules 2.1 Recurring appointments and deadlines are identified and scheduled in accordance with individual and organisational requirements

2.2 Availability of attendees is established and new appointments are scheduled in accordance with required timelines and diary commitments

2.3 Alternative arrangements are negotiated and confirmed when established appointments are changed

2.4 Appointments are recorded and schedules managed in accordance with organisational policy and procedures

Range Statement


BSBADM307A Organise schedules Specialist Administration


Range Statement Legislation, codes and national standards relevant to the workplace which may include:





• availability of information • priority clients / personnel • recording systems • protocols in contacting other personnel within and

outside organisation • electronic linked diaries/schedules • linking personal and executive diaries

Planning tools may include: • manual planners • planning wall chart • in/out boards / whiteboards • appointment book • calendar • desk diary • electronic calendar/diary • appointment view; planner view in electronic

scheduling systems

Diary / schedule items may include:

• meetings • conferences • teleconferences • recurring appointments • deadlines • leave (for both immediate person and others whose

absence affects the person) • travel

Recurring appointments may include:

• board meetings • committee meetings



Range Statement

Alternative arrangements may include:

• inserting additional appointments after a schedule has been prepared

• cancelling pre-arranged appointments • re-scheduling existing appointments

Records may include: • diary • calendar • paper based • electronic • filing system


• occupational health and safety issues • adequate time between appointments • lunch breaks • limit on total appointments in any one day • sufficient time to complete projects and meet

deadlines • stress minimisation • leave • time off in lieu

Evidence Guide



• Schedules which meet individual and organisational needs

• Ability to prioritise and negotiate • Knowledge of occupational health and safety issues

related to scheduling and workload

BSBADM307A Organise schedules Specialist Administration


Evidence Guide




• Policies and procedures in regard to making appointments

• Types of manual and electronic diary systems • The relationship between organising another person’s

schedule satisfactorily and achieving team goals • An understanding of the responsibility involved in

making other’s arrangements • Information sources

Underpinning Skills • Literacy skills to reads a range of procedural texts; write simple instructions for a particular routine task; sequence writing; interprets information gained from diaries and charts

• Communication skills to discuss and confirm requirements and priorities of others; question to clarify information

• Time-management skills to allow realistic timelines to schedule appointments

• Problem-solving skills to negotiate task distribution with other members of the group; select most appropriate times for appointments etc

• Numeracy skills for time estimation, accurate planning and record keeping


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include: • manuals and reference materials outlining policies

and procedures regarding appointments • diary and planner resources to record and schedule

appointments • calendar • appointment books, diaries and other recording

systems • maps



Evidence Guide










information



teams

Use mathematical



Level 1 Level 1 Level 1 Level 1 Level 1 Level Level 1

Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to find common available times for

appointments • Communicating ideas and information – to discuss and confirm requirements • Planning and organising activities – to manage diaries and schedules • Working with teams and others – to negotiate appointment times • Using mathematical ideas and techniques – to timetable appointments • Solving problems – to re-schedule meetings • Using technology – to maintain electronic diaries and use group meeting software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM308A Process payroll Specialist Administration


BSBADM308A Process payroll Unit Descriptor This unit covers processing of payroll from provided data in

manual or computerised payroll systems. This unit is related to BSBADM505A Manage payroll.


1 Record payroll data 1.1 Payroll data is checked and discrepancies clarified with designated person/s

1.2 Employee pay period details, deductions and allowances are entered in payroll system in accordance with source data

1.3 Payment due to individual employees is calculated to reflect standard pay and variations in accordance with employee source data

2 Prepare payroll 2.1 Payroll is prepared within designated timelines in accordance with organisational policy and procedures

2.2 Total wages for pay period are reconciled, and irregularities checked and corrected, or referred to designated person/s for resolution

2.3 Arrangements for payment are made in accordance with organisational and individual requirements

2.4 Authorisation of payroll and individual pay advice is obtained in accordance with organisational requirements

2.5 Payroll records are produced, checked and stored in accordance with organisational policy and security procedures

2.6 Security procedures for processing payroll and maintaining payroll records are followed

3 Handle payroll enquiries 3.1 Payroll enquiries are responded to in accordance with organisational and legislative requirements

3.2 Information is provided in accordance with organisational and legislative requirements

3.3 Enquiries outside area of responsibility / knowledge are referred to designated person/s for resolution

3.4 Additional information or follow-up action is completed within designated timelines in accordance with organisational policy and procedures

Specialist Administration BSBADM308A Process payroll


Range Statement






Designated person/s may include:

• those who have the authority to approve payroll decisions

• immediate supervisor

Pay period details may include: • salary • wage • casual wage • contract • piecework • commission • bonus

Deductions and allowances may include:

• income tax • superannuation contributions • health insurance • union dues • travel allowance • car allowance • meal allowance

Payroll system may include: • manual or computerised

Source documents may include: • employee records/history • employee earnings and payroll register • employee timesheets



Range Statement

Variations may include: • rates of pay • overtime • holiday loading • paid leave • unpaid leave • long service leave • taxation • sick leave

Payroll preparation may include:

• calculation of gross pay • taxation and other deductions • net pay • preparing cheques • electronic funds transfer • cash analysis • preparing pay advice slips

Payroll records may include: • pay advice slips • employee summary report • cash analysis sheets • end of month reports • electronic funds transfer • taxation reports • end of year reports • group certificates

Enquiries may include: • face-to-face • email • fax • telephone

Legislative requirements may include:

• confidentiality and security of records • Australian Tax Office regulations – eg Australian

Business Number, Employment Declaration Forms • payroll tax • PAYE tax • Medicare levy • HECS



Evidence Guide



• Knowledge and application of legislative requirements

• Accurate data input • Knowledge of organisational guidelines relating to

security and confidentiality of information




• Organisational policy and procedures • Structure of authority in organisation • Types of payroll systems • Specific legislative requirements

Underpinning Skills • Literacy skills to read and understands the organisation’s financial policies and procedures and legislative procedures, write cheque or salary authorisations; prepare pay advice slips; maintain records

• Numeracy skills for calculating gross and net pay, comparing differing rates of pay over a given time span of the same nature, preparing cash analysis sheets, reconciling figures

• Communication skills including questioning, clarifying, reporting

• Problem solving skills for reconciling figures and resolving employee enquiries within scope of own responsibility

• Time management to meet designated timelines • Ability to relate to people from a range of social,




Evidence Guide

Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include: • workplace reference materials such procedural

manuals and company policy • calculator • computer equipment and relevant software • payroll data from preceding pay periods












information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to input employee information • Communicating ideas and information – to respond to enquiries • Planning and organising activities – to process payroll and prepare pay advice slips • Working with teams and others – to deal with irregularities outside area of responsibility • Using mathematical ideas and techniques – to calculate gross and net pay • Solving problems – to identify and correct irregularities • Using technology – to process payroll if required Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM309A Process accounts payable and receivable Specialist Administration


BSBADM309A Process accounts payable and receivable Unit Descriptor This unit covers maintenance of accounts payable and accounts

receivable records, processing of payments to creditors, and handling overdue accounts receivable.


1 Maintain financial journal systems

1.1 Source documents are checked for accuracy and authorisation.

1.2 Errors and discrepancies in source documents are referred for resolution in accordance with organisational policy and procedures

1.3 Transactions are entered into the cash and credit journal system in accordance with organisational policy and procedures and accounting requirements

1.4 Credit journals are totalled in accordance with organisational policy and procedures

2 Prepare bank reconciliations

2.1 Cash journals are checked against bank statements to identify differences

2.2 Cash journals are updated with relevant data from bank statement

2.3 Discrepancies are identified and referred to the appropriate staff member/agency

2.4 Cash journals are totalled in accordance with organisational policy and procedures

2.5 Regular reconciliation reports are prepared within designated timelines

3 Maintain accounts payable and accounts receivable systems

3.1 Transactions are entered into individual accounts payable and accounts receivable in accordance with organisational policy and procedures and accounting requirements

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

3.3 Schedules of accounts payable and accounts receivable are reconciled with journal data or general ledger in accordance with organisational requirements

Specialist Administration BSBADM309A Process accounts payable and receivable



4 Process payments for accounts payable

4.1 Accounts payable statements are reconciled with accounting records in accordance with organisational policy and procedures

4.2 Payment documentation is checked for accuracy of information and discrepancies and errors rectified in accordance with organisational requirements

5 Prepare statements for accounts receivable

5.1 Accounts receivable statements are produced and checked for accuracy of content in accordance with organisational policy and procedures

5.2 Discrepancies are rectified and statements despatched within designated timelines

6 Follow up outstanding accounts

6.1 Accounts receivable ledger system is maintained in accordance with organisational requirements to reflect the current credit situation

6.2 Aged analysis of accounts receivable is conducted to identify outstanding accounts and determine collection procedures in accordance with organisational requirements

6.3 Outstanding accounts are reported or followed up in accordance with organisational policy and procedures

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

Range Statement








Range Statement

Source documents may include: • invoices received • tax invoices issued • credit notes received • credit notes issued • adjustment notes • cheque butts • receipts

Transactions may include: • credit purchases • credit sales • returns • day-to-day expenses • purchases paid by cheque • withdrawal of cash by owner • payments to creditors • interest charges and bank fees • capital contributions in cash by owner • payments received by debtors • cash sales • cash purchases • commission • interest revenue

Journals may include: • purchases journal • purchases returns journal • cash payments journal • sales journal • sales returns journal • cash receipts journal

Systems may include: • manual • computerised

Discrepancies may include: • bank charges • interest • dishonoured cheques • direct payments • direct deposits



Range Statement

Accounts payable and accounts receivable system may include:

• accounts payable subsidiary ledger • accounts payable schedule • accounts receivable subsidiary ledger • accounts receivable schedule

Journal data may include: • purchases journal total • purchases returns journal total • accounts payable data from cash payments journal • sales journal total • sales returns journal total • accounts receivable data from cash receipts journal

Checking of payment documentation may include:

• attachment of supporting invoices, statements • calculation of discount • cheque data • remittance advice data

Accounts receivable statements may include:

• manual system • computerised system • name and address of supplier • name and address of client/accounts receivable • month to which statement is applicable • opening balance if applicable • information about any sales, sales returns, credit,

forward orders and payments which have occurred throughout the month

• final balance with overdue details if appropriate • any payments received allocated on an invoice by

invoice basis • discount policy

Credit terms may include: • cash on delivery • cancellation of agreed credit arrangements • arrangements for settlement



Evidence Guide



• Knowledge of accounting record keeping system with regard to maintenance of journals and subsidiary ledgers

• Accurate entry of data into journal and subsidiary ledger system

• Reconciliation of subsidiary ledger system with journal or general ledger data

• Systematic tracing of errors




• The organisation’s accounting system and procedures • Policies and procedures across the range of tasks

required • Relevant source documents and information

contained within source documents • Definition of accounts payable and accounts

receivable • Cross-checking techniques • Limit of scope of own responsibility • Australian Taxation Office regulations

Underpinning Skills • Literacy skills to read and understand financial procedures; select and apply the procedures and strategies needed to perform a range of tasks after reading appropriate texts; follow sequenced written instructions

• Numeracy skills to use knowledge of mathematical concepts; interpret, compare and calculate with whole numbers and money; decimal fractions and percentages in some unfamiliar contexts

• Problem solving skills to use approximation to check for discrepancies

• Communication skills follow oral instructions;



Evidence Guide questioning to clarify information

• Proofreading skills to check calculations • Ability to relate to people from a range of social,


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include: • workplace reference materials such procedural

manuals and company policy • cash journals • credit journals • accounts payable and accounts receivable subsidiary

ledgers • calculator • computer equipment and relevant software












information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to post entries to journals and ledgers • Communicating ideas and information – through debtor and creditor statements • Planning and organising activities – to process payments and receipts • Working with teams and others – to refer discrepancies outside scope of authority • Using mathematical ideas and techniques – to check calculations and work with money,

decimals and percentages • Solving problems – to follow up outstanding accounts • Using technology – to operate computerised financial record keeping system if required Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM310A Maintain a general ledger


BSBADM310A Maintain a general ledger Unit Descriptor This unit covers preparing a general journal, posting journal

entries to the general ledger and preparing a trial balance. This unit is related to BSBADM408A Prepare financial reports.


1 Process journal entries 1.1 General journal entries are prepared in accordance with accounting requirements

1.2 Journals are posted into general ledger system in accordance with organisational policy and procedures and accounting standards

1.3 Accounts payable and accounts receivable subsidiary ledger systems are reconciled with general ledger

1.4 Processing maintains the accounting equation and is completed within designated timelines

2 Prepare a trial balance 2.1 Trial balance of the general ledger system is prepared in accordance with organisational requirements and accounting standards

2.2 Where trial balance does not balance, irregularities are identified and rectified or referred for resolution in accordance with organisational policy and procedures

Range Statement






General journal entries may include:

• purchase of a non-current asset on credit • sale of a non current asset on credit • correction of posting errors • opening entries

BSBADM310A Maintain a general ledger Specialist Administration


Range Statement • interest expense • interest receivable • bad debts written off • withdrawal of stock/assets by owner

Source journals for general ledger may include:

• cash receipts journal • cash payments journal • sales journal • sales return journal • purchases journal • purchases returns journal • general journal

General ledger system may include:

• manual • computerised

Reconciling accounts payable and accounts receivable systems may include:

• checking accuracy of accounts payable balances with general ledger control account

• checking accuracy of accounts receivable balances with general ledger control account

Preparing trial balance may include:

• listing the ledger account balances from the general ledger

• checking total debits equal total credits • tracing of errors

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

competency and their performance criteria • Explanation of the purpose of the general journal and

the relationship between journals and the general ledger

• Accurate entry of data • Implementation of double-entry principles • Systematic tracing of errors



• Relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and

Specialist Administration BSBADM310A Maintain a general ledger


Evidence Guide

anti-discrimination

• Accounting system and procedures • The organisation’s policies and procedures across the

range of tasks required • Source documents and information contained within

source documents • Definition of credits/creditors and debits/debtors • Cross-checking techniques • Limit of scope of own responsibility

Underpinning Skills • Literacy skills to read and understand financial procedures; select and apply the procedures and strategies needed to perform a range of tasks; follow sequenced written instructions

• Numeracy skills to interpret, use knowledge of mathematical concepts; compare and calculate with whole numbers and money; decimal fractions and percentages in some unfamiliar contexts; use a combination of oral and written mathematical and general language for the record keeping process

• Communication skills to listen to and follow oral instructions; question to clarify information

• Proofreading skills to check calculations • Problem solving skills to reconcile different pieces of

mathematical information • Ability to relate to people from a range of social,


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include: • enterprise policy and procedures manual • relevant standards and legislation • source journals • accounting system, paper-based, electronic


Context/s of Assessment • Competency is demonstrated by performance of all stated criteria, including paying particular attention to the critical aspects and the knowledge and skills

BSBADM310A Maintain a general ledger Specialist Administration


Evidence Guide elaborated in the Evidence Guide, and within the scope as defined by the Range Statement








information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to post journal entries into the

general ledger • Communicating ideas and information – through balanced reporting outcome • Planning and organising activities – comply with organisational procedures and

accounting standards • Working with teams and others – to refer irregularities outside own scope of

responsibility • Using mathematical ideas and techniques – to reconcile journals and prepare a trial

balance • Solving problems – to find and correct irregularities • Using technology – to maintain a general ledger, if required Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM401A Produce complex texts from shorthand notes


BSBADM401A Produce complex texts from shorthand notes Unit Descriptor This unit covers taking accurate shorthand notes at 80 words per

minute (or more) in accordance with the current Australian Standard for shorthand speed, from a variety of sources, including dictation and multiple speakers; producing complex texts from these notes; and could involve inserting information or objects into the text as directed by the dictated source. This unit is related to BSBADM301A Produce texts from shorthand notes.


1. Take dictation using shorthand

1.1 Organisational and task requirements relating to style, presentation and storage of documents are identified prior to commencing the task

1.2 The purpose and requirements of text is clarified with the author

1.3 Shorthand notes are recorded from a dictation source at a minimum speed of 80 words per minute

1.4 Meaning and spelling of names and technical terms are clarified to ensure accuracy of notes

1.5 Shorthand notes are self-checked for accuracy

2. Produce complex texts 2.1 Shorthand notes are transcribed and complex texts are produced to the required degree of accuracy

2.2 Texts contain inserted information, objects and formatting as directed by the dictated source and reflect the intended meaning of the author


3. Edit and revise texts 3.1 Final text is self-checked for accuracy 3.2 Text is revised, formatted, printed, named and stored

in accordance with organisational and task requirements

BSBADM401A Produce complex texts from shorthand notes Specialist Administration


Range Statement






Purpose of text may include: • formal or informal correspondence • memos • reports • agendas • minutes • newsletters • flyers • brochures • technical manuals / documents

Requirements of shorthand note taking may include:

• verbatim record of dictation • verbatim record of meeting • verbatim motions plus meeting summary ie minutes

Dictation source may include: • telephone • in person • teleconference • videoconference

Required degree of speed and accuracy may include:

• Standards Australia Shorthand Speed AS2097 - 1986

Sophisticated abbreviations may include:

• short forms • derivatives • phrases and intersections



Range Statement


• reading over shorthand notes for meaning • checking correlation between source and notes • inserting punctuation • inserting paragraphs • clarifying names, addresses and specific spelling with

information on file

Complex texts may include:

• technical language • industry specific language • inserted information from a variety of sources




• Standards Australia Shorthand Speed AS2907 - 1986 • timeline agreed with supervisor/person requiring text • organisation timeline eg minutes of meeting/agenda





Evidence Guide



• Accurate transcription of dictation • Final text meets identified purpose and requirements

of author



Evidence Guide




• The organisation’s policies and procedures • Shorthand symbols • Functions of tape recorder and/or dictaphone • Functions of relevant software applications

Underpinning Skills • Shorthand • Dictation machine • Note-taking • Literacy skills to draft complex correspondence and

reports; display logical organisational structure in writing; sequence writing with attention to organising principles of time, importance or other workplace relevant system; for control of most distinguishing linguistic structures; spell with accuracy; use grammar and punctuation effectively as an aid to understanding; follow verbal instructions comprising defined steps; predict context; interpret intonation and stress

• Varied written communication skills to meet the requirements of the work context, the intended audience and the purpose of the communication; clarify intended meaning by proofreading and editing own writing, ask for repetition when listening; make constructive additions

• Communication skills for listening and questioning to clarify information; participate effectively in spoken interactions by using strategies to confirm, clarify or repair understanding

• Memory retention skills • Ability to relate to people from a range of social,




Evidence Guide


• Workplace manuals and reference materials such as company policy, procedural manuals, style guides, shorthand manuals

• English and shorthand dictionary • Computer and other equipment (eg: dictaphone,

audio)












information



teams

Use mathematical





requirements • Communicating ideas and information – through taking and transcribing shorthand

notes • Planning and organising activities – to check information in order to edit and revise text • Working with teams and others – when clarifying intended meaning • Using mathematical ideas and techniques – N/A • Solving problems – while self-checking and proofreading notes and transcriptions • Using technology – when producing the final text Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM402A Produce complex business documents


BSBADM402A Produce complex business documents Unit Descriptor This unit covers design and development of business documents

using complex technical features of word processing and/or desktop publishing software. This unit is related to BSBADM304A Design and develop text documents and BSBADM506A Manage business document design and development.





2. Analyse document requirements

2.1 Organisational and task requirements are identified prior to document design

2.2 Complex technical functions of the software are evaluated for their usefulness in fulfilling the requirements of the task

2.3 Document requirements are matched with software functions to provide efficient production of documents

3. Design complex documents 3.1 Document structure and layout are designed to suit the purpose, audience and information requirements of the task

3.2 Document is designed to enhance readability and appearance and meet organisational and task requirements for style and layout

3.3 Complex software functions are used to enable efficient manipulation of information and other material and ensure consistency of design and layout

3.4 Manuals, user documentation and on-line help are used to overcome problems with document design and production

BSBADM402A Produce complex business documents Specialist Administration



4. Produce documents 4.1 Complex operations used in development of documents achieve required results

4.2 Documents are previewed, adjusted and printed in accordance with organisational and task requirements

4.3 Documents are named and stored, in accordance with organisational requirements and the application exited without information loss/damage

4.4 Documents are prepared within designated timelines and organisational requirements for speed and accuracy

Range Statement








Range Statement

Complex documents may include:

• long documents • multiple sections • multiple headers and footers • different odd and even pages • master documents • subdocuments • primary mail merge documents • mail merge data documents • templates • multiple users • hyperlinks • concordance files • document protection • linked and/or embedded objects • captions • call outs • drawing • WordArt • forms with fields

Software may include: • wordprocessing • advanced desktop publishing





Range Statement









• consistent corporate image • company logo • company colour scheme • established guidelines and procedures for document

production • ‘house styles’ • content restrictions • templates • organisation name, time, date, document title,

filename, etc in header / footer • observing copyright legislation



Range Statement Complex technical functions may include:

• table of contents • index • importing • exporting • linking • embedding • merge criteria • fields • form fields • formulae • sort criteria • macros • templates • display features • data transfer

Structure and layout may include:

• white space • typeface • graphics • photographs • drawing • boxes • colour • page layout • headings • columns • letter and memo conventions

Design choices may include: • simplicity • diversity • balance • typography • text flow • relative positioning of graphics and headings



Range Statement Consistency of design and layout may include:

• indentations • spacings • page numbers • typeface styles and point size • captions • bullet/ number lists • footnotes/endnotes • annotated references • borders • consistency with other business documents

Printing may include:

• with drawing objects • with comments • with hidden text • with field codes • to fit specific number of pages • print to file • print merge







documents • filing locations • security • authorised access


• timeline agreed with supervisor/person requiring spreadsheet

• timeline agreed with internal/external client • organisation timeline eg deadline requirements



Evidence Guide



• Knowledge and application of complex software functions




• Advanced functions of wordprocessing and/or desktop publishing software applications

• Impact of formatting and design on the presentation and readability of documents

• Organisational policies and procedures

Underpinning Skills • Literacy skills to interpret and evaluate the purposes and objectives of various types of software; consider aspects of context, purpose and audience when generating and formatting texts; display logical organisation of written information through the use of coherently linked paragraphs; use a variety of strategies for planning and reviewing own work; demonstrate drafting techniques; use simple and complex syntactic structures; select vocabulary to create nuances of meaning in particular contexts

• Proofreading and editing skills to ensure clarity of meaning and conformity to organisational requirements; check for accuracy and consistency of information by consulting additional resources


• Numeracy skills to collate and present data; graphs and annotated references

• Communication skills to follow complex oral instructions when using technology; listen to and interpret complex sequenced instructions

• Keyboarding skills • Ability to relate to people from a range of social,

cultural and ethnic backgrounds and physical and



Evidence Guide mental abilities


• Workplace references such as computer user manuals, organisational policies and procedures and workplace procedural manuals

• Computer equipment including relevant software, printer

• Guide/examples of ‘house style’ • Equipment (eg paper and other materials)

Consistency of Performance • In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range and variety of situations











information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to determine document

requirements • Communicating ideas and information – through well-designed business documents • Planning and organising activities – to meet designated timelines • Working with teams and others – to determine document purpose and audience • Using mathematical ideas and techniques – to determine design requirements • Solving problems – using manuals and on-line help • Using technology – to produce complex business documents Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM403A Develop and use complex databases Specialist Administration


BSBADM403A Develop and use complex databases Unit Descriptor This unit covers the use of database software to complete business

tasks and produce useable complex documents. This unit is related to BSBADM305A Create and use databases.





2. Develop a linked database solution

2.1 Task is analysed and specifications for databases are determined

2.2 Organisational and task requirements in relation to data entry, storage, output, reporting and presentation requirements are identified

2.3 Databases are designed and constructed to meet the requirements of the given situation

2.4 Field attributes are set according to data type and databases are linked by a common field in accordance with software procedures

2.5 Database design utilises software functions and formulae to meet identified requirements

3. Develop database record forms and reports

3.1 Data entry forms are designed and created to meet specified requirements for entering and displaying information

3.2 Data table and form layout enable efficient data input and display

3.3 Field attributes are set according to data type and formulae / calculated field incorporated to meet task specifications

3.4 Report formats are designed and created according to specified criteria using conditional operators as required

3.5 Database reports are formatted in accordance with organisational style and presentation requirements

3.6 Queries and formulae are tested to confirm output meets task requirements

Specialist Administration BSBADM403A Develop and use complex databases



4. Automate and standardise database operation

4.1 Tasks are evaluated to identify those where automation would increase efficiency

4.2 Macros are created, used and edited to fulfil the requirements of the task and automate database operation

4.3 Templates are developed, edited and used to ensure consistency of design and layout for forms and reports in accordance with organisational requirements

5. Use databases 5.1 Data is entered, checked and amended in accordance with organisational and task requirements

5.2 Data is imported / exported between compatible databases and host documents adjusted in accordance with software and system procedures

5.3 Manuals, user documentation and on-line help are used to overcome problems with spreadsheet design and production

5.4 Database reports and/or forms are previewed, adjusted and printed in accordance with organisational and task requirements

5.5 Database is named and stored, in accordance with organisational requirements and the application exited without data loss/damage

Range Statement







• log-on procedures • password protection • storage / location of data • standard formats • author’s instructions



Range Statement • use of templates








Database design may include: • analysis • appropriateness • field attributes • formulae (if required) • functions (if available) • format • entry and validation of data • importing and exporting data • linking fields • formatting and reformatting • split screen operation (if available)



Range Statement

Formulae may include: • addition • subtraction • multiplication • division • maximum • minimum • average • combinations of above

Data entry form creation may include:

• field definitions • record layout • format • blank lines and spaces • insert • delete • titles • fields: • alter widths • move • re-label • add • delete • repeating (if available) • calculate/formula

Reports may include: • query • selection criteria • conditional operators (and, or, not) • record selection • format • field selection • headers and footers (if available)

Macro selection options may include:

• append • edit • query • list • delete • report



Range Statement • print • exit

Templates may include: • forms • reports • headers/footers • page formats • font types and sizes • headings

Printing may include:

• records • tables • forms • queries • reports

Storage of data may include: • storage in folders / sub-folders • storage on hard/floppy disk drives, CD ROM, tape


spreadsheets • filing locations • security • authorised access

Evidence Guide



• Successful operation of linked databases • Knowledge and application of advanced database

functions to achieve efficient design of databases



Evidence Guide




• Advanced functions of database software applications • Impact of formatting and design on the presentation

and readability of data • Organisational policies and procedures

Underpinning Skills • Literacy skills to interpret and evaluate the purposes and uses of various features of databases; use a variety of strategies for planning and reviewing own work

• Proofreading and editing skills to check for accuracy and consistency of information by consulting additional resources


• Numeracy skills to collate and present data; graphs and related references











Evidence Guide









information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to determine database requirements • Communicating ideas and information – through well-designed records and reports • Planning and organising activities – to link databases and meet task specifications • Working with teams and others – to determine database purpose / use • Using mathematical ideas and techniques – to utilise formulae and calculate fields • Solving problems – using manuals and on-line help • Using technology – to develop and use complex databases Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM404A Develop and use complex spreadsheets


BSBADM404A Develop and use complex spreadsheets Unit Descriptor This unit covers the use of spreadsheet software to complete

business tasks and produce suable complex documents. This unit is related to BSBCMN214A Create and use simple spreadsheets.





2. Develop a linked spreadsheet solution

2.1 Task is analysed and specifications for spreadsheets are determined

2.2 Organisational and task requirements in relation to data entry, storage, output, reporting and presentation requirements are identified

2.3 Spreadsheet design utilises software functions and formulae to meet identified requirements

2.4 Spreadsheets are linked in accordance with software procedures

2.5 Cells are formatted and data attributes assigned with relative and/or absolute cell references used in accordance with the task specifications

2.6 Formulae are tested to confirm output meets task requirements

3. Automate and standardise spreadsheet operation

3.1 Tasks are evaluated to identify those where automation would increase efficiency

3.2 Macros are created, used and edited to fulfil the requirements of the task and automate spreadsheet operation

3.3 Templates are developed, edited and used to ensure consistency of design and layout for forms and reports in accordance with organisational requirements

BSBADM404A Develop and use complex spreadsheets Specialist Administration



4. Use spreadsheets 4.1 Data is entered, checked and amended in accordance with organisational and task requirements

4.2 Data is imported / exported between compatible spreadsheets and host documents adjusted in accordance with software and system procedures

4.3 Manuals, user documentation and on-line help are used to overcome problems with spreadsheet design and production

4.4 Spreadsheet is previewed, adjusted and printed in accordance with organisational and task requirements

4.5 Spreadsheet is named and stored, in accordance with organisational requirements and the application exited without data loss/damage

5. Represent numerical data in graphic form

5.1 Style of graph is determined to meet specified requirements and spreadsheet data is manipulated if necessary to suit graph requirements

5.2. Graphs are created with labels and titles from numerical data contained in a spreadsheet file

5.3 Graph is saved, viewed and printed within designated timelines

Range Statement










Range Statement








Spreadsheet design may include:

• analysis • appropriateness • identification and parameters • formulae • functions • relative and absolute cell references • headings and labels • import and export of data • linked formulae • formatting and reformatting • headings • labels • multi-page documents • headers and footers • split screen operation • embedding cell references in formulae • avoidance of blank rows and columns



Range Statement

Functions may include: • mathematical functions (square root, integer, absolute value, round)

• statistical functions (standard deviation, count, maximum, minimum)

• basic financial functions (if available) • date functions • logical functions (lookup, if, choose, true, false,

conditions) • simple nested functions

Formulae may include: • addition • subtraction • multiplication • division • percentage • exponentiation • comparison • average • combinations of above

Macros may include: • printing sections of a spreadsheet

Templates may include: • forms • reports • headers/footers • page formats • font types and sizes • headings

Importing/exporting: • is achieved without requiring an intermediary step • may include: • linking formulae • reformatting • split screen (if available) • proofreading

Printing may include: • entire workbooks • worksheets • selected data within a worksheet • charts



Range Statement

Storage of data may include: • storage in folders / sub-folders • storage on hard/floppy disk drives, CD ROM, tape


spreadsheets • filing locations • security • authorised access

Graphs may include: • bar • line • pie • stack • scatter • 3D

Graph creation may include: • using graph menu • data range • X and Y axis • labels and titles • naming • keys and legends • sizing (if possible)

Evidence Guide The Evidence Guide identifies the critical aspects, underpinning knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statement. Critical Aspects of Evidence • Integrated demonstration of all elements of

competency and their performance criteria • Successful operation of linked spreadsheets • Knowledge and application of advanced spreadsheet

features

Underpinning Knowledge * At this level the learner must



• Advanced functions of spreadsheet software



Evidence Guide applications

• Impact of formatting and design on the presentation and readability of data

• Organisational policies and procedures

Underpinning Skills • Literacy skills to interpret and evaluate the purposes and uses of various features of spreadsheets; use a variety of strategies for planning and reviewing own work

• Proofreading and editing skills to check for accuracy and consistency of information by consulting additional resources


• Numeracy skills to collate and present data; graphs and related references











Evidence Guide









information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to determine spreadsheet

requirements • Communicating ideas and information – through well-designed linked spreadsheets • Planning and organising activities – to link spreadsheets and meet task requirements • Working with teams and others – to determine spreadsheet purpose / use • Using mathematical ideas and techniques – to utilise functions and formulae • Solving problems – using manuals and on-line help • Using technology – to develop and use complex spreadsheets Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM405A Organise meetings Specialist Administration


BSBADM405A Organise meetings Unit Descriptor This unit covers organising meetings including agendas, papers,

participants and minutes. This unit is related to BSBADM307A Organise schedules and BSBADM502A Manage meetings. Consider co-assessment with BSBADM406A Organise business travel.


1. Make meeting arrangements

1.1 The type of meeting and its purpose are identified 1.2 Any legal or ethical requirements are identified and

complied with 1.3 Requirements of meeting and participants are

identified 1.4 Meeting arrangements are made in accordance with

requirements of meeting 1.5 Participants are advised of any changes to original

meeting details

2. Prepare documentation for meetings

2.1 Notice of meeting, agenda and meeting papers are prepared in accordance with meeting requirements

2.2 Documentation is checked for accuracy and any errors are corrected

2.3 Documentation is despatched to participants within designated timelines

2.4 Spare sets of documents are prepared

3. Record and produce minutes of meeting

3.1 Notes are taken with the required degree of speed and accuracy to ensure an accurate record of the meeting

3.2 Minutes are produced that reflect a true and accurate account of the meeting

3.3 Minutes are checked for accuracy and submitted for approval by the nominated person

3.4 Copies of minutes are despatched within designated timelines

Specialist Administration BSBADM405A Organise meetings


Range Statement






Type of meeting may include: • face-to-face • teleconference • videoconference • annual general meeting • board meeting • staff meeting

Legal and ethical requirements may include:

• requirements for public meetings • codes of practice • legislation relating to companies, associations etc

Meeting requirements may relate to:

• purpose of the meeting • meeting structure • voting procedures • number of participants • special needs of participants • specific resources and equipment required by

participants eg video projectors • telephone or videoconferencing equipment • teleconferencing or videoconferencing meeting

protocols



Range Statement

Meeting arrangements may include:

• scheduling the date and time for the meeting • booking an appropriate venue • organising catering • organising accommodation and transport • organising appropriate communication technology • establishing costs and operating within a budget • preparing relevant documentation for participants

Meeting style and structure may include:

• formal • informal • semi-formal • structured • self-managed

Agenda may include: • statement of the meeting’s purpose • date, time and location of meeting • welcome • minutes of the previous meeting • matters or business arising from the minutes • correspondence • reports • major agenda items • general business • date of next meeting

Meeting papers may include: • financial reports • chairperson’s report • research reports • itemised meeting papers • draft documentation • correspondence • committee reports • minutes of previous meeting



Range Statement

Notes may include: • record of participants who were present at or absent from the meeting (attendees and apologies)

• points discussed at the meeting • suggestions made at the meeting • issues raised at the meeting • decisions taken at the meeting • action items • formal motions • future action • arrangements for next meeting

Minutes may include: • using previous minutes to determine required format • using organisation templates • meeting details (eg title, date, time, location) • welcome • names of absent and attending participants • apologies • approval of the record of the previous minutes • matters arising from the previous meetings • correspondence • agenda items • reports • other business • date of the next meeting • lists rather than complete sentences

Evidence Guide



• Knowledge of meeting procedure/protocols for different types and modes of meeting

• Ability to identify issues for minutes from general discussion



Evidence Guide




• Policies and procedures in regard to meetings, agendas and minute-taking

• Meeting terminology • Meeting structures • Meeting arrangements • Minute format • Agenda format

Underpinning Skills • Literacy skills to write and compile agenda items and record minutes; make notes from spoken texts in meetings; use a variety of strategies for planning, reviewing and proofreading documentation

• Communication skills to co-ordinate and consult with participants; orally present written reports with a number of defined sections; clarify points made in meetings

• Research skills to select categories by which to organise information and assess information for relevance, accuracy

• Time-management skills to allow sufficient time to prepare for and conduct meetings



• Reference material in regard to meeting venues, catering companies, transport suppliers

• Names and contacts for meeting participants • Office supplies and equipment • Equipment (eg computer and software, meeting

technology)




Evidence Guide









information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information –to prepare meeting papers • Communicating ideas and information – through accurate minutes • Planning and organising activities – to set up agendas and organise meetings • Working with teams and others – to confirm accuracy of minutes • Using mathematical ideas and techniques – to sequence and number sections and

subsections in agendas and minutes • Solving problems – to check meeting documents and minutes for accuracy • Using technology – to organise meetings and record minutes if required Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM406A Organise business travel Specialist Administration


BSBADM406A Organise business travel Unit Descriptor This unit covers organising domestic and overseas business trips

and associated itineraries and making travel arrangements. This unit is related to BSBADM307A Organise schedules. Consider co-assessment with BSBADM405A Organise meetings.


1. Organise business itinerary for domestic and overseas travel

1.1 Purpose of domestic and overseas travel, budgets, meeting requirements and traveller preferences are confirmed

1.2 Points of contact and names of contact persons are identified and arrangements for meetings are made and confirmed in accordance with planned itinerary

1.3 Daily itineraries are prepared with appointments, arrival and departure times, accommodation and other details in accordance with travel purpose

1.4 Documents and support material for meetings are sourced and prepared within designated timelines

1.5 Itinerary is prepared in accordance with meeting requirements, travel demands and occupational health and safety requirements for the traveller

1.6 Itinerary and meeting documents are despatched to the traveller within designated timelines

2. Make travel arrangements 2.1 Bookings are made in accordance with organisational policies and procedures for business travel

2.2 Travel documents are identified and arranged in accordance with itinerary and individual requirements

2.3 Travel arrangements are confirmed and confirmation documents checked and despatched to the traveller within designated timelines

2.4 Alternative arrangements are negotiated and confirmed in response to changed requirements

2.5 Travel details and itinerary are recorded in accordance with organisational requirements

2.6 Communication arrangements are negotiated and confirmed in accordance with organisational requirements

3. Arrange credit facilities 3.1 Methods of payment are checked and confirmed 3.2 Credit arrangements are made in accordance with

organisational policy and procedures

Specialist Administration BSBADM406A Organise business travel


Range Statement The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit: Legislation, codes and national standards relevant to the workplace which may include:




Travel demands may include: • mode of travel • class of travel • transport timetables • connections and transfers • time differences • budget • available accommodation • class of accommodation • time management

Other itinerary details may include:

• Daily itinerary details may involve: • transport arrangements • arrangements for meals • required documentation for each appointment • contact names and numbers of all personnel

involved • suggested leisure activities

Material for meetings may include:

• overhead transparencies • electronic presentations • promotional brochures • product samples • catalogues • work completed for the client • product prototypes/samples • business proposals • tenders



Range Statement • reports • contracts • meeting papers • presentation kits • office supplies • information technology (eg laptop, computer

software) • telecommunication equipment (eg mobile phone,

teleconferencing equipment)

Traveller occupational health and safety may include:

• time between appointments • limit on total appointments in any one day • travelling time to reach venues • time for connections and transfers • limit on total amount of travel per day • rest periods • lunch breaks • leisure time

Bookings may include: • on line • telephone • travel agent

Travel documents may include: • passport • visa/s • insurance • health / medical documents • travel itinerary • timetables • maps • accommodation guides • travel vouchers • business schedule • meeting agenda and other documents • list of contacts

Confirmation documents may include:

• e-ticket • paper ticket/s • travel vouchers • electronic or printed air-line itinerary



Range Statement • accommodation confirmation email, facsimile or

letter • travel agent itinerary

Recording travel details may include:

• separate file for each business trip • individual travel file for each key aspect of the trip • using a prepared checklist • using the organisation’s standard checklist • using a diary

Communication arrangements may include:

• points of contact • mobile access • email and facsimile access

Methods of payment may include:

• accounts established with the organisation • purchase order • company credit cards • traveller pays and is reimbursed at a later date • the organisation provides the traveller with a cash

advance • special arrangement made between the organisation

and individual suppliers

Credit arrangements may include:

• cab charge • debit / credit cards • currency • traveller’s cheques • electronic transfer

Evidence Guide



• Arrangements meet the requirements and preferences of the traveller and the organisation


demonstrate understanding of a broad knowledge base incorporating

• Relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and



Evidence Guide some theoretical concepts. anti-discrimination

• Policies and procedures regarding travel • Internet / web sites • Itinerary formatting and preparation • Filing systems • Checklist systems • Booking procedures • Sources of relevant documents and support material

Underpinning Skills • Literacy skills to read a variety of texts, eg policy and procedures, travel timetables, conference brochures; write clear and detailed instructions in logical sequence

• Research skills to locate specific information regarding appropriate transport, meeting venues, accommodation, contacts etc; analyse and summarise data to produce schedule/itinerary/report

• Communication skills to participate effectively in spoken interactions; listen to detailed oral instructions; question to clarify and evaluate information; offer opinion on information gathered from a variety of sources

• Time management skills to allow sufficient time to prepare business and travel documentation

• Problem-solving skills to choose appropriate solution from a range of available solutions

• Numeracy skills for estimating time and planning; interprets, comparing and calculating with money

• Technology skills to access the Internet and make on-line bookings




Evidence Guide


• policies and procedures regarding travel • timetables and forms • reference material, such as accommodation and

transport suppliers • calendar • appointment books, diaries and other recording

systems • preferred suppliers and contact details • maps • credit facilities










information



teams

Use mathematical






Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to identify travel requirements • Communicating ideas and information – to negotiate meeting times and travel

arrangements • Planning and organising activities – to arrange meetings and itineraries • Working with teams and others – to coordinate arrangements • Using mathematical ideas and techniques – for timetable planning and time

management • Solving problems – to find alternative solutions for changed requirements • Using technology – to make on-line bookings and record travel arrangements Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM407A Administer projects


BSBADM407A Administer projects Unit Descriptor This unit covers coordination of the administrative aspects of a

project, such as meetings, identifying key results, keeping within timelines and winding up the project on completion.


1. Plan project administration 1.1 The purpose, scope and objectives of projects are identified and recorded

1.2 Project plans are developed that identify project activities and key milestones and timelines in accordance with the requirements of the project brief / contract in consultation with stakeholders

1.3 Factors that affect timeframes are identified and addressed in project planning to ensure timeframes are realistic and achievable

1.4 Project budgets are linked to key outcomes within projects and reporting mechanisms are incorporated to ensure payments are made / received as outcomes are achieved

1.5 Project plans identify monitoring and reporting arrangements for project activities and budgets in accordance with organisational, statutory and auditing requirements

2. Coordinate project administration

2.1 Tasks and resources are allocated and monitored in accordance with project requirements

2.2 Project expenditure is detailed in financial control systems, and monitored against project budgets in accordance with project plan

2.3 Project timeframes and milestones are monitored and reported on to designated person/s in accordance with organisational requirements

2.4 Project records are maintained in accordance with project and organisational requirements

3. Finalise and review project administration

3.1 Procedures for winding up projects are identified and completed in accordance with statutory, organisational and auditing requirements

3.2 Project administration is reviewed against project plan and outcomes are measured and reported in accordance with organisational and task requirements

BSBADM407A Administer projects Specialist Administration


Range Statement






Projects may include: • internal (eg newsletter) • external (eg contracted by external client) • small • large • complex (eg feasibility study)

Project activities may include: • coordinating staff • ensuring tasks are carried out • communicating advice/information to team • meetings, including preparation of minutes, papers

and reports • preparing project plan • preparing project documentation • monitoring financial arrangements • processing invoices • monitoring timelines • monitoring progress

Key administrative milestones may relate to:

• contract requirements • developing a work plan • use of project planning software • timelines • progress reports • achievement of key tasks/project phases • measurement / achievement of set outcomes • completion of tasks • completion of contract phases/requirements



Range Statement

Requirements of the project brief / contract may include:

• project scope • performance standards • agreed timelines • goals and objectives • names of parties bound by contract • payment issues • project description • completion requirements • timelines • staffing • ownership of materials • indemnity and insurance

Monitoring and reporting arrangements may include:

• team reports • project control chart • control point chart • milestone chart • budget control chart

Allocating tasks and resources may include:

• identifying tasks to be completed in order to achieve project outcomes

• prioritising and scheduling tasks • breaking tasks into sub-tasks • arranging tasks into groups • facilitating team involvement in task allocation • assisting to identify team skills and skills gaps • allocating responsibility • assessing workloads • matching skills to tasks • delegating tasks • budget constraints • necessary documents and reference material • identifying resources required

Expenditure may include: • budget considerations • allocated costs • capital expenditure • labour costs • cost of materials and supplies



Range Statement • overhead costs • sub-contractor costs

Monitoring time frames may include:

• project progress • performance • communicating with team members • coordinating team meetings • providing/seeking feedback • solving problems/issues • facilitating change to project plan

Procedures for winding up project may include:

• ‘signing off’ on project completion/delivery of project outcomes

• evaluation and review of actual costs compared to budgeted costs

• auditing • formal reporting

Measurement of outcomes may include:

• project objectives • project outcomes • benchmarks • standards • key performance indicators • project monitoring process • achievement of timelines • costs

Evidence Guide



• Construction of charts; use of project planning tools to assist with project monitoring

• Monitoring of timelines, milestones and budgets



Evidence Guide




• Organisational policies and procedures • Planning tools • Budgeting strategies for projects • Techniques for project planning and setting

milestones

Underpinning Skills • Literacy skills to interpret organisation’s goals for the project; write clear and detailed instructions organised sequentially; identify administrative activities of project

• Communication skills to consult with project members; listen and respond constructively; listen to a range of material and process information in a systematic way, including evaluative comments on how these ideas may be applied to group; define and monitor objectives of the project group

• Problem-solving skills to propose solutions from a range of possible solutions

• Research skills to select categories by which to organise information and assess information for relevance, accuracy and completion

• Numeracy skills to forecast predictions; interpret, compare and calculate with money; use estimation to check calculations and outcomes



• enterprise policies and procedures • project planning tools • budgets and contracts




Evidence Guide









information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to identify project requirements • Communicating ideas and information – to keep relevant people informed of project

progress • Planning and organising activities – to allocate administrative tasks and resources • Working with teams and others – to monitor administrative tasks • Using mathematical ideas and techniques – to control disbursements and budgets • Solving problems – to keep projects on task and within budget • Using technology – to use project planning and accounting software Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM408A Prepare financial reports


BSBADM408A Prepare financial reports Unit Descriptor This unit covers recording general journal adjustment entries and

preparing end-of-period financial reports such as revenue statements and balance sheets for a non-reporting entity. This unit is related to BSBADM310A Maintain a general ledger.


Element Performance Criteria 1. Maintain asset register 1.1 A register of property, plant and equipment is

prepared from fixed asset transactions in accordance with organisational policy and procedures

1.2 Method of calculating depreciation is determined in accordance with organisational requirements

1.3 Asset register and associated depreciation schedule are maintained in accordance with organisational policy and procedures and accounting requirements

2. Record general journal entries for balance day adjustments

2.1 Depreciation of non-current assets and disposal of fixed assets are recorded in accordance with organisational policy and procedures

2.2 Expense and revenue accounts are adjusted for prepayments and accruals in accordance organisational policy and procedures and accounting requirements

2.3 Bad and doubtful debts are recorded in accordance with organisational policy and procedures and accounting requirements

2.4 Ledger accounts are adjusted for inventories, if required, and transferred to final accounts in accordance with organisational policy and procedures and accounting requirements

3. Prepare final general ledger accounts

3.1 General journal entries for balance day adjustments are entered in general ledger system in accordance with organisational policy and procedures and accounting requirements

3.2 Revenue and expense account balances are posted to final general ledger accounts system in accordance with organisational policy and procedures and accounting requirements

3.3 Final general ledger accounts are prepared to reflect gross and net profits for reporting period in accordance with organisational policy and procedures and accounting requirements

4. Prepare end-of-period financial reports

4.1 Revenue statement is prepared in accordance with organisational requirements to reflect operating profit

BSBADM408A Prepare financial reports Specialist Administration


Element Performance Criteria for reporting period

4.2 Balance sheet is prepared in accordance with organisational requirements to reflect financial position of business at end of reporting period

4.3 Errors are identified and corrected, or referred for resolution in accordance with organisational policy and procedures

Range Statement






Calculation of depreciation may include:

• straight-line method • reducing balance method

Expense accounts may include: • rent paid • insurance • rates • wages and salaries • freight inward/outward • interest paid • distribution expenses • electricity • telephone/fax

Revenue accounts may include: • interest received • commission received • rent received



Range Statement

Prepayments and accruals may include:

• prepaid expenses • prepaid revenue • accrued expenses • accrued revenue

Bad and doubtful debts may include:

• writing off bad debts against provision for doubtful debts

• calculation of provision for doubtful debts

Inventories may include: • goods for resale • stationery/office supplies

Final accounts may include: • trading • profit and loss

Revenue statement comprises: • cost of goods sold if applicable • unclassified adjusted expenses and revenue • gross profit • operating net profit

Reporting period may include: • financial year • as determined in organisational procedures

Balance sheet comprises: • narrative or T format • unclassified assets and liabilities

Evidence Guide



• Adherence to Australian Accounting and Auditing Standards

• Adherence to double-entry principles • Systematic tracing of errors



Evidence Guide




• Knowledge of organisation’s policies, procedures and accounting requirements

• Knowledge of organisation’s accounting systems • Double-entry bookkeeping principles • General journal and general ledger entries

Underpinning Skills • Literacy skills to identify financial information, to follow Australian Accounting and Auditing Standards and the organisation’s accounting procedures

• Communication skills including questioning, clarifying, reporting

• Numeracy skills in relation to calculation of percentages, simple addition and subtraction



• Australian Accounting and Auditing Standards • Organisational accounting procedures




Evidence Guide











information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to prepare an asset register • Communicating ideas and information – through revenue statements and balance sheets • Planning and organising activities – to prepare end-of-period financial reports • Working with teams and others – to correct or refer errors for resolution • Using mathematical ideas and techniques – to calculate depreciation • Solving problems – to ensure accounts balance • Using technology – to prepare or generate financial reports as required Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM501A Manage the establishment and maintenance of a workgroup network


BSBADM501A Manage the establishment and maintenance of a workgroup network

Unit Descriptor This unit covers establishing a computer network with an information technology consultant, using the appropriate software, managing the network, responding to problems, assisting network users and providing training.


1. Manage the establishment of a workgroup network

1.1 Current and anticipated future network requirements are determined with the nominated person/section/consultant in accordance with organisational policy and budgetary constraints

1.2 Selected network is compatible with current organisational software, hardware and work practices

1.3 Equipment is obtained and installed in accordance with organisational requirements and the manufacturer’s instructions

1.4 Software is installed in accordance with organisational requirements and the manufacturer’s instructions

1.5 Establishment of the network promotes efficiency and access for users

2. Manage the maintenance of a workgroup network

2.1 Records are established and maintained to ensure control and security of hardware and software stock in accordance with organisational policy and procedures

2.2 Network problems are responded to and minor faults are rectified in accordance with organisational requirements

2.3 Major problems are reported and computer experts consulted in accordance with organisational policy and procedures

2.4 Software is filed and stored in accordance with organisational procedures

3. Assist and train network users

3.1 Training is provided for existing/new staff in using the network in accordance with their needs

3.2 Network users are assisted to maximise potential of the network

3.3 User skills are examined and feedback is provided to improve efficiency of network use

BSBADM501A Manage the establishment and maintenance of a workgroup network Specialist Administration


Range Statement






Network requirements may include:

• hardware, mainframes, servers • software, operating system, application packages,

programming • virus scanners, security requirements • memory size • scalability • necessary skills and knowledge • internal/external maintenance • set-up needs

Nominated person/section/consultant may include:

• IT manager • IT department • supervisor • external consultant • service provider • management • system users

Equipment may include: • computers, hardware, peripherals • server, software • modem



Range Statement

Software may include: • anti-virus • Internet • printer • word processing • spreadsheet • database • page layout • accounting • organisation specific software

Efficiency and access for users may include:

• easy to use • multiple users • gateways • firewalls • eliminates/minimises duplicate electronic storage of

information • reduces processing time • maximises access to information • improves reporting processes • ensures accuracy and security of data • security needs • logical set-up • clear instructions/guidelines, user guides • timely training

Records may include: • inventory lists • asset register • log books • requisition forms • file register • index cards • details of software licences, locations of software

within organisation



Range Statement

Control and security may include:

• limited number of users, limited time period for usage • restricted / authorised access • monitoring stock level • storage conditions and requirements • use of passwords / log-ins • allocation of folders / directories

Network problems may include:

• server crashing • memory full • virus • damaged cabling • human error

Rectifying minor faults may include:

• resetting server • anti-virus software • clearing memory space • reloading software • repairing/replacing parts

Computer experts may include: • IT supervisor/manager • supplier and manufacturer • computer service centre • on-line help • external consultant

Filing and storing software may include:

• file register, electronic/paper-based • creating back-up copy • organisation storeroom • organisation records room • external storage • fire/heat/humidity proof storage • archiving

Training may include: • workshops • information sessions • expert demonstration • one-on-one

Network users may include: • organisation personnel • external clients



Range Statement

Maximum potential of network may include:

• efficiency • effectiveness • usefulness • multiple users • access to information • reporting facilities

Examining user skills may include:

• testing/assessment • observing • survey


competency and their performance criteria • Network meets the need for which it was established • Ability to consult and negotiate with professionals




• The organisation’s policies and procedures relating to the tasks required

• Features of computer networking • Software licensing rights and responsibilities • Copyright • Network training • Skills analysis

Underpinning Skills • Literacy skills to read and interpret complex technological procedures and clarify information in regard to the purchase of software and hardware of the workgroup network

• Communication skills to follow complex instructions presented orally when using new technology; communicate ideas, arguments and conclusions logically; respond to a complex enquiry or complaint; give complex instructions, including pitfalls to be



Evidence Guide avoided when training others to use machinery

• Referral skills to identify to whom to refer difficulties in either the hardware or software workgroup network

• Research skills to seek information on the most appropriate software to suit the organisation’s needs

• Problems solving to identify the best course of action if a difficulty arises in the operation of the workgroup network

• Numeracy skills to understand computer configurations

• Technology skills to monitor and maintain a workgroup network

• Team work and organisational skills • Ability to relate to people from a range of social,


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include: • organisation manuals and policy documents • hardware • software • computer journals, texts, reference materials • manufacturer’s guidelines




Evidence Guide











information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to determine the organisation’s

network requirements • Communicating ideas and information – to train users in network use • Planning and organising activities – to obtain and install hardware and software • Working with teams and others – to maximise the potential of the network • Using mathematical ideas and techniques – to evaluate network configurations • Solving problems – when dealing with minor faults • Using technology – to maintain a workgroup network Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM502A Manage meetings


BSBADM502A Manage meetings Unit Descriptor This unit covers managing the preparation of meetings, chairing

the meetings, organising the minutes and reporting outcomes. This unit is related to BSBADM405A Organise meetings. Consider co-assessment with BSBADM503A Plan and manage conferences.


1. Prepare for meetings 1.1 Purpose of meeting is clarified and the agenda developed in line with stated purpose

1.2 The style and structure of the meeting is appropriate to the meeting’s purpose

1.3 Meeting participants are identified and notified in accordance with organisational procedures

1.4 Meeting arrangements are confirmed in accordance with requirements of meeting

1.5 Meeting papers are despatched to participants within designated timelines

2. Conduct meetings 2.1 Meetings are chaired in accordance with organisational requirements, agreed conventions for the type of meeting and legal and ethical requirements

2.2 Meetings are conducted to ensure they are focused and time efficient

2.3 Meeting facilitation enables participation, discussion, problem solving and resolution of issues

2.4 Minute taker is briefed on recording meeting notes in accordance with organisational requirements and conventions for the type of meeting

3. Follow up meetings 3.1 Transcribed meeting notes are checked to ensure they reflect a true and accurate record of the meeting and are formatted in accordance with organisational procedures and meeting conventions

3.2 Minutes and other follow-up documentation are distributed within designated timelines and stored in accordance with organisational requirements

3.3 Outcomes of meetings are reported as required, within designated timelines

BSBADM502A Manage meetings Specialist Administration


Range Statement The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit:





Agendas may include: • statement of the meeting’s purpose • date, time and location of meeting • welcome • minutes of the previous meeting • matters or business arising from the minutes • correspondence • reports • major agenda items • general business • date of next meeting

Meeting purpose may include: • range of business items • setting of enterprise/team goals • planning and development of a project • progress of a project • discussion forum for internal/external clients

Meeting arrangements may include:

• scheduling the date and time for the meeting • booking an appropriate venue • recording of meeting • organising catering • organising accommodation and transport • organising appropriate communication technology • establishing costs and operating within a budget • preparing relevant documentation for participants • organising a minute taker



Range Statement

Meeting papers may include: • notice of meeting • agenda • previous minutes • financial reports • chairperson’s report • research reports • itemised meeting papers • draft documentation • correspondence


• time frame decided by participants • formal time frame set by the organisation • informal time frame set by the administrative

organiser • project timelines • contractual obligations • statutory requirements (eg for annual general

meetings)

Meeting conventions may include:

• quorum requirements • informal discussion • waiting to be recognised by the chairperson • speaking through the chairperson • restricting discussion to agenda items • time limit on speakers • moving and seconding formal motions • voting procedures • conflict of interest provisions • consensus required • majority of members to agree • casting vote for chairperson

Legal and ethical requirements may include

• requirements for public meetings • codes of practice • legislation relating to companies, associations etc

Resolution may include: • agreeing on a course of action • deferring decisions to another meeting



Range Statement

Minutes may include: • formatting from previous minutes • organisation templates • meeting details (eg title, date, time, location) • welcome • names of absent and attending participants • apologies • approval of the record of previous minutes • matters arising from the previous meetings • correspondence • agenda items • reports • other business • date of the next meeting • action items • lists rather than complete sentences





• electronic storage in folders, sub-folders, hard/floppy disk drives, CD ROM, tape backup

• organisation policy for backing up files • organisation policy for filing hard copies of

documents • filing locations • security • authorised access



Evidence Guide



• Knowledge of conventions and procedures for both formal and informal meetings

• Delegation of tasks to staff with relevant skills




• The organisation’s procedures and policies in regard to meetings, chairing and minute-taking

• Meeting terminology, structures and arrangements • Minute-taking format • Agenda format • Chairing format • The organisation’s record and circulation systems • Group dynamics

Underpinning Skills • Literacy skills to express complex relationships between ideas and purposes

• Report-writing skills to select categories by which to organise information, and assess information for relevance and accuracy; identify and elaborate on key agenda items; source additional information as required

• Communication skills to take part in sustained and complex interpersonal exchanges; interact with others; listen to and incorporate/encourage feedback; conduct oral presentations to a group; answer questions; manage and work with a group to construct an action plan; consult participants; chair meetings

• Numeracy and time-management skills to allow sufficient time to prepare for meetings; make predictions; use developed estimating skills to check calculations and outcomes

• Problem solving skills to choose appropriate solution from a range of available methods



Evidence Guide • Ability to relate to people from a range of social,


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include: • reference material in regard to meeting venues,

catering, transport suppliers • names and contacts for meeting participants • office supplies and equipment • computer and relevant software












information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to develop agendas • Communicating ideas and information – through effective chairing of meetings • Planning and organising activities – to organise meetings • Working with teams and others – to facilitate input to meetings • Using mathematical ideas and techniques – to manage time and meet designated

timelines • Solving problems – to resolve issues • Using technology – to record and store minutes as required Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM503A Plan and manage conferences Specialist Administration


BSBADM503A Plan and manage conferences Unit Descriptor This unit covers planning, promoting and coordinating

conferences, ensuring follow up procedures are incorporated. This unit is related to BSBADM405A Organise meetings. Consider co-assessment with BSBADM502A Manage meetings.


1. Plan conference 1.1 Purpose, required outcomes and style of conference are confirmed with conference convenor/s

1.2 Conference facilities requirements, budget, and preparation timeline are confirmed with conference convenor/s

1.3 Speakers/presenters are identified and/or a call for papers is prepared in accordance with the purpose and style of the conference

1.4 Conference program is drafted in line with stated purpose, and choice of program elements is balanced to allow outcomes to be achieved

1.5 Speakers are selected, invited and briefed in accordance with the conference program

1.6 Participant target group and projected numbers are identified in consultation with conference organisers

1.7 Conference administration requirements are analysed and tasks, processes and resources planned to ensure efficient management of conference data and resources

2. Promote conference 2.1 A promotion strategy is established that reaches required number of target participants

2.2 Publicity material is prepared in accordance with the promotion strategy and budget allocation/s, and despatched within designated timelines

Specialist Administration BSBADM503A Plan and manage conferences



3. Organise conference 3.1 Conference arrangements are made in accordance with booking lead times and budget allocation/s

3.2 Acceptances are recorded, fees receipted and participants confirmed within designated timelines

3.3 Participants’ special needs are identified and catered for

3.4 Program details are confirmed and conference papers are prepared in accordance with speakers’ requirements and conference timeline

3.5 Pre-conference information is despatched to participants within designated timelines

4. Coordinate conference proceedings

4.1 Conference facilities are checked to confirm they meet agreed requirements

4.2 Participants are registered in accordance with planned registration procedures

4.3 Any late changes to the published program are communicated to participants

4.4 Contingency arrangements are made to ensure the smooth running of conference

4.5 Speakers’ schedules are managed and their conference requirements met throughout the conference

4.6 Administration requirements during conference are managed in accordance with conference plan / schedule

5. Follow up conference proceedings

5.1 Conference outcomes are recorded, reported and/or followed up in accordance with organisational requirements

5.2 Conference papers are prepared for publication and distributed within designated timelines

5.3 Post-conference correspondence is prepared and despatched within designated timelines

5.4 Receipts and payments are finalised and conference funds acquitted in accordance with organisational procedures and audit requirements

Range Statement


Legislation, codes and national • award and enterprise agreements and relevant



Range Statement standards relevant to the workplace which may include:

industrial instruments • relevant legislation from all levels of government that

affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination


Conference purpose may include:

• marketing of products • expanding business contacts • training • promotion • presentation of findings/research • networking • professional development • a mix of the above

Conference style may include: • formal • informal

Conference organiser/s may include:

• board of management • steering committee • supervisors/team leaders from different departments

Conference facilities may include:

• room size • amenities • décor • audio-visual equipment • electronic whiteboards • computer equipment • overhead projectors • screens • flip charts • stationery • parking • catering

Budget planning may include: • limits set by the enterprise • planning tools and resources (eg budget control

charts, specific software) • calculating the expected cost of each task and



Range Statement arrangement

• setting conference fees (if any) • speakers’ fees (if any) • calculating any possible profits/deficits • registration of Australian Business Number

Program elements may include: • presentations • workshops • small groups • plenary session/s • video • demonstrations • practice sessions • a mix of the above

Conference administration may include:

• registration procedures • cash management • budgetary control • preparing evaluation questionnaires

Promotion strategy may relate to:

• purpose and nature of the conference • targeting relevant industry groups • number of participants attending • date, time and location of the conference • providing adequate notice and coverage

Publicity material may include: • brochures • flyers • print advertising • electronic advertising • information kits

Conference arrangements may include:

• date • time • venue • furniture • room layout • equipment • consumables • catering • travel



Range Statement • accommodation

Special needs may include: • catering requirements • specific points of access and facilities for people with

disabilities • specific equipment and resources • accommodation • relevant documents and reference material • social/networking activities

Pre-conference information may include:

• confirmation of registration • details of travel and accommodation • pre-reading • any changes to the conference program originally

promoted

Registration procedures may include:

• recording participant details • issuing name tags • issuing conference information kits • answering participant queries • directing participants to session locations • directing participants to conference facilities

Contingency arrangements may include:

• alternative suppliers of transport and accommodation • alternative conference venues • alternative speakers • alternative catering suppliers • additional supplies and resources • spare sets of documentation • backup equipment

Administration requirements may include:

• financial matters • addressing special needs/preferences of participants • recording absent participants • filling in checklists • directing participants to appropriate rooms • announcing breaks • answering queries • locating additional information/materials as required • implementing contingency plans • preparing and distributing conference evaluation



Range Statement questionnaires to participants

Conference outcomes may include:

• recommendations • action list/s • follow on effects (eg increased enterprise profile,

increase in enterprise product sales, improved staff performance)

• results of analysis of conference questionnaires • contribution to organisational reports • further meetings • profit / loss

Post-conference correspondence may include:

• reports to relevant groups and individuals • letter/s of thanks to speakers and contributors • financial follow-up / finalisation of accounts


competency and their performance criteria • Knowledge of organisational procedures and

protocols for organising conferences • Use of appropriate software to plan and manage

conference arrangements




• Budget limitations • Booking arrangements • Obtaining quotes • Planning tools and resources

Underpinning Skills • Literacy skills to read a variety of texts; prepare general information and papers; write formal and informal letters according to target audience

• Communication skills to take part in sustained and complex interpersonal exchanges; liaise with others; listen to and incorporate/encourage feedback; answer



Evidence Guide questions

• Organisational skills to arrange times, dates, venues, transport, accommodation to meet the special needs of participants

• Problem solving skills to anticipate possible problems and prepare and implement contingency plans

• Numeracy and time management skills to make arrangements within designated timelines; use developed estimating skills to check calculations and outcomes


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include: • office equipment and supplies • reference material (conference venues, transport,

accommodation, catering) • necessary conference documentation • relevant contact persons, including speakers, clients

and management












information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to identify and engage speakers

suitable to the program • Communicating ideas and information – to brief speakers • Planning and organising activities – to ensure a successful conference • Working with teams and others – to manage administrative arrangements • Using mathematical ideas and techniques – to control funds and meet budgetary

requirements • Solving problems – to deal with contingencies • Using technology – to manage conference data Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM504A Plan or review administration systems Specialist Administration


BSBADM504A Plan or review administration systems Unit Descriptor This unit covers planning and /or reviewing the requirements of

effective administration systems and procedures for implementing, monitoring and reviewing the system.


1. Plan or review administration systems

1.1 Requirements of, or modifications to the administration system are identified through consultation with system users and other stakeholders in accordance with organisational and budgetary requirements

1.2 Quotations from suppliers or developers of system are obtained in accordance with organisational policy and procedures

1.3 Selection of supplier or developer is made in accordance with organisational policy and procedures

2. Implement new or modified administration system

2.1 Implementation strategies are identified and developed in consultation with staff

2.2 Staff are encouraged to participate at all stages of the implementation process

2.3 System is implemented in accordance with organisational requirements

2.4 Procedures for using the system are defined and communicated to staff

2.5 Training and support is provided for staff on the use of the new or modified system

2.6 Contingencies are dealt with to ensure minimal effect on users

3. Monitor administration system

3.1 System is monitored for usage, security and output in accordance with organisational requirements

3.2 System is modified to meet changing needs in accordance with organisational requirements

3.3 Further modifications are clearly identified and users are notified

3.4 Staff training needs are monitored and new staff trained on administration system

Specialist Administration BSBADM504A Plan or review administration systems


Range Statement The Range Statement provides advice to interpret the scope and context of this unit of competency, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit:





System requirements may include:

• components of the system • type of system • size of system • work practices • organisation/staff requirements • number and type of users • purpose and nature of the organisation • purpose and nature of system • skills of existing staff • staff training needs

Administration system may include:

• paper-based system • electronic system

System users may include: • the organisation’s personnel • casual personnel • external clients

Suppliers / developers may include:

• internal staff/clients • administration systems consultants • information technology technicians • efficiency consultants • computer/software suppliers • equipment suppliers • information technology trainers • office equipment suppliers



Range Statement

Implementation strategies may include:

• testing • trialing • temporary reduction of work load • boosting staff confidence • team goal setting • changing team / organisational culture • re-defining staff roles • re-distributing office tasks • change management strategies • providing staff training / information sessions • external consultants • modifying system • informing relevant persons • ensuring system functions correctly

Communication strategies may include:

• internal newsletter • meetings • training days • professional development time • office memorandum • facsimile messages • email messages • photocopied instructions

Training for staff may include: • professional development • on the job trainers • videos • on-line tutorials • training handbooks • coach, mentor and/or buddy systems • skills assessment

Contingencies may include: • temporary reduction of work output • loss of staff confidence • need for additional training • need to modify system



Range Statement

Monitoring of system may include:

• feedback from internal/external clients • observation by trained technician(s) • extra administrative support and back-up • utilising monitoring tools and processes

Security may include: • safeguards against computer viruses • passwords • confidentiality agreements

Changing needs may include: • growth or decline in the size of system • change in the nature and purpose of the

system/organisation • technological advances in administration systems • change in user requirements

Further modifications may relate to:

• specialised software • additional equipment, training • redefinition of administrative roles and duties • negotiation of timeframes for system implementation

Monitoring staff training needs may include:

• ongoing assessment of staff skills • ongoing feedback opportunities • providing professional development opportunities

Evidence Guide



• Administration system meets the organisation’s requirements as identified




• The organisation’s policies and procedures in regard to administration systems and procedures, training of staff, monitoring and review of systems and



Evidence Guide administration expenditure

• Financial/budgetary arrangements • Planning tools and resources • Monitoring/reviewing tools and resources

Underpinning Skills • Literacy skills to follow and interpret the organisation’s policies and procedures; write detailed procedural text, including alternative courses of action, after defining needs of audience and purposes of information; follow complex flow chart in order to identify and distil relevant information

• Research and report writing: skills to assemble evidence and evaluate for accuracy and relevance; summarises data in a logically coherent structures; use a variety of strategies for planning, reviewing and proofreading own writing

• Problem-solving skills to choose appropriate solutions from a range of possible solutions; use processes flexibly and interchangeably; anticipate problems and modify systems accordingly

• Communication skills to consult and negotiate with consultants and staff; recommend alternative ways of completing tasks; discuss changes in routines and procedures; monitor and define objectives

• Time-management skills using a range of planning tools to implement system smoothly and with a minimum of disruption; anticipate modifications and plan system overhauls; allow sufficient time for training


Resource Implications The learner and trainer should have access to appropriate documentation and resources normally used in the workplace which may include: • organisation policy and procedure manuals • reference materials • appropriate equipment • contact persons (eg. trainers, technicians, suppliers) • budget

Consistency of Performance In order to achieve consistency of performance, evidence should be collected over a set period of time which is sufficient to include dealings with an appropriate range



Evidence Guide and variety of situations









information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to determine the organisation’s

requirements for an administration system • Communicating ideas and information – to suppliers / system developers • Planning and organising activities – to implement the administration system • Working with teams and others – to determine staff training needs • Using mathematical ideas and techniques – to select supplier’s quotation • Solving problems – to deal with contingencies • Using technology – as the basis of, or support for the administration system Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

BSBADM505A Manage payroll Specialist Administration


BSBADM505A Manage payroll Unit Descriptor This unit covers establishment and monitoring of security

procedures related to managing payroll services, and the calculation and processing of salary payments, group taxation and related payments. This unit is related to BSBADM308A Process payroll.


1. Establish procedures for the management of payroll

1.1 Security procedures are established that ensure the confidentiality and security of payroll information

1.2 Procedures ensure that claims for allowances are substantiated

1.3 Control measures are established to safeguard the organisation’s financial resources in accordance with legislative and organisational requirements

1.4 Systems are established to ensure that statutory obligations are met and records are kept for the period determined by government legislation

2. Prepare payroll data 2.1 Nominated industrial awards, contracts and government legislation are used to calculate gross pay and annual salaries

2.2 Statutory and voluntary deductions are calculated using government and employee documentation

2.3 Payroll data is provided to payroll processor for calculation within designated timelines

3. Authorise payment of salaries

3.1 Payroll is checked and salaries and wages are authorised for payment in accordance with organisational policy and procedures

3.2 Salaries, wages and deductions are reconciled in accordance with organisational policy and procedures

3.3 Salary, wage and related enquiries are dealt with in accordance with organisational policy and procedures

Specialist Administration BSBADM505A Manage payroll



4. Administer salary records 4.1 Declaration forms for new and existing employees are processed in accordance with Australian Taxation Office requirements

4.2 Periodic deductions are forwarded to nominated creditors within designated timelines

4.3 Payments to government authorities are accurately prepared and despatched in accordance with the relevant government legislation

4.4 Group tax amounts are calculated and/or transcribed and payments made in accordance with taxation procedures

4.5 Employee group certificate amounts are prepared and reconciled from salary records

Range Statement








Range Statement

Security procedures may include:

• supervision of timesheets • numbering of payroll registers • employees signing for pay • keeping payroll documents secure • authorised access • computer passwords • backup files • maintaining security and confidentiality of

employees’ details • restricting access to electronic files and locking

paper-based confidential information • ensuring security of passwords/keys • separating locations of confidential information • storage of information off-site

Control measures may include: • reconciliation of records • separation of duties • authorisation requirements • multiple checks and balances • dual checking system

Legislative and organisational requirements may include:

• corporations law • Superannuation Guarantee Act • Australian Taxation Office regulations • Australian Securities Commission requirements • Australian Accounting and Auditing Standards • organisational policy and procedures for cash

handling

Nominated industrial awards, contracts and government legislation may include:

• Federal / State awards • enterprise agreements • certified/workplace agreements



Range Statement

Pay and salaries calculations may include:

• appropriate pay structure • time sheets • employment history cards • sick leave • annual leave loading • long service leave • penalty rates • overtime • allowances • deductions • salary packaging items • salary sacrificing

Statutory and voluntary deductions may include:

• payroll tax • superannuation levy • Medicare levy • union fees • insurance • PAYG tax • Higher Education Contribution Scheme

Nominated creditors may include:

• union • membership organisations • health funds • vehicle leasing organisations • government agencies • Australian Taxation Office • those nominated as part of salary packaging


• stipulated time period before pay is due to employees • stipulated time period before employee departs

organisation • Australian Taxation Office timelines for submission

of group tax, fringe benefits tax etc

Legislation, codes and national standards relevant to the workplace may include:

• award and enterprise agreements • national, State/Territory legislative requirements

especially in regard to Occupational Health and Safety

• industry codes of practice



Evidence Guide



• Resolution of problems in dealing with staff enquiries and in reconciling records




• Payroll processes • Organisational policies and procedures across the full

range of tasks required • Confidentiality and security procedures • Australian taxation office legislative requirements • Relevant government and statutory bodies in relation

to payroll • Organisation’s accounting system • Superannuation Guarantee Act • Relevant industrial awards

Underpinning Skills • Literacy skills to follow complex financial procedures and to follow and write detailed instructions

• Numeracy skills to use financial formulae, calculate gross and net pay, compare differing rates of pay over a given time span of the same nature, prepare cash analysis sheets, reconcile figures and rectify anomalies

• Communication skills to answer enquiries, explain and resolve discrepancies with employees

• Problem solving skills to reconciles figures, resolve employees’ enquiries; use processes flexibly and interchangeably

• Proofreading to check for accuracy • Time management to meet designated timelines • Ability to relate to people from a range of social,




Evidence Guide


These may include: • organisation’s accounting system • paper-based/electronic payroll system • relevant Australian Taxation Office legislation • Australian Accounting and Auditing Standards • Superannuation Guarantee Act • Higher Education Contribution Scheme • relevant industrial awards • certified/workplace agreements • organisational contracts • calculator










information



teams

Use mathematical






Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to gather information from

legislation, awards and agreements • Communicating ideas and information – to payroll processors • Planning and organising activities – to deal with end-of-month and end of financial year

requirements • Working with teams and others – to deal with employee enquiries • Using mathematical ideas and techniques – to reconcile amounts • Solving problems – to ensure the security and confidentiality of records • Using technology – to store payroll information as required Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Specialist Administration BSBADM506A Manage business document design and development


BSBADM506A Manage business document design and development

Unit Descriptor This unit covers setting standards for organisational documents and managing document design and production to meet the standards. This unit is related to BSBADM402A Produce complex business documents.


1. Establish documentation standards

1.1 Organisational requirements for information entry, storage, output, and quality of document design/production are identified

1.2 The organisation’s present and future information technology capability is evaluated in terms of its effect on document design and production

1.3 The types of documents used/required by the organisation are identified

1.4 Documentation standards are established for organisational documents in accordance with information, budgetary and technology requirements

2. Manage template design and development

2.1 Standard formats / templates suit the purpose, audience and information requirements of each document

2.2 Document templates enhance readability and appearance and meet organisational requirements for style and layout

2.3 Templates are tested, organisational and user feedback is obtained and amendments are made as necessary to ensure maximum efficiency and quality of presentation

3. Develop standard text for documents

3.1 Complex technical functions of software are evaluated for their usefulness in automating aspects of standard document production

3.2 Requirements of each document are matched with software functions to allow efficient production of documents

3.3 Macros are tested to ensure they meet the requirements of each document in accordance with documentation standards

BSBADM506A Manage business document design and development Specialist Administration



4. Develop and implement strategies to ensure the use of standard documentation

4.1 Explanatory notes are prepared for the use of standard templates and macros using content, format and language style to suit existing and future users

4.2 Training on the use of standard templates and macros is developed and implemented, adjusting the content and level of detail to suit user needs

4.3 Master files and print copies of templates and macros are produced, circulated, named and stored in accordance with organisational requirements

5. Develop and implement strategies for maintenance and continuous improvement of standard documentation

5.1 Use of standard documentation templates and macros is monitored and the quality of documents produced is evaluated against documentation standards

5.2 Documentation standards are reviewed against the changing needs of the organisation, and improvements planned and implemented in accordance with organisational procedures

Range Statement






Standards for document design/production may include:

• enterprise templates/house style, margins, fonts, usage of colour

• language/style of document • enterprise policies and procedures • client requirements • quality standards • print quality • use of page layout software • colour photocopy • binding media



Range Statement • final document presentation • production of multiple/subsequent copies • electronic/paper-based

Document design/production tasks may include:

• drafting • locating/gathering appropriate information/precedents • writing • drawing • production of graphics • liaison with external personnel • editing • formatting • checking final print copy • printing • binding • copying • creation of templates, style/procedures manual

Complex technical functions may include:

• table of contents • index • importing • exporting • linking • embedding • merge criteria • fields • form fields • formulae • sort criteria • macros • display features • data transfer



Evidence Guide



• Knowledge and application of complex software functions

• Knowledge of advanced document design principles • Production of effective user manuals




• Organisational policies and procedures • Computer hardware and software • Document production processes • Cost constraints • Available external expertise if required • Various storage media

Underpinning Skills • Literacy skills to read and interpret policies and procedures; review and select technological designs; consider aspects of context, purpose and audience when designing and formatting texts

• Research and analysis skills to evaluate content, structure and purpose of technical texts; adapt task instructions to suit changes in technology

• Technological skills to manage design requirements and layouts

• Communication skills to present complex instructions orally; communicate ideas logically; explain technological concepts and designs to others

• Keyboarding • Ability to relate to people from a range of social,




Evidence Guide


These may include: • computer hardware and other document production

equipment • a range of software applications appropriate to the

task • media for production of documents












information



teams

Use mathematical




Three levels of performance denote level of competency required to perform a task. 1. Perform 2. Administer 3. Design • Collecting, analysing and organising information – to determine organisational needs • Communicating ideas and information – orally and in writing to introduce users to

documentation standards • Planning and organising activities – to implement and monitor documentation standards • Working with teams and others – to gain feedback on documentation templates • Using mathematical ideas and techniques – to work within budgetary constraints • Solving problems – to maximise design features of macros and templates • Using technology – to design and store standard documentation Please refer to the Assessment Guidelines for advice on how to use the Key Competencies

Business Services Training Package BSB01 · qualifications in two new domains – Unionism and...

Documents

Transcript of Business Services Training Package BSB01 · qualifications in two new domains – Unionism and...