{*

BSBOPS502 - Manage business operational plans

Assessment
Answer
Paper

Qualification:
BSB50420
Training Package: Diploma of Leadership and
Management
Due Date: Week 4 Assessment Type:

Assessment Guidelines
Please read the following assessment guidelines carefully.

1. The purpose of this activity is to assess your knowledge and skills in

2. If you have any considerations that may affect your performance in the assessment, please inform your
assessor immediately. Your assessor will provide you with a suitable alternative to complete this
assessment.
3. Your assessor will mark your assessment and provide feedback and a grade to you via the assessment
submission on Moodle.
4. If you feel the decision made by your assessor was incorrect you have the rights to appeal the grading
through filling out an appeals form which will then be handle by the Academic Manager.
5. A “NYS” (not yet satisfactory) result of this task may be returned to you for a re-assessment. Re-
assessments must be submitted by an agreed date with your assessor.
6. The re-assessment work must address the specific performance tasks beyond doubt for the assessor to
issue a satisfactory (pass) result. A repeat NYS outcome could lead to an administration fee for further
reassessment.
7. All work must be done individually. Copied work will not be accepted and

By adding my name to this document, I hereby declare the work is my own and has not been copied from
any other source.

Student NAME: Jeeranan Sirijanpruek Date: 30/10/2024

Student Signature: Click or tap here to enter text.

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Table of Contents
Table of Contents...........................................................................................................................1
Instructions to Learner...................................................................................................................2
Assessment instructions................................................................................................................2
Assessment requirements.............................................................................................................5
Candidate Details...........................................................................................................................6
Assessment – BSBOPS502: Manage business operational plans...................................................6
Observation/Demonstration..........................................................................................................7
Activities........................................................................................................................................8
Activity 1A......................................................................................................................................8
Activity 1B......................................................................................................................................9
Activity 1C....................................................................................................................................10
Activity 1D...................................................................................................................................11
Activity 2A....................................................................................................................................12
Activity 2B....................................................................................................................................13
Activity 2C....................................................................................................................................14
Activity 3A....................................................................................................................................15
Activity 3B....................................................................................................................................16
Activity 3C....................................................................................................................................17
Activity 3D...................................................................................................................................18
Summative Assessments..............................................................................................................19
Section A: Skills Activity...............................................................................................................20
Section B: Knowledge Activity (Q & A).........................................................................................22
Section C: Performance Activity...................................................................................................24
Case Studies.....................................................................................................................................27
Case Study A – Resources............................................................................................................27
Case Study B – Poor performance at Organisation ABC...............................................................29
Workplace Documentation – for learner.......................................................................................30
Workplace documents checklist..................................................................................................30
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Instructions to Learner
Assessment instructions
Overview
Prior to commencing the assessments, your trainer/assessor will explain each assessment task and
the terms and conditions relating to the submission of your assessment task. Please consult with
your trainer/assessor if you are unsure of any questions. It is important that you understand and
adhere to the terms and conditions, and address fully each assessment task. If any assessment task
is not fully addressed, then your assessment task will be returned to you for resubmission. Your
trainer/assessor will remain available to support you throughout the assessment process.

Written work
Assessment tasks are used to measure your understanding and underpinning skills and knowledge of
the overall unit of competency. When undertaking any written assessment tasks, please ensure that
you address the following criteria:

 Address each question including any sub-points

 Demonstrate that you have researched the topic thoroughly

 Cover the topic in a logical, structured manner

 Your assessment tasks are well presented, well referenced and word processed

 Your assessment tasks include your full legal name on each and every page.

Active participation
It is a condition of enrolment that you actively participate in your studies. Active participation is
completing all the assessment tasks on time.

Plagiarism
Plagiarism is taking and using someone else's thoughts, writings or inventions and representing them
as your own. Plagiarism is a serious act and may result in a learner’s exclusion from a course. When
you have any doubts about including the work of other authors in your assessment, please consult
your trainer/assessor. The following list outlines some of the activities for which a learner can be
accused of plagiarism:

 Presenting any work by another individual as one's own unintentionally

 Handing in assessments markedly similar to or copied from another learner

 Presenting the work of another individual or group as their own work

 Handing in assessments without the adequate acknowledgement of sources used, including

assessments taken totally or in part from the internet.
 Page |3

If it is identified that you have plagiarised within your assessment, then a meeting will be organised
to discuss this with you, and further action may be taken accordingly.

Collusion
Collusion is the presentation by a learner of an assignment as their own that is, in fact, the result in
whole or in part of unauthorised collaboration with another person or persons. Collusion involves
the cooperation of two or more learners in plagiarism or other forms of academic misconduct and,
as such, both parties are subject to disciplinary action. Collusion or copying from other learners is
not permitted and will result in a “0” grade and NYC.

Assessments must be typed using document software such as (or similar to) MS Office. Handwritten
assessments will not be accepted (unless, prior written confirmation is provided by the
trainer/assessor to confirm).

Competency outcome
There are two outcomes of assessments: S = Satisfactory and NS = Not Satisfactory (requires more
training and experience).

Once the learner has satisfactorily completed all the tasks for this module the learner will be
awarded “Competent” (C) or “Not yet Competent” (NYC) for the relevant unit of competency.

If you are deemed “Not Yet Competent” you will be provided with feedback from your assessor and
will be given another chance to resubmit your assessment task(s). If you are still deemed as “Not Yet
Competent” you will be required to re-enrol in the unit of competency.

Additional evidence
If we, at our sole discretion, determine that we require additional or alternative
information/evidence in order to determine competency, you must provide us with such
information/evidence, subject to privacy and confidentiality issues. We retain this right at any time,
including after submission of your assessments.

Confidentiality
We will treat anything, including information about your job, workplace, employer, with strict
confidence, in accordance with the law. However, you are responsible for ensuring that you do not
provide us with anything regarding any third party including your employer, colleagues and others,
that they do not consent to the disclosure of. While we may ask you to provide information or
details about aspects of your employer and workplace, you are responsible for obtaining necessary
consents and ensuring that privacy rights and confidentiality obligations are not breached by you in
supplying us with such information.
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Assessment appeals process

If you feel that you have been unfairly treated during your assessment, and you are not happy with
your assessment and/or the outcome as a result of that treatment, you have the right to lodge an
appeal. You must first discuss the issue with your trainer/assessor. If you would like to proceed
further with the request after discussions with your trainer/assessor, you need to lodge your appeal
to the course coordinator, in writing, outlining the reason(s) for the appeal.

Recognised prior learning

Candidates will be able to have their previous experience or expertise recognised on request.

Special needs
Candidates with special needs should notify their trainer/assessor to request any required
adjustments as soon as possible. This will enable the trainer/assessor to address the identified needs
immediately.
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Assessment requirements
Assessment can either be:
 Direct observation

 Product-based methods e.g. reports, role plays, work samples

 Portfolios – annotated and validated

 Questioning.

The assessment activities in this workbook assess aspects of all the elements, performance criteria,
skills and knowledge and performance requirements of the unit of competency.

To demonstrate competence in this unit you must undertake all activities (formative and summative)
in this workbook and have them deemed satisfactory by the assessor. If you do not answer some
questions or perform certain tasks, and therefore you are deemed to be Not Yet Competent, your
trainer/assessor may ask you supplementary questions to determine your competence. Once you
have demonstrated the required level of performance, you will be deemed competent in this unit.

Should you still be deemed Not Yet Competent, you will have the opportunity to resubmit your
assessments or appeal the result.

As part of the assessment process, all learners must abide by any relevant assessment policies as
provided during induction.

If you feel you are not yet ready to be assessed or that this assessment is unfair, please contact your
assessor to discuss your options. You have the right to formally appeal any outcome and, if you wish
to do so, discuss this with your trainer/assessor.
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Candidate Details
Assessment – BSBOPS502: Manage business operational plans
Please complete the following activities and hand in to your trainer/assessor for marking. This forms
part of your assessment for BSBOPS502: Manage business operational plans.

Declaration

I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this
assessment has been written for me by another person. I also understand the assessment
instructions and requirements and consent to being assessed.

If activities have been completed as part of a small group or in pairs, details of the learners
involved should be provided below:

This activity workbook has been completed by the following persons and we acknowledge that it
was a fair team effort where everyone contributed equally to the work completed. We declare that
no part of this assessment has been copied from another person’s work with the exception of where
we have listed or referenced documents or work and that no part of this assessment has been
written for us by another person.

Learner 1: ____________________________________________________________

Signed: ____________________________________________________________

Learner 2: ____________________________________________________________

Signed: ____________________________________________________________

Learner 3: ____________________________________________________________

Signed: ____________________________________________________________
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Observation/Demonstration
Throughout this unit, you may be expected to show your competency of the elements through
observations or demonstrations. Your trainer/assessor will have a list of demonstrations you must
complete or tasks to be observed. The observations and demonstrations will be completed as well as
the activities found in this workbook.

Observation and evidence checklists have been included for all performance criteria in the Assessor
Workbook, but the assessor only needs to record evidence in this document if they deem it
necessary to judge competency for that particular activity.

An explanation of observations and demonstrations:

Observation is on-the-job

The observation will usually require:

 Performing a work-based skill or task

 Interaction with colleagues and/or customers.

Demonstration is off-the-job

A demonstration will require:

 Performing a skill or task that is asked of you

 Undertaking a simulation exercise.

Your trainer/assessor will inform you of which one of the above they would like you to do. The
observation/demonstration will cover one of the unit’s elements.

The observation/demonstration will take place either in the workplace or the training environment,
depending on the task to be undertaken and whether it is an observation or demonstration. Your
trainer/assessor will ensure you are provided with the correct equipment and/or materials to
complete the task. They will also inform you of how long you have to complete the task.

You should be able to demonstrate the skills, knowledge and performance criteria required for
competency in this unit, as seen in the Learner Guide.
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Activities
Complete the following activities individually or in a group (as applicable to the specific activity
and the assessment environment).

Activity 1A
Estimated Time 30 Minutes
Objective To provide you with an opportunity to identify how to research, analyse and
document resource requirements.
This activity does not require observation.
1. What is the first thing you should do when assessing resource
requirements? *}

The first thing to do is to clearly understand the project's goals and what
resources are needed to achieve them.

2. What should you make sure of when gathering information on resource

{*

needs? *}

You should ensure that the information you gather is accurate and relevant, so
you know exactly what resources are necessary.

3. Identify two types of analysis and what these will help you to determine.
{* *}

Cost Analysis: This helps you figure out how much the resources will cost.

Resource Availability Analysis: This shows whether the required resources are
available when you need them

4. Identify four things that you would want to document in relation to

{*

resource requirements. *}

- The types of resources needed like people, materials, or equipment.

- The quantity of each resource required.

- The timeline for when each resource is needed.

- The estimated cost for each resource.

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{* Activity 1B
Estimated Time 2-3 Hours
Objective To provide you with an opportunity to identify how to develop an operational
plan in consultation with, and with approval from, relevant stakeholders.
Equipment  Access to three peers
needed  Suitable space for a roleplay
 Access to a computer with appropriate software, a printer, and paper to
document the plan.
This activity will need to be observed. The assessor has a checklist of criteria
they will base your assessment on. As a roleplay activity, work as a group (with
approximately three other people). Together, you must decide on an example
you can use for an organisation in your business industry (or chosen business
industry). You may base this on a real or made-up organisation.

You must decide:

 The size and structure of the organisation
 The number of employees and roles
 The scale of productivity.

This will need to set the scene for developing the outline of an operational plan.
Next, in a group consultation, determine a simple operational plan for your
organisation.

You should include:

 One of more objectives

 The work activities and how these will be done – specifically, you should
focus on resources; i.e., what these are and how these will be used (such as
equipment, people, and materials)
 A basic timetable or schedule for operations (up to one year)
 How work activities will be monitored.

You may also want to include two or three organisational key performance
indicators, but this is not a requirement for this activity.

Document your plan on A4 paper; this doesn’t have to be detailed, it just needs
to outline what you would do. You may document this on a computer or by
writing straight onto paper. This may be done by one or more members of the
group; however, all group members must read, check and agree with this. Your
work should be neat, ordered, and easy to read.

In a short discussion (a maximum of ten minutes), as a group, give a copy of

your plan to the assessor; outline what this is and that you are submitting this
for approval. (Each group member should keep a copy of the plan for Activity
1D).*}

Hello everyone, today we are excited to present the operational plan for Cozy
Corner Café. This plan is designed to guide our small business in providing
excellent service and achieving our goals.
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Organization Overview:

- Name: Cozy Corner Café

- Size and Structure: A small, owner-operated business with a simple

organizational structure.

- Number of Employees: 2 (the Owner and a Barista)

- Scale of Productivity: We will focus on low to moderate productivity, prioritizing

quality service and customer satisfaction.

Objectives:

1. High-Quality Offerings: To provide high-quality coffee and freshly baked goods.

2. Customer Satisfaction: To achieve a customer satisfaction rate of at least 90%.

3. Sales Growth: To increase sales by 15% over the next year.

Work Activities:

- Service Offerings:

- Prepare and serve coffee, tea, and light meals.

- Bake fresh pastries daily.

- Resources:

- Equipment: An espresso machine, coffee grinder, ovens, kitchen utensils, and a

comfortable seating area.

- People: The Owner will manage finances and marketing while the Barista will
handle customer service and food preparation.

- Materials: High-quality coffee beans, tea leaves, baking ingredients, and

disposable cups and utensils.

Timetable/Schedule for Operations (First Year):

- Months 1-3:

- Set up the café, purchase necessary equipment, and develop recipes.

- Begin marketing efforts through social media and local advertising.

- Months 4-6:

- Officially open the café, gather customer feedback, and adjust our offerings as
needed.
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- Focus on building a loyal customer base.

- Months 7-12:

- Evaluate performance and implement necessary improvements.

- Introduce seasonal menu items and special promotions.

Monitoring Work Activities:

- Weekly Staff Meetings: We will hold meetings to discuss daily operations and
gather feedback from both staff and customers.

- Monthly Sales Review: We will analyze sales data to track progress toward our
objectives.

- Customer Feedback Forms: We will distribute forms to gather insights from

customers about their experience and satisfaction.

Key Performance Indicators (KPIs): (optional)

1. Customer satisfaction rating.

2. Monthly sales growth percentage.

3. Number of returning customers.

Conclusion:

In conclusion, our operational plan for Cozy Corner Café outlines how we intend
to achieve our goals while providing excellent customer service. We believe that
with our structured approach, we can create a warm atmosphere and ensure
customer satisfaction.

We are now submitting this plan for your approval and welcome any questions or
feedback you may have. Thank you for your attention!
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{* Activity 1C
Estimated Time 50 Minutes
Objective To provide you with an opportunity to identify how to develop contingencies for
operational plan.
This activity does not require observation.

Following on from Activity 1B, assess two different factors within your plan that
may have risks. (As an example, you may have risks with machinery and the
supply chain).

Assess each one and identify the contingencies that can be put in place to
manage these.

You should:

 Look at the situations or scenarios that will provide risk

 Determine ways to manage these risks
 Identify one or more contingency actions that can be used to manage each
one.

Document your findings below. *}

Risk Assessment for Cozy Corner Café

Risk Factor 1: Machinery Failure

Situation/Scenario:

- The café relies heavily on equipment like the espresso machine and ovens. A
breakdown could lead to service delays and dissatisfied customers.

Management Strategies:

1. Regular Maintenance: Schedule routine checks and maintenance for all

machinery to ensure they are in good working order.

2. Staff Training: Train staff on basic troubleshooting techniques to quickly resolve

minor issues.

Contingency Actions:

- Backup Equipment: Invest in a backup espresso machine or oven that can be

used in case of a failure. This way, service can continue with minimal disruption.

- Service Contract: Establish a service agreement with a technician to ensure quick

repairs if major machinery issues arise.

Risk Factor 2: Supply Chain Disruptions

Situation/Scenario:
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- The café depends on consistent deliveries of ingredients, such as coffee beans

and baking supplies. A disruption in the supply chain could lead to inventory
shortages and impact menu offerings.

Management Strategies:

1. Diversified Suppliers: Establish relationships with multiple suppliers for critical

ingredients to reduce reliance on a single source.

2. Inventory Management: Keep track of inventory levels to anticipate shortages

and reorder supplies in advance.

Contingency Actions:

- Emergency Stock: Maintain a small reserve of essential ingredients, like coffee

and flour, to manage temporary disruptions in supply.

- Menu Flexibility: Create a flexible menu that allows for the adjustment of
offerings based on available ingredients. This can help maintain service even
when some items are out of stock.

Conclusion

By identifying these risk factors and implementing management strategies and

contingency actions, Cozy Corner Café can minimize potential disruptions. Regular
maintenance and supplier diversification will enhance operational stability,
ensuring quality service and customer satisfaction.
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{* Activity 1D
Estimated Time 20 Minutes
Objective To provide you with an opportunity to explain the plan to relevant work teams.
Equipment  Access to two peers
needed  Suitable space for a roleplay.
This activity will need to be observed. The assessor has a checklist of criteria
they will base your assessment on.

As a roleplay activity, you must explain the relevant elements of the plan you
developed in Activity 1B to a work team consisting of two people.

This will be a face-to-face meeting; you should speak clearly and concisely to
give information that is applicable and which has context to the work team. *}

Jeeranan: Hi Bell! I appreciate you taking the time to meet with me today. I want
to go over our operational plan for Cozy Corner Café so we can ensure everything
is clear as we prepare for opening.

Bell: Absolutely, Jeeranan! I’m looking forward to it. What should we start with?

Jeeranan: Let’s begin with an overview of the café.

- Name: Our café is called Cozy Corner Café.

- Size and Structure: It’s a small, owner-operated business, which means we can
stay flexible and responsive to customer needs.

- Number of Employees: There are just the two of us: I’ll handle finances and
marketing, while you will focus on customer service and food preparation.

- Scale of Productivity: Our focus will be on low to moderate productivity,

prioritizing quality service over high volume.

Bell: That sounds good! What are our main objectives?

Jeeranan: Here are the key objectives we need to keep in mind:

1. High-Quality Offerings: We want to provide excellent coffee and fresh baked

goods.

2. Customer Satisfaction: Our target is to achieve a customer satisfaction rate of

at least 90%.

3. Sales Growth: We aim to increase our sales by 15% within the next year.

Bell: Those objectives are clear and motivating! What activities will we be focusing
on?

Jeeranan: We will engage in several key activities:

 P a g e | 15

- Service Offerings: This includes preparing and serving coffee, tea, and light
meals, as well as baking fresh pastries daily.

- Resources:

- We will utilize equipment like our espresso machine, ovens, and kitchen utensils.

- We’ll also focus on sourcing high-quality ingredients such as coffee beans and
baking supplies.

Bell: What’s our timeline for these activities?

Jeeranan: Here’s the timetable for our first year:

- Months 1-3:

- Set up the café and purchase necessary equipment.

- Begin marketing efforts through social media and local advertising.

- Months 4-6:

- Open the café and start gathering customer feedback to refine our offerings.

- Months 7-12:

- Evaluate our performance and introduce seasonal menu items and promotions.

Bell: That sounds well planned! How will we monitor our work activities?

Jeeranan: We’ll implement a few monitoring strategies:

- Weekly Staff Meetings: We’ll hold meetings to discuss operations and share
feedback.

- Monthly Sales Review: We’ll analyze our sales data to ensure we’re meeting our
objectives.

- Customer Feedback Forms: These will be crucial for understanding customer

satisfaction and identifying areas for improvement.

Bell: I feel confident about our plan! Is there anything else we need to consider?

Jeeranan: Just to remember that with this plan, we’re aiming to create a warm
and inviting atmosphere for our customers. Do you have any questions or
additional ideas?

Bell: Not now! I’m excited to get started and bring this plan to life!

Jeeranan: Great! Let’s make Cozy Corner Café a wonderful place for everyone!
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{* Activity 2A
Estimated Time 20 Minutes
Objective To provide you with an opportunity to confirm that employees are recruited and
inducted according to the organisation’s human resources management policies,
practices and procedures.
This activity does not require observation.
Refer to Case Study A – Resources

1. The operations manager wants to recruit one trainee straight from a local
technical and further education college. Does this follow human resources
management policies, practices, and procedures? If not, say why. *}

The organization will request a quote from the supplier to ensure that the costs
align with previous prices for the telephones. This will help verify that the
expenses fit within the budget.

2. How many candidates will be interviewed for the role of administrator?

{* *}

To set up the five new telephone lines, a request will be made to the telecom
provider. This will involve reviewing the current service to identify a more cost-
effective option for the lines.

3. When will induction take place, and how will this be carried out?
{* *}

The process for acquiring IT services for the tablets will be initiated through the IT
department's job booking system. After scheduling the job, an electronic receipt
and job code will be issued to track the job's progress.
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{* Activity 2B
Estimated Time 20 Minutes
Objective To provide you with an opportunity to confirm that physical resources and
services are acquired according to the organisation’s policies, practices and
procedures.
This activity does not require observation.

Refer to Case Study A - Resources

1. What two strategies will the organisation be using to acquire the new
telephones? *}

The organization will request a quote from the supplier to ensure that the costs
align with previous prices for the telephones. This will help verify that the
expenses fit within the budget.

2. How will the additional telephone lines be established?

{* *}

To set up the five new telephone lines, a request will be made to the telecom
provider. This will involve reviewing the current service to identify a more cost-
effective option for the lines.

3. How will IT services be acquired for the tablets?

{* *}

The process for acquiring IT services for the tablets will be initiated through the IT
department's job booking system. After scheduling the job, an electronic receipt
and job code will be issued to track the job's progress.
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{* Activity 2C
Estimated Time 15 Minutes
Objective To provide you with an opportunity to know how to identify and incorporate
requirements for intellectual property rights and responsibilities related to
acquisition of resources.
This activity does not require observation.

Refer to Case Study A - Resources

1. What does the organisation have a licensing agreement for? *}

The organization has a licensing agreement that allows it to use certain product
designs.

2. Have they followed correct intellectual property compliance? If not, say

{*

why and what needs to be done to remedy this. *}

They have not fully complied with intellectual property requirements because
some marketing materials are missing the necessary credit. To address this, the
group must update and republish these electronic materials. Once completed,
they should be redistributed to previous recipients and the updated materials
must also be uploaded to the organization's website.
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{* Activity 3A
Estimated Time 30 Minutes
Objective To provide you with an opportunity to identify how to assess the progress of the
operational plan in achieving profit and productivity plans and targets.
This activity does not require observation.

In relation to your workplace or business industry, identify three things you

would want to monitor in order to assess progress with the operational plan in
relation to profit and/or productivity.

Provide a brief explanation of how you would do this for all three. *}

1. Sales Revenue

Explanation:

Monitoring sales revenue is crucial as it directly reflects the profitability of the

café.

How to Monitor:

- Implement a Point of Sale (POS) system to track daily sales figures.

- Analyze weekly and monthly sales reports to identify trends and peak sales
periods.

- Compare current sales data against previous months or the same period in the
previous year to evaluate growth.

2. Customer Feedback and Satisfaction

Explanation:

Customer satisfaction is a key indicator of productivity and can impact repeat

business and referrals, which are essential for profitability.

How to Monitor:

- Distribute customer feedback forms both digitally (through email or social

media) and physically in the café.

- Regularly review customer reviews on platforms such as Google, Yelp, or social

media.

- Conduct occasional surveys to gauge customer satisfaction levels and gather

insights on areas for improvement.

3. Inventory Turnover

Explanation:
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Monitoring inventory turnover helps assess how effectively the café manages its
stock, which can impact costs and waste, ultimately affecting profitability.

How to Monitor:

- Track inventory levels using inventory management software to monitor the

quantity of ingredients used and sold.

- Calculate the inventory turnover ratio by dividing the cost of goods sold (COGS)
by the average inventory over a specific period. This will help assess how quickly
inventory is being used and replaced.

- Regularly conduct inventory audits to identify any discrepancies or potential

waste, allowing for adjustments in purchasing and usage.

Conclusion

By monitoring sales revenue, customer feedback, and inventory turnover, the

café can effectively assess its progress in achieving the operational plan’s
objectives related to profit and productivity. These metrics will provide valuable
insights for making informed decisions to enhance business performance.
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{* Activity 3B
Estimated Time 20 Minutes
Objective To provide you with an opportunity to identify areas of under-performance,
recommend solutions and rectify the situation.
This activity does not require observation.

Refer to Case Study B – Poor performance at Organisation ABC

1. What are the under-performance issues? *}

- Two employees in the production department are having difficulty complying

their work to a consistent standard.

- The sales team is failing to meet its targets.

2. For one of these issues, make two recommendations that you believe will
{*

help resolve the issue and say how these can be implemented. *}

- Recommendation 1: Provide staff with clear instructors or guidelines to follow.

- Implementation: Create detailed training materials or standard operating

procedures (SOPs) that outline expectations and processes. Schedule training
sessions to ensure all employees understand the guidelines.

- Recommendation 2: Ensure that key performance indicators (KPIs) are current,

up-to-date, and aligned with the current operational plan before communicating
them to staff.

- Implementation: Review and update the KPIs regularly to reflect any changes in
goals or strategies. Share the updated KPIs with the team during meetings and
provide context on how these indicators relate to their performance.
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{* Activity 3C
Estimated Time 20 Minutes
Objective To provide you with an opportunity to identify how to plan and implement
relevant processes for ongoing monitoring and confirm that support is provided
for individuals and teams.
This activity does not require observation.

Refer to Case Study B – Poor performance at Organisation ABC

1. For the issue you identified in Activity 3B, question two, provide an outline
of how you would monitor performance. (This may relate to one or both of
your recommendations). *}

-Using performance management appraisal

-Observation staff’s performance

-Review KPIs

2. How can you make sure that support needs for the employees are met?
{* *}

Staff should receive support whenever it is needed. I will hold regular

conversations with them to check if they require assistance and to assess whether
the support we are providing is adequate.
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{* Activity 3D
Estimated Time 20-30 Minutes
Objective To provide you with an opportunity to negotiate recommendations for
variations to operational plans and gain approval from designated persons.
Equipment  Access to two peers
needed  Suitable space for a roleplay.
This activity will need to be observed. The assessor has a checklist of criteria
they will base your assessment on.

As a roleplay activity, you must negotiate your recommendations from Activity

3B, question two, with two organisational stakeholders who are unaware of the
changes. (You may also draw on your answers from Activity 3C, if appropriate).

You should explain these and use an appropriate negotiation tactic and
communication approach to put your recommendations forward. This may
involve considering other perspectives and the need to compromise (if
necessary).

You should also obtain a spoken approval to use one or both of these
recommendations. *}

Jeeranan: Hello Sam and Maya! Thank you both for joining me today. I’m excited
to discuss some recommendations aimed at improving our operational efficiency
and profitability at Cozy Corner Café.

Sam: Thanks, Jeeranan. I’m interested to hear what you have in mind.

Maya: Me too. What are the recommendations?

Jeeranan: I propose two key changes:

1. Implementing a Customer Feedback System:

- This system will enable us to gather valuable insights directly from our
customers about their experiences. Understanding their needs will help us adjust
our menu and services accordingly.

2. Enhancing Inventory Management Practices:

- By adopting an inventory management software, we can track our stock levels

more accurately, reduce waste, and streamline our ordering processes. This will
ultimately improve our profit margins.

Sam: Both sound like good ideas, but how do you see these changes affecting our
daily operations?

Jeeranan: Great question, Sam. Here’s how I envision the implementation:

- For the Customer Feedback System, we could start with simple online surveys
sent via email or social media. This process won’t disrupt our current workflow,
 P a g e | 25

and the insights we gain will inform our marketing and menu decisions.

- Regarding Inventory Management, I suggest we implement this in phases. We

can start with a trial of the software focusing on our most frequently used
ingredients for one month. If it proves effective, we can expand its use to all
inventory.

Maya: I see the benefits, but I’m concerned about the financial implications of the
inventory software.

Jeeranan: I understand your concern. To address this, we could start with a cost-
effective inventory management tool that offers a trial period. This way, we can
assess its value without a significant upfront investment. If it shows promise, we
can allocate a budget for a more comprehensive solution.

Sam: That sounds reasonable. What about participation in the customer feedback
system? How do we ensure customers engage with it?

Jeeranan: To encourage participation, we could offer incentives like a discount on

their next purchase for completing the survey. This not only drives customer
engagement but also fosters repeat business.

Maya: I like that approach! It provides a clear benefit to both the customers and
us.

Jeeranan: Exactly! So, can I get your verbal approval to proceed with these
recommendations? We can start outlining an implementation plan as soon as we
finalize this.

Sam: I’m on board with both recommendations.

Maya: Me too. Let’s move forward!

Jeeranan: Thank you both! I appreciate your support, and I’m confident these
changes will enhance our café’s performance. Let’s reconvene next week to
discuss the details and action steps.
 P a g e | 26

{* Summative Assessments
The summative assessments are the major activities designed to assess your skills, knowledge and
performance, as required to show competency in this unit. These activities should be completed
after finishing the Learner Guide. You should complete these as stated below and as instructed by
your trainer/assessor.

Skills, knowledge, and performance may be termed as:

 Skills – skill requirements, required skills, essential skills, foundation skills

 Knowledge – knowledge requirements, required knowledge, essential knowledge,

knowledge evidence

 Performance – evidence requirements, critical aspects of assessment, performance

evidence.

Section A: Skills Activity

The Skills Activity is designed to be a series of demonstrative tasks that should be assessed by
observation (by the assessor or third party, depending on the circumstances). In some cases, skills
will be demonstrated in writing, where the criteria fits.

It will demonstrate all of the skills required for this unit of competency – your assessor will provide
further instructions to you, if necessary.

Section B: Knowledge Activity (Q & A)

The Knowledge Activity is designed to be a verbal questionnaire where the assessor asks you a series
of questions to confirm your competency for all of the required knowledge in the unit of
competency.

Section C: Performance Activity

The Performance Activity is designed to be a practical activity performed either in the workplace or a
simulated environment. You should demonstrate the required practical tasks for the unit of
competency and be observed by the assessor and/or third party, as applicable to the situation. If the
third party is required to observe you, you will need to make the required arrangements with them.

If necessary for the activities, you should attach completed written answers, portfolios, or any
evidence of competency to this workbook.
 P a g e | 27

Section A: Skills Activity

Objective: To provide you with an opportunity to show you have the required skills for this unit.

This activity will enable you to demonstrate the following skills:

 Reading:
o gathers, interprets and analyses workplace documentation to determine requirements
for the operational plan
 Writing:
o develops and documents a range of detailed texts relating to the management of an
operational plan according to organisational requirements
 Numeracy:
o selects and uses mathematical problem-solving strategies to organise resource
requirements, performance benchmarks and financial viability of the operational plan
 Enterprise and initiative:
o monitors adherence to organisational policies, procedures and considers own role in
terms of its contribution to broader goals of the work environment
 Planning and organising:
o takes responsibility for developing and implementing systems and processes to achieve
organisational objectives, seeking advice, feedback and support as required to assist in
the development and planning phase
o sequences and schedules complex activities, monitors implementation, and manages
relevant communication
 Problem solving:
o uses systematic analytical processes to aid decision making, identify potential problems
and generate contingency plans or solutions.

Answer the activity in as much detail as possible.

Equipment needed:

 Access to work health and safety, employment, and fair trading legislation
 Access to the internet, a computer with page layout software, and a printer.

1. Research, analyse and interpret information on the legal requirements that apply to your
organisation or business industry. This will be in relation to developing an operational plan.
You may focus your research on one work area or on the general operations that will take
place.

Specifically, you should look at the impacts of work health and safety, employment, and fair
trading laws and how these will impact operations.

Write a report of your findings and the key points that the plan would need to incorporate or
follow. This should be approximately two to four A4 pages, and should be checked for spelling,
grammar, and presentation.

You should also include a paragraph or short section that covers the importance of following
legal requirements, along with workplace policies and procedures that will include these.
Summarise how you can monitor compliance and how your role will contribute to the
organisation’s work goals.
 P a g e | 28

Attach your completed report to your workbook.

2. For your organisation or an example organisation, determine three to five performance

benchmarks you could use for an operational plan (again, this may be focused on one work
area or the business as a whole). You should identify the resources you would need and how
these can be allocated and used in a financially viable way. For example, you may want to
stagger resources over a period of time, access resources for a specific period, or plan
procurement/acquisition strategies.

You should also identify the contingencies that may be needed to ensure performance
benchmarks can be met or resources can be acquired.

Document your work onto A4 paper (no word count provided), check this for accuracy and
presentation, and attach a final copy to your workbook.

3. Following on from questions one and two, produce a simple operational plan for your
organisation or example organisation (this may be one work area or the business).

You should:

 Identify an objective
 Outline the work activities/tasks
 Outline resource requirements
 Sequence and schedule how activities will be carried out
 Identify monitoring processes for managing performance
 Identify communication requirements for implementing and monitoring the plan.

If needed, you should seek advice from the assessor, who will act as a stakeholder in the
development of the plan.

Check your completed plan for accuracy and presentation, and attach a copy to your
workbook.
 P a g e | 29

Section B: Knowledge Activity (Q & A)

Objective: To provide you with an opportunity to show you have the required knowledge for this
unit.

The answers to the following questions will enable you to demonstrate your knowledge of:

 Stakeholders involved in development and management of operations plan including

escalation points, colleagues and specialist resource managers
 Key information sources for proposal development and presentation including resource
requirement specialists
 Consultation processes
 Content of operational plans, including:
o procurement processes
o employee recruitment and induction strategies
o physical resource and service acquisition strategies
o key indicators of organisational performance
 Budget and actual financial relating to profit and productivity
 Methods for preparing operational plans and contingency plans
 Role of an operational plan in achieving an organisation’s objectives
 Procedures and records associated with documenting performance
 Approaches for developing key performance indicators to meet business objectives
 Legislative and regulatory framework relating to the development and implementation of
operational plan of the organisation, including:
o fair trading laws
o work health and safety
 Organisational policies, practices and procedures that relate to the operational plan.

Answer each question in as much detail as possible.

1. Identify two different stakeholders (or stakeholder types) that you would need to work with
to develop and manage an operational plan. *}

- Management Team: The management team, including executives and department heads, plays a
critical role in seong the strategic direction of the organization. They provide guidance on the
objectives of the operational plan and ensure alignment with the overall business goals.

- Employees: Employees who will be directly involved in implementing the operational plan are vital
stakeholders. Their insights can help identify practical challenges and opportunities. Involving them
can lead to beIer engagement and increased ownership of the plan.

2. Who would you consult with to determine escalation points? (Provide two different examples,
{*

and say how each one can help you). *}

- Human Resources Manager: The HR manager can provide insight into employee-related issues that
may arise during the implementation of the operational plan. They can identify escalation points
related to staffing challenges, conflicts, or performance issues, ensuring that there is a clear process
for addressing these maIers.

- Project Manager: A project manager can help identify escalation points related to project timelines
and deliverables. They are experienced in managing tasks and can outline procedures for escalating
issues that may affect the schedule or project success, ensuring that there are contingency plans in
 P a g e | 30

place.

3. Give one reason why you may need to involve a colleague or a specialist resource manager in
{*

the development or management of the operational plan. *}

Specialist Resource Manager- IT Manager: Involving a specialist resource manager is essential when
the operational plan requires technical resources or systems. For example, if the plan includes
implementing new software or technology, the IT manager can provide expertise on resource
requirements, potential challenges, and solutions, ensuring the plan is feasible and effective.

4. Identify two information sources that you might want to use in the development of an
{*

operational plan. *}

Market Research Reports: These reports provide insights into industry trends, customer preferences,
and competitor analysis. Utilizing this information helps in making informed decisions regarding
product offerings, marketing strategies, and operational adjustments.

Internal Financial Reports: Accessing internal financial reports, including profit and loss statements,
can help assess the organization’s current financial health. This data is crucial for budget planning
and ensuring that the operational plan aligns with financial goals and resources

5. Identify three consultation processes that you might want to use in the development and
{*

management of the operational plan. *}

1. Stakeholder Meetings: Organize regular meetings with key stakeholders, such as management,
department heads, and employees, to discuss the operational plan. This allows for input, feedback,
and alignment on objectives.

2. Surveys and Questionnaires: Distribute surveys to gather opinions and insights from employees
and customers regarding the operational plan. This method allows for collecting quantitative data
and identifying areas that need attention.

3. Workshops and Focus Groups: Conduct workshops or focus groups with teams to brainstorm
ideas, share concerns, and collaboratively develop solutions. This process fosters teamwork and
enhances the quality of the operational plan through diverse perspectives.

6. Explain what the following are, and say why they are important to the operational plan:
{*

 Procurement processes
 Employee recruitment and induction strategies
 Physical resource and service acquisition strategies
 Key indicators of organisational performance (or key performance indicators). *}

- Procurement Processes: Procurement processes involve acquiring goods and services necessary for
the operation of the organization. This includes selecting suppliers, negotiating contracts, and
managing purchase orders. Effective procurement ensures that the organization obtains quality
resources at competive prices, helping to manage costs and maintain operational efficiency.

- Employee Recruitment and Induction Strategies: These strategies involve aIracting, selecting, and
onboarding new employees to ensure they are well-prepared to contribute to the organization. A
solid recruitment and induction process helps ensure that the organization hires the right talent and
provides them with the necessary training, leading to higher employee satisfaction and retention.

- Physical Resource and Service Acquisition Strategies: This refers to the methods used to acquire
 P a g e | 31

physical resources (e.g., equipment, office space) and services (e.g., maintenance, consulting).
Proper acquisition strategies ensure that the organization has the necessary tools and services to
operate effectively, which is critical for achieving business objectives.

- Key Indicators of Organizational Performance (Key Performance Indicators - KPIs): KPIs are
measurable values that demonstrate how effectively an organization is achieving its key business
objectives. KPIs provide a clear framework for evaluating progress and performance, allowing
organizations to make informed decisions and adjustments to improve outcomes.

7. How can you check if budgets and actual income and expenses are within the organisation’s
{*

expected levels? *}

- Variance Analysis: Conduct variance analysis to compare budgeted figures with actual incomeand
expenses. This involves calculating the difference (variance) between the budgeted and actual
amounts.

- Regular Financial Reports: Review monthly or quarterly financial reports that summarize income,
expenses, and overall budget performance. These reports highlight trends and help identify areas
needing attention.

- Budget Meetings: Hold regular meetings with financial managers and department heads to review
budget performance and discuss discrepancies, enabling timely adjustments.

8. How can you identify your resource requirements for the operational plan?
{* *}

- Conduct a Needs Assessment: Analyze the specific tasks outlined in the operational plan to
determine what resources (human, financial, and physical) are necessary.

- Consult with Team Members: Engage staff and stakeholders to gather insights on what resources
they believe are essential for successful implementation.

- Review Historical Data: Examine past performance data and resource usage to identify patterns and
requirements for current operations

9. How can you confirm approval of the operational plan and make sure the relevant
{*

stakeholders have the same understanding? *}

- Present the Plan: Conduct a meeting where you present the operational plan to stakeholders,
outlining key objectives and activities.

- Solicit Feedback: Encourage stakeholders to ask questions and provide input to clarify any
uncertainties.

- Document Approval: Use a sign-off document or email confirmation from stakeholders indicating
their approval and understanding of the plan.

10. What steps should you include in contingency planning?

{* *}

1. Identify Potential Risks: Assess the risks that could impact the operational plan and categorize
them by likelihood and impact.

2. Develop Contingency Strategies: Create specific action plans for how to respond to identified risks
 P a g e | 32

(e.g., alternative suppliers, backup staffing plans).

3. Allocate Resources: Determine the resources needed to implement contingency plans and ensure
they are readily available if required.

4. Establish Monitoring Protocols: Set up processes to monitor the situation and activate
contingency plans when necessary.

11. How does an operational plan help an organisation to achieve its objectives? (Provide two
{*

different reasons).*}

1. Clear Direction: An operational plan provides a structured approach, outlining specific tasks and
responsibilities, which helps align efforts toward achieving objectives.

2. Performance Measurement: It establishes benchmarks and KPIs to measure progress, allowing for
timely adjustments and improved focus on key goals.

12. Identify three ways you can monitor and record performance.
{* *}

1. Regular Performance Reviews: Schedule periodic evaluations of staff performance and operational
outcomes against set benchmarks.

2. Surveys and Feedback Forms: Collect feedback from customers and employees to gauge
satisfaction and identify areas for improvement.

3. Data Tracking Software: Utilize software tools to record sales data, customer interactions, and
other performance metrics in real-time.

13. What must you document for employees in employee performance management?
{* *}

- Performance Appraisal Records: Detailed evaluations of employee performance over specific

periods.

- Goal Setting Documents: Written agreements on individual performance goals and objectives.

- Training and Development Records: Documentation of training programs completed and skills
acquired by employees.

14. How can you develop KPIs to make sure they are relevant to business objectives?
{* *}

- Align with Strategic Goals: Ensure that KPIs directly reflect the organization’s overall goals and
objectives.

- Involve Stakeholders: Consult with team members and stakeholders to determine which metrics
are most relevant to their roles and the business.

- Ensure Measurability: Define KPIs that can be quantitatively measured and monitored over time.

15. Identify three things that should be included in KPIs.

{* *}

1. Specificity: KPIs should be clear and specific about what is being measured.
 P a g e | 33

2. Measurable Targets: Include quantifiable targets that indicate desired levels of performance.

3. Timeframes: Establish a timeframe for achieving each KPI to create a sense of urgency and
accountability.

16. How will fair trading laws impact the operational plan? (Identify three points).
{* *}

1. Consumer Rights Compliance: The operational plan must ensure that all products and services
comply with consumer rights laws, including clear pricing and product information.

2. Advertising Standards: The plan should include guidelines for truthful advertising to avoid
misleading customers.

3. Return and Refund Policies: Fair trading laws require transparent return and refund processes,
which must be integrated into customer service protocols.

17. How will work health and safety law affect the development of an operational plan?
{* *}

- Risk Assessment Requirements: The operational plan must incorporate regular risk assessments to
ensure workplace safety standards are met.

- Employee Training: Include provisions for staff training on health and safety practices to ensure
compliance with regulations.

- Emergency Procedures: Develop clear emergency response plans and include these in the
operational plan to prepare for potential incidents.

18. What elements should you include in an operational plan?

{* *}

1. Objectives: Clearly defined goals the organization aims to achieve.

2. Work Activities: Detailed tasks and responsibilities assigned to team members.

3. Resource Requirements: A comprehensive list of resources needed for implementation.

4. Monitoring and Evaluation: Strategies for tracking progress and measuring performance.

5. Timeline: A schedule outlining when each activity will be carried out.

19. Identify two different policies, practices, and procedures that relate to an operational plan.
{* *}

1. Health and Safety Policy: Guidelines ensuring a safe working environment for employees.

2. Customer Service Policy: Procedures for delivering high-quality service and handling customer
complaints.

3. Employee Training and Development Practices: Frameworks for ongoing training and skill
enhancement to support operational goals.
 P a g e | 34

{* Section C: Performance Activity

Objective: To provide you with an opportunity to demonstrate the required performance
elements for this unit.

This activity will enable you to demonstrate the following performance evidence:

 Manage an operational plan for at least one business or work area.

In the course of the above, the candidate must:

 Develop and implement an operational plan using a variety of information sources and
consultation including:
o resource requirements
o key performance indicators
o monitoring processes
o contingency plans
 Communicate with stakeholders to explain the plan and supporting information, seek
approvals, negotiate variations and engage work teams
 Confirm existence of relevant strategies, including strategies relating to:
o recruiting, inducting and developing personnel
o acquiring physical resources and services
o protecting intellectual property
o making variations to the plan
o monitoring and documenting performance.

This activity will also enable you to demonstrate the following skills:

 Oral communication:
o presents information to a range of audiences using appropriate register, vocabulary and
paralinguistic features
o listens and comprehends information from a variety of spoken exchanges with clients,
co-workers and other stakeholders
 Teamwork:
o collaborates with others to achieve joint outcomes, playing an active role in facilitating
effective group interaction, influencing direction and taking a leadership role on
occasion
 Technology:
o demonstrates awareness of the importance of data security in a digital environment.

Answer the activity in as much detail as possible.

Equipment needed:

 Legislation and regulations relevant to operational plans for the learner’s business
industry
 A suitable work environment with equipment, documentation, and resources that are
relevant to the learner’s organisation or business industry.

1. The observable parts of this activity must be observed. The assessor has a checklist of criteria
they will base your assessment on.
 P a g e | 35

As a real or simulated workplace activity, you must take a lead role to manage an operational
plan for one business or one work area for a designated period of time (as decided by the
assessor).

Requirements will depend on the workplace, and you must follow the instructions and
guidance that are given to do this. All policies, practices, and procedures must be followed.

You are also required to demonstrate the following Foundation Skills:

 Oral communication to present information using appropriate verbal and non-verbal skills,
and to listen and interpret information in discussions with a range of people
 Teamwork to collaborate and take a leadership role to achieve joint outcomes
 Technology to follow and maintain data security in the digital environment.

You will need to start by developing and implementing a plan that follows the organisation’s
objectives.

You must:

 Research, identify, and analyse resource requirements according to the organisation’s

objectives and goals
 Document resource requirements, along with the responsibilities for acquiring these
 Consult with other personnel (as instructed) to develop and decide operational
requirements
 Establish a plan that includes organisational objectives and key performance indicators
(KPIs) to determine and manage performance
 Establish a plan that includes monitoring processes to manage progress
 Establish a plan that includes strategies for:
o recruiting, inducting, and/or developing personnel (as needed)
o acquiring physical resources and services
o protecting intellectual property
o making variations to the plan
o monitoring and documenting performance
 Develop contingencies to manage any known risks with the operational plan
 Produce a documented plan
 Consult with stakeholders to seek approval on the operational plan.

When the operational plan has been completed, you will then need to communicate and
explain this to the relevant work teams and individuals. This should be in meetings/face-to-
face communication; it may also include a documented plan or other written instructions or
communications.

The plan must then be monitored for a period of time (as decided by the assessor). You should
assess the progress that is being made over this time and determine if this is matching profit
and productivity targets.

You should follow the monitoring processes you outlined in the plan to identify good and
under-performance and to determine issues. This may be done in collaboration or consultation
with others.
 P a g e | 36

Any issues and under-performance should be addressed in a review and in one or more
meetings with stakeholders to recommend solutions. You may need to participate in
negotiations to make any required variations with the operational plan. Solutions to resolve or
manage the issues should be approved, and the documented plan updated.

Note: you should attach to your workbook or submit copies of both the original and the
updated operational plan (if adjustments are made) for assessment. These should be neatly
presented and must be checked for spelling, grammar, and accuracy.
 P a g e | 37

Case Studies

Case Study A – Resources

A large organisation needs to obtain resources for its updated operational plan.

It needs to:
 Recruit five new employees:

o two trainees

o one office administrator

o two project managers

 Obtain:

o three additional telephones and capacity for five telephone lines

o two tablets for the project managers

o office furniture for the office administrator.

Recruitment
New employees must be recruited through job adverts that the human resources department place;
however, the two project managers are only required for six months, and these will be recruited
through the organisation’s preferred job agency as contractors. (Temporary staff are recruited
through the agency).

All recruitment will need to follow the human resource management policies, practices, and
procedures. Policies state that a fair and non-discriminatory approach to recruit must be followed;
all roles must be advertised, and selection will be made on candidates’ appropriateness for roles.
Practices and procedures involve interviewing a minimum of three people for each role, unless roles
are filled through the organisation’s job agency, and candidates will be shortlisted to two for each
role (further candidates may then be requested if neither proves to be suitable).

When recruited, all new employees must receive induction training on the first two days. On the first
day, there will be generic organisational and safety induction; on the second day, there will be job-
specific induction and training.

Physical resources
The organisation has two existing telephones that are compatible with its telecommunications
system, but three more need to be acquired from the previous supplier. These will need to be
sourced by seeking a quote from the supplier to ensure costs are in line with the previous prices to
buy the telephones and to make sure this meets budgetary expectations. The supplier has a good
relationship with the organisation, and it is known that prices can be negotiated if needed.
 P a g e | 38

The five telephone lines must be requested from the telecommunications provider. This will mean
that the current business supply will also need to be reviewed in order to determine a more cost-
efficient supply.

The two tablets are in the IT equipment stores at the organisation; these just need to be checked,
wiped of any old data, and be given access to systems and software that the project managers need
to use. This task must be booked in with the IT department on their job booking system. Once
booked, an electronic receipt and job code are provided for tracking work progress.

The office furniture still needs to be decided, but this will be ordered through one of the
organisation’s office suppliers.

Intellectual property
The organisation has a licensing agreement to use some of its product designs. The owner must be
credited in product literature and information. They require the company name and date to be used.
It has been discovered that on a range of marketing materials, this credit has been left off. The
organisation must update these materials and republish them; fortunately, this is only on electronic
materials. Once done, they must be resent to the previous recipients and updated on the
organisation’s website.
 P a g e | 39

Case Study B – Poor performance at Organisation ABC

Organisation ABC has implemented its operational plan. At the three-month review meeting, issues
have been found, which are affecting productivity levels.

The following has been reported:

 Two employees in the production department are struggling to complete work to a
consistent standard

 The sales team is not meeting its targets.

On closer inspection, it is found that in the first point, both employees are not consistent with how
they perform work tasks; there is no clear instruction or guidance for them to follow.

For the second point, the sales team is saying that the KPIs they have been given do not account for
a change in the business market. As a consequence, sales have fallen to levels lower than when the
operational plan was implemented.
 P a g e | 40

Workplace Documentation – for learner

Workplace documents checklist
To demonstrate and support workplace knowledge, workplace documents can be submitted to the
assessor or third party. Indicate in the table below the documents that have been provided. Please
refer to your trainer/assessor if clarification is required or if you have any further questions on what
you are able to provide or use.

Document name/description Document attached

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

Click or tap here to enter text. Yes No

For RTO use only

Have originals or digital copies been supplied for the workplace Yes No
documents?

If not originals, have the originals been validated or checked? Yes No

Learner’s signature Click or tap here to enter text.

Assessor’s signature Click or tap here to enter text.

*}