Candidate’s guide and logbook - Oaklands Collegeoaklearn.oaklands.ac.uk/pluginfile.php/37801/mod_resource/content/1... · 2 Level 4 NVQ in Amenity Horticulture Management-Candidate

Level 4 NVQ in Amenity Horticulture Management Candidate’s guide and logbook Version1 August 2006

Level 4 NVQ in Amenity Horticulture Management-Candidate Guide and Logbook – August 2006 2

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Contents Page

What's it all about? 5

What is a National Vocational Qualification? Level 4 NVQ in Amenity Horticulture Management

The Structure of the NVQ

Who will be involved in my NVQ? 7 How will my competence be assessed? 9

Appeals and Equal Opportunities 12

Documents for inclusion in your portfolio 13

The Units 29

Evidence summary sheets 205

Further information 323


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What's it all about?

You are about to start a programme of workplace training and assessment leading to a National Vocational Qualification. This candidate guide has been written in order to provide you with information and support as you work through achieving your qualification. As you make progress you will be able to demonstrate that you have the necessary practical skills and the knowledge to do your work effectively and efficiently.

What is a National Vocational Qualification National Vocational Qualifications (NVQs) have been designed to provide valid and relevant vocational qualifications for people at work. They are important to employees and employers and to provide a skilled work force for the country. They are written using the National Occupational Standards for the industry. Level 4 NVQ in Amenity Horticulture Management This is a work-based qualification, designed specifically for managers in amenity horticulture. The standards for the units have been produced by Lantra, which is the Sector Skills Council. In the Level 4 NVQ in Amenity Horticulture, you need to show competence in 7 mandatory units plus Core and Optional units in either Heritage or Landscaping/Grounds Maintenance or Sports Turf. The certificate will be awarded by NPTC/City & Guilds. Even if you complete only some of the units, you will still be able to claim unit certification. Please note that the 400 series, e.g. 401, 402 etc are the NPTC/City & Guilds numbers for this NVQ. This is the numbering that must be used by centres for submission of results and any other dealings with City & Guilds. The unit numbers that start with a letter, e.g. CU124, A2 etc. are the unit numbers assigned to the National Occupational Standards from various Sector Skills Councils on which this NVQ is based. To allow easy reference, the 400 series numbers have been inserted onto the standards and evidence summary sheets. Mandatory Units 408 Develop procedures for health and safety in the workplace (CU106) 410 Plan and manage the control of weeds, pests and diseases (CU110) 411 Provide vision and direction to others (CU118) 412 Organise a straight-forward land-based project or event (CU124) 413 Identify areas of improvement for yourself and others (CU131) 414 Manage your own resources and professional development (MSC)(A2) 420 Manage a budget (MSC)(E1) Group A - Heritage Heritage Core Units – candidates must achieve all of the following units 402 Plan, monitor and evaluate the establishment and management of planted areas (L30) 403 Design landscape areas and specify materials and components (CU85) 416 Put the strategic business plan into action (MSC)(B4) 419 Provide information to support decision making (MSC 1997)(D4) Heritage Optional Units – candidates must achieve three of the following units 407 Promote the organisation and its values (CU100) 418 Recruit, select and keep colleagues (MSC)(D3) 421 Plan and implement activities to improve environmental performance (MSC)(H3) 422 Develop and maintain environmental policy (MSC)(H5) 424 Involve, motivate and retain volunteers (VSNTO)(B2)


Group B - Landscaping/Grounds Maintenance Landscaping/Grounds Maintenance optional units –- candidates must achieve five of the following units - at least one of which must be from group B.1, at least one from group B.2 and at least one from group B.3 Group B.1 401 Estimate resource requirements and programme work (L26) 402 Plan, monitor and evaluate the establishment and management of planted areas (L30) 403 Design landscape areas and specify materials and components (CU85) 404 Determine policies for the development of land-based sites (CU92) 405 Plan, monitor and evaluate the management of land-based sites (CU93) 406 Develop, negotiate and agree proposals to offer services and products (CU96) Group B.2 415 Develop a strategic business plan for your organisation (MSC)(B3) 416 Put the strategic business plan into action (MSC)(B4) 417 Facilitate meetings (MSC 1997)(D2) 421 Plan and implement activities to improve environmental performance (MSC)(H3) 422 Develop and maintain environmental performance (MSC)(H5) 423 Plan how to improve the finances of the business (SFEDI)(G1) Group B.3 409 Maintain and improve customer relationship (CU109 ) 418 Recruit, select and keep colleagues (MSC)(D3) 419 Provide information to support decision making (MSC 1997)(D4) Group C - Sports Turf Core Units Candidates must complete all of the following units 404 Determine policies for the development of land-based sites (CU92) 405 Plan, monitor and evaluate the management of land-based sites (CU93) 417 Facilitate meetings (MSC 1997)(D2) 418 Recruit, select and keep colleagues (MSC)(D3) 425 Manage the use of physical resources (VSNTO)(F6) The Structure of the NVQ

There is a section entitled 'About this unit' at the start of each unit which explains what the unit covers. Each unit is then broken down into elements. The elements contain:

• the performance criteria (i.e. 'You must be able to..' references 1, 2, 3 etc )

• the related knowledge and understanding (references a), b), c) etc) • the scope tells you the range of activities in which the performance criteria must be assessed

• Any relevant notes for the element • Evidence summary sheets are provided to record the evidence for each element. The evidence must be referenced to the summary sheets so that it can be easily traced through the portfolio. One piece of evidence may be reference in different elements, as appropriate.

As units are assessed competent they should be signed off by your assessor on the ‘Record of Units Achieved’ form NPTC AHM8 which can be found at the start of the Units section. The evidence summary sheets are at the end of this guide.

Your assessor will discuss with you the type of evidence needed for you to achieve this qualification.


Who will be involved in my NVQ?

The candidate That's you! You will need to: • negotiate and agree an assessment programme with your assessor • negotiate and develop a personal action plan with dates for review and assessment • collect the evidence which proves your competence in your job • organise and reference the evidence in a portfolio • judge the evidence against the standards of competence to see whether it is adequate to present for assessment • present the evidence for assessment; this may include:-

• attending an assessment interview • being available to discuss your evidence with the internal and /or external verifier if

requested Later in this guide we will explain how you can identify and collect evidence and how you can prepare for being assessed in your daily work.

The assessor • will have experience in your area of work, must be occupationally competent and may be your immediate supervisor or manager or a visiting assessor from a training centre who will visit you a minimum of 3 times to observe you at work. • will hold or be working towards assessor qualifications • will themselves have achieved a level 4 or higher qualification or have had at least 3 years experience in management of the area of assessment. Therefore you may have more than 1 assessor. • can advise you on the planning and organisation of your evidence • is responsible for making the decisions about your evidence and judging when you are competent The internal verifier • is appointed by the centre where you are registered • is responsible for maintaining the quality of assessment within the centre by checking the assessment decisions made by assessors • will have experience in your area of work and must be occupationally competent • will themselves have achieved a level 4 or higher qualification or have had at least 3 years experience in management of the area of assessment to allow them to act as an internal verifier.

The external verifier • is appointed by NPTC to ensure that all assessments undertaken in your centre are fair, valid, consistent and that your centre meets the required national standard • will make regular visits to your centre to observe assessments and examine portfolios of evidence

• makes regular reports to NPTC confirming what happens with assessment practice in your centre.


The expert witness Wherever possible, the evidence which you produce should be witnessed. For example your assessor, line manager or colleagues may witness an activity or authenticate a document as being your own work.

Witness status Witnesses fall into three main categories of experience: 1. Occupational expert and D32/D33 or A1/A2 assessor who is familiar with the standards 2. D32/D33 or A1/A2 assessor without occupational competence 3. Occupational expert who is familiar with the standards.

In some circumstances it may be possible to accept witness testimony from a non- occupational expert, e.g. for evidence for a non-vocationally specific skill such as dealing with clients, validating a competition result. In these cases, the following two categories of witness may be valid: 4. Occupational expert who is not familiar with the standards 5. Non-expert not familiar with the standards, e.g. a customer.

Why do you need witnesses? It is important to demonstrate that the evidence was produced by you under the circumstances described. The witness is therefore able to observe and report on your performance on tasks which produce evidence towards the NVQ. The job of the expert witness is to report to the assessor their observations of your performance. The assessor will then judge whether the evidence is sufficient.

How do you involve a witness? The key to this is planning. In many cases someone, for example a colleague, may naturally be involved with your work and so be able to witness and authenticate evidence. However, if the work is usually unobserved, you might arrange for someone to be present (where practical) to observe your performance. Alternatively where you are working directly with or for a customer, you might ask the customer to act as a witness.

What do they have to do? After observing your work, the witness will need to write a short statement describing what you actually did. The witness should be aware of performance criteria for the activity and the evidence requirements which are explained in the standards. As you will be aware of the standards and the evidence you require, you may decide to write out the statement yourself and ask you witness to read it and sign if they agree with it. You may also provide statements for yourself, e.g. to justify why you produced a product in a particular way, but this would usually need to be augmented by supplementary evidence such as a work sheet or witness statement from a customer. A Witness Status List NPTC AHM4 and a Witness Statement Form NPTC AHM 5 have been included for you to photocopy and use. You must ensure that each witness is recorded with a sample signature in the Witness Status List.

Only the approved assessor is qualified to judge the candidate's evidence. The job of the expert witness is to report to the assessor their observations of the candidate's performance.


How will my competence be assessed? Occupational competence can be described as the consistent demonstration of skill, knowledge and understanding, to the standard specified by the performance criteria for each unit of the NVQ. Each unit relates to competence in a different area of activity within a job. Assessment of your competence will be based upon realistic work place situations, performing purposeful and recognisable tasks which will require a combination of skills and related knowledge. For each unit of the NVQ the evidence requirements are clearly stated and support the assessment criteria.

Achieving your NVQ requires you to provide sufficient evidence to show that you can work to the National Occupational Standards contained within the qualification. What is evidence? Evidence is what you will need to provide in order to prove your competence, your ability to do the job and so meet the standards. You can draw on past experience to provide such evidence as well as collecting evidence from your current job. Your evidence will need to be filed and indexed in a portfolio. You will need to map your evidence to the standards and present it for assessment when you think each unit is complete. Most assessment for your NVQ will be carried out by your assessor judging the evidence about tasks you have carried out. There are five basic sources of evidence and you may collect evidence from all of them:

Performance at work Observation in the workplace is an essential source of evidence. Your assessor may watch you working and assess your performance against the National Occupational Standards. Assessment guidance and examples of evidence have been provided for each element in the standards. Evidence may also be provided by witness statements, work records, job sheets, or a diary of your work. In this case, you need to match the evidence provided by witnesses against the National Occupational Standard. Although evidence can be provided by witnesses, no unit of your NVQ can be signed off as complete without the involvement of a qualified assessor to judge the evidence presented.

Performance of specially set tasks You may be asked to undertake a particular activity, e.g. a simulated task, project or case study, sometimes in a college or other training environment.

Questioning Questioning may be written or oral, usually occurring as a result of an observed assessment. Your assessor will ask you questions to make sure you have the necessary knowledge and understanding to carry out your job activities to the national standard. At level 4 this may take the form of a professional discussion.

Historical evidence You may have done things in the past which are applicable to your NVQ. These may be used as evidence, provided that they are sufficiently current and relevant to the NVQ standard, e.g. a relevant qualification. This is sometimes known as Accreditation of Prior Learning (APL).


Simulation Simulation should only be used where it is difficult to collect evidence through a real work situation, the real work environment or within an acceptable time frame. Simulations will usually deal with contingencies such as unexpected problems, emergencies or other incidents, which will not necessarily occur frequently. In the Level 4 NVQ in Amenity Horticulture Management, simulation is allowed only for elements L30.1, L30.2, CU92.1, CU92.2, CU93.1, CU93.2, CU96.1,CU96.2, CU96.3, CU100.1, CU100.2, CU131.4. Background evidence and previous experience A copy of your CV, a copy of your previous or current job description, any previous certificates which relate to this award. You can also include performance evidence from previous experiences and achievement • CV • Licences • Job descriptions • Records of courses attended • Certificates • Staff appraisals • Records of achievement • Products • Accounts of experience • Endorsements • Case studies or projects from previous work • Employer references If you wish to bring forward a large amount of evidence from past experience, please discuss this with your assessor to help you plan the presentation of this evidence.

Observed performance and products of performance Work is a natural source of evidence and if your work includes the activities described in the elements for any of the units of the NVQ, then your assessor can readily observe you to judge your competence. If the activity covered by a unit is rare and is not likely to occur during the assessment period, then your assessor may advise you to use an alternative source of evidence or arrange a simulated activity for you.

Often there are products from work activities which maybe used as a valuable source of evidence, for example: • Letters relating to work •Reports • Completed Forms •Logbooks • Job Sheets • Checklists • Plans •Tape recordings • Diaries • Visual aids/photographs/videos • Completed projects, case studies or •Authenticated reports from appropriate assignments that are part of your work personnel, e.g. line managers • Finished or end products • Staff appraisals • Witness statements about your work •References received • Contact with clients •Witness Statements from clients

• Memos

Supplementary evidence In addition to direct observation of your work activities and judging the evidence provided by products of this work and witness testimony, it will be necessary for your assessor to seek supplementary evidence. This may be done by asking you to: • provide answers to oral or written questions • attend a professional discussion

• complete written tests

• provide a written personal account to support other evidence.


Portfolio building The section ‘Documents provided for inclusion in your portfolio’ contains the documents we have produced to help you plan your work and record the evidence. You may not need all of the pro-formae; they are there to help if you need them. If witness statements are to be used, the witness should complete/amend one line of the Witness Status List, providing a specimen signature. You must use the evidence summary sheets provided for each element. These allow you to collate all the evidence you have collected for an element and to cross reference evidence from other parts of your portfolio. Your assessor should complete the ‘Record of Units Achieved’ as each unit is signed off.

When requested, your portfolio must be available for inspection by the internal verifier and the external verifier during their visits. Only approved assessors and internal verifiers can confirm that you have completed a unit and they complete your ‘Record of Units Achieved’. Supporting Information

The following categories of information are not regarded as Performance Evidence, nor will they meet your requirements to demonstrate your Knowledge and Understanding. They will however, provide valuable supporting information for you, which should be kept in a separate information file.

This information should not be included as part of the Portfolio of Evidence: • leaflets or booklets supporting legislative requirements • the session plans or overall content of training programmes • any notes or information handouts from training courses • booklets explaining company operating policy or work procedures, unless they are evidence of systems that you have developed at work • handbooks describing e.g. how the company computer system works • technical information about specific products supplied by manufacturers • product catalogues.


Appeals and Equal opportunities If an occasion should arise when a candidate is not satisfied with the assessor's judgement of his/her competence during the assessment process, or a candidate feels that the opportunity for assessment is being denied, the internal verifier and centre coordinator should address the problem. If, however, the problem cannot be resolved, the external verifier may be approached to offer independent advice. In unresolved cases, the external verifier may refer this back to NPTC. All appeals must be clearly documented by the centre co-ordinator and made available to the external verifier or in writing to NPTC Business Improvement Services at the address inside the front cover.

Access to the NVQ framework is open to all, irrespective of gender, race, creed, age or special needs and there are no formal entry requirements. The centre co-ordinator should ensure that no candidate is subjected to unfair discrimination on any grounds in relation to access to assessment and to the fairness or the assessment. QCA requires NPTC to monitor centres to check whether equal opportunities policies are being adhered to.


Documents provided for inclusion in your portfolio You may find the documents in this section helpful for building your portfolio




Level 4 NVQ in Amenity Horticulture Management Form NPTC AHM1 Candidate Details: Name.................................................................City & Guilds enrolment number......................................... Daytime Telephone Number.......................................................................................................................... Centre Details: Centre Name.................................................................................................................. Centre Address................................................................................................................ ..............................................................................Postcode......................................... Centre Coordinator / Contact name....................................................................................... Centre Telephone Number....................................................Fax.......................................... Centre contact email......................................................................................................... Assessor 1 Details: Name....................................................................Position............................................. Contact details................................................................................................................ Telephone..........................................email..................................................................... Units assessing................................................................................................................ Assessor 2 Details: Name....................................................................Position.............................................. Contact details................................................................................................................ Telephone..........................................email..................................................................... Units assessing................................................................................................................ Internal Verifier Details: Name....................................................................Position.............................................. Contact details............................................................................................................... Telephone..........................................email.....................................................................

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Oaklands College

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Oaklands College, Hatfield Road St Albans

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AL4 0JA

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01727 737000

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[email protected]

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Level 4 NVQ in Amenity Horticulture Management Summary of Self-assessment and Personal Action Plan Form NPTC AHM2 Candidate Name.......................................................................Date completed............................... Use the table below to judge your present level of competence, ticking the first four columns as appropriate. Then discuss your action plan with your assessor. Unit Competent

in current job

Competent in previous job

Evidence easy to obtain?

×

Not competent training needed

Action required By When

Mandatory units Develop procedures for health & safety in the workplace

Plan and manage the control of weeds, pests and diseases

Provide vision and direction to others

Organise a straight-forward land-based project or event

Identify areas of improvement for yourself and others

Manage your own resources and professional development (MSC)

Manage a budget


Unit Competent

in current job

Competent in previous job

Evidence easy to obtain?

×

Not competent training needed

Action required By When

Core and Optional units.


Level 4 NVQ in Amenity Horticulture Management Form NPTC AHM3 CANDIDATE FEEDBACK Unit.............Element.......................... Candidate Name................................................................................................. Assessor Name................................................................................................... Activity................................................................................................................ Feedback to candidate: Action to be taken by candidate: Assessor signature...........................................................Date..................... Candidate comments: Candidate signature.........................................................Date....................




Level 4 NVQ in Amenity Horticulture Management Form NPTC AHM4 WITNESS STATUS LIST Candidate Name................................................ Include all witnesses that have signed candidate evidence or written a report. The witness must sign the details as correct. Witness status categories are: 1. Occupational expert and D32/33 or A1/A2 assessor 2. D32/33 or A1/A2 Assessor without occupational experience 3. Occupational expert, familiar with the standards 4. Occupational expert not familiar with the standards 5. Non expert not familiar with the standards

Name and Contact Address of Witness Witness status

Professional relationship to

candidate

Elements witnessed Witness signature Date


Name and contact address of witness Witness

status

professional relationship to

candidate

Elements witnessed Witness signature Date


Level 4 NVQ in Amenity Horticulture Management Form NPTC AHM5 Expert Witness statement Candidate Level Unit Element Location Date and time Activity observed by the witness Witness statement Give a description of, and authenticate (by signing and dating), the activity undertaken by the candidate and confirm the extent to which you consider the candidate to be competent.


Witness Statement (continued) Witness details Name Position/job title Relationship to candidate Contact details Candidate signature......................................................Date......................... Witness signature........................................................ Date.........................


Level 4 NVQ in Amenity Horticulture Management Form NPTC AHM6 Assessment Action Plan Candidate Level Unit Element Location Date and time Evidence assessed by: Direct observation Accredited prior achievement Oral questioning Written questions Witness testimony Simulation Candidate statement Supplementary evidence Work products Projects and assignments Professional discussion Action plan/ Evidence requirements Feedback arrangements Assessor name..................................................................................................... Assessor signature........................................................Date.................................. Candidate signature......................................................Date..................................




Level 4 NVQ in Amenity Horticulture Management Form NPTC AHM7 Expert Witness statement Candidate Level Unit Element Location Date and time Activity observed by the assessors Assessor statement Give a description of, and authenticate (by signing and dating), the activity undertaken by the candidate and confirm the extent to which you consider the candidate to be competent.


Assessor Statement (continued) Feedback to candidate/action plan Candidate signature......................................................Date......................... Assessor signature....................................................... Date.........................


The Units Notes on the layout. The evidence summary sheets and ‘About this unit’ have been produced single sided, so that they can be inserted into the portfolio in a convenient manner. You might find it helpful to insert the evidence summary sheet for each element after ‘About this unit’ so that it is on the left-hand side of the logbook and the performance criteria on the right-hand side. This allows easy reference from one to the other. In order to achieve this and allow for double sided printing, there are some ‘Intentionally blank pages’. You may arrange your portfolio as you wish, but it must be clearly referenced, so that your assessor and verifiers can easily find the evidence that relates to each unit. Each piece of evidence must be given a reference number and filed appropriately in your portfolio. A single product or statement etc. may provide of evidence in several parts of your portfolio. You do not need to photocopy it, but should file it in an appropriate section and cross reference it to each element it is used in.




Level 4 NVQ in Amenity Horticulture Management NPTC AHM8

Record of Units Achieved Unit no Title Date achieved 408

Develop procedures for health and safety in the workplace (CU106)

410

Plan and manage the control of weeds, pests and diseases (CU110)

411

Provide vision and direction to other (CU118)

412

Organise a straight-forward land-based project or event (CU124)

413

Identify areas of improvement for yourself and others (CU131)

414

Manage your own resources and professional development (MSC)(A2)

420

Manage a budget (MSC)(E1)

I confirm that the evidence in this portfolio relates to my own work. Candidate Name.................................................Signature....................................Date.............................. I confirm that all PC, Scope and Underpinning Knowledge requirements have been assessed for this qualification, that the above named candidate is competent and the evidence meets the required standards for validity, authenticity, currency and sufficiency. Assessor Name...................................................Signature....................................Date............................. Internal verifier....................................................Signature.....................................Date............................ External verifier...................................................Signature.....................................Date............................

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405

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Plan, monitor and evaluate management of LB sites

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417

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Facilitate meetings

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418

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Recruit, select and keep colleagues

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425

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Manage the use of physical resources

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404

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Determine policies for development of land based sites

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Amenity Horticulture

Qualification Structure for NVQ Level 4 The Amenity Horticulture NVQ Level 4 can be achieved by one of three routes: • Group A - Heritage • Group B - Landscaping / Grounds Maintenance • GroupC - Sports Turf The candidate must achieve all seven of the mandatory units, plus all of the core units within the occupational group where appropriate, plus the specified number of optional units within the occupational group, in order to achieve the qualification. Please note that the 400 series, eg 401, 402 etc are the NPTC/City & Guilds numbers for this NVQ. This is the numbering that must be used by centres for submission of results. The unit numbers that start with a letter, eg. CU124, A2 etc. are the unit numbers assigned to the National Occupational Standards fro m various Sector Skills Councils on which this NVQ is based. To allow easy reference, the 400 series numbers have been inserted onto the standards and evidence summary sheets. Mandatory Units 408 Develop procedures for health and safety in the workplace (CU106) 410 Plan and manage the control of weeds, pests and diseases (CU110) 411 Provide vision and direction to others (CU118) 412 Organise a straight-forward land-based project or event (CU124) 413 Identify areas of improvement for yourself and others (CU131) 414 Manage your own resources and professional development (MSC)(A2) 420 Manage a budget (MSC)(E1) Group A - Heritage Heritage Core Units – candidates must achieve all of the following units 402 Plan, monitor and evaluate the establishment and management of planted areas (L30) 403 Design landscape areas and specify materials and components (CU85) 416 Put the strategic business plan into action (MSC)(B4) 419 Provide information to support decision making (MSC 1997)(D4) Heritage Optional Units – candidates must achieve three of the following units 407 Promote the organisation and its values (CU100) 418 Recruit, select and keep colleagues (MSC)(D3) 421 Plan and implement activities to improve environmental performance (MSC)(H3) 422 Develop and maintain environmental policy (MSC)(H5) 424 Involve, motivate and retain volunteers (VSNTO)(B2)


Group B - Landscaping/Grounds Maintenance Landscaping/Grounds Maintenance optional units –- candidates must achieve five of the following units - at least one of which must be from group B.1, at least one from group B.2 and at least one from group B.3 Group B.1 401 Estimate resource requirements and programme work (L26) 402 Plan, monitor and evaluate the establishment and management of planted areas (L30) 403 Design landscape areas and specify materials and components (CU85) 404 Determine policies for the development of land-based sites (CU92) 405 Plan, monitor and evaluate the management of land-based sites (CU93) 406 Develop, negotiate and agree proposals to offer services and products (CU96) Group B.2 415 Develop a strategic business plan for your organisation (MSC)(B3) 416 Put the strategic business plan into action (MSC)(B4) 417 Facilitate meetings (MSC 1997)(D2) 421 Plan and implement activities to improve environmental performance (MSC)(H3) 422 Develop and maintain environmental policy (MSC)(H5) 423 Plan how to improve the finances of the business (SFEDI)(G1) Group B.3 409 Maintain and improve customer relationship (CU109 ) 418 Recruit, select and keep colleagues (MSC)(D3) 419 Provide information to support decision making (MSC 1997)(D4) Group C - Sports Turf Core Units Candidates must complete all of the following units 404 Determine policies for the development of land-based sites (CU92) 405 Plan, monitor and evaluate the management of land-based sites (CU93) 417 Facilitate meetings (MSC 1997)(D2) 418 Recruit, select and keep colleagues (MSC)(D3) 425 Manage the use of physical resources (VSNTO)(F6)




Unit 404 Determine policies for the development of land-based sites (CU92)

Element CU92.1 Identify and confirm the need for the development of land-based sites Element CU92.2 Determine and agree policies for the development of land-based sites

About this unit This unit is designed for those whose work role is at the strategic and policy making level. Sites may be developed for a wide range of reasons such as for a new land-based production facility, for environmental conservation purposes, for amenity purposes and so on.

To achieve the standards within this unit, you will need knowledge and understanding of the opportunities and constraints which affect site development particularly in relation to the wide range of policies, legislation, regulations and designations which affect the land-based sector.

A detailed knowledge of land user groups and their strategic development objectives is also essential to support the creation of sustainable development policies. Skills in handling the increasingly competing demands which affect land-based site development are also necessary.

User groups can include but ramblers, recreational interests, bird conservationists agriculture etc.




Unit 404

Element CU92.1 Identify and confirm the need for the development of land-based sites

Performance Criteria You must:

1 specify arrangements for reviewing needs

2 consult potential and actual key interest groups effectively to determine their needs and wishes for the site

3 determine external opportunities and constraints relevant to the site

4 evaluate opportunities and constraints for their potential implications

Knowledge and Understanding You must know and understand:

(a) effective ways of consulting with different groups

(b) groups and individuals with an interest in the development of the site, their potential interests and strategic development objectives and how these are represented

(c) processes for evaluating evidence presented by interest groups to influence site development

(d) options for site development and implications for the environment and health and well being of people, flora and fauna

(e) the local, regional, national and global policies affecting site development

(f) the legal, environmental, social, cultural and aesthetic and economic opportunities and constraints which will affect site development

(g) the inter-relationships between different opportunities and constraints

(h) the range and nature of legislation which may impact on site development and the individual's and organisation's responsibilities under this legislation

(i) any relevant regulations covering the development of the site

(j) the nature of designations and how these may provide opportunities for the development of the site

(k) how to balance the fundamental tensions relating to land use in the context of specific sites


Unit 404 Element CU92.1 Identify and confirm the need for the development of land-based sites Scope This element requires that you: A. consult with the following key interest

groups: (i) Those directly involved (ii) Those affected by the site B. determine the following external

opportunities and constraints: (i) Policies (ii) Legislation (iii) Regulations (iv) Designations

Notes


Unit 404

Element CU92.2 Determine and agree policies for the development of land-based sites Performance Criteria You must: 1 ascertain organisational policy and objectives

correctly

2 review, to determine the preferred option, the range of policy options available for the development of the site

3 make sure the preferred option is feasible and viable, and strikes the optimum balance, between competing demands

4 specify arrangements for reviewing policies

5 communicate the agreed policy to key interest groups in an appropriate way

6 resolve any potential conflicts between user groups in support of policy developments

Knowledge and Understanding You must know and understand: (a) the policies which the organisation has

for the development of sites and any which impact on that site in particular

(b) how to establish the range of policy options which are available for the site and the methods of evaluating these options

(c) the different factors which need to be taken into account when reviewing policy options

(d) how to assess the feasibility and viability of site development

(e) the range of factors within and the inter-relationships between: - The environmental impact for the

site Itself, the surrounding area and the stock of such sites

- The resource implications in developing this site

- The needs of key interest groups, who they are, their legitimacy and sources of influence

- The external opportunities and constraints relating to policies, legislation, regulations and designations

- The organisational policies and objectives

(f) the rationale for setting up arrangements for reviewing policies and how this can best be achieved

(g) the effective means of communicating agreed policy/policies to interest groups

(h) how to resolve potential conflicts between user groups


Unit 404 Element CU92.2 Determine and agree policies for the development of land-based sites Scope This element requires that you: A. find the optimum balance between the

following competing demands: (i) Environmental impact (ii) Resource implications (iii) Needs of key groups (iv) External opportunities and constraints (v) Organisational and objectives B. communicate the agreed policy to the

following key interest groups: (i) Those directly involved (ii) Those affected by the site

Notes


UNIT 405 Plan, monitor and evaluate the management of land-based sites (CU93)

Element CU93.1 Prepare site management plans

Element CU93.2 Monitor and evaluate the management of land-based sites

About this Unit This unit describes those whose role is to take overall responsibility for the management of sites once they have been developed. The standards described in this unit will tend to be applicable to fairly large land-based sites with multiple uses but may also apply to smaller sites with specific management needs, such as those where it is necessary to balance amenity and conservation uses. Examples within amenity horticulture include water features, landscape or heritage garden features, golf course features such as greens or bunkers. To achieve the standards specified in this unit, individuals require technical knowledge, understanding and skills in relation to optimising the balance between organisational objectives, available resources and legal, environmental, economic, social, cultural and aesthetic opportunities and constraints. An understanding of intensive and extensive management strategies will also be necessary.




Unit 405 Element CU93.1 Prepare site management plans Performance Criteria You must: 1 establish the purpose which the management

plan is intended to meet

2 review alternative suitable management strategies

3 specify criteria which the management plan has to meet

4 develop a management plan which best meets the criteria and is sufficiently flexible to meet changing circumstances

5 use a plan which contains sufficient information for the site to be managed effectively

6 specify within it sufficient and reliable arrangements for monitoring the implementation of the plan

7 use a plan which includes details as to when and how it should be reviewed

8 present the plan in a way suitable for those who are to use it

Knowledge and Understanding You must know and understand: (a) the different purposes of site management

plans and how the specific purpose concerned may be classified

(b) the different site management strategies, from intensive management to extensive management of sites

(c) the different criteria which site management plans have to meet and how to detail these for the effective management of sites

(d) how to develop management plans which meet the full range of organisational objectives, available resources, opportunities and constraints relating to: legal, environmental, social, cultural, aesthetic, and economic issues

(e) how to develop flexible plans which are still sufficiently tight to achieve their purpose

(f) how to detail the objectives of the site, the outcomes which the management is to meet and the parameters in which individuals must work

(g) the reasons for including monitoring arrangements within the plan and effective ways of doing this

(h) why site management plans need to be reviewed regularly and effective ways of doing this

(i) the purposes and benefits which external consultation may bring

(j) the effective ways of presenting information in different situations


Unit 405 Element CU93.1 Prepare site management plans Scope This element requires that you: A. specify the following criteria: (i) organisational objectives (ii) available resources (iii) opportunities and constraints B. include the following information in the

plan: (i) objectives (ii) outcomes (iii) parameters C. present the plan in the following ways: (i) diagrammatic/pictorial (ii) written (iii) oral

Notes


Element CU93.2 Monitor and evaluate the management of land-based sites Performance Criteria You must: 1 implement the monitoring system effectively

to produce the required information

2 compare information from monitoring with the site management plan and adherence to plan established

3 evaluate information from monitoring to determine the action which is required

4 act appropriately according to the evaluation conclusions taken

Knowledge and Understanding You must know and understand: (a) the range of objectives and outcomes which

site management plans may be designed to meet and the parameters for working which they contain

(b) the meaning of sufficiency and reliability in relation to monitoring information

(c) the direct and indirect means of monitoring the management of sites and how to achieve the best balance between the two

(d) how to specify monitoring systems which provide sufficient and reliable information on methods of management, timing and reporting

(e) the methods of evaluating monitoring information and how to determine the best action to take in different circumstances

(f) the range of different scenarios which would mean that site management practices were working well, site management practices should be modified or site management plans should be reviewed


Element CU93.2 Monitor and evaluate the management of land-based sites Scope This element requires that you: A. carry out monitoring of the following: (i) method (ii) timing (iii) reporting B. take the following action: (i) confirm site management practices (ii) modify site management practices (iii) feedback information for review of plan

Notes


Unit 408 Develop procedures for health and safety in the workplace (CU106) Element CU106.1 Ensure a healthy and safe workplace Element CU106.2 Conduct risk assessment in the workplace

About this unit This unit is suitable for people who are not health and safety experts but who need to prepare health and safety procedures and carry out risk assessment in the workplace. This could be an employer, the manager, supervisor, a safety representative or an employee. The first element is about ensuring that the workplace is a health and safe environment. The second element involves identifying where risk exists in the workplace and taking the appropriate action.




Unit 408 Element CU106.1 Ensure a healthy and safe workplace

Performance Criteria You must: 1 develop health and safety procedures that

meet legal and organisational requirements

2 identify people whom other people must

• report accidents to • report identified health and safety risks

to • seek first aid treatment from

3 identify how health and safety data will

be recorded in line with legal requirements

4 develop health and safety training plans

appropriate to the workforce and in line with legal requirements

5 ensure the health and safety procedures

are communicated to all people in the workplace in the appropriate manner

6 identify any changes within the workplace

or as a result of legal regulations or guidelines that affect your working practices

7 notify all people in the workplace promptly

of any changes to health and safety procedures


(a) the work area and people for which you are responsible (b) the information available relating to

health and safety and how to access it (c) any specific health and safety procedures

covering your job role (d) how to conduct an effective health and

safety review


Unit 408 Element CU106.1 Ensure a healthy and safe workplace

Scope A. you must specify the use of at least two of the

following procedures (i) planned inspections (ii) spot checks (iii) checks on identified danger area (iv) planned reviews B. you must demonstrate the recording of data

for at least two of the following types of health and safety data

(i) complaints (ii) incidents (iii) accidents (iv) illness (v) fire evacuation drills (vi) test certificates (vii) training records (viii) results of monitoring C. you must show that you have reviewed at

least two of the following changes

(i) changes to working practices (ii) changes to equipment used in the workplace

(iii) changes to personnel

Notes


Unit 408

Element CU106.2 Conduct risk assessment in the workplace Performance Criteria You must: 1 identify why and where a risk assessment will be carried out 2 ensure that you have the relevant up-to- date information to carry out risk assessment 3 seek expert advice when necessary 4 identify hazards that could result in harm to staff or other people in the workplace 5 record hazards in a way that conforms with legal and workplace requirements 6 report the results of your risk assessment to the appropriate person in the agreed manner

Knowledge and Understanding You must know and understand: (a) your legal and organisational responsibilities in relation to health and safety (b) the difference between a hazard and a risk and how to assess risk (c) measures that can be implemented to control risk (d) the work activities of the people in the area where you are carrying out the assessment (e) the importance of assessing risks from new and non routine work activities (f) how the disposal of hazardous and non hazardous waste should be managed (g) information sources for risk assessment (h) where to find expert advice (i) your responsibility for maintaining health and safety records


Unit 408 Element CU106.2 Conduct risk assessment in the workplace

Scope

A. You must show that you have identified at

least two of the following types of hazards in the workplace

(i) the use of equipment or materials (ii) the use of substances hazardous to health (iii) the working practice (iv) the layout of the workplace (v) the job roles (vi) people with special needs

B. You must demonstrate that you have used at least one of the following sources of information

(i) internal health and safety experts (ii) HSE Offices/Website/Publications (iii) relevant industry publications (iv) other external organisations

C. You must demonstrate that you have presented the results of a risk assessment to at least one of the following

(i) management associated with the assessed activities

(ii) employees associated with the assessed activities

(iii) union representatives (iv) staff representatives

Notes


Unit 410 Plan and manage the control of weeds, pests and diseases (CU110)

Element CU110.1 Collect information for planning Element CU110.2 Plan the use of pest control measures Element CU110.3 Implement plans for pest control Element CU110.4 Monitor and review the use of control measures

About this unit

This unit is concerned with the management of control measures used following receipt of specialist advice. The work described in this unit may be carried out by managers and skilled operatives. It involves inspecting the site, planning the control measures, implementing plans, and reviewing their effectiveness. This unit does not cover the work carried out by specialist advisors who will usually have advised beforehand which control measures should be used and how they might be implemented.

Element 1 covers collecting the necessary information for planning control measures. You will need to be able to establish the extent of the problem and assess risks to operators, bystanders and the environment. You will also need to gather information on site conditions.

Element 2 is about planning control measures. You will need to use the information you have collected to plan your actions. At this stage you will need to re-assess the costs, risks and benefits of control measures and produce plans.

Element 3 is about implementing your plans. This will involve explaining your plans to another operative, where the work is to be carried out by someone else. It also involves informing other people about the plans and responding to any concerns if they arise.

Element 4 is about checking the effectiveness of the control measures. This is an important part of the management process and has to be carried out at the appropriate time after the work has been completed. The review will inform decisions on whether further action is necessary. This unit covers the use of organic or non-organic pest control measures.




Unit 410 Element CU110.1 Collect information for planning Performance Criteria You must: 1 inspect the site at the appropriate time, to

see whether there is still a requirement for the control

2 use suitable methods to inspect the site 3 recognise the need for further specialist

advice and approvals, and take the necessary action within the required timescales

4 establish the extent of the problem based on

the available information 5 accurately identify hazards and assess risks

in relation to the site and the local environment

6 make sure the information you collect is

valid and up to date 7 keep accurate and complete records 8 carry out your work in accordance with

relevant legislation and codes of practice 9 gather information about the cause of the

problem so that it might be prevented.

Knowledge and Understanding You must know and understand: (a) the pests, weeds and diseases which

are significant in your industry

(b) how to identify the presence of pests, weeds and diseases, including any signs of damage

(c) the significance of the presence of pests, weeds and diseases

(d) how to select the appropriate control measures for the site conditions

(e) the wildlife in the area and the importance of considering the effects on wildlife

(f) the nature of the problem in terms of what it could do to the site and how fast it develops

(g) where to source further information and advice and how to use it

(h) how to assess the weather and site conditions

(i) the information you need to obtain for risk assessments

(j) how to recognise hazards and assess risks

(k) risk management methods

(l) your responsibility under appropriate legislation, codes of practice and any local requirements

(m) the purpose of record keeping




Unit 410 Element CU110.1 Collect information for planning Performance Criteria You must: 1 inspect the site at the appropriate time, to

see whether there is still a requirement for the control

2 use suitable methods to inspect the site 3 recognise the need for further specialist

advice and approvals, and take the necessary action within the required timescales

4 establish the extent of the problem based on

the available information 5 accurately identify hazards and assess risks

in relation to the site and the local environment

6 make sure the information you collect is

valid and up to date 7 keep accurate and complete records 8 carry out your work in accordance with

relevant legislation and codes of practice 9 gather information about the cause of the

problem so that it might be prevented.

Knowledge and Understanding You must know and understand: (n) the pests, weeds and diseases which

are significant in your industry

(o) how to identify the presence of pests, weeds and diseases, including any signs of damage

(p) the significance of the presence of pests, weeds and diseases

(q) how to select the appropriate control measures for the site conditions

(r) the wildlife in the area and the importance of considering the effects on wildlife

(s) the nature of the problem in terms of what it could do to the site and how fast it develops

(t) where to source further information and advice and how to use it

(u) how to assess the weather and site conditions

(v) the information you need to obtain for risk assessments

(w) how to recognise hazards and assess risks

(x) risk management methods

(y) your responsibility under appropriate legislation, codes of practice and any local requirements

(z) the purpose of record keeping


Unit 410 Element CU110.1 Collect information for planning Scope This element requires that you: A. collect the following types of information: (i) the presence and extent of pests (ii) the presence and extent of biological

controls and beneficial insects (iii) plant growth stages (iv) weather conditions (v) ground conditions. B. assess risks of operations to: (i) health and safety (ii) the environment.

Notes


Unit 410 Element CU110.2 Plan the use of pest control measures Performance Criteria

You must:

1 use the information collected from the site and other relevant information to make decisions

2 identify the appropriate control measures

3 assess the costs, risks and benefits of relevant means of control

4 recognise the need for specialist advice and approvals, and take the necessary action within the required timescales

5 ensure the choice of control measure is still appropriate to the problem, and takes into account all of the factors involved

6 produce plans which contain all of the necessary information for the safe and effective use of the chosen control

7 produce any calculations for the chosen control which are accurate and complete

8 plan the use of any chemicals in accordance with relevant legislation and codes of practice

9. carry out any necessary consultations in the appropriate way

Knowledge and Understanding You must know and understand: (a) relevant records and other

information concerning the control measures to be used on the site

(b) the circumstances in which no intervention may be the best course of action

(c) integrated pest management and its advantages and disadvantages

(d) the costs, risks and potential benefits of the various control measures

(e) the reasons why it may be important to obtain specialist advice and the sources of such advice

(f) the importance of choosing the optimum control measure

(g) the optimum time for carrying out the control

(h) the importance of considering the environmental impact

(i) the range of application technologies available and when they should be used

(j) how to identify the relevant hazards and assess risks

(k) calculations which are required to carry out any control

(l) the reasons why consultation is important


Unit 410 Element CU110.2 Plan the use of pest control measures Scope This element requires that you: A. ensure your choice of control measures

takes into account the following factors: (i) mode of action (ii) method of application (iiii) the cost-effectiveness of operations (iv) health and safety hazards (v) environmental hazards (vi) storage requirements

B. produce plans which include all of the following information as relevant. If you are using chemicals, all of the following will apply:

(i) the control which is to be used (ii) how the control will be used (iii) availability of appropriately (iv) health and safety precautions (vi) environmental precautions (vii) the cost effectiveness of operations (viii) equipment required for work (ix) disposal of waste materials (x) cleaning the equipment required for the

work (xi) storage and transportation (x) recording systems (xi) emergency action plans (xii) warning procedures

Notes


Unit 410 Element CU110.3 Implement plans for pest control Performance Criteria You must: 1 explain the plans clearly and at an

appropriate time, if the work is to be performed by another operator

2 inform members of the public and others who are affected by the plans

3 check that the required resources are available for the implementation of plans

4 recognise any concerns or problems in relation to the plans, and take the appropriate action

5 take the appropriate action in response to any changes in the weather conditions

6 check the appropriate recording systems are in place for the operations

Knowledge and Understanding You must know and understand: (a) the reasons why the person carrying

out the work needs to know he/she has responsibility for the plans

(b) who else may need to be informed of your plans, including owners of neighbouring land

(c) the reasons for informing members of the public and others of your plans

(d) the ways in which members of the public and others must be informed of the plans

(e) the importance of responding to any concerns or problems with the plans

(f) the actions to take in response to concerns or problems with the plans, including modifying the plans or resolving the problem

(g) the resources which are required for the work

(h) the reasons for keeping records and the types of records which are required


Unit 410 Element CU110.3 Implement plans for pest control Scope This element requires that you: A. check the availability of the following resources where appropriate. If you are

using chemicals, all these will apply: (i) application equipment (ii) product to be used (iii) personal protective equipment (PPE) (iv) ancillary equipment (v) clean water (vi) staff qualified to carry out the work (vii) First Aid (viii) disposal site/method (ix) communications

Notes


Unit 410 Element CU110.4 Monitor and review the use of control measures Performance Criteria You must: 1. check that the work was carried out

according to plan 2. take the appropriate action in the event of

problems 3. assess whether further action is required 4. keep clear and accurate records 5. review the cause of the problem and plan for

tackling its possible re-occurrence

Knowledge and Understanding You must know and understand: (a) the reasons for monitoring and

reviewing the control measure used

(b) how, and when, to check that the methods have worked

(c) how to assess if the control measure has been effective

(d) the reasons why further action may be required

(e) how to check for any environmental impact


Unit 410 Element CU110.4 Monitor and review the use of control measures Scope This element requires that you: A. check that the control measure used has: (i) achieved the desired result (ii) been in accordance with the plan.

Notes


Unit 411 Provide vision and direction to others (CU118)

About this unit Managers have to achieve their objectives through other people. This requires leadership, the process of inspiring and motivating other people to act in particular ways to achieve specific goals. Leadership is about providing direction and having the authority or influence to persuade others to follow. Very often leadership, rather than traditional management skills, come to the fore when organisations face challenges and the need for change. There are many styles of leadership each of which is appropriate to different people and situations. Effective leaders are able to use more than one leadership style. Leading people may not always mean having line management responsibility. For example, you may be working with peers on a project or a particular piece of work and you are best placed to provide leadership at certain times of the project or work activity. This unit is recommended for all those in management and leadership roles.




Unit 411 Unit CU118 Provide vision and direction to others

Performance Criteria

You must:

1 ensure that people understand the overall vision, goals and values

2 delegate objectives that are appropriate to abilities and potential

3 ensure that people recognise how these objectives support overall vision, goals and values

4 ensure that people are enthused and committed to achieving their objectives

5 ensure that people are appropriately rewarded for their achievements

6 ensure that people feel confident to present their own ideas and feel their suggestions will be taken seriously

7 ensure that people feel confident to engage with change

8 ensure that people are able to develop their own ways of working within agreed boundaries

9 ensure that people are able to provide a lead in their own areas of expertise

10 ensure that people receive effective support and advice when they need it

11 ensure that people have confidence in their manager/leader

Knowledge and Understanding

You must know and understand:

(a) different theories, models and styles of leadership and how these apply to different situations

(b) differences between leadership and management

(c) the impact of leadership styles on organisations

(d) leadership power and control

(e) different methods of motivating, influencing and persuading others

(f) effective communication techniques

(g) principles and methods of team building and delegation

(h) principles and methods of developing people in their roles

(i) the environment in which the leader operates and the implications for leadership style

(j) legal, regulatory and ethical requirements in the sector

(k) your own values, motivations, and emotions and the impact these have on your own actions and on other people

(l) your own strengths and limitations

(m) the strengths, limitations and potential of people that you lead

(n) your own role, responsibilities and levels of power, authority and autonomy

(o) the overall vision, goals and values

(p) key objectives for your own area of work

(q) the strengths and weaknesses of leadership culture in the organisation

(r) the types of support and advice that people are likely to need and how to respond to these




Unit 412 Organise a straight-forward land-based project or event (CU124)

About this Unit This unit is about leading and managing a project, an event or a contract. For example, projects could involve golf competitions, concerts, open air theatre events, weddings and firework displays. Projects could also include the development of new features such as a new wicket on a cricket pitch, a new bunker on a golf course or a new feature in a garden.

This unit covers basic project management of straightforward projects by non-specialised project managers, for example, technical staff who have responsibility for a particular project, contract or event. The word “resources” may relate to external contractors.




Unit 412

Unit CU124 organise a straight-forward land-based project or event Performance Criteria You must: 1 identify the nature, aims and objectives of the

project or event

2 identify the timing and location of the project or event

3 establish a budget for the project or event

4 identify resources required for the project or event

5 identify and agree roles and responsibilities of staff involved in the project or event

6 communicate the plan clearly with all relevant parties

Knowledge and Understanding You must know and understand: (a) basic project management principles,

processes, tools and techniques

(b) financial management procedures

(c) resource management procedures

(d) legislative, environmental or health and safety issues that may impact on the project

(e) how to communicate the plan to other people




Unit 413 Identify areas of improvement for your self and others (CU131)

Element CU131.1 Develop yourself to improve your performance Element CU131.2 Identify and plan the development needs of teams and individuals Element CU131.3 Assess and improve the development of teams and individuals Element CU131.4 Identify and resolve difficulties with colleagues

About this Unit This unit describes your role in creating and maintaining an efficient and productive working environment in which you can work productively with your colleagues. The unit also covers what you should do when difficulties with colleagues arise. To achieve this unit you must show that you are able to: - Ensure suitable facilities and equipment are made available for colleagues - Promote an atmosphere and culture of respect for and between colleagues - Communicate clearly with colleagues - Agree roles and responsibilities of colleagues - Identify problems impacting on the performance of colleagues - Agree a course of action to resolve work-related problems of colleagues - Monitor the outcomes of the action - Implement grievance and disciplinary procedures




Unit 413

Element CU131.1 Develop yourself to improve your performance

Performance Criteria You must: 1 assess your performance and identify your development needs at appropriate intervals 2 ensure your assessment is based on your

current objectives and likely future requirements

3 ensure your plans for personnel

development are consistent with the needs you have identified and the resources available

4 ensure your plans for personal development

contain specific, measurable, realistic and challenging objectives

5 undertake development activities which are

consistent with your plans for personal development

6 update your plans for personal development

at appropriate intervals

Knowledge and Understanding You must know and understand: (a) the importance of getting feedback from others on

your performance and how to encourage, enable and use such feedback in a constructive manner

(b) the principle skills required for effective

managerial performance (c) the current and likely future requirements and

standards within your job role and how they correspond to your level of competence as a manager

(d) appropriate people from whom to get feedback on

your performance (e) the importance of continuing self-development to

managerial competence (f) how to assess your own current level of

competence (g) how to develop a personal action plan for learning

and self-development with realistic but challenging objectives

(h) the types of support which may be available from

your team members, colleagues, line managers and specialists

(i) how to identify the need for support, select an

appropriate source and obtain required help (j) the types of development activities and their

relative advantages and disadvantages to your own situation

(k) how to assess your personal progress and update

your plans accordingly


Unit 413

Element CU131.1 Develop yourself to improve your performance Scope

This element requires that you: A. take account of all of the following when

making assessments: (i) work objectives (ii) personal objectives (iii) organisational policies and requirements

Notes


Unit 413

Element CU131.2 Identify and plan the development needs of teams and individuals Performance criteria You must: 1 give opportunities to team members to help

identify their own development needs and those of the team as a whole

2 identify development needs for all the

personnel for whom you are responsible 3 where required, seek guidance from competent

specialists 4 ensure your records of identified development

needs comply with organisational procedures 5 ensure your plans reflect the identified training

and development needs of all the personnel for whom you are responsible

6 ensure your plans contain clear, relevant and

realistic development objectives 7 ensure your plans clearly identify the processes

you will use and the resources you need 8 ensure your assessment takes account of the

skills you need to work effectively with other team members

9 obtain support from relevant people to help

you create learning opportunities 10 obtain feedback from relevant people and use

it to enhance your performance in the future


(a) how to present development needs to relevant people in a way which is likely to influence their decision-making positively

(b) the importance of human resource development to organisational effectiveness

(c) the importance of equality of opportunity in human resource development

(d) how to collect and validate the information you need to identify development needs

(e) the importance of good record keeping

(f) the importance of providing your team members with opportunities to identify their own development needs and those of the team as a whole

(g) how to encourage and enable team members to identify development needs

(h) the team objectives and organisational values which have a bearing on the identification of training needs

(i) how to identify development needs of your team and the information needed to do so

(j) the types of support and guidance which may be needed from specialists and how to get them

(k) the types of interpersonal skills required for effective teamwork

(i) the types of support which may be available from your team members, colleagues, line managers and specialists

(m) how to identify the need for support, select an appropriate source and obtain required help

(n) appropriate people from whom to get feedback on your performance


Unit 413

Element CU131.2 Identify and plan the development needs of teams and individuals Scope A. identify both of the following types of development needs: (i) to meet organisational objectives (ii) to meet individuals’ aspirations B. identify development requirements and ensure your plans meet the development needs of at least four of the following types of personnel: (i) internal (ii) permanent (iii) full-time (iv) paid (v) external (vi) temporary (vii) part-time (viii) voluntary C. seek guidance from at least one of the

following types of specialists: (i) within your organisation (ii) from outside your organisation

D take account of all of the following when

making assessments:

(i) work objectives (ii) personal objectives (iii) organisational policies and requirements E. obtain support and feedback from at least

two of the following types of relevant people:

(i) team members (ii) colleagues working at the same level as you (iii) higher level managers or sponsors (iv) specialists

Notes


Unit 413

Element CU131.3 Assess and improve the development of teams and individuals Performance Criteria You must: 1 agree the purpose of the appraisal and

your own role in it with relevant people 2 give opportunities to team members to

contribute to their own and their team’s appraisal

3 give all team members equal access to

assessment against development objectives

4 base the appraisal on sufficient, valid and

reliable information 5 identify and agree areas of improvement

for the team/individuals 6 give opportunities to those involved to help

evaluate and improve development activities

7 ensure your evaluation of the usefulness

and applicability of development activities is based on sufficient valid and relevant information

8 ensure your evaluation demonstrates the

contribution development activities make to achieving team and organisational objectives

9 where development activities prove

ineffective or inappropriate, agree alternatives which are capable of meeting the development needs you have identified

10 present your recommendations for

improving overall development practice to relevant people in an appropriate and timely manner

Knowledge and Understanding You must know and understand: (a) the importance of equality of opportunity in

providing opportunities for teams and individuals to contribute to their own assessments and how to ensure this

(b) how to collect and validate the information you need

(c) the importance of confidentiality when carrying out and reporting assessments

(d) the importance of agreeing the purpose of the assessments with relevant people

(e) the importance of team members contributing to the assessment of their own progress and how to encourage and enable them to do so

(f) the importance of assessing team members against development activities

(g) the team’s development objectives (h) the range of purposes which assessments have (i) the principles of fair and objective assessment (j) the methods which may be used to assess the

development of team members (k) the information required to assess team

members’ development (l) how to present recommendations in a way which

is likely to influence decision-makers positively

(m) the importance of continually reviewing and improving development activities to ongoing organisational effectiveness

(n) how to evaluate the contribution which development activities make to achieving team and organisational objectives and identify better alternatives

(o) the information which is needed to evaluate the usefulness and applicability of development activities

(p) how to collect and check the validity of the information you need

(q) the importance of giving opportunities to those involved to contribute to the evaluation and improvement of development activities

(r) how to encourage and enable those involved to provide useful feedback

(s) procedures to follow when making recommendations to improve development activities


Unit 413

Element CU131.3 Assess and improve the development of teams and individuals

Scope A. carry out assessments with at least two of

the following types of purpose: (i) to identify further development needs (ii) to evaluate the effectiveness of

development (iii) to appraise performance (iv) to recognise knowledge, skills and

competence at work B. carry out at least two of the following types

of assessment: (i) testing of knowledge and skills (ii) observing performance at work (iii) assessing the contributions of colleagues

and team members (iv) taking part in appraisal discussions C. evaluate and improve at least two of the

following types of development activities:

(i) naturally occurring learning opportunities at work

(ii) specifically designed learning opportunities at work

(iii) formal training (iv) informal training D. pass on your recommendations to at least

two of the following types of relevant people:

(i) team members (ii) colleagues working at the same level (iii) higher-level managers or sponsors (iv) specialists

Notes


Unit 413

Element CU131.4 Identify and resolve difficulties with colleagues Performance Criteria You must: 1 identify problems that impact on the work

of a colleague 2 discuss the problem with the colleague(s)

concerned 3 agree a course of action to resolve the

problem 4 monitor the outcomes of the action 5 implement grievance and disciplinary

procedures 6 maintain records of disciplinary action

Knowledge and Understanding You must know and understand: (a) legislative requirements relating to

employment law, equal opportunities and health and safety

(b) terms and conditions of your organisation (c) management principles (d) the importance of maintaining records and

confidentiality in grievance and disciplinary procedures


Unit 413

Element CU131.4 Identify and resolve difficulties with colleagues

Scope

A. identify one of the following problems:

(i) a colleague’s problem is work-related (ii) a colleague’s problem is personal (iii) a colleague’s problem concerns another

member of staff

Notes


Unit 414 Manage your own resources and professional development (MSC) (A2)

About this unit This unit is suitable for those in first line, middle management or senior management and leadership. It is about managing your continuing personal and professional development within industry. This means actively finding out about the wider industry issues as well as those in which you are directly involved. This will mean developing and maintaining a network of industry contacts, attending events and broadening your knowledge through a variety of research methods including reading materials and perhaps even the use of the internet though this is not essential. This involves a cycle of activity • being clear what is required to meet your work objectives and your personal goals • understanding the knowledge, understanding the skills you need, and the extent to which you

possess these • planning to develop your knowledge, understanding and skills in a way that fit with your preferred

learning styles • taking action in line with your plan and applying your new knowledge, understanding and skills in

the work context • evaluating the effectiveness and impact of your learning and identifying more effective ways to

learn in the future This individual cycle closely mirrors the Investors in People cycle, which is the organisational benchmark of good practice in human resource development. This unit requires you to have a curiosity to learn and try out new things and a generosity to share your learning with others (within the limits of confidentiality, of course).




Unit 414 Unit A2 Manage your own resources and professional development Performance Criteria You must: 1 Evaluate, at appropriate intervals, the current

and future requirements of your work-role taking account of the vision and objectives of your organisation

2 Consider your values and your career and personal goals and identify information which is relevant to your work role and professional development

3 Discuss and agree personal work objectives with those you report to and how you will measure progress

4 Identify the learning styles which work best for you and ensure that you take these into account in identifying and undertaking development activities

5 Identify any gaps between the current and future requirements of your work-role and your current knowledge, understanding and skills

6 Discuss and agree, with those you report to, a development plan to address any identified gaps in your current knowledge, understanding and skills and support your own career and personal goals

7 Undertake the activities identified in your development plan and evaluate their contribution to your performance

8 Review and update your personal work objectives and development plan in the light of performance, any development activities undertaken and any wider changes

9 Get regular and useful feedback on your performance from those who are in a good position to judge it and provide objectives and valid feedback

10 Ensure that your performance consistently meets or goes beyond agreed requirements

Knowledge and Understanding You must know and understand: (a) The principles which underpin professional

development

(b) The importance of considering your values and career and personal goals and how to relate them to your job role and professional development

(c) How to evaluate the current requirements of a work role and how the requirements may evolve in the future

(d) How to set objectives which are SMART (Specific, Measurable, Achievable, Realistic and Time-bound)

(e) How to identify development needs to address any identified gaps between the requirements of your work-role and your current knowledge, understanding and skills

(f) What an effective development plan should contain and the length of time that it should cover

(g) The range of different learning style(s) and how to identify the style(s) which work(s) best for you

(h) The types of development activities which can be undertaken to address identified gaps in your knowledge, understanding and skills

(i) How to identify whether/how development activities have contributed to your performance

(j) How to update work objectives and development plans in the light of performance, feedback received, any development activities undertaken and any wider changes

(k) How to monitor the quality of your work and your progress against requirements and plans


Unit 414 Unit A2 Manage your own resources and professional development

Knowledge and Understanding continued

You must know and understand: (l) How to evaluate your performance against the

requirements of your work-role

(m) How to identify and use good sources of feedback on your performance

(n) Industry/sector requirements for the

development or maintenance of knowledge, skills and understanding and continuing professional development

(o) The requirements of your work-role including

the limits of your responsibilities (p) The vision and objectives of your organisation (q) Your own values and career and personal goals (r) Your personal work objectives (s) Your preferred learning styles (t) Your current knowledge, understanding and

skills (u) Your personal development plan (v) Available development opportunities and

resources in your organisation (w) Your organisation’s policy and procedures in

terms of personal development (x) Reporting lines in your organisation (y) Possible sources of feedback in your

organisation


Unit 414 Unit A2 Manage your own resources and professional development Scope This element requires that you: A. Produce a personal development plan for

the following (i) short term (3 - 6 months) (ii) medium term (6 -12 months) (iii) long term (12 months - 2 years)

Notes


Unit 414 Unit A2 Manage your own resources and professional development Behaviours which underpin effective performance 1 You address multiple demands without

losing focus or energy

2 You recognise changes in circumstances

promptly and adjust plans and activities accordingly

3 You prioritise objectives and plan work to make

best use of time and resources 4 You take personal responsibility for making

things happen 5 You take pride in delivering high quality work 6 You show an awareness of your own values,

motivations and emotions 7 You agree achievable objectives for yourself and

give a consistent and reliable performance 8 You recognise your own strengths and

limitations, play to your strengths and use alternative strategies to minimise the impact of your limitations

9 You make best use of available resources and

proactively seek new sources of support when necessary

10 You reflect regularly on your own experience and

use them to inform future action

Skills 1 Setting objectives 2 Evaluating 3 Planning 4 Learning 5 Reviewing 6 Communicating 7 Self-assessment 8 Time management 9 Stress management 10 Obtaining feedback 11 Reflecting 12 Prioritising


Unit 417 Facilitate meetings (MSC 1997) (D2) Element D2.1 Lead meetings Element D2.2 Make contributions to meetings

About this unit This unit is imported from the MSC 1997 Management Standards. This unit is about facilitating meetings so that objectives can be achieved. It covers leading meetings and making contributions to meetings. This unit is for you if you are a manager with responsibility for • allocating work to others • achieving specific results by using resources effectively • carrying out policy in your defined area of authority • controlling limited financial budget • contributing to broader activities such as change programmes and recruitment This unit contains two elements D2.1 Lead meetings D2.2 Make contributions to meetings In order to lead meetings you need to provide those attending with adequate notice and information about the meeting, outline the objectives and allocate sufficient time to each topic for discussion. You need to lead the meetings so that all involved can make useful contributions and you should discourage unhelpful digressions and arguments. You should present information and summaries clearly and at the most effective times. You need to ensure that the meetings’ objectives are achieved in the time available and that decisions are communicated to all those who need to know. In order to make contributions to meetings, you need to prepare for the meeting and consult with anyone whose views you are representing. Your contributions to the meeting should be clear, concise and relevant and they should help to clarify problems and identify solutions. Finally, you need to ensure that you communicate decisions and recommendations to all those who need to know.




Unit 417 Element D2.1 Lead meetings Performance Criteria You must: 1 give people, appropriate to the context and

purpose of the meeting, sufficient notice and information to allow them to contribute effectively

2 ensure everyone attending the meeting

agrees the objectives of the meeting at the start

3 allocate discussion time to topics in a way

which is consistent with their importance, urgency and complexity

4 ensure your style of leadership helps those

attending the meeting to make useful contributions

5 discourage unhelpful arguments and

digressions 6 present information and provide summaries

clearly, at appropriate points during the meeting

7 ensure the meeting achieves its objectives

within the allocated time 8 agreed decisions and recommendations fall

within the group's authority 9 give clear, accurate and concise information

about decisions and recommendations to those who need it

10 seek feedback from those attending and use

this to improve the effectiveness of future meetings.

Knowledge and Understanding You must know and understand: (a) how to identify unhelpful arguments and

digressions, and strategies which may be used to discourage these

(b) how to present information during meetings

(c) how to get and use feedback from others

(d) styles of leadership which can be used to run meetings and how to choose a style according the nature of the meeting

(e) the value and limitations of meetings as a method of exchanging information and making decisions

(f) how to determine when meetings are the most effective method of dealing with issues and possible alternatives which may be used

(g) potential differences between meetings which are internal and those involving people from outside

(h) the purpose of agendas and how to devise agendas according to the issues, intended outcomes and time available

(i) the importance of determining the purpose and objectives of meetings and how to do so

(j) the importance of summarising discussions and decisions during meetings and at what points this is appropriate

(k) how to manage discussions so that the objectives of the meeting are met within the allocated time

(l) the importance of ensuring decisions taken are within the authority of the meeting

(m) how to determine who are the necessary people to attend the meeting

(n) procedures to follow when calling meetings and preparing for them.


Unit 417 Element D2.1 Lead meetings Scope This element requires that you: A. lead meetings with two of the following

types of purposes:

(i) information giving (ii) consultation (iii) decision making B. lead one of the following types of meetings:

(i) involving people from within your organisation

(ii) involving people outside your organisation

Notes


Unit 417 Element D2.2 Make contributions to meetings Performance Criteria You must: 1 ensure your preparation for the meeting is

sufficient to enable you to participate effectively 2 consult with the people you are representing

sufficiently to allow to present their views effectively

3 ensure your contributions to the meeting are

clear, concise and relevant 4 ensure your contributions to the meeting help to

clarify problems and identify and assess possible solutions

5 acknowledge and discuss the contributions and

viewpoints of others in a constructive manner 6 give clear, accurate and concise information about

decisions made at the meeting, promptly to those who need it.

Knowledge and Understanding You must know and understand: (a) the information concerning the decisions

and recommendations of the meeting which need to be conveyed to others and how to ensure that this has been done effectively

(b) how to prepare for meetings according to

different roles and responsibilities which you may have in relation to the meeting

(c) the importance of consulting in advance

with those you are representing and how to do so

(d) the importance of making clear, concise and

relevant contributions to meetings and how to ensure your contributions meet these criteria

(e) how to identify and analyse the problems

discussed in meetings and make contributions capable of clarifying and resolving these

(f) the importance of constructively

acknowledging the contributions and viewpoints of others and how to do so


Unit 417

Element D2.2 Make contributions to meetings Scope This element requires that you: A. contribute to one of the following types of

meeting (i) involving people from within your

organisation (ii) involving people outside your organisation B. attend a meeting representing one of the

following types of people

(i) individuals (ii) groups

Notes


Unit 418 Recruit, select and keep colleagues (MSC) (D3)

About this Unit Managers have responsibility for ensuring that the most suitable people are employed (directly or indirectly) by the organisation. Recruitment and selection are key aspects of this, but it is also important that the organisation retains the people it requires. ‘People’ covers all types of staff, whether they are full time or part-time, paid or voluntary. The process of recruiting and selecting them also covers people coming into a department or team, as well as the people who are entering the organisation itself. Managers do not therefore have to have responsibility for recruitment into the organisation in order to perform this function.


Unit 418 Unit D3 Recruit, select and keep colleagues

Performance Criteria You must: 1 talk with colleagues who are leaving your

area of responsibility to identify and discuss their reasons for leaving

2 identify ways of addressing staff turnover problems, implementing those which clearly fall within your authority and communicating others to the relevant people for consideration

3 review, on a regular basis, the work required in your area of responsibility, identifying any shortfall in the number of colleagues and/or the pool of skills knowledge, understanding and experience

4 identify and review the options for addressing any identified shortfalls and decide on the best option(s) to follow

5 consult with others to produce or update job descriptions and person specifications where there is a clear need to recruit

6 consult with others to discuss and agree stages in the recruitment and selection process for identified vacancies, the methods that will be used, the associated timings and who is going to be involved

7 ensure that any information on vacancies is fair, clear and accurate before it goes to potential applicants

8 seek and make use of specialist expertise in relation to recruiting, selecting and keeping colleagues

9 participate in the recruitment and selection process, as agreed, making sure that the process is fair, consistent and effective

10 make sure that applicants who are offered positions are likely to be able to perform effectively and work with their new colleagues

11 judge whether the recruitment and selection process has been successful in relation to recent appointments in your area and identify any areas for improvements

Knowledge and Understanding You must know and understand: (a) why it is important to identify and understand

why colleagues are leaving and how to do so constructively and sensitively

(b) the types of reasons colleagues might give for leaving

(c) how to measure staff turnover (d) the causes and effects of high and low staff

turnover (e) measures which can be undertaken to address

staff turnover problems (f) how to review the workload in your area in

order to identify shortfalls in the number of colleagues and/or the pool of skills, knowledge, understanding and experience

(g) different options for addressing identified shortfalls and their associated advantages and disadvantages

(h) what job descriptions and person specifications should cover and why it is important to consult with others in producing or updating them

(i) different stages in the recruitment and selection process and why it is important to consult with others on the stages, recruitment and selection methods to be used, associated timings and who is going to be involved

(j) different recruitment and selection methods and their associated advantages and disadvantages

(k) why it is important to give fair, clear and accurate information on vacancies to potential applicants

(l) how to judge whether applicants meet the stated requirements of the vacancy

(m) sources of specialist expertise in relation to recruitment, selection and retention

(n) how to take account of equality and diversity issues, including legislation and any relevant codes of practice, when recruiting and selecting people and keeping colleagues

(o) how to review the effectiveness of recruitment and selection in your area

(p) turnover rates within similar organisation in the industry/sector


Unit 418 Unit D3 Recruit, select and keep colleagues Scope This element requires that you: A. recruit and support the following people: (i) part time staff (ii) permanent staff

Knowledge and Understanding continued You must know and understand: (q) recruitment, selection and retention issues

and specific initiatives and arrangements within the industry/sector

(r) working culture and practices of the industry/sector

(s) current people resources available to your area, including skills, knowledge, understanding and experience of colleagues

(t) work requirements in your area (u) agreed operational plans and changes in

your area (v) the staff turnover rate in your area (x) job descriptions and person specifications

for confirmed vacancies (x) local employment market conditions (y) the organisation’s structure, values and

culture (z) employment policies and practices within

the organisation – including recruitment, selection, induction, development, promotion, retention, redundancy, dismissal, pay and other terms and conditions

(aa) sources of specialist expertise in relation to recruitment, selection and retention used by your organisation

Notes


Unit 418 Unit D3 Recruit, select and keep colleagues

Behaviours which underpin effective performance 1 you recognise the opportunities presented

by the diversity of people 2 you work to turn unexpected events into

opportunities rather than threats 3 you try out new ways of working 4 you identify people’s information needs 5 you seek to understand people’s needs and

motivations 6 you comply with, and ensure others comply

with, legal requirements, industry regulations, organisational policies and professional codes

7 you take and implement difficult and/or

unpopular decisions, if necessary 8 you act within the limits of your authority 9 you show integrity, fairness and consistency

in decision making

Skills 1 reviewing 2 interviewing 3 negotiating 4 planning 5 team building 6 communicating 7 valuing and supporting others 8 decision making 9 consulting 10 problem solving 11 information management 12 obtaining feedback


Unit 420 Manage a budget (E1)

About this unit This unit is about obtaining the best value for money within a set budget. You could be operating at any level within an organisation, as long as you are a budget holder with management responsibility. In the context of this unit a budget may be a small amount of money allocated to an individual for the procurement of resources or services as required such as petty cash or it may be a large budget allocated against a specific project.




Unit 420 Unit E1 Manage a budget Performance Criteria You must: 1 Evaluate available information and consult

with others to prepare a realistic budget for the respective area or activity of work

2 Submit the proposed budget to the relevant

people in the organisation for approval and to assist the overall financial planning process

3 Discuss and, if appropriate, negotiate the

proposed budget with the relevant people in the organisation and agree the final budget

4 Use the agreed budget to actively monitor

and control performance for the respective area of activity of work

5 Identify the causes of any significant variances

between the budget and what actually happened and take prompt corrective action, obtaining agreement from the relevant people if required

6 Propose revisions to the budget, if necessary,

in response to variances and/or significant or unforeseen developments and discuss and agree the revisions with the relevant people in the organisation

7 Provide ongoing information on performance

against the budget to relevant people in your organisation

8 Advise the relevant people as soon as possible

if you have identified evidence of potentially fraudulent activities

9 Gather information from implementation of

the budget to assist in the preparation of future budgets

Knowledge and Understanding You must know and understand: (a) The purpose of budgetary systems

(b) Where to get and how to evaluate the available information in order to be able to prepare a realistic budget

(c) The importance of spending time on and consulting with others in preparing a budget

(d) How to discuss, negotiate and confirm a budget with people who control the finance and the key factors that should be covered

(e) How to use a budget to actively monitor and control performance for a defined area or activity of work

(f) The main causes of variances and how to identify them

(g) What different types of corrective action could be taken to address identified variances

(h) How unforeseen developments can affect a budget and how to deal with them

(i) The importance of agreeing revisions to the budget and communicating the changes

(j) The importance of providing regular information on performance against the budget to other people

(k) Types of fraudulent activities and how to identify them

(l) The importance of using the implementation of the budget to identify information and lessons for the preparation of future budgets

(m) Factors, processes and trends that are likely to affect the setting of budgets in your industry/sector

(n) The area or activity for which the budget is intended


Unit 420 Unit E1 Manage a budget

Knowledge and Understanding continued You must know and understand:

(o) The vision, objectives and operational plans for your area of responsibility

(p) The budgeting period(s) used in your organisation

(q) Organisational guidelines and procedures for the preparation and approval of budgets and for monitoring and reporting of performance against budgets and revising budgets

(r) The agreed budget, how it can be used and how much it can be changed without approval

(s) The limits of your authority

(t) Who needs information in your organisation about performance against your budget, what information they need, when they need it and in what format

(u) What to do and who to contact if you suspect fraud has been committed


Unit 420 Unit E1 Manage a budget

Scope This element requires that you: A. Produce a budget report that shows (i) forecast expenditure (ii) actual expenditure

Notes


Unit 420 Unit E1 Manage a budget Behaviour which underpin effective performance 1 You present information clearly, concisely,

accurately and in ways that promote understanding

2 You act within the limits of your authority 3 You show integrity, fairness and consistency

in decision-making 4 You say no to unreasonable requests 5 You use communication styles that are

appropriate to different people and situations

6 You take and implement difficult and/or

unpopular decisions, if necessary 7 You respond quickly to crises and problems

with a proposed course of action

Skills

1 Communicating 2 Decision making 3 Monitoring 4 Acting assertively 5 Presenting information 6 Reporting 7 Learning 8 Negotiating 9 Consulting 10 Information management 11 Evaluating 12 Contingency planning 13 Problem solving


Unit 425 Manage the use of physical resources (VSNTO) (F6) Element F6.1 Plan the use of physical resources Element F6.2 Obtain physical resources Element F6.3 Ensure availability of supplies Element F6.4 Monitor the use of physical resources

About this unit It is important to manage physical resources efficiently. This unit is about showing that you can efficiently manage the physical resources needed for the projects and tasks for which you are responsible. This involves identifying the resources you and your team will need, obtaining those resources, ensuring the availability of suitable supplies, and monitoring the use of the resources. Physical resources would include any items that you need to purchase or hire in order to carry out your work, for example machinery, computer software, tools etc.




Unit 425 Element F6.1 Plan the use of physical resources Performance Criteria You must: 1 give opportunities to relevant people to

provide information about the physical resources required

2 ensure your plans take account of relevant

past experience, trends and developments and factors likely to affect future resource use

3 ensure your plans are consistent with your

organisation’s objectives, policies and legal requirements

4 present your plans to relevant people in an

appropriate and timely manner

Knowledge and Understanding You must know and understand: (a) how to carry out cost-benefit analyses for the use

of resources (b) how to analyse work activities to identify

required supplies (c) how to select from a range of suppliers to ensure

value for money, consistency, quality and continuity of supply within organisational and legal requirements

(d) how to present and communicate plans on resource usage effectively

(e) how to develop and present an effective case for resources to relevant people

(f) how to encourage and enable staff to communicate their needs for resources

(g) how to encourage and empower team members to take responsibility for the efficient use of resources

(h) organisational objectives, policies and legal requirements relevant to resource usage, how to interpret these and identify the implications for resource planning

(i) procedures to follow in order to request resources

(j) the legal and organisational requirements which govern the selection of suppliers, how to interpret these and identify the implications for your work

(k) the organisational and legal requirements regarding the impact of resource usage on the environment and how to minimise adverse effects

(l) your organisation’s requirements for controlling resource usage

(m) your planned objectives and measures for resource usage

(n) how to develop short, medium and long term plans for the use of resources

(o) the types of trends and developments which might impact on your use of resources, how to analyse these and draw out the implications for

(p) planning




Unit 425 Element F6.2 Obtain physical resources Performance Criteria You must: 1 ensure your requests for physical

resources clearly show the costs involved and the anticipated benefits you expect from the use of the resources

2 present your requests for physical

resources to relevant people in time for the necessary resources to be obtained

3 present requests for physical resources in

ways which reflect the commitment of those who will be using the resources

4 ensure the physical resources you obtain

are sufficient to support all activities within your control

5 agree appropriate amendments to your

plans with relevant people where you cannot obtain the physical resources you need in full

Knowledge and Understanding You must know and understand: (a) how to select from a range of suppliers to

ensure value for money, consistency, quality and continuity of supply within organisational and legal requirements

(b) how to present and communicate plans on resource usage effectively

(c) how to develop and present an effective case for resources to relevant people

(d) how to obtain and maximise commitment to resource planning

(e) how to encourage and empower team members to take responsibility for the efficient use of resources

(f) how to establish effective agreements with suppliers and the legal, ethical and organisational requirements which govern these

(g) your organisation’s requirements for controlling resource usage

(h) the principles underpinning effective resource planning and your role and responsibility in relation to them

(i) how to adjust work plans in the event of required resources not being available

(j) the physical resources which you need to carry out your activities effectively

(k) the range of suppliers available for the physical resources you require

(l) the range of problems which may occur with supplies and suppliers and effective corrective action to take in response to these

(m) the range of obstacles to efficient use of resources and effective corrective action to take in response to these

(n) the importance of effective record keeping in the use of resources and how to ensure that this happens




Unit 425 Element F6.3 Ensure availability of supplies Performance Criteria You must: 1 identify the supplies you need accurately 2 ensure the range of suppliers from which

you choose is sufficiently wide to ensure adequate competition and continuity of supplies

3 negotiate with suppliers in a manner which

will maintain good relations with them 4 ensure the agreements you reach with

suppliers provide good value and comply with organisational and legal requirements

5 monitor the quality and quantity of supplies

at appropriate intervals 6 ensure the supplies you obtain consistently

meet your organisation’s requirements for quality, quantity and delivery

7 deal with any actual or potential problems

with supplies promptly 8 ensure your records of supplies are

complete, accurate and available only to authorised people

Knowledge and Understanding You must know and understand: (a) how to select from a range of suppliers to

ensure value for money, consistency, quality and continuity of supply within organisational and legal requirements

(b) principles of confidentiality regarding the use of resources: which types of information may be made available to whom

(c) how to monitor the provision of supplies to ensure ongoing quality, quantity, delivery and time requirements are being met

(d) the importance of effective monitoring of resource use to organisational efficiency and your role and responsibility in relation to this

(e) how to monitor and control resource usage to maintain consistency and quality in the provision of products and services

(f) how to establish effective agreements with suppliers and the legal, ethical and organisational requirements which govern these

(g) organisational objectives, policies and legal requirements relevant to resource usage, how to interpret these and identify the implications for resource planning

(h) procedures to follow in order to request resources

(i) the legal and organisational requirements which govern the selection of suppliers, how to interpret these and identify the implications for your work

(j) the organisational and legal requirements regarding the impact of resource usage on the environment and how to minimise adverse effects

(k) your organisation’s requirements for controlling resource usage

(l) your planned objectives and measures for resource usage


Unit 425 Element F6.3 Ensure availability of supplies

Knowledge and Understanding (continued) You must know and understand: (m) how to adjust work plans in the event of

required resources not being available (n) the physical resources which you need to carry

out your activities effectively (o) the importance of continuity of supplies to

maintaining the quality of products and services and your role and responsibility in relation to this

(p) the range of suppliers available for the physical resources you require

(q) the range of problems which may occur with supplies and suppliers and effective corrective action to take in response to these

(r) the importance of accurate record keeping in managing supplies and suppliers, and systems to ensure that this happens properly

(s) the range of obstacles to efficient use of resources and effective corrective action to take in response to these

(t) the importance of effective record keeping in the use of resources and how to ensure that this happens


Unit 425 Element F6.4 Monitor the use of physical resources Performance Criteria You must: 1 give opportunities to team members to take

individual responsibility for the efficient use of physical resources

2 ensure your team’s use of physical resources is

efficient and takes into account the possible impact on the environment

3 monitor the quality of physical resources

continuously 4 ensure your methods of monitoring the use of

physical resources are reliable and comply with organisational requirements

5 monitor the actual use of physical resources

against an agreed plan at appropriate intervals 6 take prompt corrective action to deal with

actual or potential significant deviations from your plan

7 ensure your records relating to the use of

physical resources are complete, accurate and available to authorised people only


(a) principles of confidentiality regarding the use

of resources: which types of information may be available to whom

(b) how to encourage and enable staff to communicate their needs for resources

(c) how to obtain and maximise commitment to resource planning

(d) how to encourage and empower team members to take responsibility for the efficient use of resources

(e) how to monitor the provision of supplies to ensure ongoing quality, quantity, delivery and time requirements are being met

(f) the importance of effective monitoring of resource use to organisational efficiency and your role and responsibility in relation to this

(g) how to monitor and control resource usage to maintain consistency and quality in the provision of products and services

(h) the organisational and legal requirements regarding the impact of resource usage on the environment and how to minimise adverse effects

(i) your organisation’s requirements for controlling resource usage

(j) how to adjust work plans in the event of required resources not being available

(k) the range of problems which may occur with supplies and suppliers and effective corrective action to take in response to these

(l) the importance of accurate record keeping in managing supplies and suppliers, and systems to ensure that this happens properly

(m) the range of obstacles to efficient use of resources and effective corrective action to take in response to these

(n) the importance of effective record keeping in the use of resources and how to ensure that this happens



Evidence summary sheets

206


Unit 404 Determine policies for the development of land-based sites

219

Element CU92.1 Identify and confirm the need for the development of land-based sites no. Evidence summary Assessor

sign / date 1

2

3

4

5

6

Performance criteria: tick when assessed, link to evidence, those in bold must be covered in the scope

To prove competence in this element you must:

1 specify arrangements for reviewing needs

2

consult potential and actual key interest groups effectively to determine their needs and wishes for the site

3 determine external opportunities and constraints relevant to the site

4

evaluate opportunities and constraints for their potential implications

Element completed

Candidate signature: _________________________

Assessor signature: _________________________

Internal Verifier: _________________________

Evidence number Scope 1 2 3 4 5 6

A. consult with the following key interest groups

(pc 2)

i) those directly involved ii) those affected by the site B. determine the following

external opportunities and constraints

(pc 3)

i) policies ii) legislations iii) regulations iv) designations

Knowledge and understanding completed: Assessor Signature Date

Date: __________________________ Date: __________________________ Date: __________________________


220



221

Element CU92.2 Determine and agree policies for the development of land-based sites no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 ascertain organisational policy and objectives correctly

2

review, to determine the preferred option, the range of policy options available for the development of the site

3

make sure the preferred option is feasible and viable, and strikes the optimum balance, between competing demands

4 specify arrangements for reviewing policies

5 communicate the agreed policy to key interest groups in an appropriate way

6 resolve any potential conflicts between user groups in support of policy developments


A. find the optimum balance between the following competing demands

(pc 3)

i) environmental impact

ii) resource implications

iii) needs of key groups

iv) external opportunities and constraints

v) organisational and objectives

B. communicate the agreed policy to the following key interest groups

(pc 5)

i) those directly involved

ii) those affected by the site


Element completed Candidate signature: _________________________ Date: __________________________

Assessor signature: _________________________ Date: __________________________

Internal Verifier: _________________________ Date: __________________________


222


Unit 405 Plan, monitor and evaluate the management of land-based sites

223

Element CU93.1 Prepare site management plans no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 establish the purpose which the management plan is intended to meet

2 review alternative suitable management strategies

3 specify criteria which the management plan has to meet

4

develop a management plan which best meets the criteria and is sufficiently flexible to meet changing circumstances

5 use a plan which contains sufficient information for the site to be managed effectively

6 specify within it sufficient and reliable arrangements for monitoring the implementation of the plan

7 use a plan which includes details as to when and how it should be reviewed

8 present the plan in a way suitable for those who are to use it


A. specify the following criteria (pc 3, 4)

i) organisational objectives

ii) available resources

iii) opportunities and constraints

B. include the following information in the plan

(pc 5)

v) objectives

vi) outcomes

vii) parameters

C. present the plan in the following way

(pc 8)

i) diagrammatic/pictorial

ii) written

iii) oral


Element completed

Candidate signature: _____________________________ Date: __________________________ Assessor signature: _____________________________ Date: __________________________ Internal Verifier: _____________________________ Date: __________________________


224



225

Element CU93.2 Monitor and evaluate the management of land-based sites no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 implement the monitoring system effectively to produce the required information

2

compare information from monitoring with the site management plan and adherence to plan established

3 evaluate information from monitoring to determine the action which is required

4

act appropriately according to the evaluation conclusions taken

Element completed

Candidate signature: _________________________

Assessor signature: _________________________



A. carry out monitoring of the following

(pc 1, 2, 3)

i) method ii) timing iii) reporting B. take the following action (pc 3)

i) confirm site management practices

ii) modify site management practices

iii) feedback information for review of plan


Date: __________________________ Date: __________________________ Date: __________________________


226


Unit 408 Develop procedures for health and safety in the land-based workplace

237

Element CU106.1 Ensure a healthy and safe workplace no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 develop health and safety procedures that meet legal and organisational requirements

2

identify people whom other people must • report accidents to • report identified health and safety

risks to • seek first aid treatment from

3 identify how health and safety data will be recorded in line with legal requirements

4 develop health and safety training plans appropriate to the workforce and in line with legal requirements

5

ensure the health and safety procedures are communicated to all people in the workplace in the appropriate manner

6

identify any changes within the workplace or as a result of legal regulations or guidelines that affect your working practices

7 notify all people in the workplace promptly of any changes to health and safety procedures


A. you must specify the use of at least two of the following procedures

(pc 1, 5)

i) planned inspections ii) spot checks iii) checks on identified danger

area

iv) planned reviews B. you must demonstrate the

recording of data for at least two of the following types of health and safety data (pc 3)

i) complaints ii) incidents iii) accidents iv) illness v) fire evacuation drills vi) test certificates vii) training records viii) results of monitoring C. you must show that you have

reviewed at least two of the following changes (pc 6, 7)

i) changes to working practises ii) changes to equipment used in

the workplace

iii) changes to personnel






238



239

Element CU106.2 Conduct risk assessment in the workplace no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 identify why and where a risk assessment will be carried out

2 ensure that you have the relevant up-to-date information to carry out risk assessment

3 seek expert advice when necessary

4 identify hazards that could result in harm to staff or other people in the workplace

5 record hazards in a way that conforms with legal and workplace requirements

6 report the results of your risk assessment to the appropriate person in the agreed manner

Element completed

Candidate signature: _________________________ Assessor signature: _________________________



A. You must show that you have identified at least two of the following types of hazards in the workplace

(pc 4, 5)

i) the use of equipment or materials

ii) the use of substances hazardous to health

iii) the working practice

iv) the layout of the workplace

v) the job roles

vi) people with special needs

B. You must demonstrate that you have used at least one of the following sources of information

(pc 2)

i) internal health and safety experts

ii) HSE Offices/ Website/ Publications

iii) relevant industry publications

iv) other external organisations

C. You must demonstrate that you have presented the results of a risk assessment to at least one of the following

(pc 1, 6)

i) management associated with the assessed activities

ii) employees associated with the

assessed activities

iii) union representatives

iv) staff representatives


Date: __________________________

Date: __________________________ Date: __________________________


240


Unit 410 Plan and manage the control of weeds, pests and diseases

245

Element CU110.1 Collect information for planning no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 inspect the site at the appropriate time, to see whether there is still a requirement for the control

2 use suitable methods to inspect the site

3

recognise the need for further specialist advice and approvals, and take the necessary action within the required timescales

4 establish the extent of the problem based on the available information

5 accurately identify hazards and assess risks in relation to the site and the local environment

6 make sure the information you collect is valid and up to date

7 keep accurate and complete records

8 carry out your work in accordance with relevant legislation and codes of practice

9 gather information about the cause of the problem so that it might be prevented.


A. collect the following types of information

(pc 4, 6, 9)

i) the presence and extent of pests

ii) the presence and extent of biological controls and beneficial insects

iii) plant growth stages

iv) weather conditions

v) ground conditions

B. assess risks of operations to

(pc 5)

i) health and safety

ii) the environment


Element completed

Candidate signature: _____________________________ Date: __________________________ Assessor signature: _____________________________ Date: __________________________ Internal Verifier: _____________________________ Date: __________________________


246



247

Element CU110.2 Plan the use of pest control measures no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 use the information collected from the site and other relevant information to make decisions

2 identify the appropriate control measures

3 assess the costs, risks and benefits of relevant means of control

4

recognise the need for specialist advice and approvals, and take the necessary action within the required timescales

5

ensure the choice of control measure is still appropriate to the problem, and takes into account all of the factors involved

6

produce plans which contain all of the necessary information for the safe and effective use of the chosen control

7 produce any calculations for the chosen control which are accurate and complete

8 plan the use of any chemicals in accordance with relevant legislation and codes of practice

9 carry out any necessary consultations in the appropriate way


A. ensure your choice of control measures takes into account the following factors:

(pc 5)

i) mode of action ii) method of application iii) the cost-effectiveness of

operations

iv) health and safety hazards v) environmental hazards vi) storage requirements B. produce plans which include all

of the following information as relevant. If you are using chemicals, all of the following will apply

(pc 1, 6)

i) the control which is to be used ii) how the control will be used iii) availability of appropriately iv) health and safety precautions v) environmental precautions vi) the cost effectiveness of

operations

vii) equipment required for work viii) disposal of waste materials ix) cleaning the equipment

required for the work

x) storage and transportation xi) recording systems xii) emergency action plans xiii) warning procedures


Element completed

Candidate signature: _____________________________ Date: __________________________

Assessor signature: _____________________________ Date: __________________________ Internal Verifier: _____________________________ Date: __________________________


248



249

Element CU110.3 Implement plans for pest control no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 explain the plans clearly and at an appropriate time, if the work is to be performed by another operator

2 inform members of the public and others who are affected by the plans

3 check that the required resources are available for the implementation of plans

4 recognise any concerns or problems in relation to the plans, and take the appropriate action

5 take the appropriate action in response to any changes in the weather conditions

6 check the appropriate recording systems are in place for the operations


A. check the availability of the following resources where appropriate. If you are using chemicals, all these will apply

(pc 3)

i) application equipment ii) product to be used iii) personal protective

equipment (PPE)

iv) ancillary equipment v) clean water vi) staff qualified to carry out

the work

vii) first aid viii) disposal site/method ix) communications






250



251

Element CU110.4 Monitor and review the use of control measures no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 check that the work was carried out according to plan

2 take the appropriate action in the event of problems

3 assess whether further action is required

4 keep clear and accurate records

5 review the cause of the problem and plan for tackling its possible re-occurrence


A. check that the control measure used has

(pc 1)

i) achieved the desired result ii) been in accordance with the

plan.






252


Unit 411 Provide vision and direction to others working in the land-based sector

253

Unit CU118 Plan the use of pest control measures no. Evidence summary Assessor

sign / date 1

2

3

4

5

6


Element completed

Candidate signature: _______________________

Assessor signature: _______________________ Internal Verifier: _______________________



1 ensure that people understand the overall vision, goals and values

2 delegate objectives that are appropriate to abilities and potential

3 ensure that people recognise how these objectives support overall vision, goals and values

4 ensure that people are enthused and committed to achieving their objectives

5 ensure that people are appropriately rewarded for their achievements

6

ensure that people feel confident to present their own ideas and feel their suggestions will be taken seriously

7 ensure that people feel confident to engage with change

8 ensure that people are able to develop their own ways of working within agreed boundaries

9 ensure that people are able to provide a lead in their own areas of expertise

10 ensure that people receive effective support and advice when they need it

11 ensure that people have confidence in their manager/leader

Date: ____________________ Date: ____________________ Date: ____________________

Unit 411 Provide vision and direction to others working in the land-based sector

254


Unit 412 Organise a straight-forward land-based project or event

255

Element CU124 Organise a straight-forward land-based project or event no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 identify the nature, aims and objectives of the project or event

2 identify the timing and location of the project or event

3 establish a budget for the project or event

4 identify resources required for the project or event

5 identify and agree roles and responsibilities of staff involved in the project or event

6 communicate the plan clearly with all relevant parties





Unit 412 Organise a straight-forward land-based project or event

256


Unit 413 Identify areas of improvement for your self and others working in the land-

based sector

257

Element CU131.1 Develop yourself to improve your performance no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 assess your performance and identify your development needs at appropriate intervals

2 ensure your assessment is based on your current objectives and likely future requirements

3

ensure your plans for personnel development are consistent with the needs you have identified and the resources available

4

ensure your plans for personal development contain specific, measurable, realistic and challenging objectives

5 undertake development activities which are consistent with your plans for personal development

6 update your plans for personal development at appropriate intervals


A. take account of all of the following when making assessments

(pc 2)

i) work objectives ii) personal objectives iii) organisational policies and

requirements






based sector

258



based sector

259

Element CU131.2 Identify and plan the development needs of teams and individuals no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 give opportunities to team members to help identify their own development needs and those of the team as a whole

2 identify development needs for all the personnel for whom you are responsible

3 where required, seek guidance from competent specialists

4 ensure your records of identified development needs comply with organisational procedures

5

ensure your plans reflect the identified training and development needs of all the personnel for whom you are responsible

6 ensure your plans contain clear, relevant and realistic development objectives

7 ensure your plans clearly identify the processes you will use and the resources you need

8 ensure your assessment takes account of the skills you need to work effectively with other team members

9 obtain support from relevant people to help you create learning opportunities

10 obtain feedback from relevant people and use it to enhance your performance in the future


A. identify both of the following types of development needs

(pc 1, 2, 4, 5)

i) to meet organisational objectives

ii) to meet individuals’ aspirations B. identify development

requirements and ensure your plans meet the development needs of at least four of the following types of personnel

(pc 2, 5)

i) internal ii) permanent iii) full-time iv) paid v) external vi) temporary vii) part-time viii) voluntary C. seek guidance from at least one

of the following types of specialists

(pc 3)

i) within your organisation ii) from outside your organisation D. take account of all of the

following when making assessments (pc 8)

i) work objectives ii) personal objectives iii) organisational policies and

requirements

E. obtain support and feedback from at least two of the following types of relevant people (pc 9, 10)

i) team members ii) colleagues working at the same

level as you

iii) higher level managers or sponsors

iv) specialists


PTO for signatures


based sector

260

Element completed Candidate signature: _____________________________ Date: __________________________



based sector

261

Element CU131.3 Assess and improve the development of teams and individuals no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 agree the purpose of the appraisal and your own role in it with relevant people

2 give opportunities to team members to contribute to their own and their team’s appraisal

3 give all team members equal access to assessment against development objectives

4 base the appraisal on sufficient, valid and reliable information

5 identify and agree areas of improvement for the team/individuals

6 give opportunities to those involved to help evaluate and improve development activities

7

ensure your evaluation of the usefulness and applicability of development activities is based on sufficient valid and relevant information

8

ensure your evaluation demonstrates the contribution development activities make to achieving team and organisational objectives

9

where development activities prove ineffective or inappropriate, agree alternatives which are capable of meeting the development needs you have identified

10

present your recommendations for improving overall development practice to relevant people in an appropriate and timely manner


A. carry out assessments with at least two of the following types of purpose

(pc 1)

i) to identify further development needs

ii) to evaluate the effectiveness of development

iii) to appraise performance iv) to recognise knowledge, skills

and competence at work

B. carry out at least two of the following types of assessment

(pc 3)

i) testing of knowledge and skills ii) observing performance at work iii) assessing the contributions of

colleagues and team members

iv) taking part in appraisal discussions

C. evaluate and improve at least two of the following types of development activities

(pc 6, 7, 8, 9)

i) naturally occurring learning opportunities at work

ii) specifically designed learning opportunities at work

iii) formal training iv) informal training D. pass on your recommendations

to at least two of the following types of relevant people

(pc 1, 10)

i) team members ii) colleagues working at the same

level

iii) higher-level managers or sponsors

iv) specialists


PTO for signatures


based sector

262




based sector

263

Element CU131.4 Identify and resolve difficulties with colleagues no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 identify problems that impact on the work of a colleague

2 discuss the problem with the colleague(s) concerned

3 agree a course of action to resolve the problem

4 monitor the outcomes of the action

5 implement grievance and disciplinary procedures

6 maintain records of disciplinary action


A. identify one of the following problems

(pc 1)

i) a colleague’s problem is work-related

ii) a colleague’s problem is personal

iii) a colleague’s problem concerns another member of staff






based sector

264


Unit 414 Manage your own resources and professional development (MSC)

265

Unit A2 Manage your own resources and professional development

no. Evidence summary Assessor sign / date

1

2

3

4

5

6



1

Evaluate, at appropriate intervals, the current and future requirements of your work-role taking account of the vision and objectives of your organisation

2

Consider your values and your career and personal goals and identify information which is relevant to your work role and professional development

3 Discuss and agree personal work objectives with those you report to and how you will measure progress

4

Identify the learning styles which work best for you and ensure that you take these into account in identifying and undertaking development activities

5

Identify any gaps between the current and future requirements of your work-role and your current knowledge, understanding and skills

6

Discuss and agree, with those you report to, a development plan to address any identified gaps in your current knowledge, understanding and skills and support your own career and personal goals

7 Undertake the activities identified in your development plan and evaluate their contribution to your performance

8

Review and update your personal work objectives and development plan in the light of performance, any development activities undertaken and any wider changes

9

Get regular and useful feedback on your performance from those who are in a good position to judge it and provide objectives and valid feedback

10 Ensure that your performance consistently meets or goes beyond agreed requirements


A. Produce a personal Development plan for the following

(pc 6, 7, 8)

i) short term (3 – 6 months)

ii) medium term ( 6 – 12 months)

iii) long term ( 12 months to 2 years)


Behaviours which underpin effective performance and skills completed: Assessor Signature Date



Unit 414 Manage your own resources and professional development (MSC)

266

Behaviours which underpin effective performance

To prove competence in this element you must: Ref:

1 You address multiple demands without losing focus or energy

2

You recognise changes in circumstances promptly and adjust plans and activities accordingly

3 You prioritise objectives and plan work to make best use of time and resources

4 You take personal responsibility for making things happen

5 You take pride in delivering high quality work

6 You show an awareness of your own values, motivations and emotions

7 You agree achievable objectives for yourself and give a consistent and reliable performance

8

You recognise your own strengths and limitations, play to your strengths and use alternative strategies to minimise the impact of your limitations

9

You make best use of available resources and proactively seek new sources of support when necessary

10 You reflect regularly on your own experience and use them to inform future action

Skills Ref:

1 Setting objectives

2 Evaluating

3 Planning

4 Learning

5 Reviewing

6 Communicating

7 Self-assessment

8 Time management

9 Stress management

10 Obtaining feedback

11 Reflecting

12 Prioritising

Unit 417 Facilitate meetings (MSC 1997)

271

Element D2.1 Lead meetings no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1

give people, appropriate to the context and purpose of the meeting, sufficient notice and information to allow them to contribute effectively

2 ensure everyone attending the meeting agrees the objectives of the meeting at the start

3 allocate discussion time to topics in a way which is consistent with their importance, urgency and complexity

4 ensure your style of leadership helps those attending the meeting to make useful contributions

5 discourage unhelpful arguments and digressions

6 present information and provide summaries clearly, at appropriate points during the meeting

7 ensure the meeting achieves its objectives within the allocated time

8 agreed decisions and recommendations fall within the group's authority

9

give clear, accurate and concise information about decisions and recommendations to those who need it

10 seek feedback from those attending and use this to improve the effectiveness of future meetings.


A. lead meetings with two of the following types of purposes

(pc 1)

i) information giving ii) consultation iii) decision making B. lead one of the following

types of meetings (pc 1, 2, 4, 6, 7, 10)

i) involving people from within your organisation

ii) involving people outside your organisation


Element completed Candidate signature: _____________________________ Date: __________________________ Assessor signature: _____________________________ Date: __________________________ Internal Verifier: _____________________________ Date: __________________________


272



273

Element D2.2 Make contributions to meetings no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 ensure your preparation for the meeting is sufficient to enable you to participate effectively

2 consult with the people you are representing sufficiently to allow to present their views effectively

3 ensure your contributions to the meeting are clear, concise and relevant

4

ensure your contributions to the meeting help to clarify problems and identify and assess possible solutions

5 acknowledge and discuss the contributions and viewpoints of others in a constructive manner

6

give clear, accurate and concise information about decisions made at the meeting, promptly to those who need it.


A. contribute to one of the following types of meeting

(pc 1, 3, 4, 6)

i) involving people from within your organisation

ii) involving people outside your organisation

B. attend a meeting representing one of the following types of people

i) individuals ii) groups






274


Unit 418 Recruit, select and keep colleagues (MSC)

275

Unit D3 Recruit, select and keep colleagues

no. Evidence summary Assessor sign / date

1

2

3

4

5

6



1 talk with colleagues who are leaving your area of responsibility to identify and discuss their reasons for leaving

2

identify ways of addressing staff turnover problems, implementing those which clearly fall within your authority and communicating others to the relevant people for consideration

3

review, on a regular basis, the work required in your area of responsibility, identifying any shortfall in the number of colleagues and/or the pool of skills knowledge, understanding and experience

4 identify and review the options for addressing any identified shortfalls and decide on the best option(s) to follow

5 consult with others to produce or update job descriptions and person specifications where there is a clear need to recruit

6

consult with others to discuss and agree stages in the recruitment and selection process for identified vacancies, the methods that will be used, the associated timings and who is going to be involved

7 ensure that any information on vacancies is fair, clear and accurate before it goes to potential applicants

8 seek and make use of specialist expertise in relation to recruiting, selecting and keeping colleagues

9

participate in the recruitment and selection process, as agreed, making sure that the process is fair, consistent and effective

10

make sure that applicants who are offered positions are likely to be able to perform effectively and work with their new colleagues

11

judge whether the recruitment and selection process has been successful in relation to recent appointments in your area and identify any areas for improvements


A. recruit and support the following people:

(pc 2)

i) part-time staff

ii) permanent staff





Unit 418 Recruit, select and keep colleagues (MSC)

276



1 you recognise the opportunities presented by the diversity of people

2 you work to turn unexpected events into opportunities rather than threats

3 you try out new ways of working

4 you identify people’s information needs

5 you seek to understand people’s needs and motivations

6

you comply with, and ensure others comply with, legal requirements, industry regulations, organisational policies and professional codes

7 you take and implement difficult and/or unpopular decisions, if necessary

8 you act within the limits of your authority

9 you show integrity, fairness and consistency in decision making

Skills Ref:

1 Reviewing

2 Interviewing

3 Negotiating

4 Planning

5 Team Building

6 Communicating

7 Valuing and supporting others

8 Decision making

9 Consulting

10 Problem solving

11 Information management

12 Obtaining feedback

Unit 420 Manage a Budget

285

Unit E1 Manage a budget Obs. no.

Observed evidence summary

Assessor sign / date

1

2

3

4

5

6

Performance criteria: tick when assessed, link to observations, those in bold must be covered in the scope


1

Evaluate available information and consult with others to prepare a realistic budget for the respective area or activity of work

2

Submit the proposed budget to the relevant people in the organisation for approval and to assist the overall financial planning process

3

Discuss and, if appropriate, negotiate the proposed budget with the relevant people in the organisation and agree the final budget

4 Use the agreed budget to actively monitor and control performance for the respective area of activity of work

5

Identify the causes of any significant variances between the budget and what actually happened and take prompt corrective action, obtaining agreement from the relevant people if required

6

Propose revisions to the budget, if necessary, in response to variances and/or significant or unforeseen developments and discuss and agree the revisions with the relevant people in the organisation

7 Provide ongoing information on performance against the budget to relevant people in your organisation

8

Advise the relevant people as soon as possible if you have identified evidence of potentially fraudulent activities

9

Gather information from implementation of the budget to assist in the preparation of future budgets

Observation/evidencnumber

Scope

1 2 3 4 5 6 A. Produce a budget report that shows (pc 1, 2, 3,4 5, 6, 7, 9)

i) forecast expenditure

ii) actual expenditure





Unit 420 Manage a Budget

286



1 You present information clearly, concisely, accurately and in ways that promote understanding

2 You act within the limits of your authority

3 You show integrity, fairness and consistency in decision-making

4 You say no to unreasonable requests

5 You use communication styles that are appropriate to different people and situations

6 You take and implement difficult and/or unpopular decisions, if necessary

7 You respond quickly to crises and problems with a proposed course of action

Skills Ref:

1 Communicating

2 Decision making

3 Monitoring

4 Acting assertively

5 Presenting information

6 Reporting

7 Learning

8 Negotiating

9 Consulting

10 Information management

11 Evaluating

12 Contingency planning

13 Problem solving

Unit 425 Manage the use of physical resources (VSNTO)

315

Element F6.1 Plan the use of physical resources no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1

give opportunities to relevant people to provide information about the physical resources required

2

ensure your plans take account of relevant past experience, trends and developments and factors likely to affect future resource use

3

ensure your plans are consistent with your organisation’s objectives, policies and legal requirements

4 present your plans to relevant people in an appropriate and timely manner






316



317

Element F6.2 Obtain physical resources no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1

ensure your requests for physical resources clearly show the costs involved and the anticipated benefits you expect from the use of the resources

2

present your requests for physical resources to relevant people in time for the necessary resources to be obtained

3

present requests for physical resources in ways which reflect the commitment of those who will be using the resources

4 ensure the physical resources you obtain are sufficient to support all activities within your control

5

agree appropriate amendments to your plans with relevant people where you cannot obtain the physical resources you need in full






318



319

Element F6.3 Ensure availability of supplies no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1 identify the supplies you need accurately

2

ensure the range of suppliers from which you choose is sufficiently wide to ensure adequate competition and continuity of supplies

3 negotiate with suppliers in a manner which will maintain good relations with them

4

ensure the agreements you reach with suppliers provide good value and comply with organisational and legal requirements

5 monitor the quality and quantity of supplies at appropriate intervals

6

ensure the supplies you obtain consistently meet your organisation’s requirements for quality, quantity and delivery

7 deal with any actual or potential problems with supplies promptly

8

ensure your records of supplies are complete, accurate and available only to authorised people






320



321

Element F6.4 Monitor the use of physical resources no. Evidence summary Assessor

sign / date 1

2

3

4

5

6



1

give opportunities to team members to take individual responsibility for the efficient use of physical resources

2

ensure your team’s use of physical resources is efficient and takes into account the possible impact on the environment

3 monitor the quality of physical resources continuously

4

ensure your methods of monitoring the use of physical resources are reliable and comply with organisational requirements

5 monitor the actual use of physical resources against an agreed plan at appropriate intervals

6

take prompt corrective action to deal with actual or potential significant deviations from your plan

7

ensure your records relating to the use of physical resources are complete, accurate and available to authorised people only

Knowledge and understanding completed: Assessor Signature Date Element completed Candidate signature: _________________________ Date: __________________________ Assessor signature: _________________________ Date: __________________________ Internal Verifier: _________________________ Date: __________________________


Further information Further information regarding centre/scheme approval or any aspect of assessment of our qualifications should be referred to NPTC, with the exception of registration and certification which is via the walled garden or City & Guilds regional offices. Region

Telephone

Facsimile

NPTC 024 7685 7300 024 7669 6128

City & Guilds Scotland

0131 226 1556

0131 226 1558

City & Guilds North East

0191 402 5100

0191 402 5101

City & Guilds North West

01925 897900

01925 897925

City & Guilds Yorkshire

0113 380 8500

0113 380 8525

City & Guilds Wales

02920 748600

02920 748625

City & Guilds West Midlands

0121 359 6667

0121 359 7734

City & Guilds East Midlands

01773 842900

01773 833030

City & Guilds South West

01823 722200

01823 444231

City & Guilds London and South East

020 7294 2820

020 7294 2419

City & Guilds Southern

020 7294 2724

020 7294 2412

City & Guilds East

01480 308300

01480 308325

City & Guilds Northern Ireland/ Ireland

028 9032 5689

028 9031 2917

Websites www.nptc.org.uk and www.cityandguilds.com

TS-40-0329