Assessment Requirements and Tool Definitions

Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to:

Relevant legislation, regulations, standards and codes
Workplace documentation and resources
Case studies and, where possible, real situations
Interaction with others.

Reassessment

In this document, you will find the foundation of what is required to become competent in this unit. For further information on each element, you can refer to the Assessment Matrix. Included in this document are the elements for the unit, foundation skills, assessment requirements as well as an assessment tool definition list and the crucial observation and third party check lists. As well as all of the areas covered here, each student must also complete all workbook activities, case studies and major activities, where stated, to become competent within this unit.

NOTE – Re-assessment:

Students will have a maximum of two (2) reassessments attempts if competency is not achieved in the first instance.

The final grade of ‘C’ for Competent or ‘NC’ for Not Competent is only given at the completion of the unit of competency when all components or parts of the assessment are graded as ‘S’ for Satisfactory. Unsatisfactory results are marked as NS.

Elements for Competency Demonstration

Elements for Competency Assessment:

Confirm organisation vision and mission
Analyse internal and external environment
Write strategic plan
Implement strategic plan

Performance Evidence:

Evidence of the ability to:

Consult and communicate effectively with relevant stakeholders to:
- confirm or revise the organisation’s mission, vision and values
- validate findings of research and analysis
- get input to and endorsement of strategic plans
- brief relevant parties about the plan

Analyse organisation’s internal and external environment to formulate strategic plans including:
- background and research relevant to the plan
- legislation, regulations and codes of practice, including for intellectual property
- objectives, strategies and priorities
- roles and responsibilities
- performance indicators
- timeframes
- consideration of co-operative ventures
- cost-benefit and risk analysis
Seek advice from appropriate experts wherever necessary
Monitor and evaluate the implementation of the plan and make refinements as appropriate
Review effectiveness of planning processes and identify opportunities for improvement

Foundation Skills:

Reading

Identifies and analyses complex organisational texts to determine business requirements
Reviews, evaluates, interprets and applies content from a range of sources to aid in development of strategies

Writing

Prepares strategic plans for relevant stakeholders incorporating appropriate vocabulary, grammatical structure and conventions
Incorporates amendments to documents according to organisational requirements
Collates and compiles data to convey specific information, requirements and recommendations

Oral Communication

Presents information and seeks advice using language and register appropriate to audience
Participates in discussions using listening and questioning to elicit the views of others and to clarify or confirm understanding

Numeracy

Interprets and analyses statistical data and mathematical information to consider trends and resource implications of proposed strategies

Navigate the world of work

Works autonomously making high level decisions to achieve and improve organisational goals
Takes a lead role in the development of strategies to achieve organisational goals

Interact with others

Selects and uses appropriate conventions and protocols when communicating with internal and external stakeholders to seek or share information
Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction, influencing direction and taking a leadership role
Seeks feedback or expert advice where required

Get the work done

Develops flexible plans for complex, high impact activities with strategic implications, taking into account capabilities, efficiencies and effectiveness
Systematically gathers and analyses all relevant information and evaluates options to inform decisions about organisational strategies
Evaluates outcomes to identify opportunities for improvement
Applies problem solving processes to identify risks, evaluate options and determine solutions

Knowledge Evidence:

To complete the unit requirements safely and effectively, the individual must:

Outline the legislation, regulations and codes of practice relevant to the organisation’s strategic plan
Give examples of risks and risk management strategies relevant to strategic planning including:
- intellectual property rights and responsibilities
- other risks
Outline strategic planning methodologies including political, economic, social and technological (PEST) analysis and strengths, weaknesses, opportunities and threats analysis (SWOT)
Identify internal and external sources of information relevant to the organisation's market, competitors, customer base, vision, values and capabilities
Outline techniques for developing organisational values

Assessment Conditions:

Relevant legislation, regulations, standards and codes
Workplace documentation and resources
Case studies and, where possible, real situations
Interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.

Links:

Companion volumes available from the IBSA

Any observations and practical assessments must be recorded in the observation checklist. All practical tasks should be demonstrated during the length of the course. As the instructor, you must maintain a record demonstrating the date of the practical activities and any comments relevant to the performance of each student. Where a student is not able to demonstrate competence in a practical observation activity, further questioning should be put in its place.

As the instructor, you could be assessing the student’s literacy, numeracy and language skills, as well as the content and context of his/her answers. In some cases, you will have to adjust and amend the assessment tools, using different and varied methods (such as oral assessment), to allow students to be assessed according to their needs and abilities.

Assessment Tool Definitions

Assessment Tool	How is it used? What is it?
Learner Workbook Activities (Entire completion is required)	Each student should be given a Learner Workbook which will hold a number of activities, both formative and summative, that all need to be completed in conjunction with the appropriate sessions. The PowerPoint, Learner Guide and instructor should provide further information to help with the activities.
Observation/Demonstration (To be completed for each numbered point as stated on the checklist)	An observation should be completed for each of the students by the instructor. If the tasks aren’t everyday actions, a simulated environment is acceptable, or a demonstration can be set up. An observation checklist can be found at the end of this document.
Major Activity (Entire completion is required)	A Major Activity is a summative assessment and can be found in the Learner Workbook, after all of the activities are completed. This is an extended piece of summative assessment which should take anywhere between 1-2 hours and every student should complete this work. It is a requirement for each unit to check knowledge and understanding.
Skills and Knowledge Activity (Entire completion is required)	A Skills and Knowledge Activity is a summative assessment and is found before the Major Activity in the Learner Workbook. This should take between 1-2 hours and every student should complete this work. It is a requirement for each unit to check knowledge and understanding of the foundation skills and knowledge evidence.
Third Party (To be completed for each numbered point as stated on the checklist)	A Third Party checklist is very similar to an Observation Checklist in its format, but it can be completed by someone who works with the learner and has witnessed them completing tasks which coincide with the elements of the unit. The checklist can be found at the end of this document.
Case Study (Entire completion is required)	Not all units will have Case Studies but those that do will be clearly stated within the PowerPoint and the Learner Workbook. It will appear as any other activity, but it will be named ‘Case Study’ and will provide an example of a possible real life situation for the learner to read, interpret and then answer questions on.
Learner Guide (To be used as an informational guide)	The Learner Guide links with the Learner Workbook as it provides the information given during sessions and more. It can help students to further their knowledge and to also complete the activities.
Evidence Document (Not a necessity for completion of unit but can be used as an aid or to collect further evidence)	The Evidence Document lists all of the Elements and Performance Criteria with an area for written reports etc, to add evidence to the student’s portfolio. It can be used for any of the performance criteria, especially those which may not have been covered by any other assessment tool. The student can circle a number of the criteria that they may feel they need further evidence of or it can be used as a guide for completing further Observations and Third Party reports.

Observation/Demonstration

Throughout this unit, the learner will be expected to show their competency of the elements through observations or demonstrations. The observations and demonstrations will be completed as well as the formative and summative assessments found in the Learner Workbook. An explanation of demonstrations and observations:

Demonstration is off-the-job

A demonstration will require:

Performing a skill or task that is asked of you
Undertaking a simulation exercise

Observation is on-the-job

The observation will usually require:

Performing a work based skill or task
Interaction with colleagues and/or customers

The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Each task must be observed. You will need to ensure you provide the learner with the correct equipment and/or materials to complete the task. You will also need to inform the learner of the time they have to complete the task; this will once again vary, depending on the task.

Learner should be able to demonstrate they can:

Confirm organisation vision and mission
Analyse internal and external environment
Write strategic plan
Implement strategic plan

Learners should also demonstrate the following skills:

Reading
Writing
Oral Communication
Numeracy
Navigate the world of work
Interact with others
Get the work done

Candidate’s Name
Assessor or Observer’s Name	Syed Saqib Hussain Shah
Unit of Competence (Code and Title)	BSBMGT Develop and Implement Strategic Plans
Date of Assessment	28/09/2018
Location	75 Gozzard Street, Gungahlin 2912 ACT, at CBTC.
Demonstration Tasks	Completed
Materials and Equipment	Provided
Tasks to be observed, demonstrated or simulated if appropriate		Yes	No	Comment	Method of assessment (Circle/highlight as appropriate)
1.1 Check with stakeholders that organisational vision and mission are still held to be current and are supported: Did they check organisational vision and mission with appropriate stakeholders, such as: Ø Board Ø Customers Ø Employees Ø Government agencies Ø Owners Ø Shareholders Ø Technical advisers?					Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
1.2 Make any changes or refinements to vision or mission statement as required: Did they make changes or refinements, based on: Ø Sufficient information Ø Clear understanding from stakeholders Ø A refined mission statement?					Workplace observation Written assessment Question and answer Simulated environment Group activity Role play

1.3 Review or develop organisational values to support the vision and mission statement:

Did they review or develop organisational values, using the following strategies:

Ø Involving all relevant stakeholders

Ø Establishing measurable performance benchmarks?

Workplace observation

Written assessment

Question and answer

Simulated environment

Group activity

Role play

1.4 Gain support for strategic planning process from all relevant stakeholders:

Did they gain support via:

Ø Explaining the key processes to stakeholders

Ø Holding meetings with stakeholders

Ø Supporting their involvement in processes?

Workplace observation

Written assessment

Question and answer

Simulated environment

Group activity

Role play

2.1 Determine information requirements and undertake or commission research to deliver relevant information:

Did they conduct the following research:

Ø Commissioned research

Ø Demographics

Ø Economics

Ø Internal research

Ø Market segmentation

Ø Political

Ø Product

Ø Social

Ø Technological?

Did they conduct research on:

Ø Internal environment factors

Ø External environmental factors?

Workplace observation

Written assessment

Question and answer

Simulated environment

Group activity

Role play

2.2 Analyse political, economic, social, and technological developments in a global context:

Did they analyse he following factors in a global context:

Ø Social and cultural factors

Ø Economic factors

Ø Political and legal external environmental forces

Ø Technology?

Did they use the following approaches:

Ø Use your own internal expertise or knowledge of the various environments

Ø Seek the services of an expert, consultant or other advisor

Ø Use information services provided by online or other communication streams

Ø Consult with similar organisations who do business in a global environment?

Workplace observation

Written assessment

Question and answer

Simulated environment

Group activity

Role play

2.3 Seek advice from appropriate experts wherever necessary:

Did they seek advice from:

Ø Experienced consultants or experts

Ø Managers, team leaders, specific workplace groups or departments

Ø Stakeholders

Ø Industry experts or spokespersons?

Workplace observation

Written assessment

Question and answer

Simulated environment

Group activity

Role play

2.4 Identify and consider strengths and weaknesses of existing and potential competitors and allies:

Did they conduct the following analyses for competitors:

Ø SWOT

Ø PEST?

2.5 Analyse organisation's strengths, weaknesses, opportunities and threats:

Did they conduct the following analyses for their organisation:

Ø SWOT

Does the SWOT analysis take into account:

Ø Should experience matter?

Ø Should you look closely at interpersonal skills?

Ø The levels and quality of personal development and their ability in relating to others.

Ø Looking more closely at your weaknesses.

Ø Looking closely at areas where making changes are necessary?

Workplace observation

Written assessment

Question and answer

Simulated environment

Group activity

Role play

2.6 Consider cooperative ventures that are supported by risk and cost benefit analyses, are consistent with the organisational vision, mission and values, and provide for due diligence:

When considering cooperative ventures, do they conduct:

Ø Risk analysis

Ø Cost-benefit analysis?

Do these analyses consider:

Ø Establishing a written and detailed negotiation protocol to avoid unnecessary error based risk

Ø Obtaining financial advice

Ø Risk associated with any conflicting commercial or regulatory roles

Ø Conducting a corruption risk assessment

Ø Risk mitigation

Ø The organisational vision, mission and values

Ø Due diligence?

Workplace observation

Written assessment

Question and answer

Simulated environment

Group activity

Role play

2.7 Check that analysis of internal and external environment is consistent with the perspectives of other informed people: Ø Did they check analysis based on views and validation of qualified experts? Did they use the following validation considerations: Ø The avoidance of any bias Ø The degree of detail Ø The evidence collected or presented Ø The actual collection methods used Ø The types of statistical analysis used?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
3.1 Document relevant research and background for inclusion in the strategic plan: Did they document relevant research and background, including: Ø Assessment of the external and internal environment Ø Statements of mission, vision and values Ø Customers/clients and stakeholder needs and expectations Ø Organisational design and roles Ø Culture, with a focus on results and the drivers Ø Operational planning and action items Ø A resource and “check list” including terminology, concepts, steps, tools, and techniques Ø Organisation systems?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
3.2 Formulate strategic objectives and strategies needed for the future: Did they: Ø Identify competitive advantage and its sustainability Ø Organisation’s competitive advantage Ø Sustainability of advantages Ø Develop strategic objectives and strategies in support of these characteristics? Did they base these objectives and strategies on: Ø SWOT – the organisation’s strengths, weaknesses, opportunities and threats. Ø Analysis of both short and long term goals, as well as listing priorities. Ø Detailing initiatives and specific performance targets. Ø Action items and plans set in place to achieve specific actions that have led to implementing goals. Ø KPIs Ø Communication plan?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
3.3 Detail each strategy with an assigned priority, a timeframe, responsible parties and measurable performance indicators: Did they assign the following to each strategy: Ø Priority Ø A timeframe Ø Responsible parties Ø Measurable performance indicators?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
3.4 Circulate strategic plan for comment, support and endorsement: Did they circulate the following details of the strategic plan, considering the appropriate details: Ø Internal stakeholders are to receive complete copies of the strategic plan, including appendices. Ø External stakeholders receive the body of the strategic plan without appendices. Ø Each board member and member of management is to receive a complete copy of the strategic plan, with appendices. Ø In seeking comment or support everyone in the organisation may receive a draft copy. Ø Details of how mission, values and vision research was achieved should be available upon request. Ø No part of the strategic plan is to be published on intranet, internet or other publications without explicit approval. Ø Final approvals and endorsement of the strategic plan will be communicated to all stakeholders, management and employees?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.1 Communicate strategic plan to all relevant parties: Did they use the following communication techniques: Ø Holding meetings to allow affected individuals to ask questions and have an input. Ø Releasing documents explaining the plan and its effects. Ø Regular updates sent electronically to keep everyone up to date? Did they communicate with the relevant parties: Ø Relevant stakeholders Ø Affected teams within the organisation Ø Management?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.2 Brief people with a specific role in relation to strategies: Did they carry out the following briefings: Ø Internal stakeholders are to receive complete copies of the strategic plan, including appendices Ø External stakeholders receive the body of the strategic plan without appendices. Ø Each board member and member of management is to receive a complete copy of the strategic plan, with appendices. Ø In seeking comment or support, everyone in the organisation may receive a draft copy. Ø Details of how mission, values and vision research was achieved should be available upon request. Ø No part of the strategic plan is to be published on intranet, internet or other publications without explicit approval?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.3 Use performance indicators to monitor progress in implementing plan: Ø Did they use measurable KPIs to monitor progress? Did KPIs have specific measurements, e.g.: Ø Meeting expectations (a percentage e.g., 60%) Ø Exceeding expectations (a percentage, e.g., 80%) Ø Needs change/improvement (less than 50%)?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.4 Make necessary refinements to plan: Did refinements consider: Ø Timelines Ø Resources Ø Critical areas such as objectives? Did refinements: Ø Come about as a result of necessary change Ø Give reason for change Ø Identify specific nature of changes?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.5 Evaluate achievement of objectives at agreed milestones: Ø Were objectives evaluated at defined milestones? Ø Were evaluations based on pre-determined benchmarks?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.6 Review effectiveness of plan and consider methods for improving strategic planning processes: Was the plan reviewed for: Ø Timeliness Ø Cost-effectiveness Ø Results? Were improvement methods based on: Ø Regular operational reports Ø Financial reports Ø Functional reviews provided by staff Ø Systems to record processes Ø Clear measurable objectives?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
The candidate’s performance was:	Not Satisfactory	Satisfactory
Further Comments:
Candidate’s Signature
Assessor/Observer’s Signature	Syed Saqib Hussain Shah

Support Questions for observation checklisThird Party Reports

The Third Party Report should be completed by a senior member of staff i.e. a supervisor or manager, where possible. The report should cover the points below, with a description to show that the tasks have been witnessed over time, while working with the learner. Examples, times, dates etc. should be included, if possible.

As this unit is about developing and implementing strategic plans, you will need to have witnessed the learner within a working or training environment:

Confirming organisation vision and mission
Analysing internal and external environment
Writing strategic plan
Implementing strategic plan.

Ticking yes/no next to the tasks is required, as well as an accompanying report.

Third Party Checklist

Candidate’s Name
Assessor or Observer’s Name
Unit of Competence (Code and Title)
Date of Assessment
Location
Demonstration Tasks
Materials and Equipment
Tasks to be simulated if not witnessed over time:	Yes	No	Method of assessment (Circle/highlight as appropriate)
1.1 Check with stakeholders that organisational vision and mission are still held to be current and are supported: Did they check organisational vision and mission with appropriate stakeholders, such as: Ø Board Ø Customers Ø Employees Ø Government agencies Ø Owners Ø Shareholders Ø Technical advisers?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
1.2 Make any changes or refinements to vision or mission statement as required: Did they make changes or refinements, based on: Ø Sufficient information Ø Clear understanding from stakeholders Ø A refined mission statement?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
1.3 Review or develop organisational values to support the vision and mission statement: Did they review or develop organisational values, using the following strategies: Ø Involving all relevant stakeholders Ø Establishing measurable performance benchmarks?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
1.4 Gain support for strategic planning process from all relevant stakeholders: Did they gain support via: Ø Explaining the key processes to stakeholders Ø Holding meetings with stakeholders Ø Supporting their involvement in processes?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
2.1 Determine information requirements and undertake or commission research to deliver relevant information: Did they conduct the following research: Ø Commissioned research Ø Demographics Ø Economics Ø Internal research Ø Market segmentation Ø Political Ø Product Ø Social Ø Technological? Did they conduct research on: Ø Internal environment factors Ø External environmental factors?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
2.2 Analyse political, economic, social, and technological developments in a global context: Did they analyse he following factors in a global context: Ø Social and cultural factors Ø Economic factors Ø Political and legal external environmental forces Ø Technology? Did they use the following approaches: Ø Use your own internal expertise or knowledge of the various environments Ø Seek the services of an expert, consultant or other advisor Ø Use information services provided by online or other communication streams Ø Consult with similar organisations who do business in a global environment?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
2.3 Seek advice from appropriate experts wherever necessary: Did they seek advice from: Ø Experienced consultants or experts Ø Managers, team leaders, specific workplace groups or departments Ø Stakeholders Ø Industry experts or spokespersons?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
2.4 Identify and consider strengths and weaknesses of existing and potential competitors and allies: Did they conduct the following analyses for competitors: Ø SWOT Ø PEST?
2.5 Analyse organisation's strengths, weaknesses, opportunities and threats: Did they conduct the following analyses for their organisation: Ø SWOT Does the SWOT analysis take into account: Ø Should experience matter? Ø Should you look closely at interpersonal skills? Ø The levels and quality of personal development and their ability in relating to others. Ø Looking more closely at your weaknesses. Ø Looking closely at areas where making changes are necessary?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play

2.6 Consider cooperative ventures that are supported by risk and cost benefit analyses, are consistent with the organisational vision, mission and values, and provide for due diligence: When considering cooperative ventures, do they conduct: Ø Risk analysis Ø Cost-benefit analysis? Do these analyses consider: Ø Establishing a written and detailed negotiation protocol to avoid unnecessary error based risk Ø Obtaining financial advice Ø Risk associated with any conflicting commercial or regulatory roles Ø Conducting a corruption risk assessment Ø Risk mitigation Ø The organisational vision, mission and values Ø Due diligence?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
2.7 Check that analysis of internal and external environment is consistent with the perspectives of other informed people: Ø Did they check analysis based on views and validation of qualified experts? Did they use the following validation considerations: Ø The avoidance of any bias Ø The degree of detail Ø The evidence collected or presented Ø The actual collection methods used Ø The types of statistical analysis used?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
3.1 Document relevant research and background for inclusion in the strategic plan: Did they document relevant research and background, including: Ø Assessment of the external and internal environment Ø Statements of mission, vision and values Ø Customers/clients and stakeholder needs and expectations Ø Organisational design and roles Ø Culture, with a focus on results and the drivers Ø Operational planning and action items Ø A resource and “check list” including terminology, concepts, steps, tools, and techniques Ø Organisation systems?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
3.2 Formulate strategic objectives and strategies needed for the future: Did they: Ø Identify competitive advantage and its sustainability Ø Organisation’s competitive advantage Ø Sustainability of advantages Ø Develop strategic objectives and strategies in support of these characteristics? Did they base these objectives and strategies on: Ø SWOT – the organisation’s strengths, weaknesses, opportunities and threats. Ø Analysis of both short and long term goals, as well as listing priorities. Ø Detailing initiatives and specific performance targets. Ø Action items and plans set in place to achieve specific actions that have led to implementing goals. Ø KPIs Ø Communication plan?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
3.3 Detail each strategy with an assigned priority, a timeframe, responsible parties and measurable performance indicators: Did they assign the following to each strategy: Ø Priority Ø A timeframe Ø Responsible parties Ø Measurable performance indicators?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
3.4 Circulate strategic plan for comment, support and endorsement: Did they circulate the following details of the strategic plan, considering the appropriate details: Ø Internal stakeholders are to receive complete copies of the strategic plan, including appendices. Ø External stakeholders receive the body of the strategic plan without appendices. Ø Each board member and member of management is to receive a complete copy of the strategic plan, with appendices. Ø In seeking comment or support everyone in the organisation may receive a draft copy. Ø Details of how mission, values and vision research was achieved should be available upon request. Ø No part of the strategic plan is to be published on intranet, internet or other publications without explicit approval. Ø Final approvals and endorsement of the strategic plan will be communicated to all stakeholders, management and employees?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.1 Communicate strategic plan to all relevant parties: Did they use the following communication techniques: Ø Holding meetings to allow affected individuals to ask questions and have an input. Ø Releasing documents explaining the plan and its effects. Ø Regular updates sent electronically to keep everyone up to date? Did they communicate with the relevant parties: Ø Relevant stakeholders Ø Affected teams within the organisation Ø Management?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.2 Brief people with a specific role in relation to strategies: Did they carry out the following briefings: Ø Internal stakeholders are to receive complete copies of the strategic plan, including appendices Ø External stakeholders receive the body of the strategic plan without appendices. Ø Each board member and member of management is to receive a complete copy of the strategic plan, with appendices. Ø In seeking comment or support, everyone in the organisation may receive a draft copy. Ø Details of how mission, values and vision research was achieved should be available upon request. Ø No part of the strategic plan is to be published on intranet, internet or other publications without explicit approval?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.3 Use performance indicators to monitor progress in implementing plan: Ø Did they use measurable KPIs to monitor progress? Did KPIs have specific measurements, e.g.: Ø Meeting expectations (a percentage e.g., 60%) Ø Exceeding expectations (a percentage, e.g., 80%) Ø Needs change/improvement (less than 50%)?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.4 Make necessary refinements to plan: Did refinements consider: Ø Timelines Ø Resources Ø Critical areas such as objectives? Did refinements: Ø Come about as a result of necessary change Ø Give reason for change Ø Identify specific nature of changes?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.5 Evaluate achievement of objectives at agreed milestones: Ø Were objectives evaluated at defined milestones? Ø Were evaluations based on pre-determined benchmarks?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play
4.6 Review effectiveness of plan and consider methods for improving strategic planning processes: Was the plan reviewed for: Ø Timeliness Ø Cost-effectiveness Ø Results? Were improvement methods based on: Ø Regular operational reports Ø Financial reports Ø Functional reviews provided by staff Ø Systems to record processes Ø Clear measurable objectives?			Workplace observation Written assessment Question and answer Simulated environment Group activity Role play

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