Mapping 
This kind of mapping uses a narrative approach to show that the assessments address all unit requirements. 
- Get soft copy of unit into computer.
 
 
- Translate performance criteria into plain English.
 
- Put performance criteria into active voice
 
- Separate run-together performance criteria (where two criteria are lumped together into one)
 
- Put performance criteria into short clear sentences.
 
- Use plain vocab.
 
 
 
- Tidy up page layout.
 
 
- Delete anything in the unit that is not a requirement. (e.g. "... may ..." statements in the Range Statement.
 
 
- Delete redundancies so everything is assessed no more that required. In particular, check critical aspects of assessment for redundancies.
 
  
- Decide upon assessment modes and the most naturally occurring kind of evidence. In this case, we used projects comprising the tasks that a senior manage would actually do in a systems-wide review.
 
  
- Go through performance criteria and make them into instructions.
 
 
- Check essential aspects of performance and delete any redundancies. Those that aren't are integrated into the document.
 
 
- In the unit “Be an effective volunteer" (CHCVOL201B), the interview questions represent elements 1 and 2, knowledge requirements of element 3, and essential knowledge. Items have been edited and reordered into one sequence for clarity adn to make them easier to use.
 
 
- Check other requirements:
 
- valid, reliable, fair and flexible
 
- focus on the application of knowledge and skill to the standard of performance required in the workplace and cover all aspects of workplace performance, including
 
- task skills (done by covering the elements properly)
 
- task management skills,
 
- contingency management skills and
 
- job role environment skills
 
 
 
 
- Check assessment context: the workplace over a substantial period of time.
 
 
- Go through and delete any more redundancies.
 
 
- Check that everything is in a sensible order.
 
 
- Check that tools are concrete and clear enough to be reliable.
 
 
 
 
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