Unit of competency Outline

Date retreived
23/07/2026 6:00 AM AWST

Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.

Prepare and manage aviation maintenance organisation budgets and financial plans

Prepare and manage aviation maintenance organisation budgets and financial plans

Unit of competency
National Code
MEA146A
State Code
WC023
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
1.00
Current Release Date
23/01/2012
State Implementation and Classification
Approved Date
10/05/2012
Field of Education
080101 - Accounting
Original Release Date
10/05/2012
Nominal Hours
80
Description
This unit of competency is part of the Advanced Diploma training pathways. It covers the competencies required to prepare and manage AMOs budgets and financial plans and to effectively interface with professional finance advisers and accountants.
Notes
Elements and Performance Criteria
1 Analyse strategic opportunities and intended maintenance activities
  • 1.1 Strategic opportunities are expressed in terms of aircraft and aeronautical product maintenance activities
  • 1.2 All intended maintenance activities are converted into special projects or work programs
  • 1.3 Financial trends are analysed and interpreted in the context of the organisational strategic objectives
  • 1.4 Financial planning objectives, process timeframes and resources are clearly identified
2 Develop revenue, expenditure and capital investment proposals
  • 2.1 Individuals and groups are given responsibility for the development of specific budgets and plans
  • 2.2 Consultation occurs with all relevant groups and individuals throughout the organisation
  • 2.3 Proposals are developed taking account of past experience, present trends and future expectations
  • 2.4 Outcomes of proposals are clearly linked to organisational strategic objectives
  • 2.5 Realistic cost-benefit and Maintenance Organisation Exposition compliance costs are incorporated into all proposals
  • 2.6 Organisational investment target rates are met for capital expenditure proposals
  • 2.7 Performance measures and tactics for monitoring and control processesare identified for each proposal/action and a financial risk management plan is developed
  • 2.8 Proposals comply with the organisation’s values, policies,code of conduct, legal and ethical obligations
  • 2.9 Proposals are developed within the agreed timeframes
  • 2.10 Supporting evidenceis valid and sufficient to allow proper evaluation of the proposals
3 Build agreement for budgets and financial plans
  • 3.1 Negotiation is undertaken with relevant groups and individuals in ways that build commitment to the plans
  • 3.2 Links to the achievement of organisational strategic objectives are identified and agreed
  • 3.3 Outcomes are confirmed in terms of clear, concise objectives and timeframes
  • 3.4 Negotiations lead to a clear agreement of those matters to be incorporated into budgets and plans
  • 3.5 Budgets and plans incorporate the outcomes of negotiations and meet organisation’s approval processes
  • 3.6 Delegations, accountabilities and responsibilities are agreed and confirmed in writing
  • 3.7 Final budget and plans are clearly documented and a communication plan developed
4 Communicate budget and financial plans
  • 4.1 Budget/financial plan communication package is reviewed by finance specialists
  • 4.2 Package is amended/revised where appropriate
  • 4.3 Training activities are undertaken with users of the budget and plans across the organisation
  • 4.4 All data and terms are defined and understood by the users of the plans
  • 4.5 Communication outcomes are tested to ensure clear understanding of objectives, processes and accountabilities
5 Monitor and control activities against plans
  • 5.1 Delegations and budget accountabilities are confirmed in writing prior to budget period
  • 5.2 Funds are allocated in accordance with budget objectives and parameters
  • 5.3 Recording systems and documentation meet all audit requirements and legal obligations
  • 5.4 Risk management plans are implemented and contingency plans put in place for all financial plans
  • 5.5 Performance is monitored and variances promptly identified
  • 5.6 Variances are analysed in conjunction with relevant experts to determine cause and effect
  • 5.7 Remedial action is taken swiftly to minimise negative impact and maximise benefits
  • 5.8 Budgets and plans are renegotiated/restructured where necessary to optimise organisational performance
6 Report outcomes of financial plans
  • 6.1 Records of financial performance are properly maintained within organisational systems
  • 6.2 Financial performance is analysed and reported in a form and language appropriate to the audience
  • 6.3 Non-financial objectives are reported in the context of overall organisational performance
  • 6.4 Strategies and plans are reviewed and updated to optimise organisational performance
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Legislation, codes and national standards relevant to the workplace
Legislation, codes and national standards relevant to the workplace may include:
CASRs and associated Manuals of Standards
TAMM
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to OHS, environmental and sustainability issues, equal opportunity, and anti-discrimination
Strategic opportunities
Strategic opportunities may include:
aircraft operators and fleet operators seeking to outsource maintenance
aeronautical product maintenance needs
changing regulatory requirements for maintenance
new aircraft types
provision of logistic support services
opportunity to respond to requests for tender to provide aircraft and/or aeronautical product maintenance
opportunity to accept sub-contract maintenance tasks from other maintenance organisations
Budgets and plans
Budgets and plans may include:
aircraft maintenance budgets
aeronautical product maintenance budgets
financial budgets
logistic services sales budgets
regulatory compliance budgets
capital expenditure budgets
cash flow plans
Relevant groups and individuals
Relevant groups and individuals include:
all personnel within the organisation affected by the budgets and financial plans being developed
Investment target rates
Investment target rates refers to:
the minimum percentage rate of return required by the organisation for a capital investment project to proceed
Capital expenditure
Capital expenditure refers to:
those components of the budget which, for internal policy reasons, are considered to provide benefits over more than one financial period and are to be evaluated as capital expenditure projects
Legal and ethical obligations
Legal and ethical obligations include:
compliance with all relevant statutes, regulations and audit requirements of the organisation, along with the organisation’s policies, values and codes of conduct
Supporting evidence
Supporting evidence may include:
cost-benefit analyses
risk management plans
market research results
tender details
net present value
interest rate of return
pay pack calculations
Delegations
Delegations refers to:
the decision-making accountabilities relating to the person’s position description and/or other written and verbal delegations
Accountabilities and responsibilities
Accountabilities and responsibilities include:
clarification of who is to be accountable for a decision or action prior to its execution, and identification of groups, individuals and activities for which a person is responsible for managing
Training activities
Training activities may include:
small group discussions
informal meetings
formal, structured competency-based training
television and video conferencing
e-learning
Delegations and budget accountabilities
Delegations and budget accountabilities may include:
monitoring expenditure
authorising expenditure within limits
reporting on variances to budget/plan
taking remedial action within budget authority
Audit requirements
Audit requirements include:
the internal standards required in the management of budgets and financial plans, approved by external/internal auditors
Risk management
Risk management refers to:
the process of identification of potential negative events and the development of plans to mitigate or minimise the likelihood of the negative event occurring and/or the consequences in the event it does occur
Appropriate non-financial objectives
Appropriate non-financial objectives may include:
environmental
sustainability
compliance with Maintenance Organisation Exposition (CASA regulatory system)
compliance with Maintenance Management Plan (ADF regulatory system)
compliance with requirements of the applicable airworthiness regulator
OHS
quality and safety management
market share
customer service
security or any other key result area

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Overview of assessment
A person who demonstrates competency in this unit must be able to prepare and manage budgets and financial plans in the aviation maintenance organisation environment.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Assessors must be satisfied that the candidate can competently and consistently perform all elements of the unit as specified by the criteria, including required knowledge, and be capable of applying the competency in new and different situations and contexts.
Assessors should gather a range of evidence that is valid, sufficient, current and authentic. Evidence can be gathered through a variety of ways, including direct observation, supervisor’s reports, project work, samples and questioning. Questioning techniques should not require language, literacy and numeracy skills beyond those required in this unit of competency.
Context of and specific resources for assessment
This unit may be assessed on the job, off the job or a combination of both on and off the job. Where assessment occurs off the job, that is, the candidate is not in productive work, then an appropriate simulation must be used where the range of conditions reflects realistic workplace situations. The candidate must have access to all materials and documentation required and must be permitted to refer to any relevant workplace procedures, codes, standards, manuals and reference materials. The assessment environment should not disadvantage the candidate.
Method of assessment

Guidance information for assessment



Replaced By
State Code National Code Title Type
AUG19 MEA146 Prepare and manage aviation maintenance organisation budgets and financial plans Unit of competency