SITXCRI004 — Manage a business continuity crisis

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What an assessment for SITXCRI004 must cover

117 assessable components: 4 elements (22 performance criteria), 4 performance evidence and 83 knowledge evidence requirements, plus 8 foundation skills. An audit-defensible tool maps every question and task back to these — that mapping is the coverage matrix Auditori generates alongside the assessment.

Elements & performance criteria

1 Identify and acknowledge the crisis.

1.1Consider impacts on business operation through early identification of triggers for a downturn in business.
1.2Access and interpret information relevant to crisis.
1.3Identify and acknowledge internal and external crises.

2 Assess impacts on the financial viability of the organisation.

2.1Involve key people in assessment of crisis.
2.2Review business documents to determine current financial and operational status of organisation.
2.3Produce new financial forecasts based on known information about crisis.
2.4Produce forecast options based on reasonable and worst-case predictions of impacts.
2.5Monitor severity of crisis and adjust forecasts according to swiftly changing circumstances.
2.6Determine severity of business impacts and develop recommendations to ensure financial viability of organisation.

3 Adapt business operations to manage the crisis.

3.1Develop and implement emergency operational plan to manage the crisis.
3.2Involve key people in managing business crisis and integrate their perspectives.
3.3Implement accepted recommendations for changing business operations.
3.4Communicate new practices to key people including external suppliers.
3.5Re-align staffing arrangements to control wage costs.
3.6Gain staff confidence in current managerial activity and commitment to the organisation in crisis.
3.7Re-align products and services to meet current market needs.
3.8Re-negotiate with suppliers to achieve optimum profitability during crisis.
3.9Implement promotional and public relations activities to ensure consumer confidence.

4 Monitor and evaluate business operations.

4.1Monitor business activity and profitability throughout all stages of crisis.
4.2Seek internal and external feedback on effectiveness of emergency business operations.
4.3Identify and respond to inadequacies in emergency operational plan to account for changing circumstances.
4.4Continually adapt business operations to ensure business continuity.

Performance evidence

identify and assess potential ramifications of at least two internal and two external crises on business continuity
for each of the above internal and external business continuity crises: develop a clear, accurate and complex emergency operational plan
for each of the above internal and external business continuity crises: assess and adapt business operations to manage business continuity
for each of the above internal and external business continuity crises: implement the emergency operational plan and monitor, evaluate and adapt the plan based on outcomes.

Knowledge evidence

trigger factors for downturns in tourism, travel, hospitality and event business: changes in the length and regularity of holidays taken by the source market
trigger factors for downturns in tourism, travel, hospitality and event business: changes in the popularity of: destinations
trigger factors for downturns in tourism, travel, hospitality and event business: changes in the popularity of: style of tourism, travel and hospitality products
trigger factors for downturns in tourism, travel, hospitality and event business: changes in the popularity of: budget or premium product
trigger factors for downturns in tourism, travel, hospitality and event business: closure of major transport suppliers: airlines
trigger factors for downturns in tourism, travel, hospitality and event business: closure of major transport suppliers: coach companies
trigger factors for downturns in tourism, travel, hospitality and event business: closure of major transport suppliers: cruise operators
trigger factors for downturns in tourism, travel, hospitality and event business: closure of the operation of multiple suppliers in a destination
trigger factors for downturns in tourism, travel, hospitality and event business: downturn in local economic growth
trigger factors for downturns in tourism, travel, hospitality and event business: global financial downturn
trigger factors for downturns in tourism, travel, hospitality and event business: government restrictions on travel
trigger factors for downturns in tourism, travel, hospitality and event business: impending economic recession or crisis
trigger factors for downturns in tourism, travel, hospitality and event business: in destinations used by the business, including warnings of impending: natural disasters
trigger factors for downturns in tourism, travel, hospitality and event business: in destinations used by the business, including warnings of impending: political and civil uprisings
trigger factors for downturns in tourism, travel, hospitality and event business: in destinations used by the business, including warnings of impending: terrorism acts
trigger factors for downturns in tourism, travel, hospitality and event business: in destinations used by the business, including warnings of impending: wars
trigger factors for downturns in tourism, travel, hospitality and event business: in destinations used by the business, including warnings of impending: pandemics
ramifications of an internal crisis on business continuity: breakdown or complete failure of key equipment
ramifications of an internal crisis on business continuity: accident, death, major injury or illness, or repatriation of a customer, tour guide or tour manager
ramifications of an internal crisis on business continuity: destruction of infrastructure
ramifications of an internal crisis on business continuity: failure of marketing program
ramifications of an internal crisis on business continuity: financial loss through non-compliance with the law or litigation
ramifications of an internal crisis on business continuity: death, family crisis, fraud, long-term illness or professional incompetence of a key employee
ramifications of an internal crisis on business continuity: media coverage of business accident, incident or impending failure
ramifications of an internal crisis on business continuity: major work health and safety accident or near miss incident
ramifications of an external crisis on business continuity: breakdown or complete failure of supplier equipment
ramifications of an external crisis on business continuity: plane crash
ramifications of an external crisis on business continuity: for destinations used by the business: chemical spill
ramifications of an external crisis on business continuity: for destinations used by the business: civil uprising
ramifications of an external crisis on business continuity: for destinations used by the business: destruction of tourism infrastructure
ramifications of an external crisis on business continuity: for destinations used by the business: health epidemics or pandemics
ramifications of an external crisis on business continuity: for destinations used by the business: natural disaster
ramifications of an external crisis on business continuity: for destinations used by the business: radiation leak
ramifications of an external crisis on business continuity: for destinations used by the business: terrorism
ramifications of an external crisis on business continuity: financial recession or crisis for the source market
ramifications of an external crisis on business continuity: industrial dispute
key characteristics of internal and external crises
impacts of crises on the provision of products and services and business viability
promotion and public relations activities commonly used by organisations during a crisis
techniques to adapt business operations to manage an organisation in crisis
organisational policies and procedures: roles and responsibilities of key staff members and external consultants
organisational policies and procedures: contents and role of business documents in managing the organisation
key people involved in the assessment of a business continuity crisis: business accountants
key people involved in the assessment of a business continuity crisis: customers and their families
key people involved in the assessment of a business continuity crisis: colleagues
key people involved in the assessment of a business continuity crisis: consultants: crisis management
key people involved in the assessment of a business continuity crisis: consultants: marketing
key people involved in the assessment of a business continuity crisis: consultants: public relations
key people involved in the assessment of a business continuity crisis: financial controllers
key people involved in the assessment of a business continuity crisis: insurance brokers and providers
key people involved in the assessment of a business continuity crisis: legal representatives
key people involved in the assessment of a business continuity crisis: suppliers
business documents used to determine current financial and operational status of an organisation: budgets
business documents used to determine current financial and operational status of an organisation: business plans
business documents used to determine current financial and operational status of an organisation: current contracts relating to current financial and operational business matters
business documents used to determine current financial and operational status of an organisation: financial reports and forecasting
business documents used to determine current financial and operational status of an organisation: product costings and published tariffs and price lists
business documents used to determine current financial and operational status of an organisation: reports
business documents used to determine current financial and operational status of an organisation: tenders, proposals or bids
business documents used to determine current financial and operational status of an organisation: terms and conditions for credit provision
sources of crisis information: health advisory notices and vaccination information issued by government bodies
sources of crisis information: press releases and emergency advice notices issued by: emergency services organisations
sources of crisis information: press releases and emergency advice notices issued by: industry associations and organisations
sources of crisis information: press releases and emergency advice notices issued by: local, state, territory or federal governments
sources of crisis information: press releases and emergency advice notices issued by: destination marketing companies
sources of crisis information: press releases and emergency advice notices issued by: regional, state and national tourism offices
sources of crisis information: press releases and emergency advice notices issued by: franchisors
sources of crisis information: staff, contractor and supplier reports on: accidents
sources of crisis information: staff, contractor and supplier reports on: breakdown or complete failure of key equipment
sources of crisis information: staff, contractor and supplier reports on: death
sources of crisis information: staff, contractor and supplier reports on: injury
sources of crisis information: staff, contractor and supplier reports on: major work health and safety incidents
options to ensure financial viability of organisations in continuity crisis: cancelling unprofitable products or services
options to ensure financial viability of organisations in continuity crisis: closing particular departments
options to ensure financial viability of organisations in continuity crisis: moving premises to a less costly location
options to ensure financial viability of organisations in continuity crisis: price rises or reductions
options to ensure financial viability of organisations in continuity crisis: re-aligning product style and pricing to meet current market needs
options to ensure financial viability of organisations in continuity crisis: reducing staff hours, or staff redundancies
options to ensure financial viability of organisations in continuity crisis: sale of equipment
options to ensure financial viability of organisations in continuity crisis: scaling promotional activities up or down
options to ensure financial viability of organisations in continuity crisis: temporary closure of affected locations
formats for and inclusions in emergency operational plans
features and functions of financial software programs for preparing and monitoring financial reports.

Foundation skills

Reading skills to:: interpret complex and unfamiliar reports about external crises and complex internal business management plans and reports; research the internal and external factors that impact on business performance.
Writing skills to:: prepare clear, accurate and complex emergency operational plans.
Oral communication skills to:: consult with others on complex operational, financial and management issues; communicate difficult operational changes.
Numeracy skills to:: interpret and analyse financial information from forecasts and previous performance data; develop financial estimates and scenarios.
Problem-solving skills to:: evaluate the severity of crisis impacts on business operations and re-align practices to ensure the financial viability of the organisation; react to swiftly changing circumstances.
Planning and organising skills to:: manage a cohesive and changeable response to crises and produce reports within tight timelines.
Self-management skills to:: take responsibility for managing an organisation in crisis and for the outcomes of emergency management practices.
Technology skills to:: use accounting software packages.

Unit content sourced from training.gov.au — © Commonwealth of Australia, licensed under CC BY 4.0. Auditori is not affiliated with the Department of Employment and Workplace Relations.

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Questions about assessing SITXCRI004

What does an assessment tool for SITXCRI004 need to cover?

To satisfy the Principles of Assessment and Rules of Evidence, an assessment for SITXCRI004 needs to address all 117 unit components: 4 elements with 22 performance criteria, 4 performance evidence requirements, 83 knowledge evidence requirements, and the foundation skills. A coverage matrix mapping each question and task to these components is what an auditor looks for.

How does Auditori generate an assessment tool for SITXCRI004?

Auditori pulls the current release of SITXCRI004 from training.gov.au and generates a complete package: candidate assessment, assessor guide with model answers and observation criteria, and a coverage matrix mapping every component. A suitably qualified person then reviews and approves the draft in a built-in workflow — consistent with ASQA's guidance on AI use in VET — before export as branded PDF and editable Word.

Is the first assessment tool really free?

Yes. Every new account includes one free credit — enough to generate the complete assessment tool for SITXCRI004 — with no card and no subscription required. After that it's pay-as-you-go per unit.

Can I check my existing SITXCRI004 assessment instead of generating a new one?

Yes — upload your existing assessment or learner guide and Auditori maps it against every element, performance criterion, PE and KE of SITXCRI004, showing exactly what's covered and what's missing. Mapping costs a quarter of a credit.

Related units

SITXCRI003 — Respond to a customer in crisis

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