Assessor Resource

CPCCBS8010
Liaise and coordinate with head contractors on building projects

Assessment tool

Version 1.0
Issue Date: April 2024


This unit of competency specifies the outcomes required by senior building surveyors to award contracts and manage the performance of contractors engaged to undertake a range of construction work on behalf of clients.

The unit supports the awarding of contracts to appropriate contractors, and establishing and participating in formal communication processes throughout the life of the contract. It covers monitoring and managing performance outcomes against agreed deliverables within organisational and legislative constraints.

The unit supports the work of private and municipal building surveyors who manage business relationships with external contractors and ensure the performance of requirements specified in a commercial agreement.

Licensing, legislative, regulatory or certification requirements apply to this unit in some States. Relevant state and territory regulatory authorities should be consulted to confirm those requirements.

You may want to include more information here about the target group and the purpose of the assessments (eg formative, summative, recognition)


Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions.

1.

Determine service requirements.

1.1.

Organisational processes for developing, selecting and awarding contracts are identified and implemented.

1.2.

Service requirements, proposed budget, and timeframe for the project or work being undertaken are identified and documented.

1.3.

Parameters for awarding the contract, including anticipated expense levels and process for securing the contractors, are identified according to organisational practices and policies.

2.

Contract is let.

2.1.

Tender objectives are clearly defined and documented.

2.2.

Processes for letting of contract, including selective or open tender, are put in place in line with organisational practices and policies.

2.3.

Selection processes that comply with organisational practices and policies and legislative requirements are applied.

2.4.

Selection of preferred contractor is justified and validated against defined criteria, agreed upon and recorded according to organisational practices and policies.

2.5.

Contract is negotiated and agreement reached to maximise benefits for the client, following appropriate legal scrutiny and advice.

2.6.

Contract is drafted and signed according to legislative and organisational requirements and reflecting agreed outcomes.

3.

Manage contractual relationship.

3.1.

Clear expectations regarding contractual and reporting requirements are communicated to contractors according to legal requirements and organisational practices and policies.

3.2.

Regular and formalised communication processes with contractors are established and applied.

3.3.

Business relationships with contractors are established and maintained in line with professional and organisational standards to ensure effective communication and the early identification of potential service delivery problems.

3.4.

Contractual disputes that arise are managed according to contractual requirements and using established mediation mechanisms.

4.

Measure and monitor contractual performance.

4.1.

Performance assessments are conducted according to organisational needs and contract requirements, and using a structured feedback system.

4.2.

Results of performance assessments are analysed to ensure contract milestones, resourcing levels and budget are in line with contract and project requirements.

4.3.

Feedback is provided to contractors to enhance performance and achievement of organisational goals, and effective completion of projects.

4.4.

Poor performance is managed in line with organisational and contractual requirements.

4.5.

Reports of project progress and outcomes are prepared and presented according to organisational practices and policies.

4.6.

Contracts are concluded in line with organisational and contractual requirements.

5.

Plan for improved contract management and service delivery processes.

5.1.

Effectiveness and benefits of contracting process and related service delivery are analysed.

5.2.

Opportunities for process and service delivery improvements are identified and communicated to appropriate staff in the organisation.

Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assingnment, checklist) and due date here

Assessment task 1: [title]      Due date:

(add new lines for each of the assessment tasks)

Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions.

1.

Determine service requirements.

1.1.

Organisational processes for developing, selecting and awarding contracts are identified and implemented.

1.2.

Service requirements, proposed budget, and timeframe for the project or work being undertaken are identified and documented.

1.3.

Parameters for awarding the contract, including anticipated expense levels and process for securing the contractors, are identified according to organisational practices and policies.

2.

Contract is let.

2.1.

Tender objectives are clearly defined and documented.

2.2.

Processes for letting of contract, including selective or open tender, are put in place in line with organisational practices and policies.

2.3.

Selection processes that comply with organisational practices and policies and legislative requirements are applied.

2.4.

Selection of preferred contractor is justified and validated against defined criteria, agreed upon and recorded according to organisational practices and policies.

2.5.

Contract is negotiated and agreement reached to maximise benefits for the client, following appropriate legal scrutiny and advice.

2.6.

Contract is drafted and signed according to legislative and organisational requirements and reflecting agreed outcomes.

3.

Manage contractual relationship.

3.1.

Clear expectations regarding contractual and reporting requirements are communicated to contractors according to legal requirements and organisational practices and policies.

3.2.

Regular and formalised communication processes with contractors are established and applied.

3.3.

Business relationships with contractors are established and maintained in line with professional and organisational standards to ensure effective communication and the early identification of potential service delivery problems.

3.4.

Contractual disputes that arise are managed according to contractual requirements and using established mediation mechanisms.

4.

Measure and monitor contractual performance.

4.1.

Performance assessments are conducted according to organisational needs and contract requirements, and using a structured feedback system.

4.2.

Results of performance assessments are analysed to ensure contract milestones, resourcing levels and budget are in line with contract and project requirements.

4.3.

Feedback is provided to contractors to enhance performance and achievement of organisational goals, and effective completion of projects.

4.4.

Poor performance is managed in line with organisational and contractual requirements.

4.5.

Reports of project progress and outcomes are prepared and presented according to organisational practices and policies.

4.6.

Contracts are concluded in line with organisational and contractual requirements.

5.

Plan for improved contract management and service delivery processes.

5.1.

Effectiveness and benefits of contracting process and related service delivery are analysed.

5.2.

Opportunities for process and service delivery improvements are identified and communicated to appropriate staff in the organisation.

This section specifies work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included. Bold italicised wording, if used in the performance criteria, is detailed below.

Contractors must include two or more of the following:

asbestos removalists

builders

carpenters

concreters

demolition providers

electricians

heating, ventilation and air conditioning (HVAC) specialists

plumbers, including roof plumbers

project managers.

Tender objectives must include:

location

price limits

quality

quantity

timeframe requirements.

Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.

Observation Checklist

Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice Yes No Comments/feedback
Organisational processes for developing, selecting and awarding contracts are identified and implemented. 
Service requirements, proposed budget, and timeframe for the project or work being undertaken are identified and documented. 
Parameters for awarding the contract, including anticipated expense levels and process for securing the contractors, are identified according to organisational practices and policies. 
Tender objectives are clearly defined and documented. 
Processes for letting of contract, including selective or open tender, are put in place in line with organisational practices and policies. 
Selection processes that comply with organisational practices and policies and legislative requirements are applied. 
Selection of preferred contractor is justified and validated against defined criteria, agreed upon and recorded according to organisational practices and policies. 
Contract is negotiated and agreement reached to maximise benefits for the client, following appropriate legal scrutiny and advice. 
Contract is drafted and signed according to legislative and organisational requirements and reflecting agreed outcomes. 
Clear expectations regarding contractual and reporting requirements are communicated to contractors according to legal requirements and organisational practices and policies. 
Regular and formalised communication processes with contractors are established and applied. 
Business relationships with contractors are established and maintained in line with professional and organisational standards to ensure effective communication and the early identification of potential service delivery problems. 
Contractual disputes that arise are managed according to contractual requirements and using established mediation mechanisms. 
Performance assessments are conducted according to organisational needs and contract requirements, and using a structured feedback system. 
Results of performance assessments are analysed to ensure contract milestones, resourcing levels and budget are in line with contract and project requirements. 
Feedback is provided to contractors to enhance performance and achievement of organisational goals, and effective completion of projects. 
Poor performance is managed in line with organisational and contractual requirements. 
Reports of project progress and outcomes are prepared and presented according to organisational practices and policies. 
Contracts are concluded in line with organisational and contractual requirements. 
Effectiveness and benefits of contracting process and related service delivery are analysed. 
Opportunities for process and service delivery improvements are identified and communicated to appropriate staff in the organisation. 

Forms

Assessment Cover Sheet

CPCCBS8010 - Liaise and coordinate with head contractors on building projects
Assessment task 1: [title]

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Assessment Record Sheet

CPCCBS8010 - Liaise and coordinate with head contractors on building projects

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Assessment task 1: [title] Result: Competent Not yet competent

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Overall assessment result: Competent Not yet competent

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