Google links for CPPDSM3017A - Work in the strata/community management sector

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 in the performance criteria is detailed below. Add any 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.

Legislative, ethical and procedural requirements may be outlined and reflected in:	Australian Securities and Investments Commission, Australian Competition and Consumer Commission, and Foreign Investment Review Board requirements Australian standards federal and state taxation requirements consumer protection laws and guidelines court and tribunal precedents environmental and zoning laws affecting access security, access and property use freedom of information home building requirements licensing requirements privacy and confidentiality requirements and laws applying to owners, contractors and tenants public health quality assurance and certification requirements relevant common law relevant federal, and state or territory legislation and regulations affecting organisational operation, including: anti-discrimination and diversity environmental issues EEO industrial relations OHS relevant industry codes of practice, which may cover areas including market sector, financial transactions, taxation, environment, construction, land use, native title, zoning, utilities use (water, gas and electricity), and contract or common law
	relevant local government policies and regulations strata, community and company titles tenancy agreements trade practices laws and guidelines.
Services may relate to:	property and facilities management for a range of property types residential, commercial and industrial property.
Clients may include:	agents or third parties for owners in-house staff and office contractors owner corporations, body corporate and community title groups potential and existing owners prospective and existing tenants strata companies.
Client needs may relate to:	beliefs and values conventions of gender and sexuality cultural practices and observations cultural stereotypes disposable income and financial constraints environmental considerations language physical and mental disabilities religious and spiritual observances social conventions verbal and non-verbal communication.
Organisational requirements may be outlined and reflected in:	access and equity principles and practice guidelines agency policies and guidelines business and performance plans complaint and dispute resolution procedures
	ethical standards and codes of practice, such as: acting in principal's best interests clear communication of services offered and fee for services clear negotiation of fees declaration of beneficial interest misrepresentation over-servicing fixed charges rather than fee for service goals, objectives, plans, systems and processes legal policies and guidelines mission statements and strategic plans OHS policies, procedures and programs policies and procedures in relation to client service quality and continuous improvement processes and standards quality assurance and procedure manuals sales, marketing and leasing management procedure manuals.
Relevant people may include:	clients colleagues consumers legal representatives members of industry associations supervisors.
Codes of ethics and conduct may relate to:	accurate determination and clarification of owner corporation's expectations acting in principal's best interests clear communication of services offered and fee for services clear negotiation of fees declaration of beneficial interest declaration of conflict of interest disclosure of relevant information, including management fees fair and honest provision of property services individual behaviour maintaining confidentiality misrepresentation non-discriminatory practices over-servicing fixed charges rather than fee for service representation of organisation and clients use of organisational property.
Specialist advice may be sought from:	architects bankers and financiers builders government officials investment consultants members of industry associations planners real estate agents solicitors subcontractors supervisors and colleagues technical experts valuers.
Work practices may relate to:	contractor management dealing with owners' corporations and tenants engaging clients managing property and other facilities negotiating and executing management agreements obtaining prospects for listing planning and managing meetings
	promoting, advertising and undertaking administrative duties of the agency providing support within the agency receiving and handling monies records management undertaking routine functions within the agency.
Factors may relate to:	changes to procedures competing work demands environmental factors, such as time and weather health and safety issues resource issues technology and equipment breakdown.
Standard documentation may include:	building codes licences maps organisational, industry and other contracts permits plans property marketing, sale and lease agreements or contracts specifications tenancy agreements titles.
Business equipment and technology may include:	computers data storage devices email facsimile machines internet, extranet and intranet photocopiers printers and scanners software applications, such as databases and word applications.
Risks:	may relate to: changes to regulations and legislation client and staff satisfaction competition emergencies and disasters fire and security health and safety market influences physical, financial or human resources project control and cash flow suppliers and contractors time constraints
	may be identified through: audits and review of audit reports checking work area and equipment before and during work ongoing training regular housekeeping activities regular formal and informal consultation and meetings with colleagues review of OHS records, including registers of hazardous substances and dangerous goods workplace inspections in area of responsibility.
Limitations may relate to:	industry requirements job role and responsibilities legal responsibilities own competency level own interpretation of legislation, regulations and procedures own understanding of risk identification processes quality processes.
Professional development strategies may include:	coaching, mentoring and supervision formal and informal learning programs identifying and establishing new career paths involvement in community and industry activities updating and maintaining knowledge base on current issues for work and professional practice using existing strengths to focus future career development work rotation to facilitate changing work priorities.
Feedback may include:	formal and informal discussions, reviews and evaluations with: existing and previous clients peers, colleagues and managers information provided by others involved in a professional capacity, both internal and external to the organisation.
Competency standards and other relevant benchmarks may relate to:	other benchmarks, such as: industry code of conduct and code of ethics statutory and legislative requirements in terms of working in the property sector personal and technical knowledge, skills and attitudinal aspects required to undertake the day-to-day tasks and duties of the work function effectively and efficiently, specifically: competency standards for the property industry other relevant industry, cross-industry and enterprise competency standards.

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CPPDSM3017A - Work in the strata/community management sector

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Elements and Performance Criteria

Required Skills

Evidence Required

Range Statement