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.
Procurement system may include: | buyingcommon use contractsfacilities managementfranchisinggainsharing and open bookincentive contractingleasingmaintenance and support arrangementspre-qualification of suppliersprime contractor and subcontractor |
| research and developmentshort-term or long-term arrangementssole or multiple suppliersstandard form agreementsstanding orders. |
Relevant people may include: | agentsclientsgovernment personnellegal representativesmanagement and colleaguesmembers of industry associationsproperty or facility owners and managerstechnical expertstenants. |
Organisational requirements may be outlined and reflected in: | access and equity principles and practice guidelinesbusiness and performance planscomplaint and dispute resolution proceduresgoals, objectives, plans, systems and processeslegal and ethical requirements and codes of practicemission statements and strategic plansOHS policies, procedures and programspolicies and procedures in relation to client servicequality and continuous improvement processes and standardsquality assurance and procedure manuals. |
Legislative requirements may be outlined and reflected in: | Australian standardsgeneral duty of care to clientshome building requirementsprivacy requirements |
| relevant federal, and state or territory legislation that affects organisational operation, including:anti-discrimination and diversityenvironmental issuesEEOindustrial relationsOHSrelevant industry codes of practice covering the market sector and industry, financial transactions, taxation, environment, construction, land use, native title, zoning, utilities use (water, gas and electricity), and contract or common lawstrata, community and company titlestenancy agreementstrade practices laws and guidelines. |
Relevant documentation may relate to: | budgets and operating costscontracts and tender documentationfacility and asset management plansgoods and serviceslegal documentationmaintenance plans and strategiesmanagement policy and proceduresorganisational and business strategic plans and sub-plansprocurement guidelines, practices and policiesproperty drawingsquotations and invoicesregister of supplierstenancy and other contracts. |
Quality assurance goals and strategies may include: | a formal structure against which progress can be evaluatedbudgets and timetables that enable the commitment of resources at appropriate stagescompliance with Australian standardscontingency plans to cater for a change of corporate focus or significant resource difficultiescontinuous improvement strategiesmechanisms for involving a wide variety of interested parties or stakeholders procedures for monitoring and evaluating procurement requirements and client satisfactionreducing risk by anticipating, evaluating and developing strategies for the management of possible problems reporting procedures and protocols. |
Performance measures: | may include:quantitative and qualitative assessmentsmay be:financial and non-financialstatistical and non-statistical. |
Analysis: | may be:explorative, descriptive, causative or predictivequantitative and qualitativemay include:basic statistical analysis critical analysis mathematical calculations problem solving. |
Procurement processes may include: | advertisementcomplying and non-complying tenderingdirect appointmentsopen quotationsregister of suppliers. |
Factors that may affect procurement processes and decisions may relate to: | budgetary constraintscollaborative arrangementsenvironmental issuesfactors and conditions affecting supplyindustry involvement requirementsleasing instead of up-front capital investmentlevel of risk, complexity and sensitivitypolitical imperatives and strategiespotential impact of intended contracting activitystrategic and tactical issuessupply market capacity, structure, maturity and strength. |
Risks may relate to: | changes to regulations and legislationclient and staff satisfactioncompetitioncontracts and tendersemergencies and disastersfire and securityhealth and safetymarket influencesphysical, financial or human resourcesproject control and cash flowsuppliers and contractorstime constraints. |
Targets and milestones may include: | agreed reporting requirementscompletion of key tasks and project phasesmeasurement and achievement of set outcomesprogress reports. |
Communication channels may include: | direct line supervision pathslateral supervision pathsorganisational communication protocols and proceduresorganisational networks. |
Feedback may include: | formal and informal discussions, reviews and evaluations with:existing and previous clientspeers, colleagues and managersinformation provided by others involved in a professional capacity, both internal and external to the organisation. |
Roles and responsibilities may be influenced by: | codes of conductjob description and employment arrangementsorganisational policy relevant to work roleskills, training and competenciessupervision and accountability requirements, including OHSteam structures. |
Sub-plans may relate to: | bid evaluationcommunication and public relationscontingencycontract negotiationcontract reviewdisposalenvironment issueshuman resource managementindustry policymarket evaluationrisk management. |
Business equipment and technology may include: | computersdata storage devicesemailfacsimile machinesinternet, extranet and intranetprinters and photocopiers |
| scannerssoftware applications, such as databases and word applications. |
Specialist advice may be sought from: | agentsauthorised delegationsclientslegal, functional and technical expertsmanagers. |
Evaluation methods could be qualitative or quantitative and may include: | checklistscost data analysisexpert and peer reviewinterviewsobservationquestionnairesreview of quality assurance data. |
Opportunities for improvement may be assessed for: | ability to add valueability to improve customer satisfactioncost-effectivenessdegree of management supportease of implementationpracticalityviability. |
Information may relate to: | budgets and operating costscurrent and planned property or site developmentsfacility and asset management planslegal documentationmaintenance plans and strategiesmanagement policy and proceduresproperty drawingsrelevant project contractsservicessub-planstenancy and other contracts. |
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