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.
Portfolio may relate to: | buildingsbusiness and marketing contractsequipmentfurnituregoodwilllandpropertyvehicles. |
Portfolio objectives and scope may relate to: | current and proposed usagefinancial constraintsimage and presentationmarket confidencemarket options and conditionsmaximum asset usereturn on investmentsupply and demandtenancy possibilitiesvalue adding. |
Clients may include: | company managementfund managersgovernment and legal instruments or agenciesinstitutionsinsurersinternal and external property groupslegal advisersprivate investorsproperty agentsproperty ownersrisk assessors. |
Relevant people may include: | accountantsanalystsclientsgovernment personnellegal representativesmanagement and colleaguesmembers of industry associationstaxation specialists. |
Risk assessment may include analysis of: | changes to regulations and legislationclient and staff satisfactioncompetitionemergencies and disastersfire and securityhealth and safetymarket influencesphysical, financial or human resourcesproject control and cash flowsuppliers and contractorstime constraints. |
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. |
Industry benchmarks may relate to: | discounted cash flowsemployment ratesindustry association performance indexinflation rateinternal rates of returnlife cycle costingspublished vacancy factorstenancy mix. |
Portfolio performance may be influenced by: | capacity to improve assetscapital growth versus short-term gaincash flowschange to organisational structuredemographicsgearing possibilitiesgeographic aspectslimits to financial resourcesreturn on investmentreturn versus risktaxation considerationstype of facility. |
Risk management measures may describe: | how often risks will be reviewed, the process for review and who will be involvedhow risk status will be reported and to whomplanned strategies for reducing likelihood and seriousness of each risk (mitigation strategies) and who will be responsible for implementing them initial snapshot of the major risks and current gradingprocess that will be used to identify, analyse and manage risks both initially and throughout the life of the projectwho will be responsible for which aspects of risk management. |
Legislative requirements may be outlined and reflected in: | Australian standards, and quality assurance and certification requirements award and enterprise agreementscodes 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 lawenvironmental and zoning laws affecting access security, access and property usegeneral duty of care to clientshome building requirementslocal regulations and by-lawsprivacy laws applying to owners, contractors and tenantsrelevant federal, and state or territory legislation that affects organisational operation, including:anti-discrimination and diversityenvironmental issuesEEOindustrial relationsOHSstrata, community and company titlestenancy agreementstrade practices laws and guidelines. |
Portfolio management plan may include: | building and engineering maintenance, cleaning services, security and landscape maintenancecontrol of traffic and parkingenvironment plansfunding strategiesinfrastructure for and supply of utilities such as energy, water and seweragelife cycle management planslong-term capital and maintenance financial forecastsperformance benchmarking recommendations and measurement processesrisk management processes. |
Roles and responsibilities may be influenced by: | codes of conductjob description and employment arrangementsorganisational policies relevant to work roleskills, training and competenciessupervision and accountability requirements team structures. |
Quality assurance goals and strategies may relate to: | a formal structure against which progress can be evaluatedbudgets and timetables that enable the commitment of resources at appropriate points in the projectcompliance with Australian standardscontingency plans to cater for a change of corporate focus or significant project difficultiescontinuous improvement strategiesmechanisms for involving a wide variety of interested parties or stakeholders in the projectprocedures for monitoring and evaluating project outcomes and client satisfactionreducing risk by anticipating, evaluating and developing strategies for the management of possible problems reporting procedures and protocols. |
Evaluation methods may be qualitative or quantitative and may include: | checklistscost data analysisexpert and peer reviewinterviewsobservationquestionnairesreview of quality assurance data. |