Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners

CPPDSM4072 Mapping and Delivery Guide
Provide leadership in the property industry

Version 1.0
Issue Date: March 2024


Qualification -
Unit of Competency CPPDSM4072 - Provide leadership in the property industry
Description
Employability Skills
Learning Outcomes and Application This unit of competency specifies the outcomes required to provide effective leadership in the property industry. It requires the ability to model high standards of performance and behaviour, and positively influence individuals and work teams. It requires knowledge of financial, legal and procedural requirements relevant to the property industry.The unit supports the work of those involved in leadership roles in the property industry. It applies to real estate agents, property managers, strata managers, Nationwide House Energy Rating Scheme (NatHERS) assessors, home sustainability assessors and facility managers.Licensing, legislative, regulatory or certification requirements apply to this unit in some States and Territories. Relevant state and territory regulatory authorities should be consulted to confirm those requirements.
Duration and Setting X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.

The following must be present and available to learners during assessment activities:

equipment:

computer system with internet, email and printing facilities

specifications:

case studies of leadership in the property industry

organisational plans, policies and procedures

financial, legislative and procedural requirements of property organisations

industry competency standards and benchmarks

supervisor:

member of a work team in a property industry context.

Assessor requirements

As a minimum, assessors must satisfy the assessor requirements in the Standards for Registered Training Organisations (RTOs) current at the time of assessment.

Prerequisites/co-requisites
Competency Field Strata community management
Development and validation strategy and guide for assessors and learners Student Learning Resources Handouts
Activities
Slides
PPT
Assessment 1 Assessment 2 Assessment 3 Assessment 4
Elements of Competency Performance Criteria              
Element: Apply high standards of performance in undertaking individual and team tasks.
  • Own work practices model high standards of performance and ethics in providing property services.
  • Property services and work practices are planned and implemented.
  • Work practices reflect an understanding of and respect for individual differences, and are adapted as appropriate to meet specific needs of clients and others.
  • Individual and team efforts and contributions are encouraged and rewarded.
  • Breaches of organisational code of conduct and code of ethics are identified and reported.
       
Element: Interpret and comply with financial, legislative and procedural requirements.
  • Financial, legislative and procedural requirements relevant to property services are identified.
  • Key financial, legislative and procedural principles relating to organisational values and requirements are identified and interpreted.
  • Information relevant to property services is identified and assessed.
  • Own interpretation and application of financial, legislative and procedural requirements are confirmed.
  • Situations requiring specialist advice are identified and assistance is sought as required.
       
Element: Facilitate commitment to workplace change.
  • Opinions and suggestions on improving work practices are encouraged to facilitate participation in change processes.
  • Goals and objectives of change are communicated clearly and promptly to individuals and teams.
  • Business equipment and technology are used to manage and provide access to information on progress towards objectives of change.
  • Mentoring and coaching are provided to support individuals and groups through introduction of change.
  • Decisions to overcome problems in implementation of change are made in consultation with colleagues and clients.
  • Effective relations and communications are maintained with clients and colleagues during process of change.
       
Element: Develop and maintain professional competence.
  • Own professional development is maintained in consultation with relevant people.
  • Feedback from clients and colleagues is used to determine professional competency and quality of performance, and to identify key areas for improvement in providing property services.
  • Own knowledge and skills in providing property services are assessed against competency standards and other relevant benchmarks to determine professional development needs and priorities.
  • Strategies to maintain currency of professional competency in providing effective property services are identified, planned and implemented.
  • Professional networks are participated in to identify and build relationships with relevant individuals and organisations in the property industry to obtain and maintain personal knowledge.
       


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.

Apply high standards of performance in undertaking individual and team tasks.

1.1.

Own work practices model high standards of performance and ethics in providing property services.

1.2.

Property services and work practices are planned and implemented.

1.3.

Work practices reflect an understanding of and respect for individual differences, and are adapted as appropriate to meet specific needs of clients and others.

1.4.

Individual and team efforts and contributions are encouraged and rewarded.

1.5.

Breaches of organisational code of conduct and code of ethics are identified and reported.

2.

Interpret and comply with financial, legislative and procedural requirements.

2.1.

Financial, legislative and procedural requirements relevant to property services are identified.

2.2.

Key financial, legislative and procedural principles relating to organisational values and requirements are identified and interpreted.

2.3.

Information relevant to property services is identified and assessed.

2.4.

Own interpretation and application of financial, legislative and procedural requirements are confirmed.

2.5.

Situations requiring specialist advice are identified and assistance is sought as required.

3.

Facilitate commitment to workplace change.

3.1.

Opinions and suggestions on improving work practices are encouraged to facilitate participation in change processes.

3.2.

Goals and objectives of change are communicated clearly and promptly to individuals and teams.

3.3.

Business equipment and technology are used to manage and provide access to information on progress towards objectives of change.

3.4.

Mentoring and coaching are provided to support individuals and groups through introduction of change.

3.5.

Decisions to overcome problems in implementation of change are made in consultation with colleagues and clients.

3.6.

Effective relations and communications are maintained with clients and colleagues during process of change.

4.

Develop and maintain professional competence.

4.1.

Own professional development is maintained in consultation with relevant people.

4.2.

Feedback from clients and colleagues is used to determine professional competency and quality of performance, and to identify key areas for improvement in providing property services.

4.3.

Own knowledge and skills in providing property services are assessed against competency standards and other relevant benchmarks to determine professional development needs and priorities.

4.4.

Strategies to maintain currency of professional competency in providing effective property services are identified, planned and implemented.

4.5.

Professional networks are participated in to identify and build relationships with relevant individuals and organisations in the property industry to obtain and maintain personal knowledge.

A person demonstrating competency in this unit must satisfy all of the elements, performance criteria, foundation skills and range of conditions of this unit.

The person must also provide effective leadership by applying leadership skills in two situations to positively impact on the performance of a property-related organisation.

In doing the above, the person must:

accurately interpret and comply with relevant legislative, financial and procedural requirements and prescribed codes of conduct, and check own understanding and application with relevant people

demonstrate high standards of work practices and ethics in providing property services, including:

accurately determining and clarifying expectations of owners and owners corporations

acting in principal’s best interests

adequately disclosing relevant information, including management fees

declaring beneficial interests

representing organisation and clients ethically

providing fair and honest property services

identifying and disclosing conflicts of interest

maintaining privacy and confidentiality

non-discriminatory practices

avoiding over-servicing

use constructive feedback and industry competency standards and benchmarks to identify and implement opportunities for developing and maintaining own professional development

use effective communication techniques to introduce and monitor change, while providing support to, and maintaining relationships with, clients and colleagues throughout the change process.

A person demonstrating competency in this unit must demonstrate knowledge of:

characteristics of a positive role model

common effects of change in the workplace

industrial and organisational context of change

limitations of own work role, responsibilities and professional abilities

mechanisms to obtain and analyse feedback

methods to identify and prioritise personal learning needs

organisational and professional procedures, ethical practices and business standards, including:

acting in principal’s best interests

adequate disclosure of relevant information, including management fees

declaration of beneficial interests

ethical representation of organisation and clients

fair and honest provision of property services

identification and disclosure of conflicts of interest

maintenance of confidentiality

non-discriminatory practices

principles and techniques associated with:

establishing effective consultative processes

establishing key performance indicators

influencing others

leading people

making decisions

preparing performance plans

key requirements of federal, state or territory legislation and local government regulations relating to:

anti-discrimination

consumer protection

environmental issues

equal employment opportunity (EEO)

financial probity

franchise and business structures

industrial relations

property sales, leasing and management

strata communities

work health and safety (WHS).


Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, 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.

Apply high standards of performance in undertaking individual and team tasks.

1.1.

Own work practices model high standards of performance and ethics in providing property services.

1.2.

Property services and work practices are planned and implemented.

1.3.

Work practices reflect an understanding of and respect for individual differences, and are adapted as appropriate to meet specific needs of clients and others.

1.4.

Individual and team efforts and contributions are encouraged and rewarded.

1.5.

Breaches of organisational code of conduct and code of ethics are identified and reported.

2.

Interpret and comply with financial, legislative and procedural requirements.

2.1.

Financial, legislative and procedural requirements relevant to property services are identified.

2.2.

Key financial, legislative and procedural principles relating to organisational values and requirements are identified and interpreted.

2.3.

Information relevant to property services is identified and assessed.

2.4.

Own interpretation and application of financial, legislative and procedural requirements are confirmed.

2.5.

Situations requiring specialist advice are identified and assistance is sought as required.

3.

Facilitate commitment to workplace change.

3.1.

Opinions and suggestions on improving work practices are encouraged to facilitate participation in change processes.

3.2.

Goals and objectives of change are communicated clearly and promptly to individuals and teams.

3.3.

Business equipment and technology are used to manage and provide access to information on progress towards objectives of change.

3.4.

Mentoring and coaching are provided to support individuals and groups through introduction of change.

3.5.

Decisions to overcome problems in implementation of change are made in consultation with colleagues and clients.

3.6.

Effective relations and communications are maintained with clients and colleagues during process of change.

4.

Develop and maintain professional competence.

4.1.

Own professional development is maintained in consultation with relevant people.

4.2.

Feedback from clients and colleagues is used to determine professional competency and quality of performance, and to identify key areas for improvement in providing property services.

4.3.

Own knowledge and skills in providing property services are assessed against competency standards and other relevant benchmarks to determine professional development needs and priorities.

4.4.

Strategies to maintain currency of professional competency in providing effective property services are identified, planned and implemented.

4.5.

Professional networks are participated in to identify and build relationships with relevant individuals and organisations in the property industry to obtain and maintain personal knowledge.

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.

Property services must include at least one of the following:

business broking

buyer advocacy or agent

facilities management for a range of property types

marketing, sale and leasing a range of property types

property development operations

property management for a range of property types, including on-site residential property management

rural agency practice

stock and station agency operations

strata community management

urban agency practice.

Code of conduct and code of ethics must include:

accurate determination and clarification of expectations of owners and owners corporations

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

disclosure of pecuniary interests

fair and honest provision of property services

individual behaviour

maintaining confidentiality

misrepresentation

non-discriminatory practices

over-servicing, fixed charges rather than fee for service

privacy

representation of organisation and clients

use of organisational property.

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
Own work practices model high standards of performance and ethics in providing property services. 
Property services and work practices are planned and implemented. 
Work practices reflect an understanding of and respect for individual differences, and are adapted as appropriate to meet specific needs of clients and others. 
Individual and team efforts and contributions are encouraged and rewarded. 
Breaches of organisational code of conduct and code of ethics are identified and reported. 
Financial, legislative and procedural requirements relevant to property services are identified. 
Key financial, legislative and procedural principles relating to organisational values and requirements are identified and interpreted. 
Information relevant to property services is identified and assessed. 
Own interpretation and application of financial, legislative and procedural requirements are confirmed. 
Situations requiring specialist advice are identified and assistance is sought as required. 
Opinions and suggestions on improving work practices are encouraged to facilitate participation in change processes. 
Goals and objectives of change are communicated clearly and promptly to individuals and teams. 
Business equipment and technology are used to manage and provide access to information on progress towards objectives of change. 
Mentoring and coaching are provided to support individuals and groups through introduction of change. 
Decisions to overcome problems in implementation of change are made in consultation with colleagues and clients. 
Effective relations and communications are maintained with clients and colleagues during process of change. 
Own professional development is maintained in consultation with relevant people. 
Feedback from clients and colleagues is used to determine professional competency and quality of performance, and to identify key areas for improvement in providing property services. 
Own knowledge and skills in providing property services are assessed against competency standards and other relevant benchmarks to determine professional development needs and priorities. 
Strategies to maintain currency of professional competency in providing effective property services are identified, planned and implemented. 
Professional networks are participated in to identify and build relationships with relevant individuals and organisations in the property industry to obtain and maintain personal knowledge. 

Forms

Assessment Cover Sheet

CPPDSM4072 - Provide leadership in the property industry
Assessment task 1: [title]

Student name:

Student ID:

I declare that the assessment tasks submitted for this unit are my own work.

Student signature:

Result: Competent Not yet competent

Feedback to student

 

 

 

 

 

 

 

 

Assessor name:

Signature:

Date:


Assessment Record Sheet

CPPDSM4072 - Provide leadership in the property industry

Student name:

Student ID:

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

(add lines for each task)

Feedback to student:

 

 

 

 

 

 

 

 

Overall assessment result: Competent Not yet competent

Assessor name:

Signature:

Date:

Student signature:

Date: