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: | buying common use contracts facilities management franchising gainsharing and open book incentive contracting leasing maintenance and support arrangements pre-qualification of suppliers prime contractor and subcontractor |
| research and development short-term or long-term arrangements sole or multiple suppliers standard form agreements standing orders. |
Relevant people may include: | agents clients government personnel legal representatives management and colleagues members of industry associations property or facility owners and managers technical experts tenants. |
Organisational requirements may be outlined and reflected in: | access and equity principles and practice guidelines business and performance plans complaint and dispute resolution procedures goals, objectives, plans, systems and processes legal and ethical requirements and codes of practice 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. |
Legislative requirements may be outlined and reflected in: | Australian standards general duty of care to clients home building requirements privacy requirements |
| relevant federal, and state or territory legislation that affects organisational operation, including: anti-discrimination and diversity environmental issues EEO industrial relations OHS relevant 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 law strata, community and company titles tenancy agreements trade practices laws and guidelines. |
Relevant documentation may relate to: | budgets and operating costs contracts and tender documentation facility and asset management plans goods and services legal documentation maintenance plans and strategies management policy and procedures organisational and business strategic plans and sub-plans procurement guidelines, practices and policies property drawings quotations and invoices register of suppliers tenancy and other contracts. |
Quality assurance goals and strategies may include: | a formal structure against which progress can be evaluated budgets and timetables that enable the commitment of resources at appropriate stages compliance with Australian standards contingency plans to cater for a change of corporate focus or significant resource difficulties continuous improvement strategies mechanisms for involving a wide variety of interested parties or stakeholders procedures for monitoring and evaluating procurement requirements and client satisfaction reducing risk by anticipating, evaluating and developing strategies for the management of possible problems reporting procedures and protocols. |
Performance measures: | may include: quantitative and qualitative assessments may be: financial and non-financial statistical and non-statistical. |
Analysis: | may be: explorative, descriptive, causative or predictive quantitative and qualitative may include: basic statistical analysis critical analysis mathematical calculations problem solving. |
Procurement processes may include: | advertisement complying and non-complying tendering direct appointments open quotations register of suppliers. |
Factors that may affect procurement processes and decisions may relate to: | budgetary constraints collaborative arrangements environmental issues factors and conditions affecting supply industry involvement requirements leasing instead of up-front capital investment level of risk, complexity and sensitivity political imperatives and strategies potential impact of intended contracting activity strategic and tactical issues supply market capacity, structure, maturity and strength. |
Risks may relate to: | changes to regulations and legislation client and staff satisfaction competition contracts and tenders 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. |
Targets and milestones may include: | agreed reporting requirements completion of key tasks and project phases measurement and achievement of set outcomes progress reports. |
Communication channels may include: | direct line supervision paths lateral supervision paths organisational communication protocols and procedures organisational networks. |
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. |
Roles and responsibilities may be influenced by: | codes of conduct job description and employment arrangements organisational policy relevant to work role skills, training and competencies supervision and accountability requirements, including OHS team structures. |
Sub-plans may relate to: | bid evaluation communication and public relations contingency contract negotiation contract review disposal environment issues human resource management industry policy market evaluation risk management. |
Business equipment and technology may include: | computers data storage devices email facsimile machines internet, extranet and intranet printers and photocopiers |
| scanners software applications, such as databases and word applications. |
Specialist advice may be sought from: | agents authorised delegations clients legal, functional and technical experts managers. |
Evaluation methods could be qualitative or quantitative and may include: | checklists cost data analysis expert and peer review interviews observation questionnaires review of quality assurance data. |
Opportunities for improvement may be assessed for: | ability to add value ability to improve customer satisfaction cost-effectiveness degree of management support ease of implementation practicality viability. |
Information may relate to: | budgets and operating costs current and planned property or site developments facility and asset management plans legal documentation maintenance plans and strategies management policy and procedures property drawings relevant project contracts services sub-plans tenancy and other contracts. |
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