ELEMENT

PERFORMANCE CRITERIA

1. Determine evaluation measures and criteria

1.1. Measures for evaluation are determined to provide value for money and make optimum use of existing sources of data and means of data gathering.

1.2. Government policy and objectives for strategic procurements are reflected in evaluation measures and criteria.

1.3. Nature and character of the organisation and its values and policies are reflected in evaluation criteria.

1.4. Sufficient information is provided in measures and criteria to make judgements about progress towards government objectives, strategic goals and implementation of procurement policies.

2. Evaluate organisational achievement

2.1. Evaluation is undertaken against strategic procurement goals, policies, plans and codes/standards of behaviour and takes into account evidence from procurement activities.

2.2. Conclusions from evaluation are detailed against agreed criteria, supported by evidence, and structured to provide a complete picture of performance in respect to strategic goals and policies of government and organisation procurement.

2.3. Where performance fails to meet the agreed criteria, possible reasons are offered and discussed with stakeholders.

2.4. Consultation is undertaken with stakeholders prior to publication of any report on performance that may affect the interests of stakeholders.

2.5. Reports are provided according to organisational policy and procedures in time to enable effective response.

3. Evaluate procurement plans and their implementation

3.1. Causes of success and failure in procurement plans and their implementation are identified.

3.2. Explanations of causes of success or failure are presented logically and comprehensively and supported by evidence.

3.3. Where alternative explanations are available, these are reported, along with reason for preferring any explanation.

3.4. Where it is likely to be difficult to find a remedy for the cause, explanations are offered to counter possible objections.

3.5. Lessons to be drawn from success or failure are made available to those who could learn from them and are used in the future planning of procurement.

3.6. Feedback is provided to those whose performance is examined.

4. Evaluate strategic procurement goals, policies and performance

4.1. Possible strengths and weaknesses in strategic procurement goals, policies and performance are identified.

4.2. Recommendations are formulated for building on strengths and addressing weaknesses.

4.3. Comments, analysis and recommendations are made available for the review and reformulation of the procurement strategic goals and policies based on performance.

5. Implement continuous improvement in procurement performance

5.1. Recommendations for improvement in organisational achievement in procurement performance are implemented according to organisational requirements.

5.2. Lessons learnt from the evaluation of procurement plans and their implementation, are used to continuously improve procurement performance.

5.3. Review and reformulation of strategic procurement goals and policies are built into the cycle of continuous improvement of strategic procurement.

5.4. Ongoing monitoring, measurement and management of procurement performance are undertaken to continuously improve procurement outcomes.

Required skills

communication skills to:

consult and negotiate with stakeholders at the highest levels of organisations and the community

engage in strategic networking, within probity boundaries, with key stakeholders

build and manage effective working relationships

convey complex ideas to a wide range of audiences

persuade and influence, within probity boundaries, stakeholders and decision makers

read, write and approve business cases, plans, reports, submissions and other high level complex documents

teamwork skills to:

provide leadership within the organisation

manage strategic relationships

manage teams of expert negotiators in functions such as finance, legal, technical and engineering

respond to diversity

refer issues to the correct person

problem-solving skills to:

apply decision-making processes or methodologies

identify and resolve strategic procurement issues

apply understanding of supplier issues and supply chain management in the context of strategic procurement

initiative and enterprise skills to:

manage procurement performance and identify, assess and implement opportunities for performance improvement

apply OHS, environmental, sustainability and corporate social responsibility practices in the context of strategic procurement

planning and organising skills to:

undertake research and business analysis relating to strategic procurement and high level business issues

manage financial and other resources

manage strategic procurement systems, processes and policies

self-management skills to apply codes of conduct and standards of individual behaviour

learning skills to keep up-to-date with:

best practice examples in strategic procurement

relevant procurement legislation, policies and procedures

technology skills to:

operate organisational IT systems

use electronic procurement templates

Required knowledge

commonwealth, state or territory, and local government legislation, policies, practices and guidelines:

relating to strategic procurement, including environmental purchasing guidance

such as OHS and equity and diversity

organisational procurement policies, practices and approval processes

government procurement environment

financial rules and regulations relating to strategic procurement

legal requirements of government procurement and contracting

strategic procurement planning processes

standards of organisational procurement performance obtained

procurement and probity best practice standards

performance measurement, monitoring and continuous improvement cycles in the context of evaluating and improving procurement performance

equal employment opportunity

OHS requirements relevant to strategic procurement

environmental, sustainability and corporate social responsibility principles relevant to strategic procurement

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Competency must be demonstrated in the ability to evaluate and improve strategic procurement performance consistently in accordance with legislative and organisational requirements.

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Assessment must confirm the ability to:

use recognised techniques to establish evaluation criteria for reviewing procurement performance across the whole procurement cycle

undertake evaluation of procurement plans and their implementation to review the performance of the buying organisation

undertake evaluation of strategic procurement goals and direction to ensure compliance with government and organisational expectations

use evaluation findings to make recommendations for improvement to procurement processes, systems, goals and directions

provide feedback to key stakeholders about procurement performance and the need for procurement improvements

implement recommendations for procurement improvement within the organisation.

Candidates for this qualification must demonstrate a high level of understanding of underpinning knowledge and the ability to apply this to practical workplace situations.

Context of and specific resources for assessment

The unit of competency is to be assessed in the workplace or a simulated workplace environment.

Access may be required to:

legislation, policy, procedures and protocols relating to procuring goods and services and managing contracts at the strategic level

codes of conduct and codes of practice

long-term government policy papers, such as White Papers

strategic procurement plans and direction statements

published performance audits or similar relating to strategic procurement issues

workplace scenarios and case studies relating to a range of strategic procurement activities.

Method of assessment

The following assessment methods are suggested:

questions to assess understanding of relevant legislation and procedures

review of strategies and approaches adopted for evaluating and improving strategic procurement performance

preparation of formal written papers covering strategic procurement issues

review of strategic plans, strategic procurement plans, long-term budgets, risk assessments, internal issues papers, responses to performance audits covering strategic procurement issues and other documentation prepared or reviewed by the candidate in a range of contexts

review of stakeholder engagement approaches adopted by the candidate.

In all cases, practical assessment should be supported by questions to assess underpinning knowledge and those aspects of competency which are difficult to assess directly. Candidates for this qualification must demonstrate a high level of understanding and practical workplace application of underpinning knowledge. Questioning techniques should suit the language and literacy levels of the candidate.

Guidance information for assessment

Sufficient evidence must be gathered to ensure the person can achieve the unit outcome and apply the competency in different situations or environments.

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

BSBFIM701A Manage financial resources

BSBINN801A Lead innovative thinking and practice

BSBREL701A Develop and cultivate collaborative partnerships and relationships

PSPETHC701A Lead and influence ethical practice in the public sector

PSPPROC704A Influence and define strategic procurement direction

PSPPROC705A Establish strategic procurement context

PSPMNGT703A Lead and influence change

PSPMNGT704A Undertake enterprise risk management.

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, if used in the performance criteria, is detailed below. 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) may also be included.

Sources of data may include:

supply publications

industry source books

advice provided from organisations specialising in investigative procedures

past performance data

financial management information systems

results of research of financial viability, capability and performance

organisational records and reports about procurements, contractors and performance

internal audits and reviews

results of procurement review processes

external audits and reviews.

Measures and criteria may include:

specified performance measures and outputs in such things as:

financial plans

budgets

procurement plans

human resource development and human resource management plans

risk management plans

marketing plans

specifically determined review objectives or terms of reference

government policy and objectives for strategic procurement.

Stakeholders may include:

end users

customers or clients

sponsors

current or potential providers or suppliers

technical or functional experts or advisers

probity advisers

probity auditors

commonwealth, state or territory, and local government

the organisation

other public sector organisations

employees, unions and staff associations

industry bodies

local communities

lobby groups and special user groups.

Feedback may include:

formal feedback, including reports and reviews with a right of reply

informal feedback, including discussions

performance management information in performance improvement feedback

recognition of strong performance.

Identification of strengths and weaknesses takes account of:

evaluation of performance and achievement

overall assessment of achievement of value for money

stakeholder interests and views

vision and values of the organisation

trends in the external environment

internal strengths and weaknesses.