Formats and tools
- Unit Description
- Reconstruct the unit from the xml and display it as an HTML page.
- Assessment Tool
- an assessor resource that builds a framework for writing an assessment tool
- Assessment Template
- generate a spreadsheet for marking this unit in a classroom environment. Put student names in the top row and check them off as they demonstrate competenece for each of the unit's elements and performance criteria.
- Assessment Matrix
- a slightly different format than the assessment template. A spreadsheet with unit names, elements and performance criteria in separate columns. Put assessment names in column headings to track which performance criteria each one covers. Good for ensuring that you've covered every one of the performance criteria with your assessment instrument (all assessement tools together).
- Wiki Markup
- mark up the unit in a wiki markup codes, ready to copy and paste into a wiki page. The output will work in most wikis but is designed to work particularly well as a Wikiversity learning project.
- Evidence Guide
- create an evidence guide for workplace assessment and RPL applicants
- Competency Mapping Template
- Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners. A template for developing assessments for a unit, which will help you to create valid, fair and reliable assessments for the unit, ready to give to trainers and students
- Observation Checklist
- create an observation checklist for workplace assessment and RPL applicants. This is similar to the evidence guide above, but a little shorter and friendlier on your printer. You will also need to create a seperate Assessor Marking Guide for guidelines on gathering evidence and a list of key points for each activity observed using the unit's range statement, required skills and evidence required (see the unit's html page for details)
- Self Assessment Survey
- A form for students to assess thier current skill levels against each of the unit's performance criteria. Cut and paste into a web document or print and distribute in hard copy.
- Moodle Outcomes
- Create a csv file of the unit's performance criteria to import into a moodle course as outcomes, ready to associate with each of your assignments. Here's a quick 'how to' for importing these into moodle 2.x
- Registered Training Organisations
- Trying to find someone to train or assess you? This link lists all the RTOs that are currently registered to deliver PSPPROC705A, 'Establish strategic procurement context'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Reference books for 'Establish strategic procurement context' on fishpond.com.au. This online store has a huge range of books, pretty reasonable prices, free delivery in Australia *and* they give a small commission to ntisthis.com for every purchase, so go nuts :)
Elements and Performance Criteria
1. Analyse the procurement environment
1.1. Knowledge of the legal, political and financial environment is applied to establish strategic context.
1.2. Relationship between the organisation and its procurement environment is examined and defined.
1.3. Existing and potential stakeholders and their strengths and weaknesses are identified.
1.4. Strengths, weaknesses, opportunities and threats are identified using information that is up-to-date, reflects emerging and predicted trends, and takes account of the possible future procurement interests and activities of the organisation and government directions.
1.5. Organisation's procurement strategies and plans are adjusted in light of information gathered, and comparative targets are identified.
1.6. Any case for possible collaboration with other organisations is supported by evidence, analysed for risks, and is consistent with organisational plans and future directions.
2. Analyse procurement capability
2.1. Organisation's strengths, weaknesses, opportunities and threats are considered in light of internal and/or external factors and organisation's strategic procurement goals.
2.2. Analyses of organisational capability take into account possible future procurement interests and activities of the organisation, its strategic industries, collaborators, requirements of government and other organisations.
2.3. Suggestions for improvements to existing organisational structures and procurement systems are made that are realistic and achievable and will aid achievement of the procurement mission statement and strategies drawn from both internal and external stakeholders.
2.4. Consultation on proposed improvements is undertaken with those affected, in time for their views to be taken into account.
2.5. Proposed improvements are justified on the basis of known internal and external factors, and take into account stakeholder needs and expectations.
3. Develop and monitor procurement capability
3.1. Improvements to develop procurement capability are implemented in time to meet new circumstances.
3.2. Practical requirements for implementing improvements are comprehensively defined and communicated to those affected.
3.3. Difficulties associated with implementing improvements are identified as early as possible in order to minimise their effect.
3.4. Implemented improvements to organisational structures and procurement systems are monitored, reviewed and modified as required to assist achievement of procurement outcomes.
4. Influence and develop strategic industries
4.1. Strategic industries are monitored and opportunities are taken to influence key opinion formers and decision makers to change, encourage and nurture industry capability.
4.2. Problems, limitations and new opportunities in strategic industries are identified in response to internal and external factors and are based on quantitative and qualitative data.
4.3. Ethical methods are used to influence strategic industries, consistent with the organisation's values and procurement policies, and sensitive to the values and practices of key opinion formers and decision makers.
5. Establish and manage risk exposure
5.1. Total organisational risk is defined, analysed and monitored to minimise loss and maximise opportunity.
5.2. Risk management system is established, implemented and maintained that is consistent with the organisation's strategic context, goals, risk management policies and nature of its business.
5.3. Performance of risk management system is monitored, reviewed and modified to reflect procurement opportunities and current and emerging trends.