Elements and Performance Criteria

public private partnerships

leasing, buying

short-term or long-term arrangements

sole or multiple suppliers

maintenance and support arrangements

incentive contracting

firm or variable pricing regimes

franchising

research and development

pre-qualification of suppliers

standing orders

standard form agreements

common use contracts

facilities management

prime contractor/sub-contractor

gain sharing/open book

alliancing


products purchased

quantities

suppliers

locations

types, values and volumes of transactions


goods and services critical to the organisation

product related risk

organisation related risk

supplier related risk

market related risk

national security risks

political risks


is a tool for categorising goods and services by relative expenditure and difficulty of securing supply

results in four categories:

easy to secure supply and low relative expenditure

easy to secure supply and high relative expenditure

difficult to secure supply and low relative expenditure

difficult to secure supply and high relative expenditure


how suppliers view government organisations as a customer:

nuisance account

development potential

exploitable

core business


commercial companies

international companies

other public sector organisations

other governments (Commonwealth, State/Territory, Local or international)

non-profit organisations

in-house


value of the business involved

complexity of the marketplace

capacity of the market

strategic/tactical issues

political influence

political imperatives and strategies

budgetary constraints

collaborative arrangements

industry involvement requirements

environmental issues

extent of competition

protection of both parties

value for money considerations

the basis of due performance

degree of dependency of organisation programs on the procurement

where and why the need arises and for which unit or location

level of risk, complexity and sensitivity

whether the need is for the replacement or enhancement of existing resources, or to meet an entirely new capability

joint ventures with the private sector to fund portions of the project in exchange for financial returns or intellectual property rights

any alternatives such as change in policy/process, equipment or equipment life extensions

use of in-house resources

leasing instead of up-front capital investment


political directives

State/Territory/Commonwealth Government needs

responses to government White Papers, for example, on long-term capability into the next ten years


end users, customers or clients and sponsors

potential providers or suppliers

current providers/suppliers

technical or functional experts or advisers

Federal, State/Territory and/or Local Government

international governments

the organisation

other public sector organisations

employees, unions or staff associations

industry bodies

local communities and society as a whole

lobby groups, special user groups


delegates

Ministerial authorisation

compliance with instructions or finance circulars

confirmation by chief financial officer

special consideration if they concern:

long-term travel deals

long-term computer deals

long-term lease deals

issuing of indemnities

Units to be assessed together
PSPETHC601B Maintain and enhance confidence in public service
PSPLEGN601B Manage compliance with legislation in the public sector
PSPGOV601B Apply government systems
PSPMNGT602B Manage resources
PSPMNGT606B Manage quality client service
PSPMNGT608B Manage risk
PSPMNGT609B Formulate business strategies
PSPMNGT611A Manage evaluations
PSPPROC605A Coordinate strategic procurement
PSPPROC606A Negotiate strategic procurement

Overview of evidence requirements
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of the Key Competencies as they relate to this unit (see final table for examples)
planning for strategic procurement in a range of (2 or more) contexts (or occasions, over time)

Resources required to carry out assessment
These resources include:
legislation, policy, procedures and protocols relating to strategic procurement
case studies and workplace scenarios to capture the range of strategic procurement contexts likely to be encountered

Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when planning for strategic procurement, including coping with difficulties, irregularities and breakdowns in routine
planning for strategic procurement in a range of (2 or more) contexts (or occasions, over time)
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
case studies
portfolios
projects
questioning
scenarios

For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments