My client gained a job interview after having applied for the role of Client Services Officer in a State (QLD) Government department. Seven selection criteria required to be addressed in a two-page statement. Following are full excerpts from three of the seven selection criteria.
Demonstrated knowledge of best practice procurement procedures.
Commonwealth Government procurement rules and standards changed in 2014. I undertook mandatory training in the newly implemented and currently existing ‘Commonwealth Procurement Rules’. Changes were brought about from a report on red tape on Australian Government Administration. The new rules affected changes across all key business processes especially in the areas of governance and accountability. The new framework achieves four key objectives: value for money; efficient use of resources; three years compliance with legislative requirements; and accountability, transparency and fairness. The procedure of approving procurement expenditure involves obtaining approval via email from the main delegate. To streamline this procedure, I initiated and created a template (adopting principles from the training modules I completed on the new procurement standard/rules), which I used in each email for approval. As a result, the process was made easier and quicker to use and facilitated more prompt approval from the assigned delegate.
Demonstrated knowledge or the ability to rapidly acquire a thorough knowledge of conservation and heritage requirements.
My thorough knowledge of conservation and heritage requirements is demonstrated through my knowledge and application of the XX Charter which has been implemented nationwide. In Queensland, the XX Charter has been adopted by QLD HH CC since 2005. The XX Charter specifies three levels of repairs for heritage structures: preservation, restoration, and reconstruction. The XX Charter provides best practice for managing heritage sites in the state of Queensland; it sets out basic principles and procedures for heritage sites, and is used by owners, custodians and managers to guide decisions and works undertaken on heritage sites. I referenced the XX Charter for a maintenance issue involving the ex-Governor General office located in Melbourne, which is a heritage-listed building controlled by the Department of YY. An internal wall required patching and painting after the removal of a whiteboard. I obtained the management plan for the building as prepared by the department which set out the site, management framework and responsibilities for the landlord and tenant. In accordance with the XX Charter, I then completed and submitted a heritage assets works maintenance record form which outlined the proposed work. In turn the department advised of their preferred painting contractor and required paint colour.
Proven ability to achieve operational objectives through effective planning and utilisation of resources.
The majority of tasks I undertake on a daily basis in my current role are primarily operational in nature. A high degree of planning and utilisation of resources (logistical coordination) is involved when I facilitated and coordinated internal office movements within the building, and entire office (plant, equipment and staff) to other buildings (three in total) located in Canberra. The planning process involved creating a spreadsheet which itemised each component of the move such as staff and their possessions (personal and other), desks and chairs, safes, plant and equipment (computers, storage/filing cabinets and so forth). The planning stage could take from two days up to one month in duration. During planning, I liaised with key internal and external staff and stakeholders to discuss logistical aspects of the move, timelines, and to put in place measures to prevent hazards from occurring during the move. I liaised with the information and communication technology (ICT) unit, security department, removalists and guards. Dependent on the number of people that needed to be moved from and to another building, the entire process could take one day up to an entire weekend which required my attendance. Several spreadsheets were used and regularly updated by the different units: the facilities department used a spreadsheet which outlined a checklist of what needed to be done throughout the entire move; another was used to document the labelling of all equipment; and a third was used for security purposes to control the number of safes, all of which were tagged and numbered to track their movements.
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