TLIX5040

Manage ContractedSupport
Services
Learner Workbook
TableofContents................................................................................................................................
Instructions to Learner........................................................................................................................
Assessment instructions....................................................................................................................
Assessment requirements.................................................................................................................
Candidate Details................................................................................................................................
Assessment – TLIX5040: Manage Customer Service.........................................................................

Activities...........................................................................................................................................
Activity 1.1........................................................................................................................................

Activity 1.2........................................................................................................................................

Activity 1.3........................................................................................................................................

Activity 2...........................................................................................................................................

Activity 3..........................................................................................................................................

Summative Assessment…………………………………………………………………………………
Instructions to Learner
Assessment instructions
Overview
Prior to commencing the assessments, your trainer/assessor will explain each
assessment task and the terms and conditions relating to the submission of your
assessment task. Please consult with your trainer/assessor if you are unsure of any
questions. It is important that you understand and adhere to the terms and
conditions, and address fully each assessment task. If any assessment task is not fully
addressed, then your assessment task will be returned to you for resubmission. Your
trainer/assessor will remain available to support you throughout the
assessmentprocess.
Written work
Assessment tasks are used to measure your understanding and underpinning skills
and knowledge of the overall unit of competency. When undertaking any written
assessment tasks, please ensure that you address the following criteria:
 Address each question including anysub-points

 Demonstrate that you have researched the topicthoroughly

 Cover the topic in a logical, structuredmanner

 Your assessment tasks are well presented, well referenced and wordprocessed

 Your assessment tasks include your full legal name on each and everypage.

Active participation
It is a condition of enrolment that you actively participate in your studies. Active
participation is completing all the assessment tasks on time.
Plagiarism
Plagiarism is taking and using someone else's thoughts, writings or inventions and
representing them as your own.Plagiarism is a serious act and may result in a
learner’s exclusion from a course. When you have any doubts about including the
work of other authors in your assessment, please consult your trainer/assessor.The
following list outlines some of the activities for which a learner can be accused of
plagiarism:
 Presenting any work by another individual as one's ownunintentionally

 Handing in assessments markedly similar to or copied from anotherlearner

 Presenting the work of another individual or group as their ownwork

 Handing in assessments without the adequate acknowledgement of sources used,

including assessments taken totally or in part from theinternet.

If it is identified that you have plagiarised within your assessment, then a meeting
will be organised to discuss this with you, and further action may be taken
accordingly.
Collusion

Collusion is the presentation by a learner of an assignment as their own that is, in fact, the result
in whole or in part of unauthorised collaboration with another person or persons. Collusion
involves the cooperation of two or more learners in plagiarism or other forms of academic
misconduct and, as such, both parties are subject to disciplinary action. Collusion or copying from
other learners is not permitted and will result in a “0” grade andNYC.
Assessments must be typed using document software such as (or similar to) MS
Office. Handwritten assessments will notbe accepted (unless, prior written
confirmation is provided by the trainer/assessor to confirm).

Competency outcome
There are two outcomes of assessments: S = Satisfactory and NS = Not Satisfactory
(requires more training and experience).
Once the learner has satisfactorily completed all the tasks for this module the learner
will be awarded “Competent” (C) or “Not yet Competent” (NYC) for the relevant
unit of competency.
If you are deemed “Not Yet Competent” you will be provided with feedback from
your assessor and will be given another chance to resubmit your assessment task(s).
If you are still deemed as “Not Yet Competent” you will be required to re-enrol in
the unit of competency.

Additional evidence
If we, at our sole discretion, determine that we require additional or alternative
information/evidence in order to determine competency, you must provide us with such
information/evidence, subject to privacy and confidentiality issues.We retain this
right at any time, including after submission of yourassessments.

Confidentiality
We will treat anything, including information about your job, workplace, employer,
with strict confidence, in accordance with the law.However, you are responsible for
ensuring that you do not provide us with anything regarding any third party including
your employer, colleagues and others, that they do not consent to thedisclosure of.
While we may ask you to provide information or details about aspects of your
employer and workplace, you are responsible for obtaining necessary consents and
ensuring that privacy rights and confidentiality obligations are not breached by you in
supplying us with suchinformation.
Assessment appeals process
If you feel that you have been unfairly treated during your assessment, and you are not
happy with your assessment and/or the outcome as a result of that treatment, you have
the right to lodge an appeal.You must first discuss the issue with your
trainer/assessor.If you would like to proceed further with the request after discussions
with your trainer/assessor, you need to lodge your appeal to the course coordinator, in
writing, outlining the reason(s) for theappeal.
Recognised prior learning
Candidates will be able to have their previous experience or expertise recognised on request.

Special needs
Candidates with special needs should notify their trainer/assessor to request any required
adjustmentsassoonaspossible.Thiswillenablethetrainer/assessortoaddresstheidentifiedneeds
immediately.
Candidate Details
Assessment – TLIX5040:Manage Contracted Support Services
Please complete the following activities and hand in to your trainer/assessor for
marking. This forms part of your assessment for TLIX5040:Manage Contracted
Support ServicesName:
Address:

Email:
Employer:

Declaration
I declare that no part of this assessment has been copied from another person’s work
with the exception of where I have listed or referenced documents or work and that no
part of this assessment has been written for me by another person. I also understand
the assessment instructions and requirements and consent to beingassessed.
Signed:
Date:

If activities have been completed as part of a small group or in pairs, details of

the learners involved should be provided below:
This activity workbook has been completed by the following persons and we
acknowledge that it was a fair team effort where everyone contributed equally to the
work completed.We declare that no part of this assessment has been copied from
another person’s work with the exception of where we have listed or referenced
documents or work and that no part of this assessment has been written for us by
another person.
Learner1:
Signed:
Learner2:
Signed:
Learner3:
Signed:
Activities
Completethefollowingactivitiesindividuallyorinagroup(asapplicabletothespecificactivity and the
assessmentenvironment).

Whereapplicable,asignedobservationbyeitheranapprovedthirdpartyortheassessorwillneed to be
included in these activities as proof ofcompletion.

Activity 1.1
Estimated 2 Hours
Time
Objective To provide you with an opportunity to conduct a case study.

1) What are Contracted Support Services? Please explain

the services in detail with providing relevant examples.
Contract Support Services are defined as services supplied by one Party
to or on behalf of the other party in connection with the performance of a
project for a customer that do not represent a scope of work within the
project being done.
For instance, if an organization has a product and wants to get a delivery
partner, they usually get contracted services to get their job done.

2) List 4 of the most important parts of alogistics services

contract. Explain any two of them.
Four of the most important parts of a logistics services contract are as
follows:
 Liability and Consequential Damages
 Contract Term and Termination Obligations
 Warehouse Lein
 Compensation
Liability and Consequential Damages entails the responsibility of
the damage which happens under unforeseen circumstances
drafted in the contract.
Contract Term and Termination Obligations entails the duration
and the validity of the contract as well as the procedures that are
to be followed upon its lawful termination.

3) How does The Acquisition Logistic Company provide

acquisition support? List all the elements of ALC’s
‘Support for the Full Acquisition Lifecycle’.
http://www.acquisition-logistics.com/Services/Support-for-
the-Full-Acquisition-Life-cycle

They provide comprehensive acquisition support as their team of highly

qualified individuals provides 360-degree solutions for verifying and
validating functional, technical, and contractual requirements to ensure
they align with our clients' cost, schedule, and strategic goals. They also
undertake the following:
 Policy formulation and regulatory advice in the areas of
acquisition and contracting
 Support for significant acquisition programmes, including
business case analysis and strategy
 Developing, planning, executing contracts, and managing
portfolios
 Contract management services, including pre- and post-award
management
 Financial management, which includes planning, programming,
budgeting, and forecasting.
 Processes of execution (PPBE)
 Administration, coordination, and analysis of data
The elements are as follows:
 Policy Development
 Financial Management
 Business Case Analysis and Alternatives
 FOIA Request Support
 Pre-Award Contracting Services
 Post- Award Contracting Services
 Staff Training

4) How does the ‘Department of Infrastructure, Transport,

Regional Development and Communication’ help in the
development of logistics regulations?
By supporting and developing our transportation networks, the Australian
Government, via the department, contributes to the economy's success
and the well-being of all Australians. The department offers strategic
policy advice to the government in order to help it in developing the
framework for road, rail, marine, and aviation transport in Australia. The
department delivers a varied variety of day-to-day services to the
transport industry and the community via its central office in Canberra
and regional office network.
Activity 1.2
Estimated 2 Hours
Time
Objective To provide you with an opportunity to conduct a case study.

1) Explain Scope of Contracted Support?

The scope of contracted support are as follows:
 They can be are verified and, if required, revised.
• Has the ability to interact with contract authorities to
explain and help with contract administration difficulties.

• Any potential risk to the contract arrangement is reviewed

and addressed in accordance with the contract
requirements and the company's policies and processes.

• A contract supervision plan has been developed and

documented in order to foster a work environment
conducive to contractor integration and productivity.

2) What is contract planning and management?Why is

contract planning and management important?
Contract planning and management include all actions that occur before
to, during, and after the conclusion of a contract. It is the process by
which both parties to a contract completely comply with their respective
duties in the most effective and efficient manner possible, in order to
consistently accomplish both the business and operational goals specified
in the contract.
It is important as:
 Contract planning ensures that the targeted procurement
objectives are achieved
 promotes continual progress

 values preservation and production of more value;

 manages performance;

 undertakes risk mitigation, job definition, and the supplier

relationship's value; and

 undertakes quality control.

 3) What are the four components of contract planning and
management? Explain each of them.
The four components of contract planning and management:
1. Risk analysis: Risk analysis is the process of detecting and
assessing possible problems that might have a detrimental effect
on critical business efforts or projects. This approach is used to
assist companies in avoiding or mitigating certain hazards.
2. Commercial: These as termed encompasses the commercial
side of the contract such as tracking of benefits, financial
management, review of pricing and analysis of financial risk
undertaken in a contract.
3. Suppliers and contract: This area ensures the proper
management of the terms and conditions of the contract and
managing the relationship with the supplier with open and a
healthy communication. It also includes variations that can be
included in the contract with mutual consent of the parties as well
as transition management.
4. Reporting: This underlines the entire reporting process of the
aspects of the contract.

Activity 1.3
Estimated 1 Hour
Time
Objective To provide you with an opportunity to conduct a case study.
 1) What are the three stages of 3PL communications? Please
explain all of them.
The three stages of 3PL communications are as follows:
 Establishing Expectations: In a new operation, this is the stage at
which the company outsourcing explains their objectives and
expectations to the 3PL. Similarly, the 3PL makes a commitment
regarding the service to be provided, which is typically backed up
by level of service metrics and other quantifiable performance
data. These terms are captured in a contract at the start of the
relationship. Ongoing, however, as exceptions, special projects,
and changes occur, each party is responsible for verbally and in
writing communicating both expectations and deliverables. Prior
to any substantive action taking place, the expectations and
deliverables must be mutually understood and agreed upon.

 Ongoing Updates: Once again, this is a conversation between the

solutions provider and the business that outsourced to them. It is
not only a matter of reporting stats. This is where many third-
party logistics providers fall short. This is where you will
maintain continuous communication about what is happening in
the operations on a daily basis. At the tactical level, a manager
typically communicates daily with a single point of contact about
operational issues. Additionally, a strategic conversation between
a senior executive from the 3PL and the executive decision maker
must occur at least monthly. These strategic discussions will
ensure alignment between the two entities, as well as a clear
understanding of expectations and performance.

 Exception Management: This is frequently the most critical stage

of communication between a business and a third-party logistics
provider. Bear in mind that businesses outsource either because
they lack the necessary internal core competencies or because
they wish to focus their energies and resources on other critical
aspects of their business, or both. Simply put, businesses pay
third-party logistics providers to lose sleep over their operations
so that their executives do not have to. 3PLs are compensated for
providing a level of expertise, identifying issues before they spiral
out of control, and managing exceptions and mitigating the
impact of operational issues.
Activity 2
Estimated 1 Hour
Time
Objective To provide you with an opportunity to conduct a case study.

1) Please describe the 11 Key indicators to help 3Pl service high.

Excessive Customer Problems

 Customer complaints: Is the volume of complaints indicating that

you are losing consumers to the extent that the 3PL relationship
poses a danger to your business? What processes and reporting
mechanisms do you use to ensure the quality and timeliness of the
services you provide? It is advised that you retain customer care
activities inside your organisation to monitor complaints and
inquiries.

 Shipment accuracy less than 99.9 percent: This degree of

precision is achievable if the fulfilment process is entirely bar
coded. This comprises merchandise, stock locations, and
procedures such as picking, shipping confirmations, and returns.

 Same-day shipment fails to deliver: There are three categories:

when consumers desire same-day shipping (e.g. overnight
delivery); when customers want same-day shipment and delivery
(e.g. four-hour delivery); and when a significant proportion of
customer orders are cleared before a cutoff time. The objective is
to fulfil 100% of orders in the first two categories and 100% by
the cutoff time.

 Ineffective account management: The 3PL's account manager

should act as an advocate for your organisation, offering prompt,
consistent service and answering queries, as well as training your
employees how their systems and services function and resolving
difficulties. This individual is critical to giving exceptional
service.

 Inadequate customer presentation: How does the product seem

when it is delivered? Is there an excessive amount of box taping?
Is the 3PL's shoddy housekeeping (i.e. dusty, unclean, and lacking
in care) reflected in the customer presentation? Under such
conditions reiterating the packing criteria is essential.
Internal Operations Problems

 Inventory accuracy less than 99.9 percent: Maintaining 99.9

percent accuracy requires barcoding all internal activities (e.g.,
receiving, put away, picking, pack confirm, shipping, and returns)
 as well as all goods, cases, and stock locations. How much
inventory must you absorb before the seller is held accountable?

 Failure to enforce vendor compliance: Failure to hold suppliers to

your compliance requirements creates havoc inside your
fulfilment processes, resulting in further difficulties such as QA
failures and higher expenses.

 Billing that is inexplicable: Do you have lengthy talks regarding

billing that cannot be effectively explained? This might create a
problem for the 3PL's legitimacy. Often, the problem is that the
3PL is using a WMS that was not developed for their industry. As
a consequence, they generate the invoice data by manual analysis,
which might be difficult to explain.

 Hourly vs. transactional billing: One option to achieve more

predictable billing is to charge for services supplied on a cost per
transaction basis rather than on an hourly one. Cost per
transaction billing incentivizes the 3PL to more precisely assess
and control productivity.

 Is your 3PL a good partner that provides you fresh ideas and
methods to save money and enhance customer service? This is a
necessary characteristic of any reputable supplier.

 Lacks continuous process improvement: Does the 3PL have a

mechanism for improving its efficiency and passing the savings
on to you?

Activity 3
Estimated 2 Hours
Time
Objective To provide you with an opportunity to conduct a case study.

1) Please describe the 7-top code of ethics for successful logistics

providers.
The seven top code of ethics for successful logistic providers are as
follows:
 Honesty: In terms of honesty, a logistics provider should take care
of the following:
• Provide complete transparency in their knowledge of their expertise and
the law (particularly anti-trust laws) of the countries in which they
operate, as the customer hiring their services will expect the Provider to
operate within the law of each and every country in which they operate,
particularly Customs Laws.

• Ensure that all data and information is accurately recorded, timely, and
in accordance with applicable data protection and confidentiality laws.

 Integrity: Integrity establishes the ground rules for demonstrating

our Code of Conduct and serves as the framework for our
decision-making, ensuring that all stakeholders anticipate a
specific level. Several of the principles of integrity that you may
expect a Logistics Provider to exemplify include the following:

• Being Accountable: Always act with honesty, integrity, and

consistency, even if it hurts the company's profit margins.

• Equity: Ensure that all employees, customers, and stakeholders are

treated fairly and with respect. This is not only a fundamental moral and
ethical standard that we should all demand from anybody with whom we
interact, but it also helps form good relationships, which are critical for
creating a reputation in the area of Logistics Providers.

• Conduct periodic and ongoing reviews of the code of conduct, for

example, via training programmes, to ensure that all workers continue to
maintain the ideals specified in the Code of Conduct and Mission
Statement.
 Leadership and respect for others: In any business, leaders are to
be the flag bearers of moral code and ethics and therefore they are
to lead with example. They are to showcase proper respect
towards everyone in the team and encourage team cohesiveness to
improve better relations and productivity.

 Accountability: Accountability is another core ethic / code of

conduct that a successful Logistics business (the organisation, its
employees, and all stakeholders) must adhere to – without
accurate record keeping and each stakeholder adhering to their
own high ethical standards in order to be held accountable at all
times, a business will simply lack the trust or integrity necessary
to function and grow in a highly competitive environment.

 Openness: When it matters, information must be relayed openly

and plainly. While you may have a very robust and precise Terms
 of Conditions, Code of Ethics / Code of Conduct, or other
document outlining precisely what your business offers, when
discussing specific business with a customer, it is critical that you
ensure the customer is aware of the relevant terms and conditions,
etc., pertaining to the service they require from you.

 Fairness: Fairness is primarily a moral ethical obligation to

behave fairly in business, and we must act fairly regardless of the
limits and restrictions this imposes on our judgement and actions.
In logistics, we collaborate with a diverse range of international
and domestic suppliers to facilitate the transportation of items on
behalf of our clients. To guarantee that our moral code is
impenetrable in terms of competitiveness and that we adhere to
antitrust rules in order to avoid an unfair advantage over our
opponent. By recognising and adopting antitrust, anti-corruption,
and anti-bribery legislation into our code of conduct, any
employee, customer, or stakeholder may be certain that our
company is fair.

 Selflessness and Non-judgmental: For any business to run

smoothly, the leader is to be selfless and allow for the employee
base to be happy by allowing them some space in their
professional life. A nurturing environment if to be created where
employees are put forward rather than the conventional top
bosses.

2) What is Equal employment opportunity, equity and diversity

principles? ExplainToll Group’s Diversity & Equal
Opportunity Policy.
Equal Employment Opportunity  is a philosophy that claims that all
individuals, regardless of race, sex, colour, religion, handicap, national
origin, or age, should have the opportunity to work and progress based on
their talent and aptitude.
The Toll group has a very inclusive Diversity and Equal Opportunity
Policy which underlines the fair process of employee treatment inthe
organization and how diverse workforce is carved for the organization to
provide diversified idea base and better working relations. It also states
adhering to legislations pertaining to the same and integrating training
and workshops to ensure that the members of the organization function in
harmony.
https://www.tollgroup.com/about/policies-procedures/diversity-
equal-opportunity-policy

3) What is Procurement? What are the benefits? What are the

steps involved?
The act of procuring products or services, generally for commercial
reasons, is referred to as procurement. Procurement is most often
connected with businesses since firms frequently need services or items
on a big scale. While procurement often refers to the ultimate act of
buying, it may also refer to the whole procurement process, which can be
vital for businesses prior to making their final purchase choice.
Companies may be on either side of the procurement process, as buyers
 or sellers, however we will concentrate on the soliciting firm in this
section.
The following steps are involved:
Purchase planning. • Standards determination. • Specifications
development. • Supplier research and selection • Price negotiation. •
Making the purchase. • Supply contract administration. • Inventory
control and stores

Summative Assessments

The summative assessments are the major activities designed to assess your skills, knowledge and
performance, as required to show competency in this unit. These activities should be completed
after finishing the Learner Guide. You should complete these as stated below and as instructed by
your trainer/assessor.
Performance and Knowledge may be termed as:

 Knowledge – knowledge requirements, required knowledge, essential knowledge,

knowledge evidence
 Performance – evidence requirements, performance evidence.

Section A: Performance Activity

The Performance Activity is designed to be a practical activity performed either in the workplace
or a simulated environment. You should demonstrate the required practical tasks for the unit of
competency and be observed by the assessor and/or third party, as applicable to the situation. If
the third party is required to observe you, you will need to make the required arrangements with
them.
If necessary for the activities, you should attach completed written answers, portfolios or any
evidence of competency to this workbook.

Section B: Knowledge Activity (Q & A)

The Knowledge Activity is designed to be a verbal questionnaire where the assessor asks you a
series of questions to confirm your competency for all of the required knowledge in the unit of
competency.

Section A: Performance Activity

Objective: To provide you with an opportunity to demonstrate the required performance elements
for this unit.

A signed observation by either an approved third party or the assessor will need to be included in
this activity as proof of completion.

This activity will enable you to demonstrate the following performance evidence also this activity
will enable you to demonstrate the following skills, as well:

 Reading
  Writing
 Numeracy
 Oral communication
 Navigate the world of work
 Interact with others
 Get the work done.

Answer the activity in as much detail as possible, considering your organisational requirements.

1. Throughout the duration of this unit, produce a diary documenting your performance of the
following tasks within the workplace or in the learning environment:

1. analysing and validating information accurately

2. analysing task complexities such as limitations, vulnerabilities and time limitations
3. applying a broad range of problem-solving strategies
4. assessing risk posed to the successful implementation of contract support services
5. communicating and negotiating with contractors and other stakeholders
6. developing a contract supervision strategy for contract support being augmented with own
organisation in a field deployment context
7. drafting and releasing complex forms of written communication
8. interpreting and applying complex documents such as contracts, legislation and guidelines
9. interpreting policies and procedures
10. making decisive, informed decisions that align with organisational requirements
11. moving forward despite the difficulty of the task
12. networking with a diverse range of service providers, contractors and end users
13. planning and organising own tasks in accordance with organisational requirements 
14. providing accurate and balanced reporting on contract performance
15. responding to contract variations and demonstrating how these affect the contract
supervision strategy
16. using appropriate information technology and software.

For each diary entry, you should provide a description of the situation as well as the action you
have taken to complete the task.

Where possible, a signed observation will be required as evidence of completion.

Section B: Knowledge Activity (Q & A)

Objective: To provide you with an opportunity to show you have the required knowledge for
this unit.

The answers to the following questions will enable you to demonstrate your knowledge of:

1. Explain commonwealth/state/territory government legislation, policies, practices and

guidelines relating to contract administration, including environmental, purchasing
guidance, logistics support concepts, and work health and safety (WHS)/occupational
health and safety (OHS)
According to the commonwealth legislation, when one engage to a contract, agreement, or
other formal work arrangement, the following will apply:

 Consult with contractors on their health and safety requirements and

responsibilities on the job to establish how shared responsibilities will be
addressed.
  Create a secure and healthy work environment in which physical and psychological
dangers are removed or minimised for employees

 Supply secure furniture and equipment, as well as secure work processes.

 Train employees to properly use furnishings and equipment and to work safely.

 Supervising employees in order to ensure their health and safety

 Offer enough facilities to ensure the wellbeing of employees and visitors

 Consult with employees on issues affecting their health and safety

 Investigate health and safety accidents and, if necessary, take further risk reduction
measures

 Monitor the contract on an ongoing basis to verify that contract-specific WHS

criteria are satisfied.

 Providing a supplier with adequate information to enable them to understand how

we intend to utilise a product

 Adhere to the supplier's guidelines for the proper use, storage, and disposal of the
materials we receive.

2. Explain the importance of contract performance management.

Contract management is a critical strategic problem for both the organisation and
individual initiatives. A comprehensive contract management organisation may improve
control, effectiveness, and cost containment while also providing strategic and competitive
benefits.

3. Provide information on contract negotiation.

Contract negotiation is the process through which parties exchange information in order to
establish an agreement.

4. Outline the importance of organisational writing conventions

Organizational writing conventions aid the members to familiarise themselves with the
writing patterns and styles essential for a professional document.

5. Explain organisation, function and logistics support capabilities

In an organization which undertakes logistical functions, logistics capability refers to the

component of a business's resources - encompassing all assets, competences,
 organisational procedures, firm qualities, information, and knowledge – that enables it to
develop and execute strategies that increase efficiency and effectiveness.

6. Comment on privacy and confidentiality requirements of a contract.

A contract is a legal binding document and the elements that are subjected as private and
are not to be disclosed to the masses are mentioned and the parties signing the contract are
legally obliged to abide by the confidentiality requirements of the contract.

7. Explain probity principles and issues

Integrity, uprightness, and honesty may all be described as full and proven. By adhering to
the highest standards of probity and integrity, organisations may secure procurement
operations and procedures, ensuring that they are resilient and able to resist scrutiny.
Probity is a set of criteria that requires proof of ethical behaviour and proper procedure.
Issues may arise on the same when the principles are not upheld in the business.

8. Provide information on risk management.

Risk management is the process of discovering, evaluating, and managing hazards to an

organization's capital and revenues. These dangers come in a number of forms, including
financial uncertainty, legal liability, technological challenges, strategic management
failures, accidents, and natural calamities.

Answer each of the above questions in as much detail as possible, considering your
organisational requirements for each one.
Learner Workbook checklist – for assessor
This should be used by the trainer/assessor to document the learner’s skills, knowledge
and performance as relevant to the unit activity. Indicate in the table below if the
learner is deemed satisfactory (S) or not satisfactory (NS) for theactivity or if
reassessment is required.

Learner’s name
Assessor’s name
Unit of Competence
(Code and Title)
Date(s) of assessment
Has the activity been answered and performed fully, as required Yes No
to assess the competency of the learner? (Please circle)

Has sufficient evidence and information been provided by the Yes No

learner for the activity? (Please circle)

Comments

Provide your comments here:

The
learner’s Not yet satisfactory Satisfactory
performanc
e was:
If not yet satisfactory, date for reassessment:

Feedback to learner:

Learner's
signature
Assessor's
signature