| 3.1 Accountability for Assets |
Capital assets are income producing, or potentially income producing
items either owned by the organisation or to which the organisation has
rights. In not-for-profit organisations such assets can be those used for
providing a service, eg a community centre, gardens, or library. Examples
of physical assets include raw materials, plant, equipment, stock, and
buildings. Non-physical assets include bank deposits, accounts receivable,
investments, and securities. Intangible assets include for example
contracts, patents, copyrights, leases and similar rights. Information is
also an asset within the definition of this factor, as are significant
natural assets within the organisation's area of authority, such as a
national park within a Local or State government area. Goodwill is an
asset but is covered by the factor Accountability for Client Service.
Accountability for Assets measures the level of responsibility the
position has been entrusted with for organisation assets in terms of
their safe keeping, productivity, and possibly also maintenance, together
with the relative monetary value of the assets and the impact the competent
use of those assets can have on the organisation. Here, as with other
factors in Jobscore, we consider competency (in the management of the
assets), not the impact of negligent management.
The highest level that should be recorded for this factor within a particular
organisation should be commensurate with the value of the assets entrusted to
the organisation by its owners.
Table 3.1 Accountability for Assets
| Level | Description |
| 1 |
The assets over which the position has a level of stewardship are not material and in themselves are of minimal importance in the overall context of the organisation. Examples include. small tools, office equipment. |
| 2 |
The assets over which the position has a level of stewardship do not contribute materially to the wellbeing of the organisation nor does the level of efficiency of their use materially impact on the overall performance of the organisation. Such assets have limited importance in the overall context of the organisation and include for example machines, vehicles, small mobile plant, small amounts of cash.
|
| 3 |
The assets over which the position has a level of stewardship can have a material impact on the organisation, such as an important piece of equipment, important but replaceable information records (including libraries and computer-based information records). These assets are considered to be important. |
| 4 |
The assets over which the position has a level of stewardship make an important contribution to the wellbeing of the organisation and the level of efficiency of their use makes a measurable impact on the overall performance of the organisation. They are costly and time consuming to establish, eg major pieces of equipment and machinery, buildings, warehouses, large amounts of cash. The importance of such assets is substantial. |
| 5 |
The assets over which the position has a level of stewardship make a
very important contribution to the wellbeing of the organisation and the
level of efficiency of their use makes a measurable impact on the overall
performance of the organisation. They are difficult, costly and time
consuming to establish, eg major engineering structures; negotiated rights;
major contracts; research items;
and major units of plant.
These assets are of major importance to the organisation.
|
| 6 |
The assets over which the position has a level of stewardship cannot be replaced and are of long term value to the organisation, eg unique items, very important works of art, some copyrights, some patents. Individually these assets make important contributions to the wellbeing of the organisation and the level of efficiency of their use makes a marked impact on the overall performance of the organisation. These assets are highly significant in the context of the organisation.
|
| 7 |
The assets over which the position has a level of stewardship and accountability for their efficient use impact materially on the overall performance and well being of the organisation, eg major investment portfolios, major long term contracts, rights that give the organisation a significant advantage over competitors. These assets are critical to the organisation. |
Copyright (C)
2001 National Remuneration Centre, Melbourne, Australia.
All rights reserved.
