Unit of competency Outline
Date retreived
22/07/2026 6:30 PM AWST
22/07/2026 6:30 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage a community sector organisation
Manage a community sector organisation
Unit of competency
National Code
CHCORG614A
CHCORG614A
State Code
D2644
D2644
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
03/05/2010
Field of Education
080301 - Business Management
Original Release Date
03/05/2010
Nominal Hours
95
Description
This unit describes the knowledge and skills required to plan and monitor the development direction and changes of a complex organisation, range of programs or major program areaThis unit describes the knowledge and skills required to plan and monitor the development direction and changes of a complex organisation, range of programs or major program area
Notes
Elements and Performance Criteria
1 Coordinate organisation planning
- 1.1 Identify appropriate strategic alliances and negotiate and maintain participation
- 1.2 Identify overall purpose and philosophy of the organisation and translate into a written or recorded set of aims and objectives which are clearly understood, measurable and attainable and evaluated as appropriate
- 1.3 Implement appropriate corporate planning processes that make best use of internal and external consultation processes
- 1.4 Implement appropriate corporate planning processes to ensure responsiveness to client needs
- 1.5 Undertake appropriate consultation with relevant people and agencies
- 1.6 Establish appropriate management structure and process to coordinate corporate planning, advise decision-makers and reflect principles and philosophy of the organisation
- 1.7 Analyse the way in which values and beliefs of workers and stakeholders may influence defined organisation purpose and philosophy and communicate to all relevant participants
- 1.8 Make resources available as appropriate to support the planning processes at all levels
- 1.9 Develop systems, processes and timeframes for all aspects and components of the planning process
2 Design and implement the structures and process of the organisation
- 2.1 Determine appropriate structure for the organisation to match organisation philosophy and purpose
- 2.2 Develop, agree, implement and monitor lines of decision-making and accountability
- 2.3 Prepare budgets in line with strategic plan and make allowance for all requirements and components of planning and implementation of programs and services
- 2.4 Establish financial accountability systems which meet agreed organisation best practice provisions
- 2.5 Ensure planning guidelines provide for inclusion of appropriate statutory, legislative and practice provisions
- 2.6 Develop clear, fully documented planning guidelines and systems and make them accessible to all involved
3 Implement evaluation processes
- 3.1 Hold appropriate consultations with stakeholders to examine issues and trends and advise decision-makers of outcomes as required
- 3.2 Complete all required reporting in a timely way in accordance with organisation requirements
- 3.3 Identify, develop and implement appropriate evaluation arrangements with representation from relevant stakeholder groups
- 3.4 Prepare advice and provide to decision-makers within the negotiated format and timeframe
4 Enable organisation to meet legal requirements
- 4.1 Implement mechanisms to ensure relevant commonwealth, state and local government legal requirements are identified and adhered to
- 4.2 Regularly update information about current legal requirements and if appropriate, develop proposals to modify organisation policy and procedures
5 Establish the profile of the organisation and market its services
- 5.1 Use formal and informal networks as channels to communicate the organisation's activities and achievements
- 5.2 Use a range of communication media and activities to convey information about activities and achievements of the organisation to encourage support and interest
- 5.3 Seek and utilise opportunities to promote the organisation through media, government and the community
- 5.4 Display confidentiality and sensitivity in details, content and extent of public comment on organisation's activities
6 Give direction for the effective management of the organisation
- 6.1 When required, develop and articulate policies and procedures for the employment role of the organisation and monitor their implementation
- 6.2 Promptly address problems in implementing defined procedures to ensure resolution
- 6.3 Prepare reports to comprehensively and accurately describe organisation's activities and achievements and present to relevant stakeholders and management, as required
- 6.4 When required, facilitate processes of management and/or board meetings to ensure effective and informed deliberations and decision-making
- 6.5 Identify and implement mechanisms for effective coordination of activities and services
7 Manage changes in the organisation
- 7.1 Identify policy, social, political and economic trends and assess their potential impact on the organisation
- 7.2 Assess and revise management and work practices relative to social, political and economic trends and impacts
- 7.3 Define and monitor indicators for change within the organisation
- 7.4 Identify and promote opportunities for positive change and undertake appropriate work to maximise support from staff, clients and stakeholders
RANGE STATEMENT
The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts.
Strategies for the development of policies, practices and standards may include:
Change management
Organisation development
Indicators for change include:
Staff
Management committee
Organisation executive management turnover
User involvement
Level of commitment to organisation's aims and objectives
Relationship with external agencies
Change in government polices and associated change in organisation focus
Communication designed to promote the organisation include:
Verbal presentations
Letters
Brochures
Fliers and other written advertisements
Poster and other artwork and audiovisual advertisements
Changes in the organisation may be related to:
Nature and focus of service, programs and activities
Changing service users
Staff requirements
Employment and work practices
Management decision-making processes
Membership changes
New buildings and other resources
Different levels of funding
Legislative change
Technological change
External policy change
Strategic alliances will include:
Industry networks
Professional associations
Other key agencies/organisations
Political parties and committees
Key government officers
Ministerial advisers and staff
Ministerial advisory committees
Key public policy and decision-makers
Funding agencies
Business leaders
Community leaders
Social/economic/political researchers, analysts and advisers
Media
Special interest groups
Specialist services
Information management may relate, for example, to:
Establishment and maintenance of policies, procedures and systems to support collection and recording of information required for a range of purposes, such as:
business analysis, planning and ongoing management
quality assurance, accreditation and/or audit purposes
sales and marketing
organisation review and evaluation processes
Establishment and maintenance of policies, procedures and systems to ensure security of information where required to address legislative requirements, such as privacy / confidentiality and OHS
Maintenance of up-to-date client and network database information
The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts.
Strategies for the development of policies, practices and standards may include:
Change management
Organisation development
Indicators for change include:
Staff
Management committee
Organisation executive management turnover
User involvement
Level of commitment to organisation's aims and objectives
Relationship with external agencies
Change in government polices and associated change in organisation focus
Communication designed to promote the organisation include:
Verbal presentations
Letters
Brochures
Fliers and other written advertisements
Poster and other artwork and audiovisual advertisements
Changes in the organisation may be related to:
Nature and focus of service, programs and activities
Changing service users
Staff requirements
Employment and work practices
Management decision-making processes
Membership changes
New buildings and other resources
Different levels of funding
Legislative change
Technological change
External policy change
Strategic alliances will include:
Industry networks
Professional associations
Other key agencies/organisations
Political parties and committees
Key government officers
Ministerial advisers and staff
Ministerial advisory committees
Key public policy and decision-makers
Funding agencies
Business leaders
Community leaders
Social/economic/political researchers, analysts and advisers
Media
Special interest groups
Specialist services
Information management may relate, for example, to:
Establishment and maintenance of policies, procedures and systems to support collection and recording of information required for a range of purposes, such as:
business analysis, planning and ongoing management
quality assurance, accreditation and/or audit purposes
sales and marketing
organisation review and evaluation processes
Establishment and maintenance of policies, procedures and systems to ensure security of information where required to address legislative requirements, such as privacy / confidentiality and OHS
Maintenance of up-to-date client and network database information
The evidence guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package.
Critical aspects for assessment and evidence required to demonstrate this unit of competency:
The individual being assessed must provide evidence of specified essential knowledge as well as skills
This unit is most appropriately assessed in the workplace or in a simulated workplace and under the normal range of workplace conditions This may include the use of languages other than English and alternative communication systems
It is recommended that assessment take place on more than one occasion to enable all aspects of managing a service organisation to be assessed
Access and equity considerations:
All workers in community services should be aware of access, equity and human rights issues in relation to their own area of work
All workers should develop their ability to work in a culturally diverse environment
In recognition of particular issues facing Aboriginal and Torres Strait Islander communities, workers should be aware of cultural, historical and current issues impacting on Aboriginal and Torres Strait Islander people
Assessors and trainers must take into account relevant access and equity issues, in particular relating to factors impacting on Aboriginal and/or Torres Strait Islander clients and communities
Context of and specific resources for assessment:
This unit can be assessed independently, however holistic assessment practice with other community services units of competency is encouraged
Resource requirements for assessment of this unit include access to:
an appropriate workplace where assessment can be conducted or simulation of realistic workplace setting for assessment
Method of assessment:
Assessment may include observations, questioning and evidence gathered from the workplace
Critical aspects for assessment and evidence required to demonstrate this unit of competency:
The individual being assessed must provide evidence of specified essential knowledge as well as skills
This unit is most appropriately assessed in the workplace or in a simulated workplace and under the normal range of workplace conditions This may include the use of languages other than English and alternative communication systems
It is recommended that assessment take place on more than one occasion to enable all aspects of managing a service organisation to be assessed
Access and equity considerations:
All workers in community services should be aware of access, equity and human rights issues in relation to their own area of work
All workers should develop their ability to work in a culturally diverse environment
In recognition of particular issues facing Aboriginal and Torres Strait Islander communities, workers should be aware of cultural, historical and current issues impacting on Aboriginal and Torres Strait Islander people
Assessors and trainers must take into account relevant access and equity issues, in particular relating to factors impacting on Aboriginal and/or Torres Strait Islander clients and communities
Context of and specific resources for assessment:
This unit can be assessed independently, however holistic assessment practice with other community services units of competency is encouraged
Resource requirements for assessment of this unit include access to:
an appropriate workplace where assessment can be conducted or simulation of realistic workplace setting for assessment
Method of assessment:
Assessment may include observations, questioning and evidence gathered from the workplace
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| S3205 | CHCORG14B | Manage a service organisation | Unit of competency |
| S3201 | CHCORG10B | Manage organisational change | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| D8601 | CHCORG614B | Manage a community sector organisation | Unit of competency |
