Unit of competency Outline
Date retreived
22/07/2026 9:12 AM AWST
22/07/2026 9:12 AM 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.
Provide strategic direction
Provide strategic direction
Unit of competency
National Code
PSPMNGT701B
PSPMNGT701B
State Code
C8219
C8219
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
08/07/2014
Field of Education
080399 - Business And Management, N.e.c.
Original Release Date
08/07/2014
Nominal Hours
60
Description
This unit covers the provision of strategic direction within the organisation. It includes analysing factors in the operating environment, developing and coordinating a strategy for determining strategic priorities, and formulating and communicating strategic priorities.In practice, providing strategic direction overlaps with other generalist or specialist public sector work activities such as providing ethical leadership, influencing strategic policy, managing diversity, leading human resources etc.This unit replaces and is equivalent to PSPMNGT701A Provide strategic direction.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Analyse factors in the operating environment
- 1.1 The organisation's purpose and direction within the overall government strategy, and its integration with other government service providers, are analysed with a view to determining key factors and issues for consideration and response.
- 1.2 The organisation's culture, values and strategic priorities are analysed with a view to determining key factors and issues for consideration and response.
- 1.3 Internal and external factors likely to impact upon the organisation are continually monitored and analysed.
- 1.4 Best practice models related to the nature of the organisation's core business are explored.
- 1.5 Client needs and preferences are identified and analysed.
- 1.6 Legislation and organisational policies and practices that may impact upon organisation's operations are identified and analysed.
2. Develop and coordinate a strategy for determining strategic priorities
- 2.1 Consultation with key stakeholders is conducted in a manner that maximises their commitment and contribution.
- 2.2 Constructive solutions are found where stakeholders are in conflict.
- 2.3 Analysis and evaluation of information gained from a variety of sources, including key stakeholders, is used to identify strategic options for prioritisation.
- 2.4 Benchmarking is undertaken with other organisations or best practice standards to inform development of strategic priorities.
- 2.5 Priorities of other government service providers are considered to ensure duplication will be avoided and services integrated for the benefit of clients.
3. Formulate and communicate strategic priorities
- 3.1 Strategic priorities are developed that support overall government strategy.
- 3.2 Strategic priorities are developed that embody the organisation's values, beliefs and philosophy.
- 3.3 Strategic priorities are used to draw together and reflect the suggestions and interests of stakeholders.
- 3.4 Strategic priorities are developed that embody a shared vision for the future and set out challenging but realistic objectives that encourage staff to be creative and innovative in their approach to attaining objectives.
- 3.5 Strategic priorities are communicated to stakeholders using a variety of strategies and in such a way as to attract their support.
- 3.6 Implementation is monitored to ensure strategic priorities are addressed through related business unit and individual objectives.
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.
Best practice models may include:
state, national and international models
Legislation, organisational policies and practices may include:
Commonwealth and State/Territory legislation including equal employment opportunity and anti-discrimination law
national and international codes of practice and standards
environmental/sustainability standards
the organisation's policies and practices
government policy
codes of conduct
Stakeholders may include:
all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services, such as:
employees at all levels of the organisation
other public sector organisations
union and association representatives
boards of management
government
Ministers
Strategic priorities may be:
objectives in key result areas identified through the organisation's strategic planning process that have the highest priority rating demanding immediate action
Best practice models may include:
state, national and international models
Legislation, organisational policies and practices may include:
Commonwealth and State/Territory legislation including equal employment opportunity and anti-discrimination law
national and international codes of practice and standards
environmental/sustainability standards
the organisation's policies and practices
government policy
codes of conduct
Stakeholders may include:
all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services, such as:
employees at all levels of the organisation
other public sector organisations
union and association representatives
boards of management
government
Ministers
Strategic priorities may be:
objectives in key result areas identified through the organisation's strategic planning process that have the highest priority rating demanding immediate action
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC701A Lead and influence ethical practice in the public sector
PSPHR703A Provide leadership in strategic human resource management
PSPMNGT702A Influence and shape diversity management
PSPMNGT703A Lead and influence change
PSPMNGT704A Undertake enterprise risk management
PSPPOL701A Influence strategic policy
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 Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
provision of strategic direction in a range of (2 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
strategic planning guidelines
relevant legislation, procedures and protocols
workplace information such as mission, vision, goals etc
case studies and scenarios to capture the range of situations likely to be encountered when providing strategic direction
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 providing strategic direction, including coping with difficulties, irregularities and breakdowns in routine
provision of strategic direction 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
authenticated evidence from the workplace and/or training courses
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
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC701A Lead and influence ethical practice in the public sector
PSPHR703A Provide leadership in strategic human resource management
PSPMNGT702A Influence and shape diversity management
PSPMNGT703A Lead and influence change
PSPMNGT704A Undertake enterprise risk management
PSPPOL701A Influence strategic policy
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 Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
provision of strategic direction in a range of (2 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
strategic planning guidelines
relevant legislation, procedures and protocols
workplace information such as mission, vision, goals etc
case studies and scenarios to capture the range of situations likely to be encountered when providing strategic direction
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 providing strategic direction, including coping with difficulties, irregularities and breakdowns in routine
provision of strategic direction 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
authenticated evidence from the workplace and/or training courses
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
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C3449 | PSPMNGT701A | Provide strategic direction | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AWU48 | PSPMGT013 | Provide strategic direction | Unit of competency |
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