Unit of competency Outline
Date retreived
23/07/2026 12:05 AM AWST
23/07/2026 12:05 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.
Lead the strategic planning process for local government
Lead the strategic planning process for local government
Unit of competency
National Code
LGAGCM704A
LGAGCM704A
State Code
D2851
D2851
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
15/08/2014
Field of Education
080307 - Organisation Management
Original Release Date
15/08/2014
Nominal Hours
70
Description
This unit covers the process of leading the development of high level strategic plans for councils. Essential to this unit is the understanding that councils operate in a multifaceted environment and reflect the communities that they serve. Strategic planning encompasses the analysis of the environment, issues of sustainability, identification of risks and opportunities, and specification of strategic directions that serve the vision and mission of the council. The identification of performance indicators and their monitoring is critical to success. No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Notes
Elements and Performance Criteria
1. Determine framework for development of strategic plan
- 1.1 Extensive consultation with council and senior staff is undertaken to determine parameters that will be used for the planning process, including time frames and budget.
- 1.2 Analysis of current strategic planning frameworks is conducted to determine a methodology that is in keeping with council's environment, needs and values.
- 1.3 Stakeholders who will contribute to plan's development are identified.
- 1.4 Planning methodology is developed and project plan, including resource allocation, is documented.
- 1.5 Goals and outcomes of plan are identified and stakeholder support is gained.
2. Conduct high-level scan of council operating environment
- 2.1 Extensive local, national and international research is undertaken and managed to identify key issues effecting council.
- 2.2 Issues of environmental sustainability and regional economic performance are reviewed.
- 2.3 Demographic and industry trend data is identified, collected and analysed to provide profiling information about the region in which the council operates.
- 2.4 Key strengths, weaknesses, opportunities and threats (SWOT) are identified.
- 2.5 Major risk factors are identified that could constrain achievement of council goals in the short, medium and long term.
- 2.6 Extensive consultation is conducted with stakeholders in the community, industry and government to identify issues and expectations impacting upon council's operations.
3. Lead the establishment of council goals and key result areas
- 3.1 Processes to engage council, staff and stakeholders are developed and implemented to establish council's major goals during the forecast/planning period.
- 3.2 Critical success factors that will be in place to support attainment of plan are established, including staff resources, financial resources, staff skills and external support.
- 3.3 Leadership to establish council's key result areas for the period of the plan is provided.
4. Lead the formulation of the detailed strategic plan
- 4.1 Processes and delegations are put in place and managed to develop plan in line with chosen methodology and format.
- 4.2 Communications strategy is planned and put in place to ensure staff and stakeholders are informed of progress, changes and outcomes.
- 4.3 Appropriate methods are employed to gain commitment to process and plan.
- 4.4 Sign-off and commitment to finalised strategic plan are obtained from relevant stakeholders and participants.
5. Plan and manage implementation processes
- 5.1 Development of the necessary tactical or operational plans across business units or departments required to implement the longer-term strategic plan is lead and managed.
- 5.2 Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted.
- 5.3 Performance indicators or benchmarks are established in line with council process in order to determine progress and success.
- 5.4 Change management process is planned and led with consideration given to the building of strong team commitment.
- 5.5 Strategies to skill the workforce in order to enact the plan are put in place.
- 5.6 Communication processes are put in place to inform and support staff and stakeholders during any required change and implementation process.
6. Develop and manage monitoring and review process
- 6.1 Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted for relevant service delivery and corporate support areas.
- 6.2 Reporting processes with council, community, staff and other agencies are planned, implemented and monitored.
- 6.3 Outcomes of strategic and operational plans are monitored in line with agreed processes.
- 6.4 Review or refinement of activities is undertaken in light of changing conditions to ensure attainment of strategic plan's goals.
The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the Performance Criteria is detailed below.
Consultation may include:
focus groups
in-depth interviews
quantitative research techniques
customer satisfaction monitoring (CSM) approach, e.g. telephone, questionnaires, face-to-face interviews or in-depth interviews
listening to customers
Strategic planning frameworks may include:
recognised academic planning models
commercial planning models
in-house planning models
Stakeholders may include:
elected members
interest and community groups
ratepayers
staff
unions
local enterprises
government agencies
neighbouring councils
industry groups
Risk factors may include:
economic or demographic changes within the community
changing government regulations or laws
inability to maintain supply of goods
staff shortages
environmental issues, including sustainability and developing a response to major issues, such as climate change and water security
Consultation may include:
focus groups
in-depth interviews
quantitative research techniques
customer satisfaction monitoring (CSM) approach, e.g. telephone, questionnaires, face-to-face interviews or in-depth interviews
listening to customers
Strategic planning frameworks may include:
recognised academic planning models
commercial planning models
in-house planning models
Stakeholders may include:
elected members
interest and community groups
ratepayers
staff
unions
local enterprises
government agencies
neighbouring councils
industry groups
Risk factors may include:
economic or demographic changes within the community
changing government regulations or laws
inability to maintain supply of goods
staff shortages
environmental issues, including sustainability and developing a response to major issues, such as climate change and water security
Overview of assessment requirements
A person who demonstrates competency in this unit will be able to perform the outcomes described in the elements to the required performance level detailed in the performance criteria. The unit's skill and knowledge requirements must also be demonstrated. The candidate will demonstrate the capacity to manage and drive complex planning processes.
Critical aspects of evidence to be considered
The demonstrated ability to:
lead and manage the strategic planning process
apply planning methodologies to the conditions and requirements of the council
Context of assessment
Assessment of performance requirements in this unit should be undertaken with the context of the local government framework. Competency is demonstrated by performance of all stated criteria, including the range of variables applicable to the workplace environment.
Method of assessment
The following assessment methods are suggested:
preparation of a major workplace project report/portfolio (that may incorporate assessment of related units) as a key form of assessment that enables candidates to integrate the learning and assessment project into their regular work responsibilities, which enables integrated and holistic assessment of the complex skills and knowledge addressed in this unit
observation of the learner performing a range of workplace tasks over sufficient time to demonstrate his/her handling of a range of contingencies
written and oral questioning to assess knowledge and understanding
completion of workplace documentation
third-party reports from experienced practitioner
completion of self-paced learning materials, including personal reflection and feedback from trainer, coach or supervisor
Evidence required for demonstration of consistent performance
Evidence should be gathered over a period of time in a range of actual or simulated management environments.
Resource implications
Access to a workplace or simulated case study that provides the following resources:
relevant council documents, such as strategic and operational plans
relevant local government legislation and regulations
A person who demonstrates competency in this unit will be able to perform the outcomes described in the elements to the required performance level detailed in the performance criteria. The unit's skill and knowledge requirements must also be demonstrated. The candidate will demonstrate the capacity to manage and drive complex planning processes.
Critical aspects of evidence to be considered
The demonstrated ability to:
lead and manage the strategic planning process
apply planning methodologies to the conditions and requirements of the council
Context of assessment
Assessment of performance requirements in this unit should be undertaken with the context of the local government framework. Competency is demonstrated by performance of all stated criteria, including the range of variables applicable to the workplace environment.
Method of assessment
The following assessment methods are suggested:
preparation of a major workplace project report/portfolio (that may incorporate assessment of related units) as a key form of assessment that enables candidates to integrate the learning and assessment project into their regular work responsibilities, which enables integrated and holistic assessment of the complex skills and knowledge addressed in this unit
observation of the learner performing a range of workplace tasks over sufficient time to demonstrate his/her handling of a range of contingencies
written and oral questioning to assess knowledge and understanding
completion of workplace documentation
third-party reports from experienced practitioner
completion of self-paced learning materials, including personal reflection and feedback from trainer, coach or supervisor
Evidence required for demonstration of consistent performance
Evidence should be gathered over a period of time in a range of actual or simulated management environments.
Resource implications
Access to a workplace or simulated case study that provides the following resources:
relevant council documents, such as strategic and operational plans
relevant local government legislation and regulations
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| D352 | LGA70108 | Graduate Certificate In Local Government Management | Qualification |