Unit of competency Outline
Date retreived
22/07/2026 6:08 AM AWST
22/07/2026 6:08 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.
Plan and implement changes in justice services
Plan and implement changes in justice services
Unit of competency
National Code
CSCORG602A
CSCORG602A
State Code
S6003
S6003
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
22/07/2014
Field of Education
091101 - Justice Administration
Original Release Date
22/07/2014
Nominal Hours
60
Description
This unit of competency describes the outcomes required to identify and implement constructive change in the policies and services of the justice system.
Notes
Elements and Performance Criteria
1Identify opportunities for improvements.
- 1.1 Monitor trends in the community and in human services and evaluate them for their implications for justice services.
- 1.2 Ensure that information gathered through a wide range of media is relevant, reliable and balanced to allow valid analysis and judgements to be made.
- 1.3 Consult key people with an interest in the services of the justice system and give opportunities for them to contribute to the evaluation of services and areas needing change.
- 1.4 Confirm that improvements identified are realistic and consistent with the organisation's strategic plans, objectives and policy and with the political and social environment of justice services.
- 1.5 Consult key people inside and allied to the justice system, providing them with relevant, clear and accurate information about the context and proposal for change.
2Evaluate the costs and benefits of change.
- 2.1 Use complete and accurate information to evaluate current and proposed justice services, outcomes and processes in order to identify relative benefits and disadvantages.
- 2.2 Determine resource implications of options for change and assess them according to priorities and benefits.
- 2.3 Ensure that analysis of the implications of change is consistent with the information and identified objectives relevant to services in the justice system.
- 2.4 Include the advice of key people in the analysis.
- 2.5 Evaluate the proposed changes, including using information drawn from past experience and likely future circumstances.
- 2.6 Check the identified benefits and disadvantages of proposed changes and confirm these with key people likely to be effected.
3Plan the implementation of change.
- 3.1 Provide clear and accurate information on proposed change to relevant people at the appropriate time.
- 3.2 Identify obstacles to change and design constructive strategies to overcome them.
- 3.3 Actively promote proposed changes with key people.
- 3.4 Back up arguments with clear and accurate evidence.
- 3.5 Identify the people and resources involved in the implementation of change and ensure roles, responsibilities and outcomes are clearly defined.
- 3.6 Design feedback and monitoring mechanisms to ensure implementation of change meets strategic plans and objectives.
4Promote agreement on the implementation of change.
- 4.1 Present plans for the implementation of change positively and comprehensively to key people with an interest in the changes.
- 4.2 Explain purpose, process and outcomes of change in a clear and accurate manner.
- 4.3 Assess the understanding and responses of key people and their level of commitment.
- 4.4 Check that compromises made during negotiations remain consistent with the purposes and objectives of change.
- 4.5 Conduct negotiations in a manner that maintains positive and productive working relationships with those involved.
- 4.6 Report failure to reach agreements objectively and in a manner that maintains morale, motivation and positive professional relationships.
5Implement and monitor changes.
- 5.1 Introduce implementation activities at a time, level and pace that can be accommodated by those involved.
- 5.2 Allocate resources needed for implementation according to priorities and the stages of the plan.
- 5.3 Monitor and evaluate the impact of change according to evaluation mechanisms, using methods that minimise disruption.
- 5.4 Deal with problems arising from implementation promptly and effectively through the use of flexibility and reasonable modifications.
- 5.5 Identify key people to be involved in change process and ensure their involvement is consistent with their roles, responsibilities, skills and levels of commitment.
- 5.6 Ensure that results are consistent with objectives and expectations.
- 5.7 Check that the changes reflect the quality standards agreed to and endorsed by the organisation.
- 5.8 Provide feedback on the impact of change to senior staff as input to planning and policy development and reporting.
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. 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.
Trends should include examples of those:
generated within the organisation
initiated and determined by significant external agencies
based on popular and community attitudes.
Key people should include:
senior executive team
operational managers
those influencing popular opinion
specialist and expert consultants
those with political influence
leaders in other allied areas.
Change in justice services will include examples of a significant selection from the following:
implementation of new work practices
requirements of organisational and systemic reviews
requirements of external reviews
recommendations from statutory inquiries
new justice legislation
new contracts for justice services
machinery of government change
changes in government
budgetary reform
organisational restructure
technology transfer to the workplace
emerging community issues
new government programs
natural disasters
significant staffing changes.
Trends should include examples of those:
generated within the organisation
initiated and determined by significant external agencies
based on popular and community attitudes.
Key people should include:
senior executive team
operational managers
those influencing popular opinion
specialist and expert consultants
those with political influence
leaders in other allied areas.
Change in justice services will include examples of a significant selection from the following:
implementation of new work practices
requirements of organisational and systemic reviews
requirements of external reviews
recommendations from statutory inquiries
new justice legislation
new contracts for justice services
machinery of government change
changes in government
budgetary reform
organisational restructure
technology transfer to the workplace
emerging community issues
new government programs
natural disasters
significant staffing changes.
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.
Overview of assessment
Evidence for assessment 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.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
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 employability skills as they relate to this unit
ability to plan and implement changes in justice services in a range of (two or more) contexts or occasions, over time.
Context of and specific resources for assessment
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 by an individual responsible for planning and implementing changes in justice services as part of a coordinated team, including coping with difficulties, irregularities and changes to routine
copies of legislation, policies, procedures and guidelines relating to change management within the organisation
access to appropriate learning and assessment support when required.
Method of assessment
The following assessment methods are suggested:
observation of performance in routine workplace activities within a range of agreed responsibilities and in various work locations
written and/or oral questioning to assess knowledge and understanding
completion of workplace documents and reports produced as part of routine work activities
third-party reports from experienced practitioners
completion of performance feedback from supervisors and colleagues.
Guidance information for assessment
Assessment methods should reflect workplace demands, and any identified special needs of the candidate, including language and literacy implications and cultural factors that may affect responses to the questions.
In all cases where practical assessment is used it will be combined with targeted questioning to assess the underpinning knowledge.
Overview of assessment
Evidence for assessment 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.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
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 employability skills as they relate to this unit
ability to plan and implement changes in justice services in a range of (two or more) contexts or occasions, over time.
Context of and specific resources for assessment
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 by an individual responsible for planning and implementing changes in justice services as part of a coordinated team, including coping with difficulties, irregularities and changes to routine
copies of legislation, policies, procedures and guidelines relating to change management within the organisation
access to appropriate learning and assessment support when required.
Method of assessment
The following assessment methods are suggested:
observation of performance in routine workplace activities within a range of agreed responsibilities and in various work locations
written and/or oral questioning to assess knowledge and understanding
completion of workplace documents and reports produced as part of routine work activities
third-party reports from experienced practitioners
completion of performance feedback from supervisors and colleagues.
Guidance information for assessment
Assessment methods should reflect workplace demands, and any identified special needs of the candidate, including language and literacy implications and cultural factors that may affect responses to the questions.
In all cases where practical assessment is used it will be combined with targeted questioning to assess the underpinning knowledge.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUZ45 | CSCORG024 | Plan and implement changes in justice services | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| W997 | CSC60112 | Advanced Diploma of Correctional Management | Qualification |