Unit of competency Outline
Date retreived
22/07/2026 8:03 PM AWST
22/07/2026 8:03 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 extended touring programs
Manage extended touring programs
Unit of competency
National Code
SITTGDE005A
SITTGDE005A
State Code
S6438
S6438
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
30/10/2008
Field of Education
080323 - Tourism Management
Original Release Date
30/10/2008
Nominal Hours
70
Description
This unit describes the performance outcomes, skills and knowledge required to coordinate an extended touring program of more than one day's duration. It requires the ability to manage all tour logistics taking a holistic approach to the touring program and to solve touring and group member problems. It also requires the ability to ensure the ongoing welfare and satisfaction of group tour members and to develop and maintain group cohesion and rapport throughout the touring program.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1 Manage touring arrangements.
- 1.1 Manage all tour logistics taking a holistic approach to the whole touring program at all times.
- 1.2 Conduct touring program according to the prearranged touring itinerary.
- 1.3 Make forward reconfirmations and bookings progressively throughout the program.
- 1.4 Reconfirm or arrange operational details progressively throughout the program.
- 1.5 Reorganise and adjust touring arrangements when required within the scope of individual responsibility.
- 1.6 Make major adjustments within budget according to controlling office guidelines.
- 1.7 Make adjustments to touring arrangements in the context of the whole program.
- 1.8 Maintain ongoing contact with controlling office and forward suppliers as required.
2 Liaise and negotiate with others.
- 2.1 Maximise operational efficiency and customer service levels by effective liaison and negotiation with all those contributing to the operation of the program.
- 2.2 Conduct negotiations in a businesslike and professional manner within the relevant cultural context.
- 2.3 Conduct negotiations in the context of the entire touring program.
- 2.4 Conduct negotiations to take account of the overall relationship between the organisation and the other stakeholders.
- 2.5 Select communication and negotiation style appropriate to the circumstance.
- 2.6 Use negotiation and communication techniques to maximise the chances of an acceptable outcome for all parties.
- 2.7 Note and confirm accurately in writing all agreements as required by specific circumstances.
- 2.8 Provide relevant information to the controlling office promptly and as required by organisation guidelines.
3 Develop and maintain group rapport.
- 3.1 Develop and maintain a team spirit for the duration of the program.
- 3.2 Gain the trust and confidence of the group through the demonstration of professional competence and integrity and ensure customer satisfaction with the touring program.
- 3.3 Use leadership and communication skills to foster group cohesion.
- 3.4 Encourage customer participation and group interaction.
- 3.5 Identify and assess potential conflict within the group promptly and should conflict arise, take appropriate action to assist resolution.
4 Solve problems that arise on tour.
- 4.1 Identify and consider problems promptly from both an operational and customer service perspective in the context of the entire touring program.
- 4.2 Initiate short-term action to resolve the immediate problem where appropriate.
- 4.3 Analyse problems for any long-term commercial impact and assess and action solutions.
- 4.4 Present a positive image of the organisation and its contracted suppliers at all times.
- 4.5 Take responsibility for resolving the problem within the scope of individual authority and to ensure customer satisfaction.
- 4.6 Consult the controlling office when required and appropriate to resolve problems outside scope of guidelines and responsibility.
- 4.7 Take appropriate follow-up action to monitor the effectiveness of chosen solutions.
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. Bold italicised wording in the performance criteria is detailed below.
Types of extended touring programs may include:
general sightseeing tours
ecotours
adventure tours
camping tours
cultural and historical tours
cruise programs
pre and post-conference tours.
Reconfirmations and bookings may be for any touring product or service component and may include:
accommodation venues
restaurants
catering providers
ground transport
airlines
charter airlines
scenic flights
trains
retail outlets
attractions
guided tours within attractions and sites
cruises
local tour guides
optional tours.
Operational details may include:
management of passenger travel documentation, such as:
airline tickets and vouchers
seat allocations or boarding passes
travel vouchers
luggage coordination
documentation preparation
group currency requirements
customs and immigration procedures and requirements
seat rotation
check-in and check-out procedures
local touring liaison.
Reorganisation and adjustment of touring arrangements may include:
developing alternative routes
re-booking one or multiples services
organising new or replacement documentation
renegotiating cost.
Controlling office refers to the tourism operator that has engaged the tour manager as its representative for the delivery of the tour and may include:
inbound tour operator
tour operator
outbound tour wholesaler
event management organisation
professional conference organiser
destination marketing company.
Liaison and negotiation may be with:
coach drivers
local guides
tour leaders accompanying group from home country
interpreter guides
traditional owners
airlines
tour operators
hotels
restaurants
attractions
retail locations
government authorities, including:
land management agencies
customs
immigration.
Problems may include:
unexpected delay
missed connection
hotel or supplier overbooking situation
change of accommodation
supplier driven change of date and time of supply or change to alternative supplier
passenger sickness, injury or death
loss of personal valuables and documents e.g. passport
passenger robbery
lost luggage
equipment and transportation in contingency situations, e.g. coach breakdown
lost passengers
late passengers
group conflict or dissatisfaction
customers who cause disruption and disturbance to other tour members, host communities and the environment
service complaints
poor supplier performance
political unrest in area of tour
inclement weather conditions, such as:
fire
flood
storm
cyclone
lack of access to tour areas, including:
road closures
road blockages.
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.
Types of extended touring programs may include:
general sightseeing tours
ecotours
adventure tours
camping tours
cultural and historical tours
cruise programs
pre and post-conference tours.
Reconfirmations and bookings may be for any touring product or service component and may include:
accommodation venues
restaurants
catering providers
ground transport
airlines
charter airlines
scenic flights
trains
retail outlets
attractions
guided tours within attractions and sites
cruises
local tour guides
optional tours.
Operational details may include:
management of passenger travel documentation, such as:
airline tickets and vouchers
seat allocations or boarding passes
travel vouchers
luggage coordination
documentation preparation
group currency requirements
customs and immigration procedures and requirements
seat rotation
check-in and check-out procedures
local touring liaison.
Reorganisation and adjustment of touring arrangements may include:
developing alternative routes
re-booking one or multiples services
organising new or replacement documentation
renegotiating cost.
Controlling office refers to the tourism operator that has engaged the tour manager as its representative for the delivery of the tour and may include:
inbound tour operator
tour operator
outbound tour wholesaler
event management organisation
professional conference organiser
destination marketing company.
Liaison and negotiation may be with:
coach drivers
local guides
tour leaders accompanying group from home country
interpreter guides
traditional owners
airlines
tour operators
hotels
restaurants
attractions
retail locations
government authorities, including:
land management agencies
customs
immigration.
Problems may include:
unexpected delay
missed connection
hotel or supplier overbooking situation
change of accommodation
supplier driven change of date and time of supply or change to alternative supplier
passenger sickness, injury or death
loss of personal valuables and documents e.g. passport
passenger robbery
lost luggage
equipment and transportation in contingency situations, e.g. coach breakdown
lost passengers
late passengers
group conflict or dissatisfaction
customers who cause disruption and disturbance to other tour members, host communities and the environment
service complaints
poor supplier performance
political unrest in area of tour
inclement weather conditions, such as:
fire
flood
storm
cyclone
lack of access to tour areas, including:
road closures
road blockages.
EVIDENCE GUIDE
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 competency in this unit
Evidence of the following is essential:
holistic management of all tour logistics for an extended touring program
ability to ensure the ongoing welfare and satisfaction of group tour members and develop and maintain group cohesion and rapport throughout the touring program
ability to apply effective negotiation and contingency management techniques to deal with the range of practical and people-related problems and issues that arise during the operation of an extended tour
knowledge of communication, negotiation, leadership and motivation techniques
delivery of an extended touring program of a duration that reflects local industry product and practice and of sufficient duration to allow the candidate to demonstrate techniques that build group rapport.
Context of and specific resources for assessment
Assessment must ensure:
coordination and operation of an extended group touring program within commercially realistic touring environments, including all the operational elements of a commercial tour
access to equipment and resources required for the delivery of the program, e.g. transport and accommodation venues
interaction with and involvement of a tourism operator for whom the extended program is being conducted
interaction with customer groups of a size and nature that reflect the commercial environment in which the tour manager operates
use of industry-current customer and operational documentation to support the delivery of an extended touring program.
Methods of assessment
A range of assessment methods should be used to assess the practical skills and knowledge required to manage extended touring programs. The following examples are appropriate for this unit:
direct observation of the candidate's ability to holistically manage all tour logistics by participating in tours conducted by the candidate
direct observation of the candidate's people management skills during the operation of group tours
direct observation of the candidate's communication, negotiation and problem-solving skills by participating in an extended tour conducted by the candidate
questioning group tour members as to the candidate's clarity of communication, and leadership and motivational skills
review of tour management activities undertaken as part of industry placement and training with an industry operator
review of tour preparation notes, checklists and tour reports prepared by the candidate
problem-solving case studies to assess ability to apply people management and contingency management skills to a range of different touring situations, including emergency situations
written and oral questioning or interview to test knowledge of tour management procedures, leadership, motivation and communication techniques and tourism industry networks relevant to the management of extended tours
review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate.
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
SITTGDE002A Provide arrival and departure assistance
SITTGDE006A Prepare and present tour commentaries or activities
SITTTOP006B Operate tours in a remote area.
Assessing employability skills
Employability skills are integral to effective performance in the workplace and are broadly consistent across industry sectors. How these skills are applied varies between occupations and qualifications due to the different work functions and contexts.
Employability skills embedded in this unit should be assessed holistically with other relevant units that make up the skill set or qualification and in the context of the job role.
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 competency in this unit
Evidence of the following is essential:
holistic management of all tour logistics for an extended touring program
ability to ensure the ongoing welfare and satisfaction of group tour members and develop and maintain group cohesion and rapport throughout the touring program
ability to apply effective negotiation and contingency management techniques to deal with the range of practical and people-related problems and issues that arise during the operation of an extended tour
knowledge of communication, negotiation, leadership and motivation techniques
delivery of an extended touring program of a duration that reflects local industry product and practice and of sufficient duration to allow the candidate to demonstrate techniques that build group rapport.
Context of and specific resources for assessment
Assessment must ensure:
coordination and operation of an extended group touring program within commercially realistic touring environments, including all the operational elements of a commercial tour
access to equipment and resources required for the delivery of the program, e.g. transport and accommodation venues
interaction with and involvement of a tourism operator for whom the extended program is being conducted
interaction with customer groups of a size and nature that reflect the commercial environment in which the tour manager operates
use of industry-current customer and operational documentation to support the delivery of an extended touring program.
Methods of assessment
A range of assessment methods should be used to assess the practical skills and knowledge required to manage extended touring programs. The following examples are appropriate for this unit:
direct observation of the candidate's ability to holistically manage all tour logistics by participating in tours conducted by the candidate
direct observation of the candidate's people management skills during the operation of group tours
direct observation of the candidate's communication, negotiation and problem-solving skills by participating in an extended tour conducted by the candidate
questioning group tour members as to the candidate's clarity of communication, and leadership and motivational skills
review of tour management activities undertaken as part of industry placement and training with an industry operator
review of tour preparation notes, checklists and tour reports prepared by the candidate
problem-solving case studies to assess ability to apply people management and contingency management skills to a range of different touring situations, including emergency situations
written and oral questioning or interview to test knowledge of tour management procedures, leadership, motivation and communication techniques and tourism industry networks relevant to the management of extended tours
review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate.
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
SITTGDE002A Provide arrival and departure assistance
SITTGDE006A Prepare and present tour commentaries or activities
SITTTOP006B Operate tours in a remote area.
Assessing employability skills
Employability skills are integral to effective performance in the workplace and are broadly consistent across industry sectors. How these skills are applied varies between occupations and qualifications due to the different work functions and contexts.
Employability skills embedded in this unit should be assessed holistically with other relevant units that make up the skill set or qualification and in the context of the job role.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C4881 | THTFTG11B | Manage extended touring programs | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WF699 | SITTGDE402 | Manage extended touring programs | Unit of competency |
