Unit of competency Outline
Date retreived
22/07/2026 9:26 AM AWST
22/07/2026 9:26 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.
Work within organisation and government structures to enable community development outcomes
Work within organisation and government structures to enable community development outcomes
Unit of competency
National Code
CHCCD516B
CHCCD516B
State Code
WC814
WC814
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
21/07/2014
Field of Education
090101 - Political Science
Original Release Date
21/07/2014
Nominal Hours
95
Description
DescriptorThis unit describes the knowledge and skills required to work within community and government structures to enable community development processes
Notes
Elements and Performance Criteria
1. Work within the structures and process of the organisation
- 1.1 Identify and work within the management structure, philosophy and purpose of own organisation
- 1.2 Identify governance structures within the organisation and roles and responsibilities within those governance structures
- 1.3 Identify the structures within the organisation that provide the authority for community development activity to occur
- 1.4 Work within lines of decision-making and accountability in contributing to planning processes in relation to organisation's community development activities
- 1.5 Ensure decisions and processes are documented accessible to all involved
2. Assess extent to which organisation supports community development work
- 2.1 Determine aspects of the management structure, philosophy and purpose, governance structures, policies and procedures which are supportive of community development work
- 2.2 Identify aspects of the management structure, philosophy and purpose, governance structures, policies and procedures which may create barriers to community development work
3. Utilise all levels of government for community development activities and projects
- 3.1 Identify levels of government and responsibilities for community funding
- 3.2 Identify current and possible future funding sources for community resources and programs
- 3.3 Identify government policy barriers and with community members identify strategies to support change
- 3.4 Develop strategicalliances between organisation, community members and relevant government agencies to support community development activities
- 3.5 Seek opportunities to influence government decision and policy making in line with community issues and needs
- 3.6 Ensure community development activities and projects adhere to relevant commonwealth, state and local government legal requirements
- 3.7 Regularly update information about current legal requirements and if appropriate, develop proposals to modify organisation policy and procedures in relation to community development activities
4. Maintain the profile of community development work within the organisation
- 4.1 Use formal and informal networks to communicate the organisation's community development activities and achievements
- 4.2 Use a range of communication media and activities to convey information about community development activities and achievements of the organisation to encourage support and interest
- 4.3 Seek and utilise opportunities to promote the organisation and its community development work and activities
- 4.4 Display confidentiality and sensitivity in details, content and extent of public comment on organisation's activities
5. Maintain management support for community development activities and projects
- 5.1 Identify and advise management of political, social, cultural and economic trends that may impact on community development activities and projects
- 5.2 Ensure community development activities and project work is within the policies and procedures of the organisation
- 5.3 Promptly address problems in implementing defined procedures to ensure resolution
- 5.4 Identify and seek to resolve conflict between organisation policies and community or public issues
- 5.5 Prepare reports on community development activities and projects in a comprehensive and accurate manner and present to relevant stakeholders and management, as required
- 5.6 When required, ensure information about community development activities and projects is provided within the management structures to facilitate effective and informed deliberations and decision-making
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.
Governance structuresmay include:
Incorporated community based management structures
Company structures
Government governance structures
Roles and responsibilities include:
Own role and responsibilities
Roles and responsibilities of other workers within the organisation
Roles and responsibilities of organisation's management structures
Levels of government include:
Australian government
State/territory government
Local government
Other relevant government structures
Planning processes may include
Strategic plans
Operational plans
Action plans
Management structures may include:
Boards of management
Management committees
Management structures within government agencies
Local government councils
Indicators for change may come from:
Community members
Management committee members
Other workers within an organisation
Organisation executive management
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
Organisation change related to:
Nature and focus of programs and activities
Government funding programs
Changing nature of community
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 may include alliances between:
Community members
Industry networks
Professional associations
Other key agencies/organisations
Political parties and committees
Key government officers
Different levels of government
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
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.
Governance structuresmay include:
Incorporated community based management structures
Company structures
Government governance structures
Roles and responsibilities include:
Own role and responsibilities
Roles and responsibilities of other workers within the organisation
Roles and responsibilities of organisation's management structures
Levels of government include:
Australian government
State/territory government
Local government
Other relevant government structures
Planning processes may include
Strategic plans
Operational plans
Action plans
Management structures may include:
Boards of management
Management committees
Management structures within government agencies
Local government councils
Indicators for change may come from:
Community members
Management committee members
Other workers within an organisation
Organisation executive management
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
Organisation change related to:
Nature and focus of programs and activities
Government funding programs
Changing nature of community
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 may include alliances between:
Community members
Industry networks
Professional associations
Other key agencies/organisations
Political parties and committees
Key government officers
Different levels of government
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
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 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 conditionsThis 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
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 conditionsThis 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 |
|---|---|---|---|
| D2247 | CHCCD516A | Work within organisation and government structures to enable community development outcomes | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AVC37 | CHCCDE012 | Work within organisation and government structures to enable community development outcomes | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| D311 | CHC50708 | Diploma of Community Development | Qualification |
| J045 | CHC52312 | Diploma of Community Services (Development and or Humanitarian Assistance) | Qualification |
| J044 | CHC52212 | Diploma of Community Services Coordination | Qualification |
| J037 | CHC50612 | Diploma of Community Services Work | Qualification |
| J597 | CHC50413 | Diploma of Youth Work | Qualification |