Unit of competency details

Descriptor 

This unit describes the knowledge and skills required to work within community and government structures to enable community development processes

Application 

This unit is intended for application within a community work or community development work context

Employability Skills 

This unit contains Employability Skills

Elements define the essential outcomes of a unit of competency.

The Performance Criteria specify the level of performance required to demonstrate achievement of the Element. Terms in italics are elaborated in the Range Statement.

ELEMENT 

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 strategic alliances  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

REQUIRED SKILLS AND KNOWLEDGE 

This describes the essential skills and knowledge and their level required for this unit.

Essential knowledge :

The candidate must be able to demonstrate essential knowledge required to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role

These include knowledge of:

• Australian government system
• Principles of participatory democracy
• Range of governance structures operating with the community services industry
• Value of process
• Social, economic, political, cultural and economic development
• Valuing of local knowledge and skills
• Critical theories for analysing human service organisations
• Critique of managerial approaches including:

• management systems and principles
• performance standards
• service quality development
• consumer focus
• enterprise agreements
• performance monitoring and review

• Relevant statutory and legislative requirements impacting on community development and area of work
• Change management principles

Essential skills :

Ability to:

It is critical that the candidate demonstrate the ability to:

• Identify those aspects of an organisation's structure and philosophy which support community development work and potential implicit barriers to that work
• Work with all levels of government to support, promote and implement community development activities and projects
• Work in a manner that can maintain management support for community development activities and projects

In addition, the candidate must be able to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role

These include the ability to:

• Undertake strategic planning
• Understand the different organisational status of programs, projects and activities
• Positively influence organisation change
• Identify policy barriers and strategies for positively influencing policy change
• Ability to network with and lobby
• Develop strategies for adapting organisation to changes
• Design strategies to involve and communicate with all major stakeholders
• Demonstrate application of skills in:

• strategic thinking
• decision-making
• environmental scanning
• analysis/evaluation
• facilitation
• high level liaison
• high level oral and written communication

• Use and coordinate the use of relevant information technology effectively in line with occupational health and safety (OHS) guidelines

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 conditions
  This 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

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 structures may 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