Unit of competency details

CHCORG14B - Manage a service organisation (Release 1)

Summary

Releases:
ReleaseStatusRelease date
1 1 (this release)Current 09/Sep/2007

Usage recommendation:
Deleted
The Deleted usage recommendation was implemented on 13 June 2017 to describe training components that have no replacement. Enrolments in training components and statements of attainment or qualifications issued before 13 June 2017 are valid. For any components marked as deleted after 13 June 2017, the applicable transition/teach-out periods apply. For specific questions regarding the enrolment, delivery or issuance of a statement of attainment/qualification, please contact your training regulator.
Mapping:
MappingNotesDate
DeletedDeleted from CHC02 Community Services Training Package (Superseded by CHC08)30/Nov/2008

Training packages that include this unit

Classifications

SchemeCodeClassification value
ASCED Module/Unit of Competency Field of Education Identifier 080399 Business And Management, N.e.c.  

Classification history

SchemeCodeClassification valueStart dateEnd date
ASCED Module/Unit of Competency Field of Education Identifier 080399 Business And Management, N.e.c.  06/May/2003 
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Modification History

Not applicable.

Unit Descriptor

Planning and monitoring the development direction and changes of a complex organisation, range of programs or major program area.

Planning and monitoring the development direction and changes of a complex organisation, range of programs or major program area

Application of the Unit

Not applicable.

Licensing/Regulatory Information

Not applicable.

Pre-Requisites

Not applicable.

Employability Skills Information

Not applicable.

Elements and Performance Criteria Pre-Content

Not applicable.

Elements and Performance Criteria

Elements and Performance Criteria 

Element 

Performance Criteria 

1

Coordinate organisational planning

1.1

Appropriate strategic alliances are identified and participation is negotiated and maintained

1.2

The overall purpose and philosophy of the organisation are identified and translated into a written or recorded set of aims and objectives which are clearly understood, measurable and attainable and evaluated as appropriate

1.3

Appropriate corporate planning processes which maximise consultation and devolution of planning, are implemented

1.4

Appropriate corporate planning process which ensure responsiveness to client needs are implemented

1.5

Appropriate consultation is undertaken with relevant people and agencies

1.6

Appropriate management structure and process is established to coordinate corporate planning, advise decision makers and to reflect principles and philosophy of the objectives

1.7

The way in which the values and beliefs of workers and stakeholders may influence the defined organisational purpose and philosophy is analysed and communicated to all relevant participants

1.8

Resources are made available as appropriate to support the planning processes at all levels

1.9

Systems, processes and timeframes are developed for all aspects and components of the planning process

2

Design and implement the structures and process of the organisation

2.1

An appropriate structure is determined for the organisation to match organisational philosophy and purpose

2.2

Lines of decision making and accountability are developed, agreed, implemented and monitored

2.3

Budgets are prepared in line with the strategic plan and make allowance for all requirements and components of planning and implementation of programs and services

2.4

Financial accountability systems are established which meet agreed organisation best practice provisions

2.5

Planning guidelines provide for inclusion of appropriate statutory, legislative and practice provisions

2.6

Planning guidelines and systems are developed which are clear, fully documented and accessible to all involved

3

Implement evaluation processes

3.1

Appropriate consultations are held with stakeholders to examine issues and trends; and outcomes are advised to decision makers as required

3.2

All required reporting is completed in a timely way in accordance with organisational requirements

3.3

Appropriate evaluation arrangements are identified, developed and implemented with representation from relevant stakeholder groups

3.4

Advice is prepared and provided to decision makers within the negotiated format and timeframe

4

Enable organisation to meet legal requirements

4.1

Mechanisms are implemented to ensure relevant commonwealth, state and local government legal requirements are identified and adhered to

4.2

Information about current legal requirements is updated regularly and if appropriate, proposals to modify organisational policy and procedures developed

5

Establish the profile of the organisation and market its services

5.1

Formal and informal networks are used as channels to communicate the organisation's activities and achievements

5.2

A range of communication mediums and activities are used to convey information about the activities and achievements of the organisation to encourage support and interest

5.3

Opportunities to promote the organisation through media, government and the community are sought and utilised

5.4

Confidentiality and sensitivity is displayed in the details, content and extent of public comment on organisation's activities

6

Give direction for the effective management of the organisation

6.1

When required policies and procedures for the employment role of the organisation are developed, articulated and their implementation monitored

6.2

Problems in implementing defined procedures are addressed promptly to ensure resolution

6.3

Reports which comprehensively and accurately describe the organisation's activities and achievements are prepared and presented to relevant stakeholders and management, as required

6.4

When required, management board meetings are serviced to ensure effective and informed deliberations and decision-making

6.5

Mechanisms for effective coordination of activities and services are identified and implemented

7

Manage changes in the organisation

7.1

Policy, social, political and economic trends are identified and assessed for potential impact on the organisation

7.2

Management and work practices are assessed and revised relative to social, political and economic trends and impacts

7.3

Indicators for change within the organisation are defined and monitored

7.4

Opportunities for positive change are identified and promoted and appropriate work is undertaken to maximise support from staff, clients and stakeholders

Required Skills and Knowledge

Not applicable.

Evidence Guide

Critical aspects of assessment :

Strategic planning

Managing organisational change

Developing strategies for adapting organisation to changes

Designing strategies to involve and communicate with all major stakeholders

Essential knowledge :

Best practice including:

Management systems and principles

Performance standards

Accountability

Training and skills development and recognition

Administrative systems and principles

Service quality development

Consumer focus

Enterprise agreements

Performance monitoring and review

Statutory and legislative requirements including:

Occupational Health and Safety

Industrial relations/enterprise contracts

Non discrimination

Equal employment opportunities principles and practice

Funding/service contracts/agreements

Corporate affairs/incorporation/Australian Securities Commission

Taxation

Essential skills :

Strategic thinking

Decision making

Environmental scanning

Analysis/evaluation

Facilitation

High level liaison

High level oral and written communication

Resource implications :

Access to appropriate workplace where assessment can be conducted, or

Simulation of realistic workplace setting for assessment

Consistency in performance :

Assessment may include observations, questioning and evidence gathered from the workplace

It is recommended that assessment take place on more than one occasion to enable all aspects of managing a service organisation to be assessed

Context of assessment :

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.

Critical aspects of assessment :

Strategic planning

Managing organisational change

Developing strategies for adapting organisation to changes

Designing strategies to involve and communicate with all major stakeholders

Essential knowledge :

Best practice including:

Management systems and principles

Performance standards

Accountability

Training and skills development and recognition

Administrative systems and principles

Service quality development

Consumer focus

Enterprise agreements

Performance monitoring and review

Statutory and legislative requirements including:

Occupational Health and Safety

Industrial relations/enterprise contracts

Non discrimination

Equal employment opportunities principles and practice

Funding/service contracts/agreements

Corporate affairs/incorporation/Australian Securities Commission

Taxation

Essential skills :

Strategic thinking

Decision making

Environmental scanning

Analysis/evaluation

Facilitation

High level liaison

High level oral and written communication

Resource implications :

Access to appropriate workplace where assessment can be conducted, or

Simulation of realistic workplace setting for assessment

Consistency in performance :

Assessment may include observations, questioning and evidence gathered from the workplace

It is recommended that assessment take place on more than one occasion to enable all aspects of managing a service organisation to be assessed

Context of assessment :

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.

Range Statement

Strategies for the development of policies , practices and standards may include :

Change management

Organisational development

Indicators for change include :

Staff

Management committee

Organisational executive management turnover

User involvement

Level of commitment to organisation's aims and objectives

Relationship with external agencies

Change in government polices and associated change in organisational focus

Communication designed to promote the organisation include :

Verbal presentations

Letters

Brochures

Fliers and other written advertisements

Poster and other artwork and audiovisual advertisements

Organisational change related to :

Nature and focus of service, programs and activities

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 will include :

Industry networks

Professional associations

Other key agencies/organisations

Political parties and committees

Key government officers

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

Strategies for the development of policies , practices and standards may include :

Change management

Organisational development

Indicators for change include :

Staff

Management committee

Organisational executive management turnover

User involvement

Level of commitment to organisation's aims and objectives

Relationship with external agencies

Change in government polices and associated change in organisational focus

Communication designed to promote the organisation include :

Verbal presentations

Letters

Brochures

Fliers and other written advertisements

Poster and other artwork and audiovisual advertisements

Organisational change related to :

Nature and focus of service, programs and activities

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 will include :

Industry networks

Professional associations

Other key agencies/organisations

Political parties and committees

Key government officers

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

Unit Sector(s)

Not applicable.

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