Unit of competency Outline
Date retreived
24/07/2026 12:28 AM AWST
24/07/2026 12:28 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.
Provide strategic leadership
Provide strategic leadership
Unit of competency
National Code
CHCMGT803B
CHCMGT803B
State Code
D8584
D8584
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
04/08/2011
Field of Education
080307 - Organisation Management
Original Release Date
04/08/2011
Nominal Hours
80
Description
DescriptorThis unit describes the knowledge and skills required to provide strategic leadership across an organisation in the context of work in the community services industry This work involves strategic thinking, planning and leadership in relation to all aspects of managing an organisation involved in community work and/or service delivery
Notes
Elements and Performance Criteria
1. Review strategic context in which community sector organisation functions
- 1.1 Conduct ongoing research into the strategic environment in which the organisation currently operates, including internal and external influences on strategic decision-making
- 1.2 Identify key factors, issues and trends and their actual and potential impact on the organisation currently and in the future
- 1.3 Maintain and update knowledge of and connection with key information sources, organisations and stakeholders in relation to local, national and international developments in areas which may impact on the organisation
- 1.4 Assess current and future impact of changes in the strategic environment on organisation values, direction and approach, goals and objectives, standards and guidelines using valid evidence
- 1.5 Analyse the nature and extent of change in the organisation during its 'life' and identify drivers of these changes
- 1.6 Evaluate the effectiveness of strategies used to manage change in the past
- 1.7 Identify current strategic strengths and weaknesses, opportunities and threats across the organisation
2. Guide strategic planning processes for the organisation
- 2.1 Identify stakeholders to be involved in strategic planning processes and structure strategic planning processes to engage and inform them
- 2.2 Undertake strategic planning in consultation with identified decision-makers and relevant stakeholders
- 2.3 Provide leadership in the strategic planning process in line with organisation requirements and stakeholder needs
- 2.4 Create a balanced environment that supports contributors to offer ideas and innovative solutions, work through challenging issues and make reasoned decisions
- 2.5 Provide researched information as required to inform decision-making
- 2.6 Use professional facilitation support as required
3. Apply strategic thinking to review organisation issues
- 3.1 Think through a range of (small and large) issues that have arisen for the organisation, identify factors that may have contributed to each issue and describe the current 'status' of each issue
- 3.2 Distinguish between outstanding and resolved issues, identifying processes and factors involved in the resolution and/or responsible for non-resolution of issues
- 3.3 Evaluate the effectiveness of processes currently used to address issues as a basis for reinforcing or changing current approaches
- 3.4 Identify a range of alternative approaches to problem-solving and evaluate their application to particular issues in relation to the organisation
4. Evaluate and address current status of the organisation
- 4.1 Identify criteria as a basis for evaluation of the 'health' of the organisation across a broad base of indicators
- 4.2 Evaluate the position and functioning of the organisation in relation to the identified criteria in consultation with key internal and, if appropriate, external stakeholders
- 4.3 Develop strategies to maintain and enhance the position and functioning of the organisation over an identified period of time (from 1 to 5 years)
- 4.4 Determine actions required to implement these strategies and prepare for their implementation in line with available resources and priorities
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.
Internal and external influences on strategic decision-making include but are not limited to:
Cultural
Economic
Educational
Environmental
Legislative and regulatory
Political
Social
Key factors, issues and trends may include, but are not limited to:
Economic and financial issues that may be broad-based or specific to the organisation or the organisation's funding base
Factors, issues and/or trends related to the specific role and/or function of the organisation
General factors, issues and/or trends across the industry or prevailing at a particular time
Legislative and regulatory requirements, including challenges and changes to these requirements
Local or regional factors, issues and/or trends
Related political or government issues and initiatives
Drivers of these changes may be:
National or international
Population, community, organisation or individual based
Regional, local or organisation-specific
Short term or long term
Stakeholders to be involved in strategic planning processes may include:
Board members
Client and community representatives
Organisation staff
Partnering organisations
Regulatory / licensing bodies
Related service provider representatives
'Health' of the organisation may be evaluated by indicators which include but are not limited to:
Ability to recruit appropriate staff
Effectiveness of governance of the organisation
Financial
Organisation culture
Policy based
Related to effectiveness and relevance of organisation functions and services
Staff and client feedback
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.
Internal and external influences on strategic decision-making include but are not limited to:
Cultural
Economic
Educational
Environmental
Legislative and regulatory
Political
Social
Key factors, issues and trends may include, but are not limited to:
Economic and financial issues that may be broad-based or specific to the organisation or the organisation's funding base
Factors, issues and/or trends related to the specific role and/or function of the organisation
General factors, issues and/or trends across the industry or prevailing at a particular time
Legislative and regulatory requirements, including challenges and changes to these requirements
Local or regional factors, issues and/or trends
Related political or government issues and initiatives
Drivers of these changes may be:
National or international
Population, community, organisation or individual based
Regional, local or organisation-specific
Short term or long term
Stakeholders to be involved in strategic planning processes may include:
Board members
Client and community representatives
Organisation staff
Partnering organisations
Regulatory / licensing bodies
Related service provider representatives
'Health' of the organisation may be evaluated by indicators which include but are not limited to:
Ability to recruit appropriate staff
Effectiveness of governance of the organisation
Financial
Organisation culture
Policy based
Related to effectiveness and relevance of organisation functions and services
Staff and client feedback
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
Evidence of competency in this unit will need to be provided in conjunction with demonstrated competency across a range of areas of organisation management, including:
human resources management
financial management
resource and asset management
change management
contract management
collaborative partnerships with other organisations
over a period of time in order to demonstrate consistent performance
This will include contexts applicable to the work environment, such as actual or simulated workplace situations involving a combination of direct, indirect and supplementary forms of evidence
Evidence will be determined by selection from the Range Statement, justified in terms of work requirements, work roles and responsibilities and occupational specialisations
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
Where assessment is conducted within the workplace there are no resource implications above those normally available in the workplace
Method of assessment:
Demonstration of competency within the working environment to learn from others and reflect on performance
Where there is not an opportunity to cover all relevant aspects in the work environment, the remainder should be assessed through realistic simulations, projects, previous relevant experience or oral questioning on 'What if?' scenarios
Observation of processes and procedures, oral and/or written questions on Essential knowledge and skills and consideration of required attitudes
Where performance is not directly observed and/or is required to be demonstrated over a period of time and/or in a number of locations, any evidence should be authenticated by colleagues, supervisors, clients or other appropriate persons
Review of any documentation produced by the candidate related to self development
Related units:
This unit must be assessed holistically in conjunction with a broad base of management skills and knowledge as articulated in units such as:
BSBRSK501A Manage risk
CHCADMIN604B Manage finances, accounts and resources
CHCINF604C Manage the organisation's information systems
CHCMGT802C Manage policy development
CHCORG605A Manage human resources in a community sector organisation
CHCORG607C Manage workplace issues
CHCORG610B Manage change in a community sector organisation
CHCORG613D Manage organisation's strategic and business planning
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
Evidence of competency in this unit will need to be provided in conjunction with demonstrated competency across a range of areas of organisation management, including:
human resources management
financial management
resource and asset management
change management
contract management
collaborative partnerships with other organisations
over a period of time in order to demonstrate consistent performance
This will include contexts applicable to the work environment, such as actual or simulated workplace situations involving a combination of direct, indirect and supplementary forms of evidence
Evidence will be determined by selection from the Range Statement, justified in terms of work requirements, work roles and responsibilities and occupational specialisations
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
Where assessment is conducted within the workplace there are no resource implications above those normally available in the workplace
Method of assessment:
Demonstration of competency within the working environment to learn from others and reflect on performance
Where there is not an opportunity to cover all relevant aspects in the work environment, the remainder should be assessed through realistic simulations, projects, previous relevant experience or oral questioning on 'What if?' scenarios
Observation of processes and procedures, oral and/or written questions on Essential knowledge and skills and consideration of required attitudes
Where performance is not directly observed and/or is required to be demonstrated over a period of time and/or in a number of locations, any evidence should be authenticated by colleagues, supervisors, clients or other appropriate persons
Review of any documentation produced by the candidate related to self development
Related units:
This unit must be assessed holistically in conjunction with a broad base of management skills and knowledge as articulated in units such as:
BSBRSK501A Manage risk
CHCADMIN604B Manage finances, accounts and resources
CHCINF604C Manage the organisation's information systems
CHCMGT802C Manage policy development
CHCORG605A Manage human resources in a community sector organisation
CHCORG607C Manage workplace issues
CHCORG610B Manage change in a community sector organisation
CHCORG613D Manage organisation's strategic and business planning
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| D2603 | CHCMGT803A | Provide strategic leadership | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| D333 | CHC80108 | Graduate Diploma of Community Sector Management | Qualification |