Unit of competency Outline
Date retreived
24/07/2026 4:50 AM AWST
24/07/2026 4:50 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.
Manage and improve the organisation's processes
Manage and improve the organisation's processes
Unit of competency
National Code
LGAGCM705A
LGAGCM705A
State Code
D2852
D2852
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
15/08/2014
Field of Education
080307 - Organisation Management
Original Release Date
15/08/2014
Nominal Hours
70
Description
This unit covers the review, improvement and management of processes and projects by councils that deliver client services to the community and support the operations of the council itself. Essential to this unit is an understanding of the importance of project accountability and performance measurement as well as the need for quality control, accountability and responsibility for service outcomes. The management and driving of organisational change is a major focus of the unit.This unit does not address the actual implementation or ongoing management of a particular service or program.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Notes
Elements and Performance Criteria
1. Determine community needs and service expectations
- 1.1 Extensive research and community consultation are undertaken to determine current and future services required by constituents.
- 1.2 Mechanisms for open and ongoing consultation and feedback from constituents, internal council staff and elected members are established and maintained.
- 1.3 Recommended or anticipated changes to services are communicated to senior management and stakeholders for discussion and approval.
- 1.4 Involvement of constituents and other community members is continuously facilitated in determining new initiatives.
2. Establish and implement performance measurement strategies
- 2.1 Financial and non-financial performance measures and evaluation criteria for specific program or service delivery are established and agreed upon by relevant stakeholders and communicated to relevant staff and service providers.
- 2.2 Appropriate financial and non-financial benchmarks are determined and agreed to by relevant stakeholders.
- 2.3 Where applicable, tender and contract specifications are developed and expressed clearly, concisely and unambiguously.
- 2.4 Services are monitored to ensure that they effectively and efficiently meet identified needs and service expectations.
- 2.5 Feedback from customers is communicated to relevant areas within council and incorporated into performance reviews.
- 2.6 Trends in customer/stakeholder satisfaction and service usage are monitored to identify opportunities for improvements to services or processes.
- 2.7 Issues of responsiveness and accessibility are reviewed and reported upon accordingly.
3. Facilitate accountability for service outcomes
- 3.1 Project management systems, reporting mechanisms and processes are established and communicated to service providers.
- 3.2 Results of all service reviews against desired targets are reported according to standard organisational procedures.
- 3.3 Tenders and contracted works are regularly monitored and adverse variations in established performance targets are immediately addressed.
- 3.4 Quality and efficiency of operational processes are measured and documented.
- 3.5 Service shortfalls are analysed and resolved within council service protocols.
4. Develop and implement change management processes
- 4.1 Need for change in organisational processes or work culture to support service delivery is identified.
- 4.2 Change process to address the need is identified and implemented.
- 4.3 Changes to operational processes or services delivered are recommended and communicated to appropriate personnel with supporting information.
- 4.4 Staff members are adequately informed of improvement plans, their goals and changes to operational procedures.
- 4.5 Appropriate methods are employed to gain commitment for change.
- 4.6 Improvement projects are implemented within agreed timelines and coordinated effectively.
- 4.7 Effectiveness and benefits of implemented changes are monitored and reported accordingly.
- 4.8 Outcomes of improvements are reviewed and used for further learning and continuous improvement by being shared with other departments.
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.
Research and community consultation include:
focus groups, in-depth interviews and other forms of qualitative research
surveys and other forms of quantitative research
community meetings
stakeholder structured interviews
Non-financial performance indicators may include:
social indicators
average processing time for applications
number of residential care buildings inspected for fire and emergency evacuations
number of trees planted
percentage of population as library members
number of new businesses introduced into the community
number of vaccinations administered
number of 'Clean Up Australia' day activities
number of complaints from customers/ stakeholders
Monitoring of customer/stakeholder satisfaction may include:
gap analysis approach
customer satisfaction monitoring (CSM) approach, e.g. telephone, questionnaires, face-to-face interviews or in-depth interviews
listening to customers and recording responses
developing customer-focused key performance indicators (KPIs)
Reporting mechanisms may include:
system reports
budgetary reporting systems
informal reporting methods, such as regular team or departmental meetings and council meetings
financial and non-financial reports
Service providers may include:
council staff
volunteers
contractors
vendors
Change processes may entail:
processes to plan for the change
processes to implement the change
processes to reinforce the change
steps to support staff during the change, including:
coaching and mentoring
training interventions
revised process documentation
feedback and appraisal processes
reward and recognition processes
Services delivered may include:
capital works
statutory planning
infrastructure services
library services
parks and gardens
youth and community
leisure and culture
family services
disability services
waste and recycling
aged services
Research and community consultation include:
focus groups, in-depth interviews and other forms of qualitative research
surveys and other forms of quantitative research
community meetings
stakeholder structured interviews
Non-financial performance indicators may include:
social indicators
average processing time for applications
number of residential care buildings inspected for fire and emergency evacuations
number of trees planted
percentage of population as library members
number of new businesses introduced into the community
number of vaccinations administered
number of 'Clean Up Australia' day activities
number of complaints from customers/ stakeholders
Monitoring of customer/stakeholder satisfaction may include:
gap analysis approach
customer satisfaction monitoring (CSM) approach, e.g. telephone, questionnaires, face-to-face interviews or in-depth interviews
listening to customers and recording responses
developing customer-focused key performance indicators (KPIs)
Reporting mechanisms may include:
system reports
budgetary reporting systems
informal reporting methods, such as regular team or departmental meetings and council meetings
financial and non-financial reports
Service providers may include:
council staff
volunteers
contractors
vendors
Change processes may entail:
processes to plan for the change
processes to implement the change
processes to reinforce the change
steps to support staff during the change, including:
coaching and mentoring
training interventions
revised process documentation
feedback and appraisal processes
reward and recognition processes
Services delivered may include:
capital works
statutory planning
infrastructure services
library services
parks and gardens
youth and community
leisure and culture
family services
disability services
waste and recycling
aged services
EVIDENCE GUIDE
Overview of assessment requirements
A person who demonstrates competency in this unit will be able to perform the outcomes described in the elements to the required performance level detailed in the performance criteria. The unit's skill and knowledge requirements must also be demonstrated. The candidate will demonstrate the capacity to provide leadership and drive service improvements and change within the department, unit or whole council.
Critical aspects of evidence to be considered
The demonstrated ability to:
manage, improve and report on organisational processes within council
Context of assessment
Assessment of performance requirements in this unit should be undertaken with the context of the local government framework. Competency is demonstrated by performance of all stated criteria, including the range of variables applicable to the workplace environment.
Method of assessment
The following assessment methods are suggested:
preparation of a major workplace project report/portfolio (that may incorporate assessment of related units) as a key form of assessment that enables candidates to integrate the learning and assessment project into their regular work responsibilities, which enables integrated and holistic assessment of the complex skills and knowledge addressed in this unit
observation of the learner performing a range of workplace tasks over sufficient time to demonstrate his/her handling of a range of contingencies
written and oral questioning to assess knowledge and understanding
completion of workplace documentation
third-party reports from experienced practitioner
completion of self-paced learning materials, including personal reflection and feedback from trainer, coach or supervisor
Evidence required for demonstration of consistent performance
Evidence should be gathered over a period of time in a range of actual or simulated management environments.
Resource implications
Access to a workplace or simulated case study that provides the following resources:
relevant council documents, such as strategic and operational plans
relevant local government legislation and regulations
Overview of assessment requirements
A person who demonstrates competency in this unit will be able to perform the outcomes described in the elements to the required performance level detailed in the performance criteria. The unit's skill and knowledge requirements must also be demonstrated. The candidate will demonstrate the capacity to provide leadership and drive service improvements and change within the department, unit or whole council.
Critical aspects of evidence to be considered
The demonstrated ability to:
manage, improve and report on organisational processes within council
Context of assessment
Assessment of performance requirements in this unit should be undertaken with the context of the local government framework. Competency is demonstrated by performance of all stated criteria, including the range of variables applicable to the workplace environment.
Method of assessment
The following assessment methods are suggested:
preparation of a major workplace project report/portfolio (that may incorporate assessment of related units) as a key form of assessment that enables candidates to integrate the learning and assessment project into their regular work responsibilities, which enables integrated and holistic assessment of the complex skills and knowledge addressed in this unit
observation of the learner performing a range of workplace tasks over sufficient time to demonstrate his/her handling of a range of contingencies
written and oral questioning to assess knowledge and understanding
completion of workplace documentation
third-party reports from experienced practitioner
completion of self-paced learning materials, including personal reflection and feedback from trainer, coach or supervisor
Evidence required for demonstration of consistent performance
Evidence should be gathered over a period of time in a range of actual or simulated management environments.
Resource implications
Access to a workplace or simulated case study that provides the following resources:
relevant council documents, such as strategic and operational plans
relevant local government legislation and regulations
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| D352 | LGA70108 | Graduate Certificate In Local Government Management | Qualification |