Elements and Performance Criteria

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. Bold italicised wording, if used in the performance criteria, is detailed below. 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) may also be included.
Core functions may include:
provision of specific goods, such as catering, art work, performance, and general goods
provision of specific services, such as housing, health, employment, child care, legal services, aged care, creative arts, youth services, bookkeeping, resourcing, and coordination
specific cultural contexts, such as traditional and cultural knowledge and values.
Structure may relate to:
board member portfolios of responsibility
divisions, branches, departments, teams and positions within the organisation
lines of accountability.
Stakeholders and other organisations or entities may include:
clients, consumers and participants
commercial businesses owned by the organisation
individual community members
community groups, organisations and networks
competitors
Elders
jointly owned entities held by other organisations
local, state or territory, and federal government departments
members
related Aboriginal and Torres Strait Islander organisations
related non-Aboriginal and Torres Strait Islander organisations
traditional owners
trusts held by the organisation.
Relationship between board and staff may relate to:
board leadership
board planning
day-to-day administration
management responsiveness
policy formulation and decision making.
Overlapping roles may include:
board members becoming involved in day-to-day operations
staff who are also board members.
Conflict of interest may be managed by:
discussion and resolution at board meetings
guidelines for declaring and managing conflict of interest.
Competing roles and responsibilities may relate to:
board and staff
business interests
family relationships and responsibilities
financial interests
governance and management
representing the interests of a specific group and representing the interests of the whole organisation.
Legislation may include:
Corporations (Aboriginal and Torres Strait Islander) Act 2006
corporation law
Fair Work Act and Regulations 2009
federal, state and territory Acts relating to core functions of the organisation
federal, state and territory occupational health and safety statutes
financial legislation and regulations
state and territory associations Acts.
Corporation law may include:
Corporations (Aboriginal and Torres Strait Islander) Act 2006
liabilities of board members
responsibilities of board members
state and territory associations Acts.
Workplace responsibilities may include:
code of conduct
anti-discrimination
equal opportunity
occupational health and safety
staff contracts.
Monitoring trends and outcomes may include:
attending community meetings
gathering information, data and statistics
identifying community needs
maintaining awareness of political issues.
Information may include:
anecdotal information from the community
data and statistics
financial reports
reports from staff, consultants, and other bodies.

EVIDENCE GUIDE
The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the ability to:
contribute to analysis and decisionmaking on issues affecting board and organisational performance
understand the relationship and differences between boards of governance and organisational management
work in accordance with organisational constitution, codes of conduct, functions, policies and procedures
work with irregularities and breakdowns in communication and routines between board members and/or organisational management.

Context of and specific resources for assessment
Assessment must ensure:
participation on an actual or simulated board
access to examples of issues that boards of governance have worked on, including community feedback and strategic decisions
access to examples of relevant documents
knowledge and performance are assessed over time to confirm consistency in performance.

Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance on a board or simulated board
direct questioning combined with reflection of practical board performance by the candidate
analysis of responses to case studies and scenarios
demonstration of techniques
observation of presentations and group discussions
oral or written questioning to assess knowledge
observation of performance in role plays
analysis of feedback from the community and stakeholders relating to operations.

Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
BSBATSIL408C Manage a board meeting
BSBATSIL413AReview and apply the constitution.