Unit of competency Outline
Date retreived
22/07/2026 6:39 AM AWST
22/07/2026 6:39 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.
Establish and maintain a strategic planning cycle
Establish and maintain a strategic planning cycle
Unit of competency
National Code
BSBATSIM507B
BSBATSIM507B
State Code
D0596
D0596
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
04/08/2014
Field of Education
080307 - Organisation Management
Original Release Date
04/08/2014
Nominal Hours
50
Description
This unit covers the planning process to assist Board members develop and implement a strategic planning cycle.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.This unit covers the planning process to assist Board members develop and implement a strategic planning cycle.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1 Define planning
- 1.1 Clarify the need to plan and how to proceed
- 1.2 Identify and document outcomes of what is to be achieved
- 1.3 Include the community and staff in the planning process
2 Develop a map of the organisation
- 2.1 Define and document client groups and target activity areas
- 2.2 Discuss and document organisational resources
- 2.3 Identify and document service allies and competitors
- 2.4 Identify, discuss and document positive and negative changes in the wider community
3 Clarify the philosophy, beliefs and values of the organisation
- 3.1 Explain and document the importance of organisational philosophy
- 3.2 Identify and document values within the organisation
- 3.3 Ensure an agreed philosophy statement is discussed, documented and endorsed by the Board
4 Develop the organisation's vision statement
- 4.1 Outline and agree on a vision statement and its importance
- 4.2 Develop and document a draft vision statement
- 4.3 Ensure the draft vision statement is reviewed, amended and endorsed by the Board
5 Develop organisational objectives
- 5.1 Explain and document the importance of organisational objectives
- 5.2 Develop and draft objectives for key aspects of the vision
- 5.3 Identify and document realistic outcome statements
- 5.4 Ensure objectives are reviewed and endorsed by the Board
6 Develop strategies and an action plan
- 6.1 Discuss and illustrate strategies and the action plan
- 6.2 Identify and document special factors which may affect success
- 6.3 Develop and document strategies for each objective
- 6.4 Develop a broad action plan for 3-5 years
- 6.5 Ensure the overall plan is reviewed and endorsed by the Board
7 Evaluate the plan
- 7.1 Discuss the evaluation of the plan and document future processes
- 7.2 Review, amend as required and document the vision, objectives, strategies and the action plan
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.
All levels of the organisation may include:
Board
senior management
staff
Organisational resources may include:
people expertise
buildings
capital equipment
political influence
Changes in the wider community may include:
legislation
funding sources
new competitors
Values may include:
heritage
culture
community
family
business practices
service / product standards
staff management
Vision may include:
long term community goals
organisational goals
Objectives may include:
financial
services / products
human resources
Board practices
Strategies may include:
programs
community involvement
culture
Special factors may include:
technical
resources
political
cultural
Form and process of evaluation may include:
types of information
timing
personnel
community involvement
All levels of the organisation may include:
Board
senior management
staff
Organisational resources may include:
people expertise
buildings
capital equipment
political influence
Changes in the wider community may include:
legislation
funding sources
new competitors
Values may include:
heritage
culture
community
family
business practices
service / product standards
staff management
Vision may include:
long term community goals
organisational goals
Objectives may include:
financial
services / products
human resources
Board practices
Strategies may include:
programs
community involvement
culture
Special factors may include:
technical
resources
political
cultural
Form and process of evaluation may include:
types of information
timing
personnel
community involvement
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 following is essential:
Integrated demonstration of all elements of competency and their performance criteria, and
A strategic planning cycle is established and maintained
Context of and specific resources for assessment
Assessment must ensure:
This unit of competency should be assessed through the performance of Board duties, but in the event that there is no opportunity to observe such a performance a simulated environment can be used but such simulation must replicate Board conditions in terms of: performing the task; managing a number of different tasks; coping with irregularities and breakdowns in routine; dealing with the responsibilities and expectations of the Board, including working with others; and transferring competency to other situations
Knowledge and performance to be assessed over time to confirm consistency in performance
Method of assessment
The following assessment method is appropriate for this unit:
Performance of Board duties, or through an accurate simulation of Board duties
Guidance information for assessment
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
Integrated demonstration of all elements of competency and their performance criteria, and
A strategic planning cycle is established and maintained
Context of and specific resources for assessment
Assessment must ensure:
This unit of competency should be assessed through the performance of Board duties, but in the event that there is no opportunity to observe such a performance a simulated environment can be used but such simulation must replicate Board conditions in terms of: performing the task; managing a number of different tasks; coping with irregularities and breakdowns in routine; dealing with the responsibilities and expectations of the Board, including working with others; and transferring competency to other situations
Knowledge and performance to be assessed over time to confirm consistency in performance
Method of assessment
The following assessment method is appropriate for this unit:
Performance of Board duties, or through an accurate simulation of Board duties
Guidance information for assessment
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C3779 | BSBATSIM507A | Establish and maintain a strategic planning cycle | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| D4845 | BSBATSIL511A | Lead the organisation's strategic planning cycle | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| D169 | BSB50707 | Diploma of Business (Governance) | Qualification |
| S776 | FDF50210 | Diploma of Pharmaceutical Manufacturing | Qualification |