Elements and Performance Criteria

Range Statements
The Range Statements provide advice to interpret the scope and context of this unit of competence, allowing for differences between enterprises and workplaces. The Range Statements relate to the unit as a whole and helps facilitate holistic assessment. In addition, the following variables may be present for this particular unit of competency

RANGE STATEMENT
CATEGORIES
Board assessment
[all categories]
the assessment of the Board as a whole could be undertaken by four key issues
chat with the Chairperson
yes/no questionnaire
grading questionnaire
written questionnaire

the introduction of an effective process of Board assessment will involve
implementation over time
gaining commitment
careful preparation
deciding the issues to be covered by the Board assessment
defining measures of performance: organisation and Board
communicating performance
implementing changes
reviewing the process
Chief Executive Officer assessment
[all categories]
the Chief Executive Officer (CEO) assessment should be
undertaken by the Board, as the Chief Executive Officer (CEO) is responsible to the Board as a whole, not just the Chairperson
part of a policy framework
based on objective performance criteria
reviewed as part of an organisation and Board performance review
linked to a remuneration policy which reflects objective performance

the aim of the performance evaluation is to align the long - term interests of the Chief Executive Officer (CEO)with the long - term interests of the organisation. This would require a three stage process of
the Board setting goals for/with the Chief Executive Officer
monitoring the performance of the organisation against the goals
responding to the difference between expected and actual outcomes

performance measures should be
valid
verifiable
controllable
global
communicable

Core business of the organisation
[all categories]
that business that is consistent with the intent and purpose for which the organisation was established
that business that is consistent with the Memorandum and Articles of Association
Emerging issues
[all categories]
the Corporate Law Economic Reform Bill (1998)
technology
information
Individual Director assessment
[all categories]
the assessment of Directors who are currently on the Board can be undertaken by various means
chat with the Chairperson
chat with the Governance Committee
Director self-assessment
aggregated results to give Board profiles
qualitative peer assessment

the assessment of a Director prior to appointment should consider the following issues
the profile should be related to the goals of the organisation and the organisation and Board performance criteria
an external search process should be used to complement the probable likely suspects known to the Board
the appointment term should be considered
relevant information should be discussed prior to the appointment
current Directors should meet the final candidate to ensure they are comfortable that the new Director will contribute the skills knowledge and experience sought in a team-like manner
a thorough induction process should be undertaken
Legal framework
[all categories]
the legal context within which the organisation operates
association - Associations law
corporation - Corporation law
Legislation
[all categories]
specific laws
Corporation law
the Corporations law, the complementary State legislation and the Ordinances of the relevant Territories
the Company Law Review Act (1998)
the Corporate Law Economic Reform Bill (1998)
Associations law
Trade Practices law
competition
consumer protection
Contract law
Environmental law
Taxation law
Regulatory compliance

laws relating to people
Industrial Relations/Workplace Relations Act
Occupational Health and Safety (OH&S)Acts
Employment
Equal Opportunity and Anti - Discrimination
Child Protection
Volunteer Workers Insurance
Public Liability
Workers compensation
Business specific laws

laws relating to business
Income Tax Act
Payroll Acts
Stamp duty Act
Liquor Licensing Acts
Landlord and Tenant
Goods and Services Tax (GST) Act
Copyright Act
Trade Marks Act
Business specific laws and Acts
Organisation's governance policy guidelines
[all categories]
would include policies and processes in the areas of
role of board
board structure
role of individual directors
role of chairperson
role of company secretary
role of chief executive officer
board meetings
board meeting agenda
board papers
board minutes
the board calendar
committees
delegation of authority
monitoring
strategy formulation
service/advice
contacts
chief executive officer evaluation
director protection
board evaluation
director development
director selection and induction

Stakeholders
[all categories]
shareholders
government Ministers
government departments
Departments of Consumer Affairs or Fair Trading government industry regulators
Australian Competition and Consumer Commission
Australian Securities and Investments Commission
Departments of Consumer Affairs or Fair Trading

Non-government industry regulators
Australian Stock Exchange

employees
suppliers
customers
media
unions
the community
other organisations
Workplace responsibilities
[all categories]
employment of staff
Occupational Health and Safety (OH&S)

Evidence Guide
The Evidence Guide identifies the critical aspects, knowledge and skills to be demonstrated to confirm competence for this unit. This is an integral part of the assessment of competence and should be read in conjunction with the Range Statements

Critical aspects of evidence to be considered
Assessment must confirm sufficient knowledge of being an effective paid or unpaid member of the Board of a sport or recreation organisation in the work environment
Assessment of performance should be over a period of time covering all categories of the Range Statements that are applicable in the learner's environment
In particular, assessment must confirm the ability to
identify the core business and establish the strategic direction of the organisation
follow legal requirements when carrying out Board duties
work within the structure of the organisation
monitor trends and changes in the industry
monitor the organisation's operations
supervise the senior management of the organisation
Interdependent assessment of units
This unit must be assessed after attainment of competency in the following unit(s)
Nil

This unit must be assessed in conjunction with the following unit(s)
SRXGOV002B Undertake the role of an individual Director of an organisation

For the purpose of integrated assessment, this unit may be assessed in conjunction with the following unit(s)
Nil
Required knowledge and skills
Required knowledge
Knowledge of natural justice and fair process as it relates to the evaluation and assessment of the effectiveness and efficiency of a Board and individual Directors
Knowledge of the business and operations of the organisation as it relates to participating in the formulation of strategic directions
Knowledge of the legal framework under which the organisation operates and the Memorandum and/or Articles of Association of the organisation
Knowledge of roles and responsibilities of particular functions on the Board such as Chairperson, Secretary and Director
Knowledge of the role policies and procedures play in the effective running of an organisation
Knowledge of the separation of the governance (Board) and management (Chief Executive Officer) functions of the organisation and how the management issues are effectively functions of the Board that are delegated to the Chief Executive Officer (CEO)
Knowledge of performance measurement systems as they relate to the measurement of the efficiency and effectiveness of the organisation in meeting its stated performance targets
Knowledge of effective human resource management practices as they relate to the delegation, monitoring and evaluation of the Chief Executive Officer (CEO) and senior management
Knowledge of issues to do with Occupational Health and Safety (OH&S) as they relate to the employment of staff

Required skills
Literacy and numeracy skills as they relate to the reading, comprehension, evaluation and analysis of documentation that relates to the organisation's strategic direction, governance policy guidelines, undertaking of the function of Director and the monitoring of trends in industry
Research skills as they relate to the monitoring of trends in industry
Verbal communication skills as they relate to the presentation of cogent arguments within the Board processes
Written communication skills as they relate to the presentation of papers at a Board meeting
Negotiation skills as they relate to active participation in Board discussions and decision - making
Consultation skills as they relate to the meaningful engagement of relevant stakeholders in the organisation's operations
Policy development skills as they relate to the drafting of, consultation on and endorsement of policies and procedures for the effective operation of the organisation
Resource implications
Physical resources - assessment of this competency requires access to
either real or simulated organisations and their respective Board processes

Human resources - assessment of this unit of competency will require human resources consistent with those outlined in the Assessment Guidelines. That is, assessors (or persons within the assessment team) must
be competent in this unit but preferably be competent in the unit at the level above
be current in their knowledge and understanding of the industry through provision of evidence of professional activity in the relevant area
have attained the mandatory competency requirements for assessors under the Australian Quality Training Framework (AQTF) as specified in Standard 7.3 of the Standards for Registered Training Organisations
Consistency in performance
Due to issues such as performing various duties as a member of a Board of an organisation, this unit of competency must be assessed over period of time in order to ensure consistency of performance over the Range Statements and contexts applicable to participating as a member of an effective Board of an organisation
Context for assessment
This unit of competency must be assessed in the context of participating as a member of an effective Board of a sport or recreation organisation
Assessment of this unit of competence will usually include observation of processes and procedures, oral and/or written questioning on required 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

KEY COMPETENCIES
Collect, Analyse&Organise Information
Communicate Ideas&Information
Plan&Organise Activities
Work with Others&in Teams
Use Mathematical Ideas&Techniques
Solve Problems
Use Technology
3
3
3
3
3
3
2
These levels do not relate to the Australian Qualifications Framework. They relate to the seven areas of generic competency that underpin effective workplace practices.
The three levels of performance (1, 2 and 3) denote the level of competency required to perform the task:
Use routine approaches
Select from routine approaches
Establish new approaches
Collecting, analysing and organising information - Collecting information on the core business of the organisation
Communicating ideas and information - Reporting to the Board on a task that was allocated
Planning and organising activities - Planning and organising regular Board meetings
Working with teams and others - Working as a member of a Board of an organisation
Using mathematical ideas and techniques - Analysing financial documents for the organisation
Solving problems - Identifying the need to hold an extraordinary meeting
Using technology - Taking part in a teleconference
Please refer to the Assessment Guidelines for advice on how to use the Key Competencies.