Unit of competency Outline
Date retreived
22/07/2026 9:38 PM AWST
22/07/2026 9:38 PM 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.
Lead the organisation's strategic planning cycle
Lead the organisation's strategic planning cycle
Unit of competency
National Code
BSBATSIL511A
BSBATSIL511A
State Code
D4845
D4845
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
29/04/2011
Field of Education
080307 - Organisation Management
Original Release Date
29/04/2011
Nominal Hours
50
Description
This unit describes the performance outcomes, skills and knowledge required to lead the strategic planning process of an organisation and to assist board members to develop and implement a strategic planning cycle.Some aspects of governance activities may be subject to legislation, rules, regulations and codes of practice relevant to different job roles and jurisdictions.
Notes
Elements and Performance Criteria
1. Establish the strategic planning process
- 1.1. Agree to a documented strategic planning process with other board members
- 1.2. Identify and allocate resources to undertake strategic planning
2. Develop and review the organisation's values, vision and purpose
- 2.1. Consult board members, management, staff, community and key stakeholders regarding the values, vision and purpose of the organisation
- 2.2. Identify the agreed values, vision and purpose of the organisation with other board members
- 2.3. Ensure the organisation's values, vision and purpose are documented and endorsed by the board
3. Analyse the internal and external factors that could impact on the organisation's strategic plan
- 3.1. Review and evaluate the previous strategic plan
- 3.2. Identify and analyse community aspirations, interests and needs
- 3.3. Identify and analyse changing government policy and funding that might affect the organisation
- 3.4. Identify and analyse emerging and predicted trends
- 3.5. Identify and analyse the potential for strategic alliances and partnerships
- 3.6. Seek advice from appropriate experts when necessary
4. Establish strategic objectives and strategies
- 4.1. Develop and agree on strategies and SMART objectives with other board members that are consistent with the outcome of the research and analysis undertaken
- 4.2. Ensure objectives and strategies are achievable and that they are benchmarked against industry and community standards
- 4.3. Identify and document factors that may affect achievement of objectives
5. Monitor and evaluate strategic performance
- 5.1. Develop an implementation plan with other board members that identifies targets, key performance indicators, performance standards, timelines and reporting requirements for the strategic planning period
- 5.2. Monitor and evaluate progress reports against the plan to identify successes and performance gaps
- 5.3. Review and revise strategic objectives and strategies with other board members where necessary
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.
Strategic planning process may include:
establishment of working group or subcommittee
review of previous strategic plan
consultation with Elders, traditional owners, members and community
information collection and documentation
development of:
values, vision and purpose
objectives of strategic plan
strategies for achieving goals
performance measures
review of draft strategic plan.
Resources may relate to:
board member support
community members
development of working group or subcommittee
external consultants
finances
identified partnerships
information and communication technologies
network contacts
planning expertise
staff.
Values may include:
business practices
culture
community
community control
family
heritage
self-determination
service and product standards
staff management.
Vision and purpose may relate to:
long-term community goals
organisational goals.
Emerging and predicted trends may include:
business and social enterprise possibilities
community needs and issues
demographic change
funding priorities
government legislation and policy
local expenditure
new and changing competitors
social trends.
Strategic alliances and partnerships may refer to:
businesses
local, state or territory, and federal governments
individuals
other organisations.
Strategies may involve:
culture
community involvement
programs.
SMART objectives:
are specific, measurable, achievable, realistic and time bound
may relate to:
board practices
community development
finances
human resources
services and products.
Factors may include:
community
cultural
political
resources
technical.
Key performance indicators may include:
measures for monitoring or evaluating the efficiency or effectiveness of the plan's implementation
measures used to demonstrate success and identify areas for improvement.
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.
Strategic planning process may include:
establishment of working group or subcommittee
review of previous strategic plan
consultation with Elders, traditional owners, members and community
information collection and documentation
development of:
values, vision and purpose
objectives of strategic plan
strategies for achieving goals
performance measures
review of draft strategic plan.
Resources may relate to:
board member support
community members
development of working group or subcommittee
external consultants
finances
identified partnerships
information and communication technologies
network contacts
planning expertise
staff.
Values may include:
business practices
culture
community
community control
family
heritage
self-determination
service and product standards
staff management.
Vision and purpose may relate to:
long-term community goals
organisational goals.
Emerging and predicted trends may include:
business and social enterprise possibilities
community needs and issues
demographic change
funding priorities
government legislation and policy
local expenditure
new and changing competitors
social trends.
Strategic alliances and partnerships may refer to:
businesses
local, state or territory, and federal governments
individuals
other organisations.
Strategies may involve:
culture
community involvement
programs.
SMART objectives:
are specific, measurable, achievable, realistic and time bound
may relate to:
board practices
community development
finances
human resources
services and products.
Factors may include:
community
cultural
political
resources
technical.
Key performance indicators may include:
measures for monitoring or evaluating the efficiency or effectiveness of the plan's implementation
measures used to demonstrate success and identify areas for improvement.
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:
establishand maintain a strategic planning cycle with the board
work with board, members and community to formulate strategic objectives and strategies
ensure strategic performance is reviewed and monitored.
Context of and specific resources for assessment
Assessment must ensure:
participation on an actual or simulated board
access to office equipment and strategic planning resources
access to examples of relevant strategic planning documents and issues that affect strategic planning
knowledge and performance to be 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:
performance of board duties or an accurate simulation of board duties
direct questioning combined with reflection of practical board performance
analysis of responses to case studies and scenarios
observation of presentations
oral or written questioning
observation of performance in role plays.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
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:
establishand maintain a strategic planning cycle with the board
work with board, members and community to formulate strategic objectives and strategies
ensure strategic performance is reviewed and monitored.
Context of and specific resources for assessment
Assessment must ensure:
participation on an actual or simulated board
access to office equipment and strategic planning resources
access to examples of relevant strategic planning documents and issues that affect strategic planning
knowledge and performance to be 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:
performance of board duties or an accurate simulation of board duties
direct questioning combined with reflection of practical board performance
analysis of responses to case studies and scenarios
observation of presentations
oral or written questioning
observation of performance in role plays.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| D0596 | BSBATSIM507B | Establish and maintain a strategic planning cycle | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUI67 | BSBATSIL511 | Lead the organisation's strategic planning cycle | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| W905 | BSB50710 | Diploma of Business (Governance) | Qualification |