- SRXGOV001B - Participate as a member of an effective Board of an organisation
SRXGOV001B
Participate as a member of an effective Board of an organisation
Application
Not applicable.
Prerequisites
Not applicable.
Elements and Performance Criteria
Elements and Performance Criteria | |||
Element | Performance Criteria | ||
1 | Identify the core business and establish the strategic direction of the organisation | 1.1 | Identify the core business of the organisation |
1.2 | Identify, explain and document the relationships between the organisation and other stakeholders | ||
1.3 | Interact with key stakeholders to inform them of achievements and to ensure their input into the determination of strategic goals and directions | ||
1.4 | Document the organisation's strategic direction and priorities | ||
1.5 | Establish performance targets, that form the basis for evaluation of performance | ||
2 | Follow legal requirements when carrying out Board duties | 2.1 | Identify and refer to the relevant provisions of the legal framework under which the organisation was established |
2.2 | Monitor relevant aspects of the appropriate federal, state and local legislation and by-laws for organisation compliance | ||
3 | Work within the structure of the organisation | 3.1 | Differentiate and document the member, governance and management issues of the organisation in the organisation's governance policy guidelines |
3.2 | Identify, document and refer to the relationships between governance issues and management issues | ||
3.3 | Identify and document the role of the Board in the organisation's governance policy guidelines | ||
3.4 | Identify and document the role of the individual Directors in the organisation's governance policy guidelines | ||
3.5 | Identify and document the role of the Chairperson in the organisation's governance policy guidelines | ||
3.6 | Identify and document the role of the Secretary in the organisation's governance policy guidelines | ||
3.7 | Document delegations of the Board's authority | ||
3.8 | Undertake and evaluate duties outlined in job descriptions of Board members regularly as a whole Board assessment and an individual Director assessment | ||
4 | Monitor trends and changes in the industry | 4.1 | Ensure the Board is aware of emerging issues in the industry that are likely to have an impact on the organisation's business |
4.2 | Evaluate the identified emerging issues within a risk management and due diligence framework for their impact on the organisation | ||
4.3 | Ensure those emerging issues requiring attention by the organisation are dealt with by the Board in an appropriate manner | ||
4.4 | Demonstrate how the Board regularly reviews its policies and procedures to take account of the emerging issues | ||
5 | Monitor the organisation's operations | 5.1 | Ensure preparation for meetings is adequate and timely |
5.2 | Record meeting are attendance and encourage effective participation by all Board members | ||
5.3 | Utilise information provided in analysing the efficiency and effectiveness of the organisation in meeting its stated objectives and performance targets | ||
5.4 | Review policies, procedures, operations and workplace responsibilities of the organisation and adapt accordingly | ||
6 | Supervise the senior management of the organisation | 6.1 | Receive information and advice regularly from the senior management of the organisation to form the basis of informed decision-making |
6.2 | Provide instructions to the senior management of the organisation to implement specific policy directions as required | ||
6.3 | Seek feedback from senior management of the organisation in relation to the implementation of the specific policy directions | ||
6.4 | Assess the performance of the Chief Executive Officer (CEO) regularly in accordance with the legal framework under which they are engaged |
Required Skills
Not applicable.
Evidence Required
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. |
Range Statement
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 |
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) 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) 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) |
Sectors
Not applicable.
Employability Skills
Not applicable.
Licensing Information
Not applicable.