- SRXGOV004B - Work effectively with the Board of an organisation
SRXGOV004B
Work effectively with the Board of an organisation
Application
Not applicable.
Prerequisites
Not applicable.
Elements and Performance Criteria
Elements and Performance Criteria | |||
Element | Performance Criteria | ||
1 | Identify the roles of governance and management | 1.1 | Differentiate and document the member, governance and management issues of the organisation in the organisation's governance policy guidelines |
1.2 | Identify, document and refer to the relationships between governance issues and management issues | ||
2 | Facilitate the development of an effective Board | 2.1 | Provide information to enable the Board to analyse the efficiency and effectiveness of the organisation in meeting its stated objectives and performance targets |
2.2 | Ensure new Directors understand the way that the Board operates and the organisation's governance policy guidelines | ||
2.3 | Highlight continuing professional development opportunities to the attention of all Directors | ||
2.4 | Monitor relevant aspects of the appropriate federal, state and local legislation and by-laws for organisation compliance and provide advice to ensure Directors follow legal requirements when carrying out Board duties | ||
3 | Provide detailed information for the Board to deal with the right matters | 3.1 | Ensure the Board is aware of emerging issues in the industry that are likely to have an impact on the organisation's business |
3.2 | Evaluate the identified emerging issues within a risk management and due diligence framework for their impact on the organisation and provide this information to the Board | ||
3.3 | Differentiate governance and management issues of the organisation to ensure the Board deals with the right matters | ||
3.4 | Collate a well structured Board paper, containing all necessary information items and including a recommendation from management, for all agenda items | ||
3.5 | Ensure Board members receive the papers in sufficient time to study them before the meeting | ||
3.6 | Establish processes to source appropriate internal and external professional advice for Directors to inform their decision-making (where required) | ||
3.7 | Establish processes to deal with extraordinary matters that arise outside scheduled meetings | ||
4 | Ensure that Board decisions are implemented properly | 4.1 | Ensure complete and accurate minutes are recorded and reported to the Board |
4.2 | Identify and implement actions that flow from the decisions clearly | ||
4.3 | Implement the appropriate policies and procedures to support the Board's decisions within agreed timeframes | ||
4.4 | Advise the Board promptly of issues affecting the implementation of Board decisions | ||
5 | Ensure regular communication with the Board | 5.1 | Provide information and advice regularly to the Board to foster informed decision-making |
5.2 | Brief the Chairperson in great detail on all substantive issues at all times | ||
5.3 | Seek clear instructions from the Board in order to implement specific policy directions (as required) | ||
5.4 | Seek feedback from the Board in relation to the performance of staff regarding implementation of the specific policy directions |
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 working effectively with the Board of a recreation organisation or facility 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 differentiate between management and governance issues ensure the Board follows the organisation's governance policy guidelines facilitate the establishment of an effective Board team arrange for the Board to deal with the right matters provide sufficient documentation for the Board to reach informed decisions ensure that the decisions are implemented properly communicate regularly with the Board and ensure the Chairperson is well briefed on current issues affecting 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) Nil 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 the business and operations of the organisation as it relates to 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 human resource management practices as they relate to the development of effective working relationships between paid staff and volunteer Boards 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 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 information to the Board Written communication skills as they relate to the presentation of papers at a Board meeting Consultation skills as they relate to the meaningful engagement of relevant Board members 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 Facilitation and project management skills as they relate to the implementation of Board decisions Leadership skills as they relate to demonstration of appropriate individual standards of performance, influencing others, making decisions, facilitating group decision - making and the utilisation of appropriate leadership styles |
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 the varied issues that are required to be discussed by a Board, 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 working effectively with the Board or management committee of a sport or recreation organisation |
Context for assessment | This unit of competency must be assessed in the context of working effectively with the Board or management committee 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 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 with 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 | [all categories] refers to Boards or committees of management responsible for the governance of a recreation organisation or facility as distinct from the management operations Board members may be paid Directors or volunteers |
Emerging issues | [all categories] may include but not limited to the Corporate Law Economic Reform Bill (1998) technology information |
Legislation | [all categories] specific laws Corporation law the Corporations law, the complimentary 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 (CEO) 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 (CEO) evaluation Director protection Board evaluation Director development Director selection and induction |
Sectors
Not applicable.
Employability Skills
Not applicable.
Licensing Information
Not applicable.