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 learners 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 organisations operations

supervise the senior management of the organisation

Interdependent assessment of units

This unit must be assessed after attainment of competency in the following units

Nil

This unit must be assessed in conjunction with the following units

SRXGOVB Undertake the role of an individual Director of an organisation

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 units

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 andor 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 OHampS 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 organisations 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 organisations 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 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 andor written questioning on required knowledge and skills and consideration of required attitudes

Where performance is not directly observed andor is required to be demonstrated over a period of time andor in a number of locations any evidence should be authenticated by colleagues supervisors clients or other appropriate persons

KEY COMPETENCIES

Collect AnalyseampOrganise Information

Communicate IdeasampInformation

PlanampOrganise Activities

Work with Othersampin Teams

Use Mathematical IdeasampTechniques

Solve Problems

Use Technology

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 and 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

Board assessment

the introduction of an effective process of Board assessment will involve

Chief Executive Officer assessment

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

performance measures should be

Core business of the organisation

Emerging issues

Individual Director assessment

the assessment of a Director prior to appointment should consider the following issues

Legal framework

Legislation

laws relating to people

laws relating to business

Organisation's governance policy guidelines

Stakeholders

Non-government industry regulators

employees

Workplace responsibilities