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Evidence Guide: BSBATSIC511A - Plan and conduct a community meeting

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

BSBATSIC511A - Plan and conduct a community meeting

What evidence can you provide to prove your understanding of each of the following citeria?

Negotiate the basis of a meeting and plan the event

  1. Undertake consultation on the purpose, location, date and time of the proposed meeting with appropriate people
  2. Develop a broad agenda and list of invited guests in consultation with appropriate people
  3. Communicate details of the meeting to the community, invited guests and other key people and groups
  4. Plan transport and other arrangements to maximise attendance
  5. Address the requirements of people with special needs to ensure equity and access
Undertake consultation on the purpose, location, date and time of the proposed meeting with appropriate people

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop a broad agenda and list of invited guests in consultation with appropriate people

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Communicate details of the meeting to the community, invited guests and other key people and groups

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Plan transport and other arrangements to maximise attendance

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Address the requirements of people with special needs to ensure equity and access

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Conduct the meeting

  1. Follow community procedures for choosing a chairperson for the meeting
  2. Follow the agenda and relevant meeting protocols
  3. Acknowledge all points of view through appropriate meeting processes of discussion and documentation
  4. Encourage full participation
  5. Seek consensus in decision making
  6. Manage difficult situations appropriately
Follow community procedures for choosing a chairperson for the meeting

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Follow the agenda and relevant meeting protocols

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Acknowledge all points of view through appropriate meeting processes of discussion and documentation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Encourage full participation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Seek consensus in decision making

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage difficult situations appropriately

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Record decisions

  1. Clearly outline meeting decisions being voted on to those present
  2. Clarify recommended actions resulting from decisions with participants
  3. Identify people and organisations responsible for actions
  4. Record decisions and recommended actions
Clearly outline meeting decisions being voted on to those present

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Clarify recommended actions resulting from decisions with participants

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify people and organisations responsible for actions

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Record decisions and recommended actions

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Communicate outcomes

  1. Share meeting outcomes with board, members and relevant others
  2. Encourage participants to use their networks to communicate information provided and decisions made at the meeting
  3. Follow up people and organisations identified as responsible for actions to ensure they understand what is required
  4. Report outcomes to participating Elders, community members and organisations through established channels
Share meeting outcomes with board, members and relevant others

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Encourage participants to use their networks to communicate information provided and decisions made at the meeting

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Follow up people and organisations identified as responsible for actions to ensure they understand what is required

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Report outcomes to participating Elders, community members and organisations through established channels

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

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:

plan a community meeting to ensure participation of appropriate people

conduct a community meeting that provides participants with an opportunity to share views

put in place processes to inform appropriate people about what occurred at the meeting and the outcomes of proposed action.

Context of and specific resources for assessment

Assessment must ensure:

participation in an actual or simulated community meeting

access to examples of issues raised at community meetings

meeting participants

knowledge and performance are 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:

observation of performance in a community meeting or simulated community meeting

direct questioning combined with reflection of practical performance by the candidate

analysis of responses to case studies and scenarios

demonstration of techniques

observation of presentations and group discussions

oral or written questioning to assess knowledge

observation of performance in role plays

analysis of feedback from other board members, staff, community or other stakeholders regarding performance.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

BSBATSIL512A Be a leader in the community.

Required Skills and Knowledge

Required skills

communication, teamwork and negotiation skills to work cooperatively with other board members, management and staff of the organisation, members, community and key stakeholders

culturally appropriate communication skills to relate to people from diverse backgrounds and with diverse abilities

leadership and networking skills to encourage participation and ensure meeting effectiveness

negotiation and conflict-management skills to handle differences of opinion

planning skills to increase participation and ensure protocols are followed

facilitation and public-speaking skills to manage the meeting, present ideas and communicate effectively with the audience

Required knowledge

community consultation methods

concept of community control of organisations and how it may impact on the conduct of community meetings

consensus decision-making principles

cultural context in which Aboriginal and Torres Strait Islander boards operate, including their role in upholding traditional and cultural values, and how that might impact on the conduct of community meetings

decision-making strategies

geographic, social, economic and political contexts in which particular organisations operate and how these may impact on the conduct of community meetings

organisationalpolicies and procedures relevant to community meetings

provisions of federal, state or territory legislation and funding body requirements that influence decisionmaking

relevant community bodies that might be included in community meetings

relevant protocols and cultural responsibilities in relation to conducting community meetings

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.

Appropriate people may include:

Elders

managers

members

staff

traditional owners.

Invited guests may include:

Elders

government representatives

land councils

members

representatives of local businesses

representatives of other Aboriginal and Torres Strait Islander organisations or communities

staff

traditional owners.

Communication may include:

email

facsimile

notices

networks

posters

telephone

word of mouth.

Special needs may relate to:

arrangements for people with disabilities

child care

cultural brokers

interpreters

transport.

Protocols may include:

agenda formats

introductions, welcomes and acknowledgements

land, gender and clan issues

meeting procedures

minute taking

order of speakers.

Meeting processes may include:

decision-making processes

forms of discussion

gender groups

language.

Difficult situations may include:

conflict

impasse in decision making

organisational problems.