NTISthis.com

Evidence Guide: BSBATSIL411A - Undertake the roles and responsibilities of a board member

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

 

BSBATSIL411A - Undertake the roles and responsibilities of a board member

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

Work within the structure of the organisation

  1. Identify core functions and structure of the organisation
  2. Describe the relationship between organisation, stakeholders and other organisations or entities
  3. Identify individual responsibilities of board members
  4. Perform designated board duties as per role description
  5. Follow the board's decision-making processes
Identify core functions and structure of the organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Describe the relationship between organisation, stakeholders and other organisations or entities

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify individual responsibilities of board members

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Perform designated board duties as per role description

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Follow the board's decision-making processes

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage competing roles and responsibilities

  1. Identify the differences between the roles of governance and management
  2. Identify the relationship between board and staff and overlapping roles
  3. Identify and manage real and perceived conflict of interest due to competing roles and responsibilities
  4. Follow policies and procedures regarding the confidentiality of information
Identify the differences between the roles of governance and management

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify the relationship between board and staff and overlapping roles

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and manage real and perceived conflict of interest due to competing roles and responsibilities

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Follow policies and procedures regarding the confidentiality of information

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Follow legal requirements when carrying out board duties

  1. Identify the legislation under which the organisation operates
  2. Apply provisions of the legislation that are relevant to the governance of the organisation
  3. Comply with relevant aspects of corporation law and terms and conditions of funding agreements
  4. Adhere to the constitution of the organisation while undertaking workplace responsibilities
Identify the legislation under which the organisation operates

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Apply provisions of the legislation that are relevant to the governance of the organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Comply with relevant aspects of corporation law and terms and conditions of funding agreements

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Adhere to the constitution of the organisation while undertaking workplace responsibilities

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor operations

  1. Monitortrends and outcomes in the community
  2. Identify and analyse outcomes for each operational area
  3. Use information provided to review effectiveness and efficiency of operations and associated policy
  4. Suggest changes to operations or policy if necessary
Monitortrends and outcomes in the community

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and analyse outcomes for each operational area

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Use information provided to review effectiveness and efficiency of operations and associated policy

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Suggest changes to operations or policy if necessary

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Receive and act on community and stakeholder feedback

  1. Gather and evaluate feedback from the community and stakeholders about the operations of the organisation, and share with other board members
  2. Deal with feedback according to policies and procedures, and in consultation with management
  3. Support decisions of the board and management where applicable
Gather and evaluate feedback from the community and stakeholders about the operations of the organisation, and share with other board members

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Deal with feedback according to policies and procedures, and in consultation with management

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Support decisions of the board and management where applicable

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:

contribute to analysis and decisionmaking on issues affecting board and organisational performance

understand the relationship and differences between boards of governance and organisational management

work in accordance with organisational constitution, codes of conduct, functions, policies and procedures

work with irregularities and breakdowns in communication and routines between board members and/or organisational management.

Context of and specific resources for assessment

Assessment must ensure:

participation on an actual or simulated board

access to examples of issues that boards of governance have worked on, including community feedback and strategic decisions

access to examples of relevant documents

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 on a board or simulated board

direct questioning combined with reflection of practical board 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 the community and stakeholders relating to operations.

Guidance information for assessment

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

BSBATSIL408C Manage a board meeting

BSBATSIL413A Review and apply the constitution.

Required Skills and Knowledge

Required skills

communication and teamwork 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

evaluation and decision-making skills to monitor and review information presented to the board and enact decisions

problem-solving skills to identify and manage real and perceived conflict of interest between parties

self-management skills to:

manage situations where there may be conflict of interest

adhere to role requirements and workplace policies and procedures

Required knowledge

concept of community control of organisations, and how it may impact on the roles and responsibilities of board members

cultural context in which Aboriginal and Torres Strait Islander boards operate, including their role in upholding traditional and cultural values, and how this may impact on the roles and responsibilities of board members

decision-making processes

geographic, social, economic and political contexts in which particular organisations operate, and how these may impact on the roles and responsibilities of board members

governance roles and responsibilities

management roles and responsibilities

organisational history, structure, core functions, code of conduct, constitution, policies and procedures, and reporting processes

provisions of federal, state or territory legislation and funding body requirements that influence decisionmaking, and how these may impact on the roles and responsibilities of board members

relevant protocols and cultural responsibilities, and how they may impact on the roles and responsibilities of board members

roles and responsibilities of key board positions

terms and conditions of funding agreements

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.

Core functions may include:

provision of specific goods, such as catering, art work, performance, and general goods

provision of specific services, such as housing, health, employment, child care, legal services, aged care, creative arts, youth services, bookkeeping, resourcing, and coordination

specific cultural contexts, such as traditional and cultural knowledge and values.

Structure may relate to:

board member portfolios of responsibility

divisions, branches, departments, teams and positions within the organisation

lines of accountability.

Stakeholders and other organisations or entities may include:

clients, consumers and participants

commercial businesses owned by the organisation

individual community members

community groups, organisations and networks

competitors

Elders

jointly owned entities held by other organisations

local, state or territory, and federal government departments

members

related Aboriginal and Torres Strait Islander organisations

related non-Aboriginal and Torres Strait Islander organisations

traditional owners

trusts held by the organisation.

Relationship between board and staff may relate to:

board leadership

board planning

day-to-day administration

management responsiveness

policy formulation and decision making.

Overlapping roles may include:

board members becoming involved in day-to-day operations

staff who are also board members.

Conflict of interest may be managed by:

discussion and resolution at board meetings

guidelines for declaring and managing conflict of interest.

Competing roles and responsibilities may relate to:

board and staff

business interests

family relationships and responsibilities

financial interests

governance and management

representing the interests of a specific group and representing the interests of the whole organisation.

Legislation may include:

Corporations (Aboriginal and Torres Strait Islander) Act 2006

corporation law

Fair Work Act and Regulations 2009

federal, state and territory Acts relating to core functions of the organisation

federal, state and territory occupational health and safety statutes

financial legislation and regulations

state and territory associations Acts.

Corporation law may include:

Corporations (Aboriginal and Torres Strait Islander) Act 2006

liabilities of board members

responsibilities of board members

state and territory associations Acts.

Workplace responsibilities may include:

code of conduct

anti-discrimination

equal opportunity

occupational health and safety

staff contracts.

Monitoring trends and outcomes may include:

attending community meetings

gathering information, data and statistics

identifying community needs

maintaining awareness of political issues.

Information may include:

anecdotal information from the community

data and statistics

financial reports

reports from staff, consultants, and other bodies.