This unit applies to individuals who need to conduct board meetings in their role of monitoring and guiding the activities of Aboriginal and Torres Strait Islander organisations. |
ELEMENT | PERFORMANCE CRITERIA |
1. Plan a board meeting | 1.1. Identify type of meeting to be conducted and any rules, cultural protocols, policies and procedures that affect its planning and conduct 1.2. Prepare an agenda that reflects the business of the meeting, with consultation between the chair, secretary and manager 1.3. Determine the date, time and location of the meeting taking into consideration all relevant rules, cultural protocols, policies and procedures 1.4. Issue invitations to members and guests in a timely manner that will maximise attendance 1.5. Plan and implement transport and other arrangements to maximise attendance 1.6. Circulate background papers prior to the meeting in an appropriate form and with adequate time for members to prepare for the meeting |
2. Conduct a board meeting | 2.1. Ensure a quorum is present before commencing meeting 2.2. Follow rules and cultural protocols 2.3. Follow meeting agenda and timeframes 2.4. Provide opportunities for participants to listen and speak, and show respect for different views 2.5. Manage difficult situations that arise in a respectful and sensitive manner 2.6. Use agreed decision-making processes to ensure decisions reflect participants' views 2.7. Develop an action plan to implement decisions |
3. Identify confidential business | 3.1. Advise board members when to observe required confidentiality 3.2. Seek declarations of potential and real conflict of interest |
4. Ensure minutes are taken | 4.1. Appoint a minute taker 4.2. Review minutes to ensure they contain required information 4.3. Approve minutes and provide them to members and guests as appropriate 4.4. Ensure procedures are in place to store minutes adequately and with appropriate access |
5. Monitor the implementation of decisions | 5.1. Communicate decisions to relevant people 5.2. Monitor the action plan to ensure completion 5.3. Present reports of outcomes of implementation at board meetings |
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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 delegation skills to identify appropriate people to take minutes and implement action plans evaluation and decision-making skills to monitor and review information presented to the board and enact decisions leadership skills to ensure the meeting remains on track and participants contribute to discussions and have their views treated with respect by others problem-solving skills to identify and manage potential and real conflict of interest between parties planning and organisational skills to prepare for the meeting |
Required knowledge |
board meeting procedures, including documentation requirements board member roles and responsibilities concept of community control of organisations and how it may impact on conduct of meetings conflict of interest constitution provisions regarding conduct of meetings cultural context in which Aboriginal and Torres Strait Islander boards operate, including their role in upholding traditional and cultural values, and how that can impact on the conduct of meetings cultural processes and protocols relevant to the conduct of meetings decision-making processes geographic, social, economic and political contexts in which particular organisations operate and how these may impact on the conduct of meetings organisational policies and procedures relevant to the conduct of meetings provisions of federal, state or territory legislation and funding body requirements that influence board decisionmaking |
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: apply constitutional provisions relating to the planning and conduct of board meetings plan for a meeting to maximise its effectiveness prepare and follow the meeting agenda. |
Context of and specific resources for assessment | Assessment must ensure: participation on an actual or simulated board access to examples of issues worked with by boards of governance 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 about operations. |
Guidance information for assessment | Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example: BSBATSIL411A Undertake the roles and responsibilities of a board member BSBATSIL413A Review and apply the constitution. |
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. | |
Type of meeting may include: | annual general meeting regular board meeting special general meeting subcommittee meeting. |
Cultural protocols may include: | acknowledgement men's and women's business order of speaking providing interpreters role of Elders subject matters for discussion welcome to country. |
Guests may include: | community members Elders government representatives representatives of other organisations traditional owners. |
Rules may include: | constitution requirements cultural protocols meeting procedures organisational policy. |
Decision-making processes may include: | consensus decision by authority decision by majority. |
Action plan may include: | who does what when it is to be done what is to be achieved what is to be reported back. |
Required confidentiality may include: | commercial in confidence financial legal personal. |
Required information may include: | meeting date, time and location apologies people present items discussed details of discussion motions mover and seconder votes decisions made action plans who is responsible time meeting closed next meeting date. |
Relevant people may include: | board members community members committees funding bodies partner organisations staff visitors. |
Reports of outcomes may include: | evaluation reports information reports progress reports research reports. |
Unit sector |
Regulation, licensing and risk - ATSI governance |
This unit contains employability skills. |
Not applicable.