Application
This unit applies to individuals responsible for planning, monitoring and guiding the activities of the organisation. |
Elements and Performance Criteria
ELEMENT | PERFORMANCE CRITERIA |
1. Establish the strategic planning process | 1.1. Agree to a documented strategic planning process with other board members 1.2. Identify and allocate resources to undertake strategic planning |
2. Develop and review the organisation's values, vision and purpose | 2.1. Consult board members, management, staff, community and key stakeholders regarding the values, vision and purpose of the organisation 2.2. Identify the agreed values, vision and purpose of the organisation with other board members 2.3. Ensure the organisation's values, vision and purpose are documented and endorsed by the board |
3. Analyse the internal and external factors that could impact on the organisation's strategic plan | 3.1. Review and evaluate the previous strategic plan 3.2. Identify and analyse community aspirations, interests and needs 3.3. Identify and analyse changing government policy and funding that might affect the organisation 3.4. Identify and analyse emerging and predicted trends 3.5. Identify and analyse the potential for strategic alliances and partnerships 3.6. Seek advice from appropriate experts when necessary |
4. Establish strategic objectives and strategies | 4.1. Develop and agree on strategies and SMART objectives with other board members that are consistent with the outcome of the research and analysis undertaken 4.2. Ensure objectives and strategies are achievable and that they are benchmarked against industry and community standards 4.3. Identify and document factors that may affect achievement of objectives |
5. Monitor and evaluate strategic performance | 5.1. Develop an implementation plan with other board members that identifies targets, key performance indicators, performance standards, timelines and reporting requirements for the strategic planning period 5.2. Monitor and evaluate progress reports against the plan to identify successes and performance gaps 5.3. Review and revise strategic objectives and strategies with other board members where necessary |
Required Skills
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Required skills |
communication 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 evaluation skills to monitor the progress of the strategic plan and analyse gaps in performance research skills to ensure accurate and current information is available for review and analysis strategic thinking skills to collate data from a number of different sources and make recommendations to the board about strategic organisational objectives and strategies time-management and planning skills to ensure that strategic plans meet realistic timeframes and are regularly monitored |
Required knowledge |
benchmarking principles and approaches community consultation and engagement strategies components of the strategic planning cycle concept of community control of organisations and how it may impact on the strategic planning process and content of plans cultural context in which Aboriginal and Torres Strait Islander boards operate, including their role in upholding traditional and cultural values, and how that could impact on organisational planning data collection methods geographic, social, economic and political contexts in which particular organisations operate and how these may impact on organisational planning organisational policies and procedures relevant to planning provisions of federal, state or territory legislation and funding body requirements that may influence decision making relevant protocols and cultural responsibilities that impact on the planning process roles and responsibilities of board and management in organisational planning strategic planning principles, approaches and strategies, including setting objectives values, vision and purpose of the organisation |
Evidence Required
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: establishand maintain a strategic planning cycle with the board work with board, members and community to formulate strategic objectives and strategies ensure strategic performance is reviewed and monitored. |
Context of and specific resources for assessment | Assessment must ensure: participation on an actual or simulated board access to office equipment and strategic planning resources access to examples of relevant strategic planning documents and issues that affect strategic planning knowledge and performance to be 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: performance of board duties or an accurate simulation of board duties direct questioning combined with reflection of practical board performance analysis of responses to case studies and scenarios observation of presentations oral or written questioning observation of performance in role plays. |
Guidance information for assessment | Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended. |
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. | |
Strategic planning process may include: | establishment of working group or subcommittee review of previous strategic plan consultation with Elders, traditional owners, members and community information collection and documentation development of: values, vision and purpose objectives of strategic plan strategies for achieving goals performance measures review of draft strategic plan. |
Resources may relate to: | board member support community members development of working group or subcommittee external consultants finances identified partnerships information and communication technologies network contacts planning expertise staff. |
Values may include: | business practices culture community community control family heritage self-determination service and product standards staff management. |
Vision and purpose may relate to: | long-term community goals organisational goals. |
Emerging and predicted trends may include: | business and social enterprise possibilities community needs and issues demographic change funding priorities government legislation and policy local expenditure new and changing competitors social trends. |
Strategic alliances and partnerships may refer to: | businesses local, state or territory, and federal governments individuals other organisations. |
Strategies may involve: | culture community involvement programs. |
SMART objectives: | are specific, measurable, achievable, realistic and time bound may relate to: board practices community development finances human resources services and products. |
Factors may include: | community cultural political resources technical. |
Key performance indicators may include: | measures for monitoring or evaluating the efficiency or effectiveness of the plan's implementation measures used to demonstrate success and identify areas for improvement. |
Sectors
Unit sector |
Competency Field
Regulation, licensing and risk - ATSI governance |
Employability Skills
This unit contains employability skills. |
Licensing Information
Not applicable.