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Evidence Guide: BSBATSIL511A - Lead the organisation's strategic planning cycle

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

 

BSBATSIL511A - Lead the organisation's strategic planning cycle

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

Establish the strategic planning process

  1. Agree to a documented strategic planning process with other board members
  2. Identify and allocate resources to undertake strategic planning
Agree to a documented strategic planning process with other board members

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and allocate resources to undertake strategic planning

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop and review the organisation's values, vision and purpose

  1. Consult board members, management, staff, community and key stakeholders regarding the values, vision and purpose of the organisation
  2. Identify the agreed values, vision and purpose of the organisation with other board members
  3. Ensure the organisation's values, vision and purpose are documented and endorsed by the board
Consult board members, management, staff, community and key stakeholders regarding the values, vision and purpose of the organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify the agreed values, vision and purpose of the organisation with other board members

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure the organisation's values, vision and purpose are documented and endorsed by the board

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Analyse the internal and external factors that could impact on the organisation's strategic plan

  1. Review and evaluate the previous strategic plan
  2. Identify and analyse community aspirations, interests and needs
  3. Identify and analyse changing government policy and funding that might affect the organisation
  4. Identify and analyse emerging and predicted trends
  5. Identify and analyse the potential for strategic alliances and partnerships
  6. Seek advice from appropriate experts when necessary
Review and evaluate the previous strategic plan

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and analyse community aspirations, interests and needs

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and analyse changing government policy and funding that might affect the organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and analyse emerging and predicted trends

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and analyse the potential for strategic alliances and partnerships

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Seek advice from appropriate experts when necessary

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Establish strategic objectives and strategies

  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
  2. Ensure objectives and strategies are achievable and that they are benchmarked against industry and community standards
  3. Identify and document factors that may affect achievement of objectives
Develop and agree on strategies and SMART objectives with other board members that are consistent with the outcome of the research and analysis undertaken

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure objectives and strategies are achievable and that they are benchmarked against industry and community standards

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and document factors that may affect achievement of objectives

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor and evaluate strategic performance

  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
  2. Monitor and evaluate progress reports against the plan to identify successes and performance gaps
  3. Review and revise strategic objectives and strategies with other board members where necessary
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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor and evaluate progress reports against the plan to identify successes and performance gaps

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review and revise strategic objectives and strategies with other board members where necessary

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:

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.

Required Skills and Knowledge

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

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.