Unit of competency Outline
Date retreived
22/07/2026 1:44 PM AWST
22/07/2026 1:44 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Oversee organisational planning
Oversee organisational planning
Unit of competency
National Code
BSBATSIM416A
BSBATSIM416A
State Code
D4848
D4848
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
12/08/2014
Field of Education
080307 - Organisation Management
Original Release Date
12/08/2014
Nominal Hours
40
Description
This unit describes the performance outcomes, skills and knowledge required to oversee the development of plans that guide the operations of the organisation.Some aspects of governance activities may be subject to legislation, rules, regulations and codes of practice relevant to different job roles and jurisdictions.
Notes
Elements and Performance Criteria
1. Gather relevant planning information
- 1.1. Consult with community to identify needs, issues, visions and interests
- 1.2. Identify people with appropriate expertise both within and outside the organisation who could assist the planning process
- 1.3. Identify and obtain relevant planning information, including the organisation's current provision of services
- 1.4. Review the effectiveness of this provision in terms of meeting organisational and community needs
2. Set directions for planning
- 2.1. Work with board members to set or review the vision, goals and objectives of the organisation
- 2.2. Seek the support of internal or external experts if required
- 2.3. Analyse and use information to make planning decisions
- 2.4. Identify the type of planning activity required to meet the needs of the organisation
- 2.5. Identify the key purpose and essential components of the planning activity
- 2.6. Clarify the roles of board, management and staff in the planning activity
3. Ensure plans and planning processes meet cultural objectives
- 3.1. Check plans and planning processes to ensure they maintain and enhance cultural identity
- 3.2. Check plans and planning processes to ensure they reflect cultural requirements and protocols that promote cultural respect
- 3.3. Develop strategies to address areas where conflict may occur between cultural and economic requirements
- 3.4. Check plans to ensure they reflect the vision and objectives of the organisation
4. Oversee the development of plans
- 4.1. Work with board members and senior staff to establish a plan development process and timeframe
- 4.2. Ensure adequate resources are available to develop plans
- 4.3. Ensure plans meet legal and compliance requirements
- 4.4. Ensure plans meet financial targets and funding requirements
- 4.5. Ensure plans include risk management strategies
- 4.6. Ensure plans include consideration of sustainability
- 4.7. Monitor plan development and adjust where appropriate
5. Approve plans
- 5.1. Work with other board members to approve agreed plan for implementation
- 5.2. Communicate approved plans to the community
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.
Community may include:
community members
Elders
members of the organisation
other Aboriginal and Torres Strait Islander organisations
other relevant stakeholders
traditional owners.
Relevant planning information may include:
existing organisational plans
community and stakeholder feedback
funding and resource opportunities
market research
organisational documentation, such as:
annual general report
constitution
financial reports and budgets
networks and supporters
policy and procedures
vision and purpose statements
relevant data and statistics
relevant government reports, strategic directions, and policy
staff skills and capabilities.
Review may involve:
community and stakeholder feedback
evaluation reports
gap analysis
market research
SWOT analysis.
Planning activity may include:
action plans
business plans
cultural plans
financial plans
marketing and promotion plans
staffing plans
strategic plans.
Cultural identity may include:
common cultural values that underpin Aboriginal and Torres Strait Islander people
diversity and uniqueness of individual communities
languages, songs, arts and artwork
Native Title status and issues
relationship with the land.
Cultural requirements may include:
cultural protocols
recognition of diversity.
Protocols that promote cultural respect may include:
community processes of consultation
local traditions and customs
recognition of Elders and traditional owners
respect and courtesy to other communities
rights of others, rights of privacy, and secret business.
Plan development process may include:
consultation with community and key stakeholders
feedback from community and key stakeholders.
Resources may include:
board member support
development of working group or subcommittee
external consultants
finances
identified partnerships
information and communication technologies
network contacts
planning expertise
staff.
Legal and compliance requirements may include:
contractual requirements
management of occupational health and safety
reporting requirements.
Financial targets and funding requirements may include:
budget
financial obligations
financial viability
funding and service agreements
possible funding options.
Sustainability may include:
cultural factors
economic factors
environmental factors
social factors.
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.
Community may include:
community members
Elders
members of the organisation
other Aboriginal and Torres Strait Islander organisations
other relevant stakeholders
traditional owners.
Relevant planning information may include:
existing organisational plans
community and stakeholder feedback
funding and resource opportunities
market research
organisational documentation, such as:
annual general report
constitution
financial reports and budgets
networks and supporters
policy and procedures
vision and purpose statements
relevant data and statistics
relevant government reports, strategic directions, and policy
staff skills and capabilities.
Review may involve:
community and stakeholder feedback
evaluation reports
gap analysis
market research
SWOT analysis.
Planning activity may include:
action plans
business plans
cultural plans
financial plans
marketing and promotion plans
staffing plans
strategic plans.
Cultural identity may include:
common cultural values that underpin Aboriginal and Torres Strait Islander people
diversity and uniqueness of individual communities
languages, songs, arts and artwork
Native Title status and issues
relationship with the land.
Cultural requirements may include:
cultural protocols
recognition of diversity.
Protocols that promote cultural respect may include:
community processes of consultation
local traditions and customs
recognition of Elders and traditional owners
respect and courtesy to other communities
rights of others, rights of privacy, and secret business.
Plan development process may include:
consultation with community and key stakeholders
feedback from community and key stakeholders.
Resources may include:
board member support
development of working group or subcommittee
external consultants
finances
identified partnerships
information and communication technologies
network contacts
planning expertise
staff.
Legal and compliance requirements may include:
contractual requirements
management of occupational health and safety
reporting requirements.
Financial targets and funding requirements may include:
budget
financial obligations
financial viability
funding and service agreements
possible funding options.
Sustainability may include:
cultural factors
economic factors
environmental factors
social factors.
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:
develop plans that are consistent with community needs, cultural requirements and organisational directions
identify and access information relevant to planning activity
identify risk management and sustainability strategies
oversee organisational planning.
Context of and specific resources for assessment
Assessment must ensure:
access to examples of organisational plans
knowledge and performance is assessed over time to confirm consistency in performance
participation on an actual or simulated board.
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:
analysis of planning information and documentation
direct questioning combined with reflection practical board performance by the candidate
analysis of responses to case studies and scenarios
demonstration of techniques
observation of presentations
oral or written questioning to assess knowledge of planning processes
observation of performance in role plays
performance of board duties or an accurate simulation of board duties.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
BSBATSIC411C Communicate with the community
BSBATSIM417A Implement organisational plans
BSBRES401A Analyse and present research information.
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:
develop plans that are consistent with community needs, cultural requirements and organisational directions
identify and access information relevant to planning activity
identify risk management and sustainability strategies
oversee organisational planning.
Context of and specific resources for assessment
Assessment must ensure:
access to examples of organisational plans
knowledge and performance is assessed over time to confirm consistency in performance
participation on an actual or simulated board.
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:
analysis of planning information and documentation
direct questioning combined with reflection practical board performance by the candidate
analysis of responses to case studies and scenarios
demonstration of techniques
observation of presentations
oral or written questioning to assess knowledge of planning processes
observation of performance in role plays
performance of board duties or an accurate simulation of board duties.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
BSBATSIC411C Communicate with the community
BSBATSIM417A Implement organisational plans
BSBRES401A Analyse and present research information.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| D0590 | BSBATSIM413B | Oversee business planning | Unit of competency |
| D0588 | BSBATSIM407B | Plan for organisational needs | Unit of competency |
| D0585 | BSBATSIM404B | Use the business plan | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUI92 | BSBATSIM416 | Oversee organisational planning | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J584 | HLT50113 | Diploma of Aboriginal and/or Torres Strait Islander Primary Health Care | Qualification |
| J585 | HLT50213 | Diploma of Aboriginal and/or Torres Strait Islander Primary Health Care Practice | Qualification |
| W904 | BSB41910 | Certificate IV in Business (Governance) | Qualification |
| AB470 | BSBSS00020 | Small Business Indigenous Corporate Governance Skill Set | Skill set |