Syllabus

Course Content
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The course content consists of 12 units.

Along with the foundational videos and materials you will access online, you will also attend six scheduled online tutorials where you will participate in board simulations, role-playing exercises and engage directly with your trainer and other students in your class.

The board simulations and exercises undertaken during the six scheduled real-time tutorials will be observed and assessed by your trainer in the following order.

BSBGOV405: Undertake the roles and responsibilities of a board member

  • Working within the structure of the organisation
  • Managing competing roles and responsibilities
  • Following legal requirements when carrying out board duties
  • Monitoring operations
  • Receiving and acting on community and stakeholder feedback

BSBGOV501: Review and apply the organisation’s constitution

  • Linking the purpose of the organisation to the constitution
  • Identifying legislation that can impact on provisions of the constitution
  • Writing or updating an organisation’s constitution
  • Contents of a constitution
  • Making sure everyone in your organisation understands and uses the constitution

BSBATSIC412: Maintain and protect cultural values in the organisation

  • What is culture?
  • Respecting cultural diversity
  • Applying cultural practices to governance processes
  • Dealing with potential and actual cultural exploitation
  • Dealing with potential and actual stereotyping and prejudice
  • Determining the effects of new legislation and policy on the organisation
  • Determining the impact of development on culture

BSBGOV404: Communicate with community stakeholders

  • Communicating with stakeholders
  • Outlining organisational community stakeholder engagement strategy
  • Community consultation methods
  • Effective stakeholder communication strategies for sharing information with individuals and groups
  • Information gathering, analysis and presentation methods

BSBGOV503: Conduct organisational strategic planning

  • Establishing the strategic planning process
  • Developing and reviewing the organisation's values, vision and purpose
  • Analysing the internal and external factors that could impact on the organisation's strategic plan
  • Establishing strategic objectives and strategies
  • Monitoring and evaluating strategic performance

BSBGOV504: Monitor organisational finances

  • Establishing a financial management structure
  • Establishing financial management processes and systems
  • Signing contracts on behalf of the organisation
  • Following finance procedures specified by funding bodies
  • Advising the community of the financial situation of the organisation
  • Meeting reporting requirements of relevant corporate authorities and funding bodies

BSBGOV505: Seek and apply for funding opportunities

  • Funding options
  • Identifying and contacting funding bodies
  • Preparing a case for funding
  • Promoting the case for funding
  • The process for appeal

BSBINN601: Lead and manage organisational change

  • Identifying change requirements and opportunities
  • Developing a change management strategy
  • Implementing a change management strategy

BSBHRM506: Manage recruitment, selection and induction processes

  • Managing recruitment, selection and induction processes
  • Establishing a recruitment and selection process
  • Recruiting and selecting staff
  • Negotiating an employment contract
  • Working with the manager
  • Managing staff induction

BSBLDR513: Communicate with Influence

  • Obtaining authorisation and acting ethically
  • Developing and participating in networks
  • Receiving and providing information relating to the work of the organisation
  • Becoming informed about organisational policies, current operations and local politics
  • Promoting the work of the organisation
  • Presenting and negotiating persuasively



BSBGOV507: Manage board or committee and organisational conflict

  • Identifying existing and potential conflict
  • Considering the conflict situation
  • Developing resolution strategies in accordance with legislation and an organisation’s constitution
  • Using strategies to resolve conflict

PSPGEN049: Undertake negotiations

  • Planning for negotiation
  • Conducting negotiation
  • Finalising negotiation outcomes

What people say...

“The Diploma has helped me mesh the legislated, strategic and operational functions of governance. I found the face-to-face teaching was perfectly supported by the course work, delivering immediate outcomes in both my professional and community endeavours.”
Alan, Business Manager, St James Lutheran College (QLD)
“The Diploma helped to make governance work for me - and hence helps to make it real and practical for the community I work with. The opportunity to share and work with others in similar situations and to learn with the excellent trainers is one not to be missed!”
Barbara, Community Strengthening Officer, South Gipsland Shire Council (VIC)
“I believe educators working in senior management roles would benefit greatly from this very practical and well taught Diploma.”
Graeme, Executive Principal, St Philip's Christian College (NSW)
“The number one thing I’ve gained out of the Diploma has been a much better understanding of the legislative and compliance requirements of the board. I’m confident now that I understand the various parts of good governance and compliance, and what I need to do to ensure we meet our requirements in those areas.”
Stephanie, Board Member, Youth Affairs Council of WA
“I undertook the Diploma to strengthen our organisation’s impact, increase transparency and to help build a best practice model we can share with the not-for-profit sector. Studying for the diploma was an excellent way to cement my current knowledge and practice and identify skills gaps.”
Rhyll, CEO, Western Chances (VIC)
“The Diploma brought together participants from a variety of careers and experience, making the classroom discussions highly personal. The course materials were very comprehensive and expertly used by our facilitator. The assessment tasks provided me with the opportunity to reflect on my experiences as a director and as an executive who has worked in both Not-for-Profit and corporate roles.”
Trent, Executive-in-Residence, St James Ethics Centre (NSW)
“The Diploma was terrific - it gave me a complete overarching framework; it matched what I was learning on the job and filled in gaps, such as understanding the importance of culture; it gave very useful templates and examples which I’ve taken out and used since. The course made me think and it improved my practice. I’m so pleased that I had the opportunity to do it and would strongly recommend it to others!”
Jocelyn, CEO, McAuley Community Services for Women (VIC)

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