Elements and Performance Criteria

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 issues may include:
animal welfare
business continuity and succession
community perceptions of industry
environmental protection and environmental management
genetic modification issues
industry and ecosystem co-management and self-management approaches
marine and coastal parks, and protected areas
native title, land claim legislation and resource access, and traditional fishing
new developments, including technological change, new species or products, legislative and fisheries or aquaculture management changes, debate of proposed policies and other political issues, and issues of research findings
marketing, including value adding and World Trade Organisation issues
recreational and commercial balance
resource access security
resource sustainability
safe food and quality assurance
skills development, including competency standards, training and assessment
stakeholder perceptions of industry
third-party certification
wild catch versus aquaculture.
Stakeholder may include:
Austrade and Department of Foreign Affairs
certification or accreditation bodies and third-party auditors
commercial fishing or aquatic groups
community representatives, local land holders and residents
conservation and environmental organisations, such as the Nature Conservation Council and the World Wide Fund for Nature
current and potential customers, clients and suppliers
cooperatives, marketing bodies and associations
ecosystem or resource management committees or advisory groups, including Management Advisory Committees (MACs), catchment management groups, Landcare, Bushcare, Coastcare and Seacare
employer, company directors and other professional associations
export promotion agencies, such as the Exporters Club
government funding providers
Indigenous seafood or resource management groups and traditional fishing groups/cooperatives
media
ornamental, aquarium and other hobby groups
political organisations, politicians and ministerial advisors
professional, industry and state representative bodies, including Seafood Experience Australia, National Aquaculture Council, Commonwealth Fisheries Association and Seafood Services Australia
relevant ministries, government departments (federal, state or territory and local) and other regulation authorities, such as Department of Agriculture, Forestry and Fisheries, Australian Fisheries Management Authority. Australian Aquaculture Inspection Service
research organisations, such as Australian Bureau of Agricultural Resource Economics and the Bureau of Rural Sciences
schools, registered training organisations (RTOs) and industry training centres, AgriFood Skills Australia Standing Committee and industry training advisory bodies (ITABs)
statutory authorities, such as the Fisheries Research and Development Corporation
surfing, recreational fishing and boating groups
unions.
Basis for decision making may include:
business case, including cost-benefit, profitability and customer satisfaction
current assets and additional capital required
ecological and economic sustainability of resources
ecosystem management approach
funding availability
industry ownership, sponsorship and cooperation
legality, compliance and probity
links with government policies, industry and organisational goals
market capability, maturity, strength and opportunity
political impact and stakeholder support
public interest
risk management.
Action plans may include:
action steps and responsibilities of individuals
objectives and outcomes
resource requirements and budget
review points
tactics and strategies to achieve objectives
timetable for activities.

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 evidence required to demonstrate competence in this unit
Assessment must confirm the ability to:
analyse long-term trends to identify the need to change current industry policy or procedures
assess the implications of a particular course of action on other stakeholders and interests
challenge traditional thinking and solutions and seek proactive approaches
develop and promote practical action plans and strategies to achieve the industry's vision and goals
evaluate potential outcomes of strategies for achieving industry goals
identify current best practice in other industries and organisations both within Australia and overseas
identify opportunities for beneficial change
take a broad industry view that goes beyond sectors, organisations and individuals.
Context of and specific resources for assessment
Assessment is to be conducted in the workplace and in a simulated work environment.
Method of assessment
The following assessment methods are suggested:
feedback from stakeholders about the candidate's contribution to strategic planning in the industry or organisation
review of articles, reports, advice and other industry information written by the candidate
review of a project that describes the candidate's research and analysis of a strategic issue.
Guidance information for assessment
This unit may be assessed holistically with other SFILEAD (leadership) units within a Skill Set or qualification.