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.

Required skills

assessing a range of alternatives rather than choosing the easiest option

achieving credibility for the vision and ownership

communicating industry visions and directions to stakeholders

critically analysing information, summarising and making sense of key issues

developing solutions and practical strategies which are 'outside the box'

explaining complex ideas to a range of audiences

identifying changing circumstances and the need to challenge current industry positions

interpreting complex information, such as legislation, regulations, business plans, budgets, fisheries and other research data

negotiating for consensus or compromise.

Required knowledge

government and parliamentary processes

impact of change on individuals, groups, organisations and industry

political context, including parties, platforms and processes

policy development and budget processes at commonwealth, state, territory and local level

relevant developments in other industries

relevant international treaties and agreements, legislation and regulations

strategies for consulting and gaining support for industry positions.

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.