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Elements and Performance Criteria

1. Command structure is established appropriate to vessel
2. Command structure is communicated to crew and external authorities who have a regulatory interest in vessel
3. Command information management system is implemented
4. Communication mechanisms and procedures are implemented between levels of command according to organisational procedures
5. Liaison is established and maintained to meet control and command requirements
   • Operational plan is developed in consultation with relevant personnel
6. Key performance indicators (KPIs) are developed, detailed and included in operational plan
7. Contingency plans are developed and implemented at appropriate stages of operational planning
8. Both human and physical resource acquisition is planned and managed according to organisational procedures
9. Standard operating procedures (SOPs) are developed in an appropriate format
10. Performance systems and processes to assess progress in achieving profit and productivity plans and targets are developed, monitored and reviewed
11. Areas of under-performance are identified and prompt action taken to rectify the situation
12. Recommendations for variations to operational plans are negotiated according to organisational procedures
13. Systems to ensure procedures and records associated with documenting performance are managed according to organisational procedures
14. Apply task and workload management
    • Workload of crew members is planned taking into account time and resource constraints and hours of work and rest requirements
15. Crew are assigned workload priority and performance expectations are communicated clearly
16. Workload of crew is coordinated according to agreed objectives and timelines
17. Potential and current issues and problems arising in relation to task and workload management are identified and acted on according to organisational and legislative requirements
18. Support and participate in development activities
    • Training needs of crew and individuals are identified and assessed on a regular basis according to organisational procedures
19. Action plan to meet crew and individual training and development needs is developed, agreed and implemented
20. On-the-job training is provided to meet crew needs according to the required organisational standard
21. Crew members are encouraged and supported to attend training and to undertake development opportunities
22. Coaching and mentoring are utilised as developmental tools
23. Communicate objectives and required standards
    • Crew members are provided with up-to-date information concerning organisational objectives and standards
24. Crew member understanding of objectives and standards is checked
25. Organisational standards and values are modelled and promoted to crew members
26. Provide leadership to crew and individuals
    • Link between function of crew and organisational goals is articulated and communicated to crew
27. Participative decision making is used to develop, implement and review work of crew and to allocate responsibilities
28. Opportunities are given to crew and individuals to develop new and innovative work practices and strategies
29. Appropriate delegation to crew and individuals is made according to crew objectives and goals, and organisational policy and procedures
30. Tasks are allocated within the competence of crew members and supported with appropriate authority, autonomy and training
31. Procedures for emergency responses are developed and communicated to crew members
32. Make effective decisions
    • Team-building strategies are applied to achieve strengthened crew and individual commitment to organisational vision and goals
33. Range of consultative methods are used to involve crew in decisions and vessel risk assessment
34. Use of problem-solving strategies and techniques to identify and generate options is promoted
35. Decisions and actions are evaluated for their effectiveness and positive outcomes
36. Decisions and actions are documented and reported according to organisational procedures

Range Statement

Range is restricted to essential operating conditions and any other variables essential to the work environment.

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Performance Evidence

Evidence required to demonstrate competence in this unit must be relevant to and satisfy all of the requirements of the elements and performance criteria on at least one occasion and include: applying decision-making techniques, including situation and risk assessment, identifying and generating options, selecting a course of action and evaluating outcome effectiveness applying effective resource management, including; allocation, assignment and prioritisation of resources applying assertiveness and leadership obtaining and maintaining situational awareness making decisions reflecting consideration of team experiences using effective communication on board and ashore applying relevant work health and safety (WHS)/occupational health and safety (OHS) requirements and work practices applying task and workload management, including planning and coordination, personnel assignment, time and resource constraints, and prioritisation applying team-building strategies, including: clarifying ground rules and behavioural expectations defining and clarifying objectives and work area plans encouraging input into the review of the safety management system (SMS) fostering creativity offering constructive feedback recognising achievements strengthening communications processes assessing current competence, capabilities and operational requirements to determine training objectives and activities developing, implementing and overseeing standard operating procedures (SOPs) giving and receiving feedback clearly and unambiguously informing crew of expected standards of work and behaviour in a manner appropriate to the individual concerned.

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Knowledge Evidence

Evidence required to demonstrate competence in this unit must be relevant to and satisfy all of the requirements of the elements and performance criteria and include knowledge of: consultative methods, including: email/intranet communications, newsletters or other processes and devices that ensure all employees have the opportunity to contribute to team and individual operational plans mechanisms used to provide feedback to work team in relation to outcomes of consultation meetings, interviews and brainstorming sessions contingency plans, including: allocating functions or tasks recycling and re-using materials risk identification, assessment and management processes strategies for reducing costs, wastage, stock or consumables decision-making techniques development opportunities, including: career pathways coaching external study formal course participation induction in-house training programs job rotation mentoring on-the-job training information management system, including: data receival procedures and protocols recording recording and documenting incidents security and authority assignment storage and dispatch modes types of technology – electronic data exchange devices key performance indicators (KPIs) as measures for monitoring or evaluating the efficiency or effectiveness of a system, which may be used to demonstrate accountability and to identify areas for improvements organisational SMS requirements performance expectations, including: documented KPIs developed by Master for: individuals individuals and crew informal KPIs developed by Master for: individuals individuals and crew potential and current issues and problems, including: appeals against formal decisions such as assessments bullying discrimination and harassment disputes between individuals or parties grievances injury rehabilitation perceived or actual issues relating to work: performance of self and others roles, job design and allocation of duties prejudice or racial vilification promotions stress or personal problems relevant international maritime conventions and recommendations, and national legislation including: International Safety Management (ISM) Code Maritime Labour Convention (MLC) International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW) relevant personnel, including: crew supervisors Masters of other vessels senior crew members senior management union or employee representatives WHS/OHS committee/s and other people with specialist responsibilities resource acquisition, including: current and projected human, physical and financial resources goods and services to be purchased and ordered stock requirements and requisitions shipboard personnel management and training WHS/OHS requirements and work practices.

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