Elements and Performance Criteria

The Range of Variables explains the contexts within which the performance and knowledge requirements of this standard may be assessed. The scope of variables chosen in training and assessment requirements may depend on the work situations available.

What organisation values might be reviewed?
Those that relate to commercial viability, employment, land management, animal welfare, OHS, social responsibility and community involvement.

What community expectations might there be of the organisation?
The community may expect that the organisation will act in a legal, financially responsible manner, and may also expect that a range of social, environmental and educational obligations are followed.

What might the components of the organisations operating environment be?
Competitors, partners, allies, legislative framework, surrounding land use, market requirements, customer expectations, and industry standards.

What kind of innovations might be considered for use in the organisation?
Innovations to equipment, machinery, materials, practices, and systems - including those relating to environmental, OHS, and animal welfare practices and/or related equipment.

Who are the colleagues with whom issues will be discussed?
They might be family members, fellow managers, employees, professional advisors, partners, allies, mentors, or people in businesses with similar issues.

Who might members of the management team be?
They may be family members, employees or a combination of both.

What materials and information might be used or produced when land is surveyed?
Materials such as maps (including soil maps), plans, aerial photographs, and soil maps and information in relation to soil characteristics and local cultural heritage.

What natural resources might be identified?
These may be permanent or non-permanent features, and may include vegetation (including remnant vegetation), soils, water bodies, pasture drainage channels, or wildlife habitat.

Want soil characteristics may be noted?
Moisture content, pH levels, nutrient levels, salinity, erosion, germination rates, aggregate stability, colour, texture, structure, and pest and disease prevalence.

What cultural heritage values might be identified through the survey?
They may be values in relation to natural heritage, historical significance, evidence of aboriginal occupation and ceremonial sites, or structures and ruins.

What might land condition tests include?
They might include testing for soil moisture, pH level, seed borne diseases, tissue and grain nutrient levels, and grain and seed purity and germination rates.

What characteristics of the products might be accessed?
If it is an annual or perennial product, experimental product, yield, financial return, frequency of rotation, harvesting requirements, prevalence of pests and disease, and pest and disease control.

To what does the term products refer?
To the crops, stock, and/or products under production or refinement/manufacture in the organisation.

What infrastructure might be in place?
In addition to equipment, machinery and vehicles, the organisations infrastructure may include buildings, sheds, shelters, stock yards, stock handling structures, fences, water supply systems, roads, tracks, soil conservation works, irrigation and drainage channels, silage pits and/or grain and fodder storage, dams, monitoring systems, and information technology systems.

What historical data might be assessed in the planning process?
Crop/stock history, disease and pest history, previous yield data, pesticide use, weather patterns, market information, existence and suitability of previous infrastructure, and financial returns.

What other organisational planning processes might provide input to production planning?
Activities such as land-use, human resource management and development, financial, risk management, infrastructure, and strategic planning processes.

What requirements might the organisation have in relation to production processes?
Requirements may relate to the preferred approach/ policy in regard to animal welfare, environmental management, waste management, and OHS. Legislation and regulation may also impact on, or restrict, production.

What does the production process include?
The production process includes the resources, personnel, methodology, and interactions between them.

Where might some of the key financial performance indicators be found?
In cash flow, profit, debt history, equity, gross margin, cost of production, target prices, and net worth figures.

What may be some of the areas of risk?
Risks may present in areas such as the market, production, resourcing, financing, management and personal risks.

What risk management strategies may be put in place?
A variety of strategies may be used which may involve insurance policies, diversified investment, training and development programs, vital records strategies, or recruitment programs.

What organisation values might be reviewed?
Those that relate to commercial viability, employment, land management, animal welfare, OHS, social responsibility and community involvement.

What community expectations might there be of the organisation?
The community may expect that the organisation will act in a legal, financially responsible manner, and may also expect that a range of social, environmental and educational obligations are followed.

What might the components of the organisations operating environment be?
Competitors, partners, allies, legislative framework, surrounding land use, market requirements, customer expectations, and industry standards.

What kind of innovations might be considered for use in the organisation?
Innovations to equipment, machinery, materials, practices, and systems - including those relating to environmental, OHS, and animal welfare practices and/or related equipment.

Who are the colleagues with whom issues will be discussed?
They might be family members, fellow managers, employees, professional advisors, partners, allies, mentors, or people in businesses with similar issues.

Who might members of the management team be?
They may be family members, employees or a combination of both.

What materials and information might be used or produced when land is surveyed?
Materials such as maps (including soil maps), plans, aerial photographs, and soil maps and information in relation to soil characteristics and local cultural heritage.

What natural resources might be identified?
These may be permanent or non-permanent features, and may include vegetation (including remnant vegetation), soils, water bodies, pasture drainage channels, or wildlife habitat.

Want soil characteristics may be noted?
Moisture content, pH levels, nutrient levels, salinity, erosion, germination rates, aggregate stability, colour, texture, structure, and pest and disease prevalence.

What cultural heritage values might be identified through the survey?
They may be values in relation to natural heritage, historical significance, evidence of aboriginal occupation and ceremonial sites, or structures and ruins.

What might land condition tests include?
They might include testing for soil moisture, pH level, seed borne diseases, tissue and grain nutrient levels, and grain and seed purity and germination rates.

What characteristics of the products might be accessed?
If it is an annual or perennial product, experimental product, yield, financial return, frequency of rotation, harvesting requirements, prevalence of pests and disease, and pest and disease control.

To what does the term products refer?
To the crops, stock, and/or products under production or refinement/manufacture in the organisation.

What infrastructure might be in place?
In addition to equipment, machinery and vehicles, the organisations infrastructure may include buildings, sheds, shelters, stock yards, stock handling structures, fences, water supply systems, roads, tracks, soil conservation works, irrigation and drainage channels, silage pits and/or grain and fodder storage, dams, monitoring systems, and information technology systems.

What historical data might be assessed in the planning process?
Crop/stock history, disease and pest history, previous yield data, pesticide use, weather patterns, market information, existence and suitability of previous infrastructure, and financial returns.

What other organisational planning processes might provide input to production planning?
Activities such as land-use, human resource management and development, financial, risk management, infrastructure, and strategic planning processes.

What requirements might the organisation have in relation to production processes?
Requirements may relate to the preferred approach/ policy in regard to animal welfare, environmental management, waste management, and OHS. Legislation and regulation may also impact on, or restrict, production.

What does the production process include?
The production process includes the resources, personnel, methodology, and interactions between them.

Where might some of the key financial performance indicators be found?
In cash flow, profit, debt history, equity, gross margin, cost of production, target prices, and net worth figures.

What may be some of the areas of risk?
Risks may present in areas such as the market, production, resourcing, financing, management and personal risks.

What risk management strategies may be put in place?
A variety of strategies may be used which may involve insurance policies, diversified investment, training and development programs, vital records strategies, or recruitment programs.

What evidence is required to demonstrate competence for this standard as a whole?
Competence in planning production for the whole land/farm based business requires evidence that the organisations values and vision are built into operational and resource management plans.
The skills and knowledge required to plan production for the whole land/farm based business must be transferable to a different work environment. For example, across a range of product types and processes.
What specific knowledge is needed to achieve the performance criteria?

Knowledge and understanding are essential to apply this standard in the workplace, to transfer the skills to other contexts, and to deal with unplanned events. The knowledge requirements for this competency standard are listed below:

holistic business planning and benchmarking
marketplace in which the organisation operates
soil nutrient cycling potential and limitations
chemical and biological methods for removing and arresting infestations
advantages and limitations of sustainable land management practices
relevant State/Territory legislative requirements with regard to environmental protection and control standards
property planning, financial management and enterprise budgeting systems and procedures
relevant State/Territory legislation, regulations and codes of practice with regard to OHS and the use and control of hazardous substances
monitoring strategies for financial, production, land-use, and human resource development plans
methods for assessing skills and expertise
the reasons and methods for succession planning
the value and methods of risk assessment.

What specific skills are needed to achieve the performance criteria?

To achieve the performance criteria, appropriate literacy and numeracy levels as well as some complementary skills are required. These include the ability to:

assess the skills and expertise of self and colleagues
facilitate group decision-making within the business
identify, build and use network and support groups
assess and evaluate land conditions
recognise land and soil degradation
determine land use appropriate to land conditions
set yield targets and objectives and estimate timelines
implement sustainable land management practices
assess environmental impacts and implement impact reduction techniques
interpret historical data in relation to production, finances, environmental issues, staffing and land use
recognise potential opportunities to use or install more environmentally efficient systems or equipment
assess, then adopt, profitable innovations
interpret, analyse and extract information from a range of sources such as professional literature, legal documents, discussions and workshops
assess financial strategies and prepare budgets
prepare enterprise budgets and calculate financial returns
converse and liaise with industry contacts, colleagues and family regarding the land/farm based business
write reports to be understood by all levels of the organisation
communicate detailed and complex information in written and oral form with people both inside and outside the organisation.

Are there other competency standards that could be assessed with this one?
This competency standard

Essential Assessment Information
There is essential information about

What specific knowledge is needed to achieve the performance criteria?

Knowledge and understanding are essential to apply this standard in the workplace, to transfer the skills to other contexts, and to deal with unplanned events. The knowledge requirements for this competency standard are listed below:

holistic business planning and benchmarking
marketplace in which the organisation operates
soil nutrient cycling potential and limitations
chemical and biological methods for removing and arresting infestations
advantages and limitations of sustainable land management practices
relevant State/Territory legislative requirements with regard to environmental protection and control standards
property planning, financial management and enterprise budgeting systems and procedures
relevant State/Territory legislation, regulations and codes of practice with regard to OHS and the use and control of hazardous substances
monitoring strategies for financial, production, land-use, and human resource development plans
methods for assessing skills and expertise
the reasons and methods for succession planning
the value and methods of risk assessment.

What specific skills are needed to achieve the performance criteria?

To achieve the performance criteria, appropriate literacy and numeracy levels as well as some complementary skills are required. These include the ability to:

assess the skills and expertise of self and colleagues
facilitate group decision-making within the business
identify, build and use network and support groups
assess and evaluate land conditions
recognise land and soil degradation
determine land use appropriate to land conditions
set yield targets and objectives and estimate timelines
implement sustainable land management practices
assess environmental impacts and implement impact reduction techniques
interpret historical data in relation to production, finances, environmental issues, staffing and land use
recognise potential opportunities to use or install more environmentally efficient systems or equipment
assess, then adopt, profitable innovations
interpret, analyse and extract information from a range of sources such as professional literature, legal documents, discussions and workshops
assess financial strategies and prepare budgets
prepare enterprise budgets and calculate financial returns
converse and liaise with industry contacts, colleagues and family regarding the land/farm based business
write reports to be understood by all levels of the organisation
communicate detailed and complex information in written and oral form with people both inside and outside the organisation.

Are there other competency standards that could be assessed with this one?
This competency standard

Essential Assessment Information
There is essential information about

There are a number of processes that are learnt throughout work and life, which are required in all jobs. They are fundamental processes and generally transferable to other work functions. Some of these are covered by the key competencies, although others may be added. The questions below highlight how these processes are applied in this competency standard. Following each question a number in brackets indicates the level to which the key competency needs to be demonstrated where 0 = not required, 1 = perform the process, 2 = perform and administer the process and 3 = perform, administer and design the process.
Communicating ideas and information
By analysing the skills and abilities of the human resources within the organisation. (3)

Communicating ideas and information
By analysing the skills and abilities of the human resources within the organisation. (3)

Collecting analysing and organising information
In gathering financial and budgetary data for each enterprise and analysing it for key performance indicators and business performance. (3)

Collecting analysing and organising information
In gathering financial and budgetary data for each enterprise and analysing it for key performance indicators and business performance. (3)

Planning and organising activities
In planning for the production cycle in the organisation. (3)

Planning and organising activities
In planning for the production cycle in the organisation. (3)

Working with others and in teams
In working with colleagues to ascertain and to assign responsibilities in line with expertise. (3)

Working with others and in teams
In working with colleagues to ascertain and to assign responsibilities in line with expertise. (3)

Using mathematical ideas and techniques
In analysing and making decisions upon financial and production data. (3)

Using mathematical ideas and techniques
In analysing and making decisions upon financial and production data. (3)

Solving problems
In integrating the financial, production, human resource development and land use plans to achieve an operating strategy that is in line with organisational values and goals. (3)

Solving problems
In integrating the financial, production, human resource development and land use plans to achieve an operating strategy that is in line with organisational values and goals. (3)

Using technology
In operating any necessary equipment for analysis and communication - communication technology, calculating equipment, word processing and spreadsheeting software, and specialist financial/ accounting software. (2)

Using technology
In operating any necessary equipment for analysis and communication - communication technology, calculating equipment, word processing and spreadsheeting software, and specialist financial/ accounting software. (2)