Elements and Performance Criteria

The range of variables places the competency in context and allows for differences between enterprises and workplaces, including practices, knowledge and requirements. The range of variables also provides a focus for assessment and relates to the unit as a whole. The following variables may be present.

Strategic issues:
· industry co-management and self-management approaches
· new developments, including technological change, new products, legislative and fisheries management changes, debate of proposed policies and other political issues, issue of research findings
· marketing, including value adding and World Trade Organisation issues
· safe food and quality assurance
· genetic modification issues
· resource sustainability
· resource access security
· native title, land claim legislation and resource access
· marine parks
· recreational and commercial balance
· environmental protection and environmental management
· animal welfare
· wild catch versus aquaculture
· business continuity
· skills development, including competency standards, training and assessment
· stakeholder perceptions of industry
· community perceptions of industry.

Stakeholders:
· current and potential customers, clients and suppliers
· politicians and ministerial advisers
· officers for the Commonwealth, State and Territory, local governments
· regulation authorities
· representatives from industry sectors, management committees and advisory groups, councils
· research bodies
· training authorities, training providers and skill centres
· Indigenous Australian representatives and native title holders
· community representatives
· professional associations
· recreational fisher and boating associations
· environmental and other lobby groups
· media.

Basis for decision making:
· legality
· links with government policies, industry and organisational goals
· market capability, maturity, strength and opportunity
· ecological and economic sustainability of resource
· risk management
· funding availability
· current assets and additional capital required
· business case, including cost/benefit, profitability and customer satisfaction
· political impact and stakeholder support
· industry ownership, sponsorship and cooperation
· public interest.

Composition of action plans:
· objectives and outcomes
· tactics and strategies to achieve objectives
· timetable for activities
· action steps, responsibilities of individuals
· resource requirements and budget
· review points.

Each unit of competency has an evidence guide that relates directly to the performance criteria and the range of variables. Its purpose is to guide assessment of the unit in the workplace and/or training program. The following components provide information to assist this purpose.

Underpinning knowledge
The essential knowledge and understanding a person needs to perform work to the required standard include:
· relevant international treaties and agreements, legislation and regulations
· government and parliamentary processes
· policy development and budget processes at commonwealth, state/territory and local level
· political context, including parties, platforms and processes
· relevant developments in other industries
· impact of change on individuals, groups, organisations and industry
· strategies for consulting and gaining support for industry positions.

Practical Skills
The essential skills a person needs to perform work to the required standards include:
· 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
· critically analysing information, summarising and making sense of key issues
· explaining complex ideas to a range of audiences
· assessing a range of alternatives rather than choosing the easiest option
· developing solutions and practical strategies which are "outside the box"
· negotiating for consensus or compromise
· achieving credibility for the vision and ownership
· communicating industry visions and directions to stakeholders.

Critical aspects of competence
Assessment must confirm the ability to:
· take a broad industry view that goes beyond sectors, organisations and individuals
· identify current best practice in other industries, organisations both within Australia and overseas
· challenge traditional thinking and solutions and seek proactive approaches
· identify opportunities for beneficial change
· analyse long term trends to identify the need to change current industry policy or procedure
· assess the implications of a particular course of action on other stakeholders and interests
· 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.

Interdependent assessment of units
This unit may be assessed with any other leadership units.

Context of assessment
Assessment is to be conducted in the workplace and in a simulated work environment.

Method of assessment
The following assessment methods are suggested:
· review of articles, reports, advice and other industry information written by the candidate
· feedback from stakeholders about the candidate's contribution to strategic planning in the industry or organisation
· review of a project that describes the candidate's research and analysis of a strategic issue.

Resources required for assessment
· No recommendations.

This competency in practice
Industry representatives have provided storylines to illustrate the practical application of each unit of competency and show its relevance in a workplace setting.

'Two Billion by 2000'
In the early 90s, the Queensland seafood industry faced tough times. The industry lacked confidence in the face of: increased access restrictions to the fishery, a growing realisation that fish stocks were not unlimited and growing market competition.

In 1993/94, industry leaders decided that a powerful but simple message was required. The industry needed a vision that would galvanise commercial fishers and processors into action. They announced that the industry would double its earnings to $2 billion in seven years. Moreover, it would earn $2 billion by 2000 without catching more fish!! The headline certainly captured attention.

The leaders reasoned that such a target would give the industry a whole new focus on value adding, post-harvest. It would help to convince key figures that the industry knew where it was going. With such a target in place, they would also be in a better position to argue for government assistance to help the industry get there.

The strategy worked. Each year since the launch, industry and government have been able to report progress and provide the statistics to back up their claims. By the year 2000, earnings hit $2.4 billion. In the last 5 months alone, earnings have lifted by 20%.

These leaders were able to translate a vision into action. They saw their role to chart a positive direction for the local industry, to identify the opportunities behind every challenge and then work to cement the confidence of government and industry members while working towards a common goal. They believed that once the vision took hold, the industry would do the rest. They were right.

Providing an effective voice for fishers
A tension exists between recreational and commercial fishers in Australia over resource access. Anglers are well organised and very effective at lobbying governments to effect change in fisheries management.

Overseas, the industry has experienced similar pressures. Vilification of fishers is common. Alliances between tackle suppliers, boat suppliers, tourism operators and environmental groups are very strong. In response, the industry has developed programs to show that fishing is mainly about family business rather than "blokes on boats" and publicise the downstream effects of poorly designed industry restructuring.

The Oceanwatch Executive Director noted these signals and informed other senior industry leaders. He started looking more closely at policy decisions, began lobbying industry colleagues, preparing strategies and action plans and trying to influence decisions and obtain answers to questions.

When the NSW Government wound up the Commercial Fishing Advisory Council the industry responded by setting up PROFISH-a privately funded organisation beyond government control. This organisation has become influential because it provides a focus for the media-it makes a lot of press releases and lobbies politicians who hold the balance of power in the Parliament.

From a reactive beginning, the organisation is becoming more proactive as funding permits. They are currently working to build community support for local fishing fleets and make industry restructuring more sensible.