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.

Changing environment:
· imposed change from legislative, regulatory and trade impacts
· new market, supplier, or customer requirements
· new quality requirements such as export and food safety
· resource management strategies
· animal welfare issues
· new technology, equipment, processing, handling and transport
· change in response to opportunities, issues and proposals
· emerging organisations, new lobby and interest groups
· political debate on policies and programs
· research findings
· international treaties and agreements.

Change management approaches:
· proactive rather than reactive approaches
· incremental versus strategic/quantum shifts
· defining and clarifying objectives and key elements as drivers of change
· involving stakeholders
· strengthening communication processes
· fostering creativity, innovation and feedback
· quality assurance and continuous improvement teams
· team building, developing and supporting emerging leaders
· workshops, facilitated meetings.

Proposals:
· new products, species or fisheries
· new markets
· new technology, equipment, plant and processes
· new fisheries management proposals
· new fisheries policies
· new conservation and resource access policies.

Information sources:
· fisheries data such as production and research
· market analysis
· financial statements and budgets
· legislative, regulatory and organisational constraints
· feedback from stakeholders and staff
· government announcements and reports
· industry reports and data.

External skills and expertise:
· accountants, auditors and financial advisers
· lawyers
· scientists, economists, logistics and technicians
· external interest groups such as the Australian Conservation Foundation
· consultants such as national resources, environmental management, marketing
· government and non-government.

Project management strategies:
· planning using tools such as critical path and Gantt charts
· work breakdown of tasks, roles and responsibilities
· project budgeting
· work schedules, tracking and reporting
· ongoing review and optimising progress
· project evaluation and review.

Evaluation methods:
· surveys, questionnaires
· qualitative data such as consultations, interviews and focus groups
· benchmarking with other organisations, industries, government and projects
· financial accounting and auditing
· quantitative data such as stakeholder feedback, productivity, resource usage, accidents, incidents and non-compliance.

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:
· impact of change on individuals, groups and organisations
· strategic planning approaches
· cost benefit analysis
· project management techniques
· risk assessment methods
· evaluation methods
· accounting and financial documents.

Practical Skills
The essential skills a person needs to perform work to the required standards include:
· monitoring current best practice and trends in other sectors and industries to maintain a competitive edge and keep informed about the need for change
· identifying the opportunity for introducing desirable change
· responding promptly to new situations with feasible strategies and plans
· analysing alternative strategies and assessing proposals
· managing change through participative processes
· managing projects, including planning, measurement, review, monitoring and evaluation
· explaining complex ideas to a range of audiences
· coaching and mentoring skills.

Critical aspects of competence
Assessment must confirm the ability to:
· use the expertise of others to supplement own knowledge and advance goals
· analyse basic accounting and financial documents
· evaluate costs, benefits and risks of proposals
· undertake both short and long term planning and set realistic times for completion
· break work into a logical sequence of task and time related activities
· involve others and delegate responsibilities for specific tasks
· build in check points and controls to ensure that projects are completed
· monitor the progress of projects and intervene to refocus people and keep the project on track
· ensure that projects achieve expected outputs or outcomes.

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:
· interview and oral questioning
· review of a project managed by the candidate
· review of proposals or project evaluations prepared by candidate
· feedback from stakeholders about the candidate's contribution to planning for and achieving change in the industry
· feedback from colleagues about the candidate's ability to obtain the commitment of others.

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.

'It's a hard fight to get what you don't want-but look at the alternative!'
The East Coast trawl industry is undergoing a massive restructure to reduce effort and achieve an ecologically sustainable fishery. The pressure for change has come from the Federal and State governments, together with community and environmental groups who are concerned about the environmental impact of trawling, particularly in world heritage areas. The message from government was clear, "Develop an ecologically sustainable plan for the industry or be shut down!"

Ironically, some industry leaders saw an opportunity in this very significant threat. The governments involved were prepared to "invest in change" once a sustainable industry plan was in place. They also had a huge vested interest in obtaining a solution that everyone could live with. A delicate political balance provided a brief window and an industry plan was thrashed out in December 2000. To make it happen, several industry leaders worked long hours with key government figures to smooth out the policy obstacles and secure funding for low interest loans to support the restructure.

The other side of the task was much more difficult. The first challenge the leaders faced was almost overwhelming. "How do you sell the industry something they don't want?" They resisted the easy option of promising fishers that the threat would go away. They worked hard at convincing them that, "shooting the messenger wasn't going to help!" They travelled widely to explain the inevitable consequences of "no change" and worked through a shrinking set of options to negotiate the best deal in the circumstances.

The leaders involved helped to achieve change through drive and determination in the face of numerous obstacles, including people within their association's membership. They urged the industry to confront the reality of change and used the opportunity to develop a sustainable basis for industry survival. The industry now has a future and the means of demonstrating to the wider community that the future catch is both economically and ecologically sustainable.

'New innovation provides a solution for a world-wide environmental problem'
Longline fishing is considered to be the most serious threat to the survival of albatross populations worldwide. Seabirds, particularly albatrosses and petrels, take bait from longlines as they are being set. If the birds swallow the baited hook or become entangled in the line, they frequently drown.

The Commonwealth introduced a Threat Abatement Plan to minimise seabird mortality in 1998. They planned to implement a $7.4M program over three years to collect more detailed information about the problem by placing observers on boats.

One industry leader was convinced that he had a solution that would save the government a lot of money, avoid a controversy about who would pay for the observer program and highlight Australian and New Zealand ingenuity in solving a world-wide problem. With the strong support of ASIC, he bypassed the bureaucrats and went direct to the Minister. They negotiated a stay on the "observer program" and gained support to trial their new underwater setting chute.

The chute has now been developed to a stage where it is ready for final testing throughout the industry prior to production. When in use, over 98% of baits were successfully set, irrespective of bait type, and there were no tangles. The success of this invention is a direct outcome of the vision of the individuals involved and an overwhelming commitment to see it through to production.

However, their achievement has even greater significance. The Minister and Commonwealth government now have an international success story in environmental protection and technical innovation. Tasmania will benefit from the chute being manufactured locally for a worldwide market with the creation of new jobs and export income. The longline sector has also been able to demonstrate that it is proactive and environmentally responsible.

This initiative illustrates the capability of industry leaders to develop plans and translate them into action. A potential threat to the longline fishery was addressed in a way that is likely to satisfy both the commercial and environmental interests and to develop a higher level of trust between industry and government.