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Elements and Performance Criteria

  1. Monitor and enhance organisational performance
  2. Ensure legal compliance of organisation
  3. Establish and maintain board operation

Required Skills

Required skills

communicating decisions and information to corporation members and stakeholders

critically analysing proposals for risks and opportunities

evaluating compliance with legal and regulatory requirements

evaluating financial and accounting documents

evaluating management and organisational performance

recognising broad and management demarcation

Required knowledge

accounting and financial documents

financial management practices

human resource policies and practices

improving board effectiveness and meeting procedures

occupational health and safety OHS policies and practices

property transactions and leasing agreements

relevant aspects of taxation contract and corporate law

Evidence Required

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

communicate effectively with board members shareholders staff and external stakeholders

contribute to assessment of viability of business proposals

contribute to strategic and business planning

ensure legal compliance

implement human resource and financial management systems

monitor financial status and performance

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 the chairperson board members corporation managers and stakeholders about the candidates ability to provide corporate leadership

interview and oral questioning

review of discussion papers reports and plans prepared by the candidate and submitted to the board

Guidance information for assessment

This unit may be assessed holistically with other SFILEAD leadership units within a Skill Set or qualification

Range Statement

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.

Plans may include:

capital investment plans

physical and human resource strategies

strategic, business and financial plans

succession plans

training and staff development plans

vision and mission statements.

Business proposals may include:

alternative services

change of corporation strategy

investments and loans

major purchases, contracts and leases

new products and new markets

risk strategies

staffing and personnel

take-overs and mergers.

Performance against agreed measures may include:

achievement of goals, plans and directions

compliance with legislation, stakeholder and community values and expectations

corporation stability

financial performance

human resource usage

organisational structure

productivity

shareholder/stakeholder satisfaction

supplier, client and customer satisfaction.

Legal obligations may include:

Australian Securities Investment Commission (ASIC) requirements

Australian Stock Exchange (ASX) rules and regulations

corporations law

directors'/officers' liability insurance

environmental sustainable development (ESD)

food safety and hygiene

human resources and industrial relations

industry guidelines and codes of practice

OHS

rules of incorporation and articles of association

taxation and responsible officers.

External advisers may include:

accountants, auditors and financial advisers

consultants, such as national resources, environmental management and marketing

external interest groups, such as the Australian Conservation Foundation

government and non-government

lawyers

other participants in ecosystem management groups, such as Landcare, Coastcare and catchment management groups

scientists, economists, logistics and technicians

third-party auditors or certifiers.

Financial performance may include:

attainment of business plans and budgets

cash flow

debt to equity ratio and return on capital investment

profitability

variation from business plans.

Human resource policies and practices may include:

access and equity

career and succession planning

industrial relations

OHS

performance agreements

remuneration and superannuation

training and development.

Financial policies and practices may include:

financial information systems

financial statements, such as balance sheets, profit and loss statements with notes, taxation returns and director's statements.

Conflicts of interest may include:

articles of association and legal requirements

bribery, gifts and entertainment

conflicting directorships or membership of organisations

corporation interest and personal gain

favours for friends and relatives

improper use of information

insider trading

political activity.

Stakeholders 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

cooperatives, marketing bodies and associations

current and potential customers, clients and suppliers

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 or territory 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 and 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.