Federal Democratic Republic of Ethiopia

OCCUPATIONAL STANDARD

COOPERATIVE BUSINESS MANAGEMENT

LEVEL I-V

Ministry of Labor and Skills

March, 2022

Ministry of Labor and

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 Introduction

Ethiopia has embarked on a process of reforming its TVET-System. Within the policies and
strategies of the Ethiopian Government, technology transformation by using international
standards and international best practices as the basis, and, adopting, adapting and verifying them
in the Ethiopian context is a pivotal element. TVET is given an important role with regard to
technology transfer. The new paradigm in the outcome-based TVET system is the orientation at
the current and anticipated future demand of the economy and the labor market.
The Ethiopian Occupational Standards (EOS) is the core element of the Ethiopian National
TVET-Strategy and an important factor within the context of the National TVET-Qualification
Framework (NTQF). They are national Ethiopia standards, which define the occupational
requirements and expected outcome related to a specific occupation without taking TVET
delivery into account.
This document details the mandatory format, sequencing, wording and layout for the Ethiopian
Occupational Standard comprised of Units of Competence.
A Unit of Competence describes a distinct work activity. It is documented in a standard format
that comprises:
 Occupational title and NTQF level
 Unit code
 Unit title
 Unit descriptor
 Elements and Performance criteria
 Variables and Range statement
 Evidence guide
Together all the parts of a Unit of Competence guide the assessor in determining whether the
candidate is competent.
The ensuing sections of this EOS document comprise a description of the respective occupation
with all the key components of a Unit of Competence:
 Chart with an overview of all Units of Competence for the respective level (Unit of
Competence Chart) including the Unit Codes and the Unit Titles
 Contents of each Unit of Competence (competence standard)
 Occupational map providing the Technical and Vocational Education and Training
(TVET) providers with information and important requirements to consider when
designing training programs for this standard, and for the individual, a career path

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 UNIT OF COMPETENCE CHART
Occupational Standard: Cooperative Business Management
Occupational Code: AGR CBM1
NTQF Level I
AGR CBM101 0322 AGR CBM1 02 0322 AGR CBM1 03 0322
Develop Understanding of Prepare operation plan Deliver Service to
Cooperative Cooperative Customers

AGR CBM1 05 0322 AGR CBM1 06 0322

AGR CBM1 04 0322
Perform Records Apply Basic Accounting
Apply Cooperative Laws
Management

AGR CBM1 07 0122 AGR CBM1 08 0122

AGR CBM1 09 0122
Understand and Undertake Apply Agricultural
Implement Agribusiness
Cooperative Marketing Extension Service
Marketing
AGR CBM1 10 0122 AGR CBM1 11 0122
Apply Basics of Human Apply 5S Procedures
Nutrition Practices

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Occupational Standard: Cooperative Business Management
Occupational Code: AGR CBM2

NTQF Level II

AGR CBM2 01 0322 AGR CBM2 02 0322 AGR CBM2 03 0322

Assess Suitability for Conducts need assessment to
Conduct awareness creation Cooperatives Business establish new cooperative
for cooperatives Operations
AGR CBM2 04 0322 AGR CBM2 05 0322
Create Linkage with AGR CBM2 060322
Assist cooperatives in
Cooperatives’ Stakeholders Perform Basic Accounting
community development
Records

AGR CBM2 07 0322 AGR CBM2 08 0322 AGR CBM2 09 0122

Perform Saving and Credit Prepare Work Plan for Apply Agricultural
Plan Cooperative Extension service for rural
development

AGR CBM2 10 0122

Prevent and Eliminate
MUDA

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Occupational Standard: Cooperative Business Management Level III
Occupational Code: AGR CBM3
NTQF Level III
AGR CBM3 01 0322 AGRCBM3 020322 AGRCBM3 030322
Apply Cooperative Organize and Manage Organize cooperatives
Management Function Meetings

AGRCBM3 04 0322 AGR CBM3 050322 AGR CBM3 060322

Prepare Business Apply Economics of Maintain Cooperatives
Documents for Cooperatives Business Resources
cooperatives

AGR CBM3 070322 AGRCBM3 08 0322 AGR CBM3 08 0322

Follow up and provide Perform Conflict Apply Risk Management
support for cooperatives Management Processes

AGR CBM3 07 0122

Apply Digital Technology in
Agriculture

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Occupational Standard: Cooperative Business Management
Occupational Code: AGR CBM4
NTQF Level IV
AGR CBM4 01 0322 AGR CBM4 02 0322 AGR CBM4 03 0322
Prepare Legal Documents Apply Cooperatives Prepare business plan for
for Cooperatives Governance & Leadership cooperative

AGR CBM4 06 0322

AGR CBM4 04 0322 AGR CBM4 05 0322
Implement Strategic plan
Manage Human Resource Manage Production
System of Cooperative

AGR CBM4 07 0322 AGR CBM4 08 0322 AGR CBM4 09 0122

Manage Budgets and Administer projects in Develop value chain
Financial Plans cooperatives analysis

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Occupational Standard: Cooperative Business Management
Occupational Code: AGR CBM5
NTQF Level V

AGR CBM5 01 0322 AGR CBM5 02 0322 AGR CBM5 030322

Develop Sustainability Establish cooperative Guide Performance
Strategy for Cooperatives arrangement with other Management process
organization

AGR CBM5 040322 AGR CBM5 050322 AGR CBM5 060322

Manage Cooperative Risk Develop project for Develop and Conduct
cooperatives Community Consultations

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 LEVEL I

Ministry of Labor and

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 Element Performance Criteria
1. Comprehend 1.1 Meaning and definition of cooperative is understood and elaborate
the concept of 1.2 Evolution, thought and movement of Cooperative is explained in detail
Cooperative according to historical contexts and Cooperative developments
1.3 Values and Principles of Cooperatives are listed and elaborated
2. Differentiate 2.1 Types of cooperatives and their functions are identified and discussed
Cooperatives
2.2 Levels of cooperatives and their structural arrangements are illustrated
2.3 Unique characteristics of Cooperatives are identified
2.4 Distinguishing features of Cooperatives from other forms of business
organizations are understood and compared
2.5 Legislative framework of Cooperatives is illustrated
3. Explain the role 3.1 Objectives and Benefits of Cooperatives are comprehended and
of Cooperatives elaborated
3.2 Advantages and Disadvantages of Cooperatives are identified and
discussed
3.3 Importance of establishing Cooperatives in communities is understood
and described
3.4 Cooperative’s factor affecting is identified

Occupational Standard: Cooperative Business Management Level I

Unit Title: Develop Understanding of Cooperative

Unit Code: AGR CBM1 01 0322

Unit Descriptor: This unit covers knowledge, skills and attitude required to understand the
values, internationally accepted principles, importance, functions and
concept of cooperative. In addition to the unit competence coves types and
characteristics cooperatives.

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 Variable Range
Legislative framework of May include, but not limited to:
Cooperatives  Policy
 Proclamation
 Regulation
 Guidelines
 Directives
 Bylaws
May include, but not limited to:
 Informal cooperatives
 Traditional cooperatives such as:
 Ikub,
Evolution
 Idir,
 Dabo
 Formal cooperative
 Modern cooperatives
May include, but not limited to:
 Local
Movement  National
 Continental
 International
Cooperative Basic values May include, but not limited to:
 Self-help
 Self-responsibility
 Promoting culture of democracy
 Equality
 Equity
 Solidarity
Ethical values of cooperative May include, but not limited to:
 Honesty

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  Openness
 Accountability
 Participatory
 Social responsibility
 Caring for other
Cooperative principles May include, but not limited to:
 Voluntary and open membership
 Democratic member control
 Member economic participation
 Autonomy and independence
 Education, training and information
 Co-operation among cooperatives
 Concern for community
Functions of cooperatives May include, but not limited to:
 Production
 Services rendering
 Doing business
Features of Cooperatives  Objectives
 Decision making process
 Capital formation
 Allocation of surplus
 Service motto
 Membership
 Organizational structure
 Government support
 Operational area
Levels of cooperatives May include, but not limited to:
 Primary Cooperative
 Cooperative Union
 Cooperative federation

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  Cooperative League
Types of cooperatives May include, but not limited to:
 Agricultural Cooperative and
 Non-agricultural Cooperative
 Service cooperatives
 Worker Cooperatives.
Advantages of Cooperatives May include, but not limited to:
 Democratic Management
 Limited Liability
 Stability & Continuity
 Easy Formation
 Low Operating Costs
 General Reserves
 Exemption & Privileges
 Social Advantage
Disadvantages of May include, but not limited to:
Cooperatives  Limited Capital
 Lack of Managerial Talent
 Internal Bickering
 Lack of Motivation
 Delay in decision making and Implementation
 Lack of Secrecy and Government Regulations
 Limitation of Size
 Lack of Public confidence
Other forms of business May include, but not limited to:
 Sole proprietorship
 Partnership
 Corporation
 Franchising
Benefits of Cooperatives May include, but not limited to:

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  Economic
 Social
 Political
 Cultural
 Environmental
 Technological
Other forms of business May include, but not limited to:
 Sole proprietorship
 Partnership
 Corporation
 Franchising
Distinguishing features May include, but not limited to:
 Number of owners
 Legal ownership
 Source of Capital
 Continuity of business
 Liability
 Legal procedures

Evidence Guide
Critical Aspects of A candidate must be able to demonstrate the ability to:
Competence  Identify principles, values and ethics of cooperatives,
 Identify Uniqueness feature of cooperatives
 Describe advantage and disadvantage of cooperative
 Identify the objective and benefit of cooperatives

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  Identify types of cooperatives
 Distinguishes cooperative other form business organization
 Understand evolution and movement of Cooperative
Required Knowledge and Demonstrates knowledge and positive attitudes of:
Attitudes  The cooperative values, principles and concept
 Understand evolution and movement of Cooperative
 Explain benefit and objectives cooperatives
 Role of cooperative in development sectors
Required Skills Demonstrate skills to:
 Apply cooperative values/ethical values, principles, concept, bylaws
of the cooperative, and communication,
 Analytical skills to identify Cooperative from other business
 Communication skill to distinguish different levels of cooperative
society.
 Literacy skills to identify Business Plan from By-laws and other
documents.
Resource Implications Access is required to real or appropriately simulated situations, including
work areas, materials and equipment, and to information on workplace
practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

Occupational Standard: Cooperatives Business Management Level -I

Unit Title Prepare operational Plan
Unit Code AGR CBM1 02 0322
Unit Descriptor This unit of competence covers the knowledge, skills and attitude
required to prepare work schedule/plan, complete routine tasks/daily
actives and review work performance.

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Element Performance Criteria
1. Identify inputs to 1.1. Based on the strategic plan of the cooperatives, tasks are selected
prepare 1.2. Work goals and plans are discussed and agreed on with assistance
operational plan from appropriate persons.

1.3. The necessary tools, equipment’s, Skilled Man power and finances
are identified for the implementation of the operational plan

1.4. An understanding of the relationship between individual and

organizational work goals and plans are Developed
2. Prepare routine 2.1. Appropriate work schedule format is prepared
work schedule 2.2. Daily activities are planned and prioritized within allocated
timeframes.

2.3. Factors affecting routine work requirements are identified and

appropriate action taken.

2.4. Technology is used efficiently and effectively to complete work

tasks.
2.5. The prepared work schedule are checked against to the strategic
plan and approved by appropriate Personnel.
3. Review work 3.1. During the preparation of Operational Plan tasks are completed and
schedule organized within designated timelines

3.2. Feedback on operational plan is sought from supervisors or

colleagues of cooperatives.
3.3. Operational plan/work schedule are adjusted according to feedback
obtained through supervision and comparison with established
team and organizational standards.

Variable Range

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Appropriate persons May include but not limited to
 Colleagues
 Other staff members
 Supervisors
 Mentors or trainers
 Management committee
Technology may include but not limited to:
 Computer applications
 Computers
 Electronic diaries
 Photocopiers
 Printers
 Scanners
Improvement May include but not limited to:
 Coaching, mentoring and/or supervision
 Internal/external training provision
 Personal study recognition of current competence (RCC)/skills
recognition/initial assessment
 Workplace skills assessment
Colleagues May include but not limited to:
 Coach/mentor
 Other members of the organization
 Peers/work colleagues/team
 Supervisor or manage

Evidence Guide
Critical Aspects of A candidate must be able to demonstrate the ability to:
Competence  Plan and organise workload with the assistance of others,

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  Select tasks from the strategic plan of the cooperatives to prepare the
operational plan
 Identify The necessary tools, equipment’s, Skilled Man power and
finances for the implementation of the operational plan
 Check the prepared work schedule against the strategic plan
Required Knowledge and Demonstrate knowledge of:
Attitude  Routine work goals and plans
 Organisational goals and plans
 Technology efficiently and effectively
Required Skills Demonstrate skills to:
 Outline the cooperatives, policies and procedures that relate to own
work role,
 Plan and organise workload with the assistance of others,
 Complete tasks, using appropriate digital tools, within specified
timelines seeking assistance as required,
 Use effective communication skills to seek assistance or feedback
from others,
 List some factors that can affect the ability to get work done, and
explain the action to take explain how to plan and manage time.
 Seek and use feedback from others to monitor and improve work
performance.
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

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 Ministry of Labor and
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Occupational Standard: Cooperative Business Management Level -I
Unit Title Deliver Service to Cooperative Customers
Unit Code AGR CBM103 0322
Unit Descriptor This unit of competency is covered the knowledge, skills and attitude required
to identify cooperative Members needs and establish contact with cooperative
Member-customers to deliver service to cooperative customers.
Element Performance Criteria
1. Identify Customers’ 1.1. Appropriate questioning and active listening are used to determine
needs cooperative member’s needs.

1.2. Customers’ needs are assessed for urgency to identify priorities for
service delivery.

1.3. Customers are provided with information about available options for
meeting their needs and assisted to identify their preference

1.4. Personal limitations are identified in addressing Customers’ needs

and assistance sought from designated persons where required.
2. Establish contact 2.1. Members are acknowledged and greeted in a professional, courteous
with cooperative and concise manner according to organizational requirements.
Member
2.2. Appropriate interpersonal skills are used to accurately identify and
clarify customer’s needs and expectations.

2.3. Effective communication is used to inform members about available

choices for meeting their needs and assistance is offered in the selection
of preferred options

2.4. Sensitivity is maintained to customer’s specific needs and any

cultural, family and individual differences.

2.5. Relationship with the members is established and a genuine interest

in customer’s needs/requirements is expressed.
3. Deliver service to 3.1. Prompt members service is provided to meet identified needs

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 customers according to organizational requirements

3.2. Information regarding problems and delays, and follow-up are

provided within appropriate timeframes as necessary.

3.3. Communicate with customers is conducted in a clear, concise and

courteous manner.

3.4. Customer complaints are sensitively and courteously handled in

accordance with organizational requirements

3.5. Assistance is provided or responded to members with specific needs

according to organizational requirements

3.6. Opportunities are identified to enhance the quality of service and

products, and take action to improve the service whenever possible.

Variable Range
Members May include, but not limited to:
 Members of the cooperatives,
 Contacts from other organisation/cooperatives,
 External customers/service users,
 Internal customers,
Organizational May include, but not limited to:
requirements  Legal and cooperatives policies, directives, guidelines, by laws and
requirements,
 Access and equity principles and practice,
 Anti-discrimination and related policy,
 Following OHS procedures for dealing with customers,
 Quality and continuous improvement processes and standards,
 Quality assurance and/or procedures manual,
Appropriate interpersonal May include, but not limited to:
skills  Listening actively to what the Members is communicating,

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  Providing an opportunity for the Members to confirm their request,
 Questioning to clarify and confirm Member’s needs,
 Seeking feedback from the Members to confirm understanding of
needs,
 Summarising and paraphrasing to check understanding of customer's
message,
 Using appropriate body language
Members needs and May include, but not limited to:
expectations  Accuracy of information
 Advice or general information
 Complaints
 Fairness/politeness
 Further information
 Making an appointment
 Values
 Appropriate services
 Specific information
Effective communication May include, but not limited to:
 Giving members full attention
 Maintaining eye contact, except where eye contact may be culturally
inappropriate
 Speaking clearly and concisely
 Using active listening techniques
 Using appropriate language and tone of voice
 Using clear written information/communication
 Using non-verbal communication e.g. Body language, personal
presentation (for face-to-face interactions)
 Using open and/or closed questions
Designated persons May include, but not limited to:
 Manager, supervisor or team leader,

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  More experienced personnel with specific knowledge or information,
 Staff from other work areas with particular product or service
knowledge,
Customer complaints May include, but not limited to:
 Administrative errors such as incorrect /poor Services
 Customer dissatisfaction with service quality
 Damaged goods or goods not delivered
 Service not delivered on time
Specific needs May relate to:
 Age
 Beliefs/values
 Culture
 Disability
 Gender
 Language
 Religious/spiritual observances
Opportunities May include, but not limited to:
 Advice about warranties, guarantees or support services,
 Packaging options,
 Pricing options,
 Procedures for delivery of goods or service,
 Provision of product knowledge,
 Systems for recording complaints,
Member's feedback May include, but not limited to:
 Damaged goods or delivery problems
 Delays
 Invoicing errors
 Quality of Members service
 Quality of service provision

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Evidence Guide
Critical Aspects of A candidate Must demonstrate knowledge and skills of:
Competence  Identifying needs and priorities of members
 Distinguishing between different levels of customer satisfaction
 Responding to and reporting on, customer feedback
 Treating members with courtesy and respect
 Work with customer complaints
 Knowledge of organizational procedures and standards for processing
complaints.
Required Knowledge and Demonstrate knowledge of:
Attitudes  Key provisions of relevant legislation from all forms of government
that may affect aspects of business operations, such as:
 Anti-discrimination legislation,
 Ethical values and cooperative principles,
 Codes of practice,
 Cooperatives organizational policies and procedures relating to
 Member’s service and the Members service process,
 Importance of good communication skills and the individual’s role in
processing customer complaints
Required Skills Demonstrate skills in:
 Communication skills to convey meaning clearly, concisely and
coherently,
 Culturally appropriate communication skills to relate to people from
diverse backgrounds and people with diverse abilities,
 Literacy skills to communicate with customers and to develop
required product knowledge,
 Numeracy skills to interpret Member’s requirements and to meet
Member’s needs,
 Analytical skills to identify trends and positions of products and
services

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  Problem-solving skills to deal with Member’s enquiries or
complaints,
 Technology skills to select and use technology appropriate to a task
 Self-management skills to:
 comply with policies and procedures
 consistently evaluate and monitor own performance
 seek learning opportunities
Resource Implications Access is required to real or appropriately simulated situations, including
work areas, materials and equipment, and to information on workplace
practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning

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Occupational Standard: Cooperative Business Management Level I
Unit Title Apply Cooperatives law
Unit Code AGR CBM1 04 0322
Unit Descriptor This unit covers knowledge, attitude and skills required to identify basic
concept, roles, functions, formation of cooperative and registration, law,
hierarchy level law and the contents of cooperative society’s law to
implement cooperative law in cooperatives society.

Element Performance Criteria

1.1 Cooperative policy and Cooperative law are defined and explained
1. Identify Cooperative
1.2 Historical development of cooperative laws is comprehended
Legal framework
1.3 Roles of cooperative legal system are identified and explained
1.4 Sources of cooperative law are identified and discussed
2.1 Unique feature of cooperatives law is identified and discussed
2. Differentiate
2.2 The difference between cooperative law and other laws is illustrated
Cooperative Law
2.3 Hierarchy and contents of cooperative law are identified and elaborated
3.1 Legislative requirements and issues in the formation and registration of
3. Implement Cooperative
Law cooperative societies are reviewed and understood in accordance with the
National Cooperative Proclamation
3.2 Issues relating with rights and duties of members of a cooperative
society are identified and internalized
3.3 Legislative issues concerning management bodies and employees of
cooperatives are reviewed and comprehended in pursuant to internal by-
laws and Proclamation of Cooperatives
3.4 Special privileges of cooperatives are realized and used for cooperative’s
benefit
3.5 Legislative issues concerning asset and funds of cooperatives are
identified in accordance with Cooperative Proclamation
3.6 Issues concerning Audit and inspection of cooperatives is reviewed and
comprehended in pursuant to Cooperative Proclamation

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 3.7 Legal grounds for dissolution and winding up of Cooperative Societies
are internalized in accordance with by-laws and Cooperative Proclamation
3.8 Legislative requirements for settlement of disputes are reviewed and
comprehended

Variable Range
Source of Cooperative law May include, but not limited to:
 Constitution of the Country
 Cooperative societies proclamation
 Regulation
 Directives
 Bylaws
 Internal by laws
May include, but not limited to:
 Constitution of the Country
 Cooperative societies proclamation
Hierarchy level of law  Regulation
 Directives
 Bylaws
 Internal by laws
May include, but not limited to:
Cooperative laws
 Proclamation
 By law
 Regulation and directives
 Internal by laws
 Cooperative policy
May include, but not limited to:
Roles of cooperative legal
 It is a reference point and a guide mark.
system
 Guarantees the autonomy

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  Reduces bureaucracy;
 Favors the unity of the cooperative movement
 Guarantees legal security for those dealing with cooperatives

Other laws May include, but not limited to:

 Public law
 Administrative law
 Constitutional laws are laws
 Criminal laws are laws
 Municipal laws are ordinances
 International laws are laws
 Contract law - governs
 Property law - governs
 Succession law
 Family law
May include, but not limited to:
Legislative requirements
 Initial Capital
and issues in the
 Renewal of Certificate Registration
formation and registration
 Formation of Cooperative Societies
 types of Cooperative Societies
 Name of a cooperative Society
 Registration of a cooperative society
 Juridical Personality and Responsibility
 By-laws of a Cooperative Society
 Amalgamation and Division of Cooperative Society
 Establishment of Cooperative Societies Union
 Establishment of Cooperative Societies Federation
 Requirements to Establish a Professional Cooperative Society
 Establishment of Cooperative Societies League
 Obligations of Cooperative Societies
 Commencement of Operations

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  Renewal of Certificate Registration
 Duties and Responsibilities of Cooperative Societies
May include, but not limited to:
Legal grounds for
 Dissolution of Cooperative Society
dissolution and winding
 Liquidator
up
 Powers and Duties of the Liquidator
 Calling on creditors
 Protection of Creditors
 Cancellation of a society from the Register
May include, but not limited to:
Legislative requirements
 Settling Disputes through Conciliation
for settlement of disputes
 Arbitration
 Appointment of the Arbitrators
 Disputes to be Referred to Arbitration
 Civil Court Powers of Arbitrators
 Execution
 Power of Courts
May include, but not limited to:
Issues concerning Audit
 Audit
and inspection of
 Auditors’ Ethics
cooperatives
 Inspection
 Keeping Audit and Inspection Results
 Actions to be taken for losses of property and fund of the society
May include, but not limited to:
Legislative issues
 Supreme Organ of a Cooperative Society
concerning management
 The supreme organ of any cooperative society shall be the general
bodies and employees
assembly.
 Powers and Duties of the General Assembly
 Calling of General Assembly
 Management Committee

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  Board of director
 Controlling committee
 manager and Employee Professionals of the Cooperative Society
May include, but not limited to:
Special privileges
 Priority of Claims by Cooperative Society
 Set-off in Respect of Share or Benefit of Members
 Share or Benefit not Liable to Attachment or Sale
 Government assistance
 Indivisibility of asset and funds of a cooperative society
 Allocation of net profit
 Establishment of Cooperative Societies Fun
 Restriction on Borrowings
 Restriction on Loans
 Types of Guarantee and Alternatives

Legislative issues May include, but not limited to:

concerning asset and  Indivisibility of asset and funds of a cooperative society
funds  Establishment of Cooperative Societies Fund

Evidence Guide
Critical Aspects of Demonstrate the ability to:
Competence  Identify source, types and the role of cooperative laws in the performance of
the cooperative societies
 Apply cooperatives law and its relation with the cooperative principles.
 Differentiate the cooperative law from other laws and the recent
proclamation.
 Identify the right and responsibility of members and dismissal of
membership based on the law.
 Compare The difference between cooperative law and other business law.
 Apply Member’s registration, voting and transferring of share in

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 cooperatives
 Identify The types and scope of government assistance for cooperatives in
accordance with appropriate laws of cooperatives.
Required Knowledge Demonstrate knowledge of:
and Attitudes  Basic information of cooperatives and legal issues in cooperatives.
 Awareness creation about cooperatives legal frame work.
 Legal system in cooperatives and its relation with the cooperative principles.
 Understand hierarchy and content of cooperative law.
 Understand the right and responsibility of members and dismissal of
membership based on the law.
Required Skills Demonstrate skills to:
 Apply legal framework for cooperatives activities
 Implement legal system in cooperatives
 Implement the contents of cooperatives law
 Compare the difference between cooperative law and other business law.
Resource Implications Access is required to real or appropriately simulated situations, including work
areas, materials and equipment, and to information on workplace practices and
OHS practices.
Methods of Competence may be assessed through:
Assessment  Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work place
setting.

Occupational Standard: Cooperative Business Management Level I

Unit Title Perform Records Management
Unit Code AGR CBM1 05 0322

Unit Descriptor This unit of competency covers the knowledge, skills and attitude
required to receiving record document from different types of
cooperative members, production and service data are obtained from
different cooperatives to record, maintain and preserve cooperative
societies document

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Element Performance Criteria

1.1 Types of letters are identified and classified based on

1. Identify record
document organizational requirements.
1.2 Record receiving procedures are determined in accordance with
organizational record management processes
1.3 Format of the document is identified and classified
1.4 Information on the different organs of cooperative societies is
identified and listed by the consent of concerned body
1.5 Activities and performance status of cooperatives is recorded
with assistance of appropriate person
2. Maintain Documents 2.1 Received documents are classified and compiled based on
organizational requirements
2.2 Time limit of which records must be stored and secured is
determined based on types of record states and rules and
regulations
2.3 File name is created for each category of compiled document
2.4 Documents are handled and preserved using folders and shelves
2.5 Guaranty is ensured that all recorded documents are maintained
in accordance with specified data retention standards
2.6 Documents that require visual displays are illustrated in a way
they can be seen and understood
2.7 Organizational requirements relating to security and
confidentiality in handling information are comprehended and
applied
3.1 Accessibility, traceability and technological protection of
3. Accessibility and
disposal of documents information is ensured in accordance with security procedures
and organizational requirements
3.2 Cooperative documents are preserved and secured as long as
they are operationally and legally needed based on types of
record states and data retention standards
3.3 Cooperative documents are updated, modified and altered
whenever necessary based on organizational requirements
3.4 Records with long term retention value are identified and
archived
3.5 Non-essential documents are disposed at the end of their
lifespan based on legal and organizational requirements

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Variables Range
Concerned body May include, but not limited to:
 General Manager
 Management Committee
 Control Committee
 Employees
 Cooperative promotion office

Recorded data May include, but not limited to:

concerning  Types
Cooperative  Service
 Production
 Number of cooperatives and members
 Current and previous performance
 Years of establishment
 Capital
 Audit report
 Minute of general assembly meeting
 Employees
 Stakeholder
 Surplus of cooperatives
 Dividend
 Division of cooperatives
 Amalgamation
 Diversification
 Link-up system
Organs of cooperative May include, but not limited to:
societies  Members of the General assembly
 Employees
 Managers
 Committees
May include, but not limited to:
Format of the document
 Paper document
 Digital forms
 Emails
 Studies
 Diagrams
May include, but not limited to
Activities and
performance status  Initial capital, and current capital of the Cooperative
 Plans,
 minutes,

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  dividend allocations
 reports
 rules, regulations, directives, by-laws,
 management structure
 Contact details
 Final records,
 Budget documents, balance sheet
May include, but not limited to
Organizational  Rules
requirements  Regulation
 Guideline
 Legislation
 Policies

May include, but not limited to

Visual displays
 Chart
 Graphical
 Poster
 Diagrams
May include, but not limited to
Types of record states
 Active state
 Inactive state

Evidence Guide
A candidate must demonstrate the ability to:
Critical Aspects of
Competence  Record receiving procedures in accordance with
organizational record management processes
 Identified and classified format of the document is
 Record data concerning about Cooperative societies in the
local area with the consent of the concerned body are listed
in accordance with Cooperative requirements
 Identify and list information from different organs of
cooperative societies by the consent of concerned body
 Store all data sheets according to enterprise procedures
 Handle and preserve documents by using folders and shelves
 Preserve and secure Cooperative documents as long as they
are operationally and legally needed based on types of
record states and data retention standards
 Update, modify and alter Cooperative documents whenever
necessary based on organizational requirements

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 Demonstrate the knowledge of:
Require Knowledge and
Attitudes  Understand formant of document and activity of cooperatives
 Understand the Purpose and organizing document.
 Preserve and secure Cooperative documents as long as they are
operationally and legally needed based on types of record states
and data retention standards
 Comprehends Organizational requirements relating to security
and confidentiality in handling information are and applied
 Collect, record and preserves document
Demonstrate the skills to:
Require Skills
 Apply enterprise recording methods,
 Use software programs for recording or storing data,
 Enter data accurately into specified written or
electronic/computerized formats
 Collect production data from required sources
 Present document in the required format,
 Create file and shelf for documents
 Sequence activity to meet required timeframe, Require
 Rearrange data collection activities to fit in with other planned
or unplanned production activities,
 Communication skill
Access is required to real or appropriately simulated situations,
Resource Implications
including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Competence may be assessed through:
Methods of Assessment
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Competence may be assessed in the work place or in a simulated
Context of Assessment
work place setting.

Occupational Standard: Cooperative Business Management Level -I

Unit Title Apply Basic Accounting

Unit Code AGR CBM 1 06 0122

Unit Descriptor This unit covers skills, knowledge and attitude required to understand
the nature, concept, objectives and principles of basic accounting.

Element Performance Criteria

1. Develop 1.1. Meaning and nature of accounting are explained.

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 understanding of 1.2. The important objectives and roles of accounting are reviewed.
accounting 1.3. The accounting principles are identified and discussed based on
rules, regulations and legislative body
1.4. Identify deferent types of accounting professions
1.5. Financial statement of the organization is identified
1.6. The difference between bookkeeping and accounting is clarified
2. Perform accounting 2.1 Major accounts are identified and differentiated
equation 2.2 Specific types of account are identified and differentiated.
2.3 Normal balance of accounts is understood and developed.
2.4 Debit and credit rules are identified and applied.
2.5 How an account affects the accounting equation is explained.
2.6 Accounting cycle is developed
3. Review and 3.1 Records made are checked for its accuracy and completeness.
maintain financial 3.2 Identified and reviewed data are maintained in a separate class of
records account
3.3 Financial reports and records are retrieved and utilized for decision
making.
3.4 Financial reports are communicated with concerned body for
decision making.

Variable Range

Accounting Is defined as the process of identifying, measuring and communicating

accounting information about an organization or entity, in order to
permit informed by users the information.
Accounting principles May include, but not limited to:
 Business entity
 Going concern
 Objective evidence
 Unit of measurement
 Accounting period
 Matching principle
 Materiality
Duties and May include, but not limited to;
responsibilities of
 Preparing accounts and tax return
cooperative
 Monitoring and spending budget auditing and analyzing
accountant
financial performance

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  Financial forecasting and risk analysis
 Advising on how to reduce cost and increase profit
Financial statement May include, but not limited to:
 Statement of profit and other comprehensive income
 Statement of change in equity
 Statement of financial position
 Statement of cash flow
 Notes to disclosure
Legislative body of May include, but not limited to:
Ethiopia  Government regulation
 Accounting and Audit Board of Ethiopia (AABE)
 MoFED
 Ministry of Revenue
Accounting professions May include, but not limited to:
 Financial accountant
 Management accountant
 Cost and accountant
 Tax accountant
Accounts May include, but not limited to:
 Asset
 Liability
 Capital
 Revenue
 Expense
Normal balance of May include, but not limited to:
accounts  Normal balance means increasing side of the account
 Asset =Debit
 Liability= Credit
 Capital/owners/ members Equity = Credit
 Revenue =Credit
 Expense= Debit
 Dividend/Withdrawal = Debit

Evidence Guide

Critical Aspects of A candidate must be able to demonstrate the ability to:

Competence
 Differentiate meaning and nature of accounting
 Review objectives and roles of accounting

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 Professional ethics of accountant are identified and applied
Duties and responsibilities of accountant are identified and
applied
 Differentiate and apply normal balance of accounts
Required Knowledge and Demonstrates knowledge of:
Attitudes
 Accounting
 Accounting principle
 Accounting cycle
Required Skills Demonstrate skills to:
 Explain Meaning and nature Accounting
 Identify Effect of transaction on accounting equation
 Apply normal Debit and credit rules
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.

Methods of Assessment Competence may be assessed through:

 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

Occupational Standard: Cooperative Business Management Level I

Unit Title Understand and Undertake Cooperative Marketing
Unit Code AGR CBM1 07 0122
Unit Descriptor This unit covers skills, knowledge and attitude required to understand
the concept, function, importance, marketing mix and strategies of
marketing.

Element Performance Criteria

1.1. Core concepts of marketing are discussed.
1. Clarify basic
1.2. Market and marketing are defined.
marketing concepts
1.3. The historic developments, role, nature and scope of marketing are
identified.

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 1.4. Marketing and selling are differentiated.
1.5. Marketing mix elements are discussed and distinguished
2. Identify marketing 2.1. The meaning and basic concepts of marketing are discussed.
function 2.2. The main marketing functions are identified and explained for the
workplace performance.

2.3. Marketing functions are used in the workplace for the cooperative
members’ better performance.
3. Implement Marketing 3.1 The current development of the cooperative marketing and its
functions in the implementation are discussed and explained.
cooperatives 3.2 Unique features of the cooperative marketing and its
role/contributions are explained
3.3 Difference between cooperatives marketing and other marketing are
identified.

Variable Range

Core concepts of May include, but not limited to:

marketing
 Wants
 Needs
 Product
 Demand
 Value
 Transaction
Marketing May include, but not limited to:

 Goods

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  Services
Scope of marketing May include, but not limited to:
 Person
 Good
 Information
 Idea and Organization
Marketing mix elements May include, but not limited to:
 Product
 Price
 Place
 Promotion
Marketing functions May include, but not limited to:
 Buying
 Selling
 Transporting
 Standardizing and grading
 Financing
 Risk taking
 Securing marketing information
 Storing

Evidence Guide
Critical Aspects of A candidate must be able to demonstrate the ability to:
Competence  Apply basic marketing concepts
 Identify the marketing principles
 Identify the functions of the marketing
 Implement the functions of the marketing
Required Knowledge and Demonstrate knowledge of:
Attitudes  Marketing concepts
 Marketing principles

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  Functions of the marketing
 Communication skills
Required Skills Demonstrates skills to:
 Apply Business transactions skill
 Apply Communication skills
 Apply basic marketing concepts and principles
 Implement the functions of the marketing
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning

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 Occupational Standard: Cooperatives Business Management Level I
Unit Title Apply Agricultural Extension Service
Unit Code AGR CBM1 07 0122

Unit Descriptor This unit covers the knowledge, skills and attitudes required to
understand the Concept and evolution of agricultural Extension, apply
extension methods and Approaches, apply Agricultural extension
Communication and facilitation for technology promotion, Conduct
training and record and document data.

Element Performance Criteria

1. Understand the 1.1 The concept of Agricultural extension is understood to gain

Concept and relevant knowledge
evolution of 1.2 The evolution and progress of agricultural extension is expressed
Agricultural to understand the concept of Agricultural Extension
Extension 1.3 The role of extension in agricultural development is understood to
deliver effective extension services
1.4 The importance of Agricultural extension is determined to have
appropriate knowledge,
1.5 Extension planning is understood to determine extension activities
2.1. Extension methods are understood to provide Extension services
2. Apply Extension
based on organizational standard, extension systems, extension
methods and
strategy and extension guide lines
Approaches
2.2. Extension approaches are understood for implementation of
extension services
2.3. The importance of extension methods and approaches are
understood for Agricultural extension service delivery
2.4. Appropriate extension methods and approaches are applied to
transfer agricultural technologies, based on organizational standard,
extension systems, extension strategy and extension guide lines,
3.1. The concept, principle and type of communication is understood to
3. Apply
have good extension communication knowledge & skill
Agricultural
3.2. Communication barriers are identified, understood and solved to
Extension
undertake effective communication
Communication
3.3. Elements of extension communication are defined and used to
and Facilitation
create positive environment for communication
for technology
3.4. Audio visual techniques are understood to provide Agricultural

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 Extension and communication delivery services
promotion
3.5. Roles and characteristics of extension communicator are
recommended to improve the communicator’s performance
3.6. The basic concept of facilitation is understood to improve
facilitation skills
3.7. The roles and responsibilities of a facilitator is applied to progress
facilitation skills
3.8. Conflict resolution skill is understood to enhance homogeneity
3.9. The skills of a facilitator are applied for communication &
technology promotion
4.1. Need assessment is conducted to provide appropriate training
4. Conduct Training
4.2. Preparation is carried-out to facilitate the training process
4.3. Implementation is conducted to capacitate trainees based on
organizational training guide line
4.4. Evaluation is carried-out to understand the outcome
5.1 Data collecting formats are developed
5. Record and
Document Data 5.2 Appropriate data are collected and organized
5.3 Collected and organized data are documented and reported

Variable Range
Concept of May include but not limited to:
Agricultural
 Definition of agricultural extension
Extension
 Purpose of agricultural extension
Evolution and May include but not limited to:
progress of  National Agricultural Extension systems
agricultural extension  Related reading materials
 Professionals
 Electronic mail
 Briefing notes
 Journal articles
 Code of conduct

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 Role of extension May include but not limited to:
 Situation analysis
 Awareness creation
 Training
 Facilitation
 Demonstrations
 Field day exchange visit
 Establish farmers group
 Link farmers with relevant stakeholders
 Monitoring and evaluation
 Experience sharing
 Assist and provide extension services for farmers
 Organize farmer to farmer learning
 Promotion of Agricultural Technologies
Importance of May include but not limited to;
Agricultural  Identify problem
extension  Find solution
 Bring behavioral change
 Transfer of technology
 Assist farmers to help themselves
Extension planning  Improve
May livelihood
include but not limited to:
 Conduct survey
 Identification of activities
 Data collection
 Development of formats
Extension methods  develop
May the plan
include but not limited to:
 Individual
 Group
 Mass

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 Extension approaches May include but not limited to:
 Participatory
 Pluralistic
 Farmers field school
 Pastoral field school
 Mobile extension
 Model village
 Cluster approaches
 Scaling/up/out/down
Importance of  Market
May includeoriented extension
but not limited to:
extension methods  Information and technology dissemination
and approaches  Deliver extension message effectively
 Increase knowledge of farmers
 Bring attitude change
 Formation of opinion
 Encourage farmers to raise issues
 To get/provide possible alternative solutions
 information and knowledge sharing
Type of May include but not limited:
communication  Intra personal communication
 Inter personal communication
 Organizational communication
Principles of  include but not limited to:
May
communication  Awareness creation
 Designed message with respect to objectives and respective
audience
 Message content should suite to the target audience

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 Communication May include but not limited to:
barriers
 The use of jargons words/terms
 Cultural differences
 Lack of attention, interest, distractions
 Differences in perception and viewpoint
 Physical disabilities
 Physical barriers to non-verbal communication
 Language differences and the difficulty in understanding unfamiliar
accents
 Expectations and prejudices
 Emotional barriers and taboos
Elements of May include but not limited to:
extension
 Source
communication
 Sender
 Message
 Channel
 Receiver
Audio visual May include but not limited to:
techniques
 Audio visual aids
 Assembling
 Character
 Advantages
 Uses
Characteristics of May include but not limited to:
extension
 Confident
communicator
 Friendly/ welcoming
 Observant
 Appreciative
 Respectful
 Organized
 Good judgment
 Consistent
 Honest
 Pro-active

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 Role of extension May include but not limited to:
communicator
 Create motivation and feeling
 Be aware of problem of the local people
 Priority of direct needs
 Create self-belief in rural people
 Emphasis on self-depend aces
 Change in social attitude
 Rebuilding of the village
 Full uses of local resources
 Develop close relationships with stakeholders
Basic concept of May include but not limited to:
facilitation
 Definition of facilitation
 Purpose of facilitation
 Evolution and progress of facilitation
Role and May include but not limited to:
responsibility of  Does not evaluate group ideas
facilitator  Helps the group focus its energies on a task
 Suggests methods and procedures
 Protects all members of the group from attack
 Helps find win/win solutions
 Makes sure that everyone has the opportunity to participate
 Periodically summarizes the group consensus on issues to validate
and clarify the progress of the discussion
 Encouraging of every one’s knowledge
Conflict resolution May include but not limited to:
skill  Recognize
 Resolve conflicting needs
 Relieve stress
 Recognize and manage emotions
 Improve nonverbal communication skills
 Use humor and play to deal with challenges

Skill of facilitator May include but not limited to:

 Active Listening
 Summarizing
 Synthesis
 Conflict resolution

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 Need assessment May include but not limited to:
 Identification of areas
 Selection of respondents
 Preparation of tools
 Conduct the assessment
Preparation  Organize
May data
include but not limited to:
 Identify trainees and trainers
 Organize logistics
 Select Venue
 Selecting and organize training materials
 Select and Organize training aids
 Prepare schedule and others
Evaluation May include but not limited to:
 Preparation of evaluating formats
 Identify sample
 Conduct evaluation
 Organize result
 Report
Data collecting May include but not limited to:
formats
 Recording formats
 Writing formats
Reporting May include but not limited:
 Organizing
 Writing
 Submitting/transfer

Evidence Guide

Critical Aspects of Demonstrates knowledge and skill to :

Competence
 Identify and interpret the role of Agricultural Extension
 Apply Extension method and Approaches
 Develop Extension planning
 Perform Conflict resolution
 collect, record, organize and document data
Required Knowledge Demonstrates knowledge and attitude of:
and Attitudes  Agricultural extension

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  Conflict resolution
 Extension method and Approaches
 Agricultural Extension Communication and Facilitation
 collecting, recording, organizing and documenting of data
Required Skills Demonstrates skills to:
 Resolve conflict
 Develop Extension planning
 Apply extension method and Approaches
 Facilitate Agricultural Extension Communication

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Occupational Standard: Cooperatives Business Management Level I
Unit Title Implement Agribusiness Marketing
Unit Code AGR CBM1 08 0122
Unit Descriptor This unit covers the knowledge, skills and attitude required to Understand concept
of agricultural marketing Understand concepts of agribusiness Identify marketing
targets for Agricultural products Implement marketing strategy . Establish contract
farming, and Apply Agricultural marketing services.

Element Performance Criteria

2. Understand 1.1 . Concept of agricultural marketing is understood for Agricultural marketing

concept of 1.2 Importance of agricultural marketing is understood to provide agricultural
agricultural marketing services
marketing 1.3 . Roles of agricultural market-oriented service is identified and understood
1.4 . Principles of agricultural marketing and strategies are identified and
understood
1.5 Marketing mix is understood to implement agricultural marketing activities
1.6 Types of marketing are understood and identified to implement the appropriate
marketing services

2.1. Concept of agribusiness is understood for Agricultural marketing

4. Understand
concepts of 2.2 Importance of agribusiness is understood to provide agribusiness services
agribusiness
2.3 Roles of agribusiness-oriented service is identified and understood
2.4 Principles of agribusiness and strategies are identified and understood
2.5. Characteristic of Agribusiness are understood to implement Agribusiness
2.6. Dimension and structures of Agribusiness are understood and distinguished
3.1 . Marketing targets are identified for Agricultural products and services
6. Identify
3.2 Approaches of agricultural market are understood for agricultural market
marketing
product and service.
targets for
3.3 Segment descriptors are used to display the targets of agricultural market
Agricultural
3.4 Strategic of agricultural marketing options are identified to develop agricultural
products
marketing plan
3.5 Business plans are prepared to perform cost and benefit analysis
4. Implement 4.1. Agricultural marketing functions strategy is designed to perform agriculture
marketing business.
strategy

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 4.2 Action plan is developed to implement Agricultural marketing strategies.
4.3. Require resource are identified and coordinated to implement agricultural
marketing
4.4 Marketing mix is implemented according to the strategy Agricultural.
5. Establish 5.1 Concept of contract farming is understood to enhance market-oriented
contract farming production
5.2 Types of contract farming are identified to select the appropriate approach
5.3 Models of Contract farming are understood and identified
5.4. Steps and procedures of contract farming establishments are identified
5.5 Contract farming requirements are identified and applied based on the
organizational standard
5.6 Contract farming systems are established
6. Apply 6.1 Agricultural products are identified to delivered provided marketing services
agricultural 6.2 Need assessment is conducted to identify marketing conditions
6.3 Market strategies are developed to implement the Agricultural marketing
marketing
services
services 6. 4Customer feedbacks are collected and organized to improve Agricultural
marketing services
6.5 Data is organized and documented to report the appropriate body.

Variable Range

Concept agricultural May include, but not limited to:

marketing
 Needs
 Product
 Demand
 Value
 Transaction
 Satisfaction and Quality
 Exchange
 Market
Roles marketing May include but not limited to:
 Determine price
 Consumer choice
 Increase efficiency
 Improve scarcity

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Principles May include but not limited to:
agricultural  Product
marketing  Price
 promotion
 Place
 People
 Process
Marketing mix May include, but not limited to:
 Price
 Promotion
 Place
 Product
Types of marketing May include, but not limited to
 Perfect competitive
 Monopoly
 Oligopoly
 Monopolistic
Concept of May include, but are not limited to:
Agribusiness  Agricultural impute supply
 Farmer producer
 Process of wholesaler
 Distribution and retailer
Characteristic of May include but not limited to:
Agribusiness  Existence around production areas
 Variety and size of Ag organization
 Scale and type of competition
 Conservativeness of Ag:
 Decision making:
 Community oriented business
Dimension May include, but not limited to:
 Agricultural sector and their interdependence
 farm either private or government
 Market oriented.
 Dynamic sector and continuously meets current demands of consumers
 Provides forward and backward linkages
Structures May include but not limited to:
 Input sector:
 Farm/production sector:
 Product sector:

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Marketing targets May include but not limited to:
 Demographic
 Geographic
 Psychographic
 Behaviour’s pattern
Marketing May include but not limited to:
conditions  Government
 International transaction
 Speculation and expectation
 Supply and demand
AgriculturalMarket May include, but not limited to:
strategies
 Analyse agricultural market
 Analyse competition
 Define market mix
 Determine position
 Marketing budget
 Execution plan understand potential customers
Approaches for May include, but not limited to:
agricultural market  Functional
 Institution
 Commodity
 Behavioural
Segment descriptors May include, but not limited to:
 Demographic
 Behavioural
 Geographic
 Psychographic
Marketing plans May include, but not limited to
 Function of marketing
 Market program
 Achieve the market objectives
Action plan May include, but not limited to:
 Resource
 Budget
 Times
 Output
Contract farming May include, but not limited to
 Agreement between buyer and seller

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  Farmer and processing making firms for production
 Supplies of agricultural product
Types of contract May include, but not limited to
farming  Market specifying
 Recourse providing
 Production management
Models of May include, but not limited to
Contract  Full model contract farming
 Specific

Requirements  Traceability
 Site history and management
 Propagation material
 Soil/substrate management
 Fertilizer use
 Irrigation
 Crop protection

Evidence Guide

Critical Aspects of Must demonstrate skills and knowledge to:

Competence
 Understand Concept of agribusiness to apply agribusiness marketing
 Identify Principles of agribusiness and strategies to implement Agribusiness
marketing
 Determine Agricultural Marketing targets for provide products and services
 Develop Action plan to implement Agricultural marketing strategies.
 Prepare Business plans to perform cost and benefit analysis
 Apply marketing conditions to conducted Need assessment for products and
service
 Understand concept of contract farming to enhance market oriented
production
 Apply appropriate models to established contract farming
 Contract farming requirements are identified and applied based on the
organizational guide line

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  Established Contract farming systems based on the organizational standard
Required Knowledge and Demonstrate knowledge of :
Attitude
 Principles of agricultural marketing to implement marketing strategy
 Concept of agribusiness to apply agribusiness marketing
 the roles of agribusiness to perform agricultural marketing.
 Principles of agribusiness and strategies to implement Agribusiness
marketing
 Agricultural Marketing targets that provide products and services
 Required resource to implement agricultural marketing
 concept of contract farming to enhance market-oriented production
 appropriate models to established contract farming
 Contract farming systems based on the organizational standard
Required Skills Demonstrate Skills to:
 Determine marketing options to design marketing plan
 Implement Agricultural marketing strategies develop action plan
 Identified Agricultural Marketing targets for provide products and services
 Select Approaches of agricultural market to implement product and service.
 Use segment descriptors to display the targets of agricultural market
 Develop Action plan to implement Agricultural marketing strategies.
 Prepare Business plans to perform cost and benefit analysis
 Apply marketing conditions to conducted Need assessment for products and
service
 Organize customer feedbacks to improve Agricultural marketing services
 Apply appropriate models to established contract farming
 Contract farming requirements to applied based on the organizational guide
line
 Established Contract farming systems based on the organizational standard

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Resources Implication Access is required to real or appropriately simulated situations, including work
areas, materials and equipment, and to information on workplace practices and
OHS practices.
Methods of Assessment Competence may be assessed through:

 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work place
setting.

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 Occupational Standard: Cooperatives Business Management I
Unit Title Apply Basics of Human Nutrition Practices
Unit Code AGR CBM1 09 0122
Unit Descriptor This unit covers the knowledge, skill and attitude required to
categorize agricultural foods items, recognize malnutrition in the
community, identify the role of agriculture in nutrition and
contribute to the awareness creation of the community in
utilization of agricultural products.

Element Performance Criteria

1. Identify Categories of
1.1. Basic terminologies and concepts in nutrition are identified
agricultural foods items
and explained

1.2. Food groups, nutrient and their sources of balanced diet are
identified and explained

1.3. Origin and composition of food stuffs are identified and

described

1.4. Energy dense and nutrient dense food sources are identified
and explained
2. Recognize malnutrition in 2.1. Physical signs of malnutrition are identified and explained
the community
2.2. Forms, causes and consequences of malnutrition in different
groups of community are identified

2.3. Measures to overcome malnutrition, importance of

maintenance of adequate and balanced diet are promoted

2.4. Contribution is made in elders, family heads and women

awareness creation programs
3. Identify the role of
3.1. The role of agriculture as source of variety foods is
agriculture in nutrition
recognized and promoted

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 3.2. The contribution of agriculture sector in nutrition sensitive
intervention is described

3.3. Nutrition sensitive agricultural practices are identified and

communicated as per the nutrition program guideline
4. Demonstrate diversified 4.1. Importance of diet diversification is identified and discussed
Agricultural food with family holds and community according to the program
production and guideline
consumption techniques
4.2. Techniques of diversified food production are identified and
demonstrated to farmers and family members

4.3. Techniques of enhancing the nutrient content of family foods

are assessed and implemented according to the program
guideline and cultural requirements of the rural community

4.4. Utensils are identified and cooking techniques demonstrated

for specific agricultural products

4.5. PPE are selected and used in accordance to OHS requirement

and code of ethics

4.6. Balanced and nutrient dense diet preparation is demonstrated

using food stuff ingredients
5.Perform proper handling 5.1. Importance of hygiene for nutrition is explained
and storage of agricultural
5.2. Storage facilities are identified and family holds supported in
food products
construction.

5.3. Agricultural products are safely handled and stored

5.4. Methods and techniques of safely handling and storing

agricultural products are demonstrated in accordance products
requirement
6.Document and report food 6.1. Diversified food production and consumption activities are

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 production, consumption documented
and difficulties
6.2. Difficulties happened in the processes are reported to the
respective authorities.

Variable Range
Terminologies and May include, but not limited to:
concepts  Food
 Diet
 Nutrient
 Balanced Diet
 Nutritious food
 Hidden hunger
 Malnutrition
 Stunting
 Underweight
 Overweight
 Nutrition
 Diversification
 Body growth
 Body Development
 Food fortification
 Bioavailability
 Food taboos
 Window of opportunity
 Fortification
 Food security
 Nutrition security
 Small holder farmer
 Cretinism

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 Food groups May include, but not limited to:
 Vegetables food group
 Fruits food group
 Legumes and nuts food group
 Animal source food group
 Fats oils and sweets food group
 Staples food group
Nutrient and their sources May include, but not limited to:
 Carbohydrates
 Lipids/Fats
 Proteins
 Minerals
 Vitamins
Food origin May include, but not limited to:
 Animal
 Plant
Energy dense May include, but not limited to:
 Calories
 Nutrient
Nutrient dense May include, but not limited to:
 Vitamins
 Minerals
 Fibbers
Malnutrition May include, but not limited to:
 Under nutrition may be:
 stunting
 wasting
 underweight
 Over nutrition may be:
 obesity

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  overweight
Nutrition sensitive May include, but not limited to:
agricultural practices  Nutrition sensitive agricultural intervention
 Diversification in:
 Production of fruits, vegetable, nutritious roots, cereals,
pulse, and mushroom
 Animal source foods (Dairy, poultry, shoat, fish)
Techniques of enhancing May include, but not limited to:
 Fortification,
 Germination,
 Fermentation,
 Roasting and Cooking
Hygiene May include, but not limited to:
 Food hygiene
 Personal hygiene
 Environmental hygiene
Storage May include, but not limited to:
facilities  Bins
 Refrigerator
 Shelf
 Rack and Barn
Safely May include, but not limited to:
handling and  Sanitation
storing  Ventilation

Evidence Guide
Critical Aspects of Demonstrate knowledge and skills to:
Competence  Use utensils and prepare balanced nutrition
 Distinguish and demonstrate energy dense and nutrients- dense
foods and preparation techniques
 Demonstrate food storing and preserving techniques
 Explain the need for variety and diversification of foods

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  Explain agricultural food types, and sources
 Describe forms, causes and consequences of excess or
deficient intake of certain food types
 Maintain personal hygiene to minimize risk to food product
safety
Required Knowledge and Demonstrate knowledge of:
Attitude  Terminologies and concepts of nutrition
 OHS requirements
 Food groups and nutrient composition and diet requirement
 Adequate and balanced diets
 Agricultural food types, and sources
 Need for variety and diversification of family diet with a
variety of agricultural food products
 Basic principles of producing quality/ nutritious agricultural
products
 Effect of food production and /or preparation on nutrient
content of a variety of energy- dense and nutrients- dense
foods
 Child and maternal nutrition
 Forms, causes and consequences of malnutrition
 Basic food safety principles and requirements
 Hygiene and food safety procedures
 food safety recording requirements
 Common hazards and sources of contamination in area of
work
 Legal and regulatory requirements pertaining to food
production, storage, handling and packaging relevant to area of
work
 Personal hygiene practices and clothing requirements relevant
to area of work.

Required Skills Demonstrate skills to:

 Categorize agricultural food items into major food groups
based on their nutrient contents
 Identify local varieties of animal and plant products,
 Demonstrate production and /or preparation of nutrient rich
diets

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  Communicate appropriate information with regard to
diversified foods for pregnant women and children
 Demonstrate various methods of integrated nutritious
agricultural products production
 Identify the consequences of excess or deficient intake of
certain food types
 Demonstrate how to enhance nutrient content using different
food groups
 Handle food. products to prevent damage, spoilage and waste
 Identify hazards, contaminants and risks or control points
 Document and report food safety hazards and risks to
appropriate personnel
 Store food products in appropriate areas at correct
temperatures
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

Occupational Standard: Cooperative Business Managemant Level II

Unit Title Apply 5S Procedures
Unit Code AGR CAA1 07 0122
Unit Descriptor This unit covers the knowledge, skills and attitude required to apply

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 5S techniques to his/her workplace. It covers responsibility for the
day-to-day operations of the workplace and ensuring that continuous
improvements of Kaizen elements are initiated and institutionalized.

Elements Performance Criteria

1. Prepare for work.
1.1. Work instructions are used to determine job requirements,
including method, material and equipment.

1.2. Job specifications are read and interpreted following working

manual.

1.3. OHS requirements, including dust and fume collection,

breathing apparatus and eye and ear personal protection needs
are observed throughout the work.

1.4. Tools and equipment are prepared and used to implement 5S.

1.5. Safety equipment and tools are identified and checked for safe
and effective operation.

1.6. Kaizen Board (Visual Management Board) is prepared and used

in harmony with different workplace contexts.
2. Sort items. 2.1. Plan is prepared to implement sorting activities.

2.2. Cleaning activities are performed.

2.3. All items in the workplace are identified following the

appropriate procedures.

2.4. Necessary and unnecessary items are listed using the

appropriate format.

2.5. Red tag strategy is used for unnecessary items.

2.6. Unnecessary items are evaluated and placed in an appropriate

place other than the workplace.

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 2.7. Necessary items are recorded and quantified using appropriate
format.

2.8. Performance results are reported using appropriate formats.

2.9. Necessary items are regularly checked in the workplace.

3. Set all items in order. 3.1. Plan is prepared to implement set in order activities.

3.2. General cleaning activities are performed.

3.3. Location/Layout, storage and indication methods for items are

decided.

3.4. Necessary tools and equipment are prepared and used for setting
in order activities.

3.5. Items are placed in their assigned locations.

3.6. After use, the items are immediately returned to their assigned
locations.

3.7. Performance results are reported using appropriate formats.

3.8. Each item is regularly checked in its assigned location and

order.
4. Perform shine 5.1. Plan is prepared to implement shine activities.
activities.
5.2. Necessary tools and equipment are prepared and used for
shinning activities.

5.3. Shine activity is implemented using appropriate procedures.

5.4. Performance results are reported using appropriate formats.

5.5. Regular shining activities are conducted.

5. Standardize 5S. 6.1. Plan is prepared and used to standardize 5S activities.

6.2. Tools and techniques to standardize 5S are prepared and

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 implemented based on relevant procedures.

6.3. Checklists are followed for standardize activities and reported

to relevant personnel.

6.4. The workplace is kept to the specified standard.

6.5. Problems are avoided by standardizing activities.

6. Sustain 5S. 7.1. Plan is prepared and followed to sustain 5S activities.

7.2. Tools and techniques to sustain 5S are discussed, prepared and

implemented based on relevant procedures.

7.3. Workplace is inspected regularly for compliance to specified

standard and sustainability of 5S techniques.

7.4. Workplace is cleaned up after completion of job and before

commencing next job or end of shift.

7.5. Situations are identified where compliance to standards is

unlikely and actions specified in procedures are taken.

7.6. Improvements are recommended to lift the level of compliance

in the workplace.

7.7. Checklists are followed to sustain activities and report to

relevant personnel.

7.8. Problems are avoided by sustaining activities.

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 Variable Range
OHS requirements May include, but not limited to:
 Legislation/Regulations/Codes of practice and enterprise safety
policies and procedures. This may include protective clothing and
equipment, use of tooling and equipment, workplace environment
and safety, handling of material, use of fire fighting equipment,
enterprise first aid, hazard control and hazardous materials and
substances.
 Personal protective equipment is to include that prescribed under
legislation/regulations/codes of practice and workplace policies
and practices.
 Safe operating procedures are to include, but are not limited to the
conduct of operational risk assessment and treatments associated
with workplace organization.
 Emergency procedures related to this unit are to include but may
not be limited to emergency shutdown and stopping of equipment,
extinguishing fires, enterprise first aid requirements and site
evacuation.
Tools and equipment May include, but not limited to:
 Paint
 Hook
 Sticker
 Signboard
 Nails
 Shelves
 Chip wood
 Sponge
 Broom
 Pencil

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  Shadow board/Tools board
Safety equipment and May include, but not limited to:
tools  Dust masks/goggles
 Glove
 Working cloth
 First aid and safety shoes
Items May include, but not limited to:
 Tools
 Jigs/Fixtures
 Materials/components
 Machine and equipment
 Manuals
 Documents
 Personal items (e.g. Bags, lunch boxes and posters)
 Safety equipment and personal protective equipment
 Other items which happen to be in the work area
The appropriate May include, but not limited to:
procedures  Steps for implementing 5S (sort, set in order and shine) activities.
 Written, verbal and computer based or in some other format.
Unnecessary items Are not needed for current production or administrative operation
and include but not limited to:
 Defective or excess quantities of small parts and inventory
 Outdated or broken jigs and dies
 Worn-out bits
 Outdated or broken tools and inspection gear
 Old rags and other cleaning supplies
 Electrical equipment with broken cords
 Outdated posters, signs, notices and memos
 Some locations where unneeded items tend to accumulate
 In rooms or areas not designated for any particular purpose

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  In corners next to entrances or exists
 Along interior and exterior walls
 Next to partitions and behind pillars
 Under the eaves of warehouses
 Under desks and shelves and in desk and cabinet drawers
 Near the bottom of tall stacks of items
 On unused management and production schedule boards
 In tools boxes that are not clearly sorted
Appropriate format May include, but not limited to:
 All items, necessary and unnecessary items.
Red tag A format prepared with a red color paper or card which is filled and
attached temporarily on the unnecessary items until decision is
made. The red tag catch people’s attention because red is a color that
stands out. So, to fill and attach red tag on items, asks the following
three questions:
 Is this item needed?
 If it is needed, is it needed in this quantity?
 If it is needed, does it need to be located here?
Necessary items Are required in the workplace for current production or
administrative operation in the amount needed.
Shine activity May include, but not limited to:
 Inspection
 Cleaning
 Minor maintenance May include, but not limited to:
 Tightening bolts
 Lubrication and Replacing missing parts
Tools and techniques to May include, but not limited to:
standardize 5S  5S Job Cycle Charts
 Visual 5S
 The Five Minute 5S

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  Standardization level checklist
 5S checklist
 The five Whys and one How approach(5W1H)
 Suspension
 Incorporation and Use Elimination
 5S slogans
 5S posters
 5S photo exhibits and storyboards
 5S newsletter
 5S maps
 5S pocket manuals
 5S department/benchmarking tours
 5S months
 5S audit
 Awarding system
 Big cleaning day
 Patrolling system May include, but not limited to:
 Top management Patrol
 5S Committee members and Promotion office Patrol
 Mutual patrol
 Self-patrol
 Checklist and Camera patrols
Relevant procedures May include, but not limited to:
 Assign 5S responsibilities
 Integrate 5S duties into regular work duties
 Check on 5S maintenance level
 OHS measures such as signage, symbols / coding and labelling of
workplace and equipment
 Creating conditions to sustain your plans
 Roles in implementation

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 Reporting May include, but not limited to:
 Verbal responses
 Data entry into enterprise database
 Brief written reports using enterprise report formats
Relevant personnel May include, but not limited to:
 Supervisors, managers and quality managers
 Administrative, laboratory and production personnel
 Internal/external contractors, customers and suppliers

Evidence Guide
Critical Aspects of Demonstrates skills and knowledge to:
Competence  Discuss how to organize KPT.
 Describe the pillars of 5S.
 Discuss the relationship between Kaizen elements.
 Implement 5S in own workplace by following appropriate
procedures and techniques.
Required Knowledge and Demonstrates knowledge of:
Attitudes  Kaizen principle, pillars and concept
 Key characteristic of Kaizen
 Elements of Kaizen
 Wastes/MUDA
 Basics of KPT
 Aims, benefits and principles of KPT
 Stages of KPT
 Structure and role of the components of Junior KPT
 Concept and parts of Kaizen board
 Concept and benefits of 5S
 The pillars of 5S
 Three stages of5S application
 Benefits and procedure of sorting activities

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  The concept and application of Red Tag strategy
 Relevant Occupational Health and Safety (OHS) and environment
requirements
 Benefits and procedure of set in order activities
 Set in order methods/techniques
 Benefits and procedure of shine activities
 Inspection methods
 Planning and reporting methods
 Method of Communication
 Benefits of standardizing and sustaining 5S
 Tools and techniques to sustain 5S
 Ways to improve Kaizen elements
 Benefits of improving kaizen elements
 Relationship between Kaizen elements
Required Skills Demonstrates skills of:
 Participating actively in KPT
 Technical drawing
 Communication skills
 Planning and reporting own tasks in implementation of 5S
 Following procedures to implement 5S in own workplace
 Using sorting formats to identify necessary and unnecessary items
 Improving workplace layout following work procedures
 Preparing labels, slogans, etc.
 Reading and interpreting documents
 Observing situations
 Gathering evidence by using different means
 Recording activities and results using prescribed formats
 Working with others
 Solving problems by applying 5S
 Preparing and using kaizen board

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  Preparing and using tools and equipment to implement and
sustain 5S
 Improving Kaizen elements by applying 5S
 Standardizing and sustaining procedures and techniques to avoid
problems
 Procedures to standardizing 5S activities
 Analysing and preparing shop layout of the workplace
 Standardizing and sustaining checklists
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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 LEVEL II

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 Occupational Title: Cooperative Business Management Level II
Unit of competence Title Conduct awareness creation about cooperatives
Unit of competence Code AGR CBM2 02 0322
Unit Descriptor This unit deals with the skills, knowledge and attitude required to
identify tools for creating awareness, perform awareness creation
activities and review awareness creation progress so as to spread
the thoughts and practices of Cooperatives to Community.
Element of competence Performance criteria

Identify Awareness 1.1 Awareness creation methods are identified based on

Creation Tools cooperative standards and requirements.
1.2 Appropriate media for awareness creation is selected based on
environmental condition of the community and budget
requirements.
1.3 Level of awareness & language of the community is identified
1.4 Resources required for awareness creation are allocated.
Perform Awareness 2.1 Target audience is identified and selected
Creation activities 2.2 Reference groups and Influential individuals are contacted &
appointed from community to assist on promotional activities
2.3 Basic Philosophy of Cooperative is spread to communities
using appropriate language and clear, relevant and proper way
of communication
1. Review progress 3.1 Feedback on the awareness creation process is collected from
audiences
3.2 Cooperative’s awareness of community is reviewed
3.3 Cooperative’s awareness of community complied and
reported to responsible body
3.4 Adjustments are made based on performance review

Variables Range

Appropriate methods & media May include, but not limited to:
 Method
 Advertising
 Workshops
 Symposium
 Cooperative day
 Exhibitions
 Experience

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  Sharing
 Using local social institution
 Media
 Tv
 Radio
 Social media
 Masse media
 Website
Audience May include, but not limited to:
 Surrounding community
 Institution
 Group of people
 Individual
 Customer
 Family
Environmental condition May include, but not limited to:
 Climate
 Geographic area
 Transportation
 Proximity
 Culture
 Political
 Security
Relevant and available May include, but not limited to:
 Model cooperative
 Legal documents
 Manuals,
Influential individuals May include, but not limited to:
 Stakeholders
 Members
 Committee
 Leader
 Managers
 Elders
Reference groups May include, but not limited to:
 Family
 Parents
 Sibling
 Teachers

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  Peer
 Associates
 Friends
 Model cooperatives
 Best experienced /performance
Resources May include, but not limited to:
 Material
 Financial
 Human resource

Evidence Guide Description

Critical aspects of Assessment Assessment requires evidence that the candidate:

 Identify suitable environment to create awareness
 Select appropriate method and media
 Demonstrate different communication methods & Medias.
 Develop awareness creation about cooperatives
 Understand appropriate promotion methods to create
awareness about cooperatives
 Explain relevant and available practices to present as role
model.
Required Knowledge and Demonstrates knowledge and positive attitudes of:
Attitudes  Develop awareness creation about cooperatives
 Understand appropriate promotion methods to create
awareness about cooperatives
 Explain relevant and available practices to present as role
model
 Measure cooperative understanding of the community
Required Skills Skills include the ability to:
 Identify and use suitable environment to create awareness
about cooperation

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  Select and apply proper method for awareness creation
 Use appropriate method and media of promotion
 Clear, relevant and proper way communication skill
Resource Implications The following resources MUST be provided:
 Workplace or fully equipped assessment or simulated
location with necessary tools and equipment as well as
consumable materials includes:
 Approved assessment tools
 Certified assessor /Assessor’s panel
Methods of assessment Competence may be assessed through:
 Practical assessment
 Interview
Context of assessment  Competence may be assessed in the work place or in a
simulated work place setting.

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 Unit Title Assess Suitability for Cooperatives Business Operations
Unit Code AGR CBM2 02 03 22
This unit describes the knowledge, skills and attitude required to
Unit Descriptor
undertake cooperatives self-evaluation to determine potential of their
business idea, business opportunity and market, whetheridentified
business opportunities are realistic.

Performance Criteria
Elements
1.1. Products and services available from cooperative are identified.
1. Explore potential
1.2. Products and services not available in the existing market are
business ideas
identified.
1.3. Opportunities for new cooperative businesses are determined
based on gaps in available goods and services.

1.4. A range of sources to gather information about cooperative

business opportunities identified and utilised.

1.5. Outline processes to be undertaken by the cooperative business to

provide products or services.

2.1. Members entering into a cooperatives business in realistic terms of

2. Compare personal
own personal commitments, expectations and capabilities are
skills and aspirations
identified.
with cooperative
2.2. Personal capabilities are matched realistically with identified
business
business opportunities.
opportunities
2.3. Personal commitments, expectations and capabilities to
realistically identify impact on preferred in cooperatives business
opportunity are examined.
2.4. Options are examined to address and minimise negative impact
and strengthen positive impact of these aspects.

3. Access business 3.1. Gaps in members knowledge and skills needed for the business are
opportunities, identified

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 mentoring and advice 3.2. Knowledge and skills required to develop and operate are listed to
for cooperatives maximise the business opportunity of cooperatives.
3.3. Appropriate learning opportunities are identified to rectify gaps in
personal knowledge and skills.

3.4. Potential mentors, advisors, networks and sources of assistance for

the business are identified.

Variable Range
Opportunities May include, but not limited to:
 Free custom duty
 Favorable government regulation
 Security
 Availability of finance
 Stable economy, etc.
 Marketing
 Cooperative’s policies
 Cooperatives law
 Regulation
 Government direction
 Business idea
 Environmental suitability
Negative impact May include, but not limited to:
 Poor managerial skill
 Commitment
 Poor money management
Personal capabilities May include, but not limited to:
 Skill
 Knowledge
 Attitude

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 Evidence Guide

Critical Aspects of Demonstrate the ability to:

Competence
 Identify appropriate development opportunities to achieve
cooperatives goals,
 Extract, evaluate and compare numerical information,
 Explain cooperatives business of benchmarking,
 Explain differences between cooperative business and large
corporations,
 Identify and determine cooperative business opportunities by
locating existing market gaps and based on the needs of members
 Demonstrate effective matching of personal attributes with
cooperative business opportunities, and identification of
personnel and skill development opportunities,
 Collaborate with others to identify mentors, advisors and
networks to assist cooperative businesses operation.
Required Knowledge and Demonstrate knowledge of:
Attitudes  The business fundamentals that make an idea a viable business
proposition,
 Members attributes needed to run a successful cooperative
business operation
 Differences between cooperative business and large corporations,
 Three training courses or support services available to cooperative
business operators.
Required Skills Demonstrate skills to:
 Examine skills gaps and development needs to identify
professional learning needs,
 Identify appropriate development opportunities to achieve
cooperatives goals,
 Interpret textual and numerical information to determine business

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 requirements,
 Use clear and relevant language to convey personal information,
requirements and recommendations,
 Extract, evaluate and compare numerical information,
 Explain cooperatives business of benchmarking,
 Explain differences between cooperative business and large
corporations,
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.

Methods of Assessment Competence may be assessed through:

 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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 Occupational Standard: Cooperative Business Management Level II

Unit Title Conduct need assessment to establish new cooperative

Unit Code AGR CBM2030322

Unit Descriptor This unit applies to covers application of knowledge, skill and attitude to
conduct need assessment by collecting, analyzing, interpreting data for
prioritizing needs of the community.

Element Performance Criteria

1. Perform data 1.1 Sampling techniques are selected according to context of

Collection. population
1.2 Appropriate method is used to collect data
1.3 Sample size is determined based on nature of population
1.4 Data collection tools are determined based on status of sample.
1.5 Data are collected from preset sample size with selected tool.
1.6 Clear, relevant and proper way communication are used
2. Organize and 2.1 Collected data is classified & organized based on type of data
analyze data obtained and work requirements.
2.2 Data are analyzed
2.3 Data are Interpreted based on analyses.
3. Identify and 3.1 Needs are listed out based on analyzed data.
prioritize need 3.2 Needs are prioritized on the basis of community demand &
guidelines.
3.3 The conducted need assessment is finalized and reported to the
responsible body for the establishment new cooperative
3.4 Clear, relevant and proper way communication are used

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 Variable Range statement

May include, but not limited to:

 Simple Random
Sampling  Stratified
techniques  Cluster
 Quota
 Convenience
May include, but not limited to:
 Population size
Sample size
 Confidence level
 Standard deviation
May include, but not limited to:
 Interviews.
 Questionnaires.
 Case Studies.
Data collection  Usage Data.
tools  Checklists.
 Surveys.
 Observations.
 Documents and records
 Group discussion
May include, but not limited to:
 Superverse
Responsible body  Managers
 Board of director
 Colleagues

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 Evidence Guide

Critical Aspects of Demonstrate the ability to:

Competence  Identify appropriate method of data collection and tool to achieve
community need
 Organize and analyzed collected data,
 Prioritize need of community for cooperatives based on gathered
information
 Conducted need assessment and reported to the responsible body
for the establishment new cooperative
Underpinning Knowledge Demonstrate knowledge of:
and Attitudes  Basic information about need assessment of cooperatives
 Understand about data collection methods and tool
 Recognize Participatory approach
Underpinning Skills Demonstrate skills to:
 Examine skills gaps and development needs to identify professional
learning needs,
 Identify appropriate method of data collection and tool to achieve
community need of cooperatives
 Use clear and relevant language to convey community need
information, requirements and recommendations,
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.

Methods of Assessment Competence may be assessed through:

 Interview/Written Test
Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

Occupational Standard: Cooperative Business Management Level II

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 Unit Title Create Linkage with Cooperatives’ Stakeholders
Unit Code AGR CBM2 04 0322
Unit Descriptor This unit describes knowledge, skills and attitude required for
participation of stakeholder, communicate and create unified work
relationship with stakeholders.
Element Performance Criteria

1. Design stakeholders’ 1.1. Stakeholders in every sector are identified according to the
objective and interest of cooperative organization.
participation strategy 1.2. Stakeholders’ profile is identified and maintained.
1.3. Stakeholder’s analysis is carried out.
1.4. Stakeholder’s participation strategy is determined based on
stakeholder analysis.
2.1 Stakeholders are communicated to establish favorable work
2. Communicate with
relationship in line with their common interests.
stakeholders 2.2 Cooperation among cooperatives is identified and communicated
with appropriate means for integration based on its significance.
2.3 Appropriate linkage methodologies are identified and
implemented based on common interest.
3.1. Business agreements between stockholders and cooperatives are
3. Establish unified
facilitated according to defined rules and regulations.
work relationship
3.2. Work experience sharing is facilitated and arranged between
cooperatives and their stakeholders based on their work
similarity and relationship.
4.1. Customer profiles are updated based on needs and production
4. Undertake market
capacity.
linkages 4.2. Appropriate legal documents are prepared based on customers’
preference.
4.3. Negotiation is conducted with customers on controversial issues
based on content of legal document.
4.4. Agreement is signed between the parties based on negotiation.

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 Range
Variable
May include, but not limited to:
Stakeholders
 Individuals
 Group
 Cooperatives
 NGOs,
 government agents,
 financial institutions,
 Customers.
May include, but not limited to:
Stakeholders' profile
 stakeholder group
 Organization.
 Demographics
 Attitude
 Behaviors
 Location
 Geographic area
May include, but not limited to:
Stakeholders’ analysis
 Analysis matrices
 Display each person
 Group’s interest
 Technical
 Approaches
 Tool
May include, but not limited to:
Appropriate legal
 Cooperative’s proclamation
documents  By-law
 Regulation
 Business document

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 May include, but not limited to:
Cooperation among
 Amalgamation
cooperatives  Diversification
 Link-up System
 primary with union
 Union with federation
 Federation with Confederation/league
 Local
 National
 International

May be include the following steps:

Linkage methodologies
 Map the Network
 Build Relationships
 Establish Goals and Ground Rules
 Vertical Backward Linkages
 Vertical Forward Linkages
 Horizontal Linkages:
 Means of Business Linkages

May include, but not limited to:

Customer profiles
 Buying behaviors’
 Location
 Buy product
 Demographic
 Geographic

Evidence Guide

Critical Aspects of Demonstrate the ability to:

Competence  Identify and implement appropriate linkage methodologies,
 Establish relationship with relevant stakeholders,
 Identify integrations between cooperatives,
 Identify stakeholders and understand their needs,
 Prioritize the stakeholders based on their power, proximity and
‘urgency’,

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  Visualize the key stakeholders using the Stakeholder needs,
 Engage with the stakeholders, by building and implementing an
effective communication plan based on the stakeholder’s
supportiveness and receptiveness,
 Monitor changes over time using the Stakeholder Engagement
Profileto analyze the effectiveness communication update and
review your stakeholder community at key points in the project.
Required Knowledge and Demonstrate knowledge of:
Attitudes  Describe business linkage of cooperatives stakeholder
 Understand how create linkage among stake holder
 Update Customer profiles are based on needs and production
capacity.
 Explain types and method of cooperatives linkage with
stakeholders
 List and discuses stake holder profile
Required Skills Demonstrate skill in:
 Engage with the stakeholders, by building and implementing an
effective communication plan based on the stakeholder’s
supportiveness and receptiveness,
 Establish relationship with relevant stakeholders,
 Negotiation skills
 facilitated and arranged between cooperatives and their
stakeholders
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

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 Occupational Standard: Cooperative Business Management Level II
Unit Title Assist cooperatives in community development activity
Unit Code AGR CBM2 05 0322
This unit perform to cover the knowledge, skill and attitude,
Identify and engage in social networks within the broad
Unit Descriptor community, identify community development activity/need and
involving Cooperative based on their Potential in community
development activity to ensure maximum participation
Element Performance Criteria
1. Identify Community needs 1.1 Community development responsibilities of cooperatives
are identified and understood based on Cooperative values
and principles
1.2 Community need assessment requirements and methods are
identified and selected
1.3 Community needs are assessed and identified based on
assessment requirements

2.1 Resource potential and role of the cooperatives are

2. Identify cooperative recognized in the community development
capacity 2.2 Potential of cooperative is identified from appropriate body
and required documents
2.3 Community needs are prioritized based on community
requirements and potential of the Cooperative
2.4 Prioritized community needs are proposed to the general
assembly and decision is made based on internal by-law and
rules and regulations of Cooperatives

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 3. Plan and Implement 3.1 Community development plan is prepared and presented to
Cooperative based on cooperative potential and selected
area of development
3.2 Cooperatives are encouraged to allocate budget for
community development activity and facilitate its
utilization.

3.3 Cooperatives’ participation in community development

actives are followed up and facilitated according to the
plan.

3.4 The implementation of the community’s concern is

checked as to the cooperatives member’s plan.
Variable Range

Community needs May include, but not limited to:

 Other agencies providing services to the designated
 individuals and groups service /product
 People with specified needs and interests
 People using the organization’s services/programs
 Different service
 Different product
 Education and information projects,
 Capacity building,
 Construction by cooperatives
Methods May include, but not limited to:
 Check list
 Questioner
 Group discussion
 Observation
 Case study
Appropriate body May include, but not limited to

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  Managers
 Board of directors
 General assembly
 Superverse
 Cooperatives committee
Community May include, but not limited to:
development  Economic
responsibilities  Social
 Cultural
Potential of cooperative May include, but not limited to:
 Financial
 Human
 Material
Community May include, but not limited to:
development  Community development activities and strategies,
 Education and information projects,
 Capacity building,
 Construction by cooperatives,
 Support by cooperatives in the community,

Evidence Guide
Critical Aspects of Demonstrate the ability to:
Competence  Collect, Identify and classify data about community development
activity
 Identify community development needs
 Prioritize community development need
 Prepare plan and implement community development activity
 Identify cost components of appropriate services, technologies and
equipment

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  Identify community need assessment based on criteria requirement
and using different methods
 Apply concern for community
 Identify potential of cooperatives for selected area of community
development activity
 Understand Cooperative concern for Community development
based on Cooperative values and principles
Underpinning Demonstrate the knowledge of:
Knowledge and  Cooperative business undertaking
Attitudes  Participatory approach
 Extension services
 Commitment raises
 Understand Cooperative concern for Community development
based on Cooperative values and principles
 Documentation of indigenous/local practices
Underpinning Skills Demonstrate skills to:
 Demonstrate extension communication skills
 Conduct need assessment
 Collect, Identify and classify data about community development
activity
 work plan Schedule for community development activity
 Identify cost components of appropriate services, technologies and
equipment,
 Apply indigenous/local practices
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Competence may be assessed through:
Assessment  Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated work
Assessment place setting.

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 Ministry of Labor and
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 Occupational Standard: Cooperative Business Management Level II
Unit Title Perform Basic Accounting Records
Unit Code AGR CBM2 060322
Unit Descriptor This unit of competence covers the knowledge, skills, and attitudes
required to Identify and produce source documents, record business
transaction on journal, and post to the ledger, prepare unadjusted trial
balance and file the document.

Element Performance Criteria

1. Identify source 1.1. Source document are obtained and verified

documents and Record 1.2. Appropriate accounting bases are selected
business transaction on 1.3. The effect of transaction by using appropriate techniques are
journal Determined.
1.4. Business transactions are approved and identified.
1.5. Based on the source documents Types of account are
determined.
1.6. Business transactions are recorded on journal based on rules,
regulations, accounting standard and legislative body
2. Post to the ledger and 2.1. the beginning or opening balance of each account from journal
prepare unadjusted trial Entered into ledger
balance 2.2. Posting periodically in appropriate ledger is performed.
2.3. Extract balance of each account after all information are posted
2.4. Prepare unadjusted trial balance and determine the equality of
debit and credit for a specific period
2.5. Error in preparing trial balance is Identified and corrected
3. Prepare adjusted trial 3.1. Adjustment and reverse entries are analysed and discussed after
balance and financial preparing the unadjusted trial balance
statement 3.2. Adjusted journal entries are conducted on journal voucher
according to bases of accounting
3.3. Adjusted journal entries are transferred or post from journal

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 voucher to ledger
3.4. Adjusted trial balance prepared and determined the equality of
Debit and credit
3.5. Prepare financial statement according financial reporting
standard based on the nature of the organization

Variable Range
Source documents May include, but not limited to:
 Original records containing the details to substantiate a transaction
entered in an accounting system:
 Receipts
 Voucher
 Purchase orders,
 Bank statements
 Notes
Verification May include, but not limited to:

 proper authorization,
 accuracy
 Ownership
 completeness
Accounting base May include, but not limited to:
 Accrual bases of accounting
 Cash base of accounting
Journal May include, but not limited to:
 General journal
 Special journal
 Sales journal
 Purchase journal
 Cash receipt journal

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  Cash payment journal
Types of account May include, but not limited to:
 Asset account
 liability Account
 Capital Account
 Temporary Capital Account
financial statement May include, but not limited to:
 Balance sheet
 Income statement
 Capital statement
 Cash-flow statement
Ledger May include, but not limited to:
 General ledger
 Subsidiary ledger

Evidence Guide
Critical Aspects of A candidate must be able to:
Competence  Obtain source documents and verifications
 Record business transaction on journal
 Perform Posting
 Prepare unadjusted trial balance
 File the document and financial record
Required Knowledge and Demonstrate knowledge of:
Attitude  Source documents identification and verification
 Basic accounting concepts,
 Accounting principles,
 Journalizing and posting
Required Skills Demonstrate skills to:
 Identify types of source documents,

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  Record Business transactions on journal and post to ledger
 Preparing unadjusted trial balance
 Classify and sort financial documents.
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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 Occupational Standard: Cooperative Business Management Level II

Unit Title Preform Savings and Credit Plan for cooperatives

Unit Code

Unit Descriptor This unit describes the performance the knowledge, skills and
attitude required to utilize a savings plan to achieve identified goals
and includes understanding the role of the savings plan, the
risk/return relationship and how to determine appropriate savings
vehicles to maximise savings.
Element Performance Criteria
1. Identify place of 1.1. The concept, meaning and role of saving and credit plan are
saving, credit and identified and explained according to cooperatives rules and
investing today regulation.
1.2. Increasing levels of cooperative in debt in Ethiopia are discussed
with reference to relevant current issues.
1.3. The importance of setting financial goals and developing a
saving, credit and investment plan at different stages of an
individual member’s life is analysed and discussed.
1.4. Different attitudes to savings, credit and investment are
analysed and discussed and the individual member’s spending
habits are explored.
1.5. Different saving and credit practices of Ethiopia as well as
cooperatives as strategic view point are discussed and analysed.
2. Determine risk as it 2.1. The concept of risk and risk versus return is described and
relates to saving, demonstrated.
credit and investing
2.2. An individual's risk profile is determined based on current and
future requirements and the individual's level of risk aversion.
2.3. The impact of inflation on the earnings power of money is
identified, assessed and discussed.
2.4. Risks of credit and other risks in the cooperatives are assessed.
3. Develop cooperatives 3.1. The cooperative/member savings goals are identified and
savings and credit plan quantified into money amounts and arranged in order of priority.
3.2. Cooperatives/Member budget is developed to reveal funds
available to contribute towards savings goals.
3.3. The range of financial product options available to maximize
earnings on savings are investigated and the most appropriate is

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 selected according to own requirements.
3.4. Ways of cooperatives and cooperative members saving and
credit requirements and administration are identified.
4. Implement 4.1. The requirements to open an account and provide evidence of
cooperative savings personal identity are researched and steps taken to gather the
and credit plan necessary documentation.
4.2. Relevant savings accounts or other investigated financial
products are opened and the savings plan implemented and
monitored for a short period of time.
4.3. Adjustments to the savings goal are made where it is realized
that the goal is unattainable.
4.4. The cooperative ways of plan for controlling and evaluation of
members and cooperatives saving and credit are used.
Variable Range
Financial goals May include, but not limited to:
 Accumulating a set amount of money by a specified date in the
future for the purposes of:
 Purchasing assets
 Financing holidays, educational expenses, home renovations
and other known future expenses
 Establishing a deposit for an investment such as a home or
investment property
 Aiming to repay existing debts and be debt free,
 Establishing a regular savings plan,
 Handling income and expenditure responsibly and avoiding
financial difficulties,
Attitudes to savings, Differ and may encompass those who:
credit and
investment  Believe it is essential in order to manage their money and achieve
future financial goals,
 Lack interest in or the discipline to save and therefore live from
one pay packet to the next,
 Occasionally think about saving but who do not take active steps
to save,
Risk May refers but not limited to:
 The level of uncertainty associated with a particular savings or
investment product,
Risk versus return May refers to the general truth that:
 The higher the risk of the investment, the higher the expected
return,

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  The lower the risk of the investment, the lower the expected return,
Risk profile May refers but not limited to:
 The level of risk an individual is comfortable with when investing
the money.
Inflation May refers to:
 The cost of living, indicated by the inflation rate,
 The percentage change in the consumer price index which is a
quarterly survey of the retail price of a basket of goods and
services consumed by the general population.
Goals Need to be:
 Specific
 Measurable
 Achievable
 Realistic
 Timely
Product options May include, but not limited to:
 Basic savings account
 Cash management trusts
 Fixed term deposits
 Investments in debentures and secured and unsecured stock
 Online bank accounts offering higher rates of return
Requirements May include, but not limited to:
 Account keeping fees, on-going fees and charges and other non-
government fees and charges
 Additional services offered
 Ease of access to funds
 Level of risk involved
 Locality of the institution
 Minimum opening balance required
 Potential tax implications
 Rate of interest earned
 Reputation of the financial institution
 Term to maturity
The requirements to May comprise but not limited to:
open an account
 Kebele/Woreda ID cards;
 Farmers associations’ ID cards;
 Employment and pension ID cards;
 School, college and university ID cards;
 Driver’s/operator’s licenses;
 Tax identification ID card;

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  Passports;
 Work or residence permits; and
 Foreign-nationals-of-Ethiopian-origin ID card, together with a
valid passport.
 Ethiopian Community ID.
Member/Consumer debt May include, but not limited to:
 Mobile telephone debt
 Mortgages on residential and investment properties
 Loans to purchase: Houses, motor vehicles, travel and domestic
white goods
 Store credit
 Student loans including the higher education contribution scheme
Evidence Guide
Critical Aspects of A candidate must demonstrate the able to:
Competence
 Prepare cooperatives saving and credit plan
 Use the cooperatives saving
 identify risk and return in relation to savings and investment
 Set specific, measurable, realistic, and timely financial goals
 Calculate amount needed to achieve identified financial goals
 Develop a basic savings plan based on surplus income
 Explain the differences between basic financial products used to
maximise savings
Underpinning Knowledge Demonstrates knowledge of:
and Attitudes  Principles of budgeting
 Role of budgeting and savings in establishing personal wealth
 Understanding of the financial institutions and their savings
products
 Accounting for On-going Savings With Deposits
 Define and concept of saving plan
 Having positive outlook of saving plan
 Enhance personal and group saving
Underpinning Skills Demonstrate skills in:
 Communication skills to:
 Clearly explain personal budgeting and savings plans
 Use questioning to develop clear understanding
 Liaise with others, share information, listen and understand
 Use language and concepts appropriate to cultural differences
 Numeracy and IT skills to:
 Calculate interest and surplus or deficit funds
 Calculate simple and Compound Interests
 Calculate Future Values (FV) and Annual Percentage Yield

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 (APY)
 Use a calculator
 Use internet information
 Use spread sheet
 Literacy skills for interpreting relevant information
 Learning skills to maintain knowledge of budgeting and saving
techniques
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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 Occupational Standard: Cooperative Business Management Level II
Unit Title Prepare Work Plan for Cooperative
Unit Code AGR CBM2 08 0322
Unit Descriptor This unit covers the knowledge, skills and attitude required in
planning and organizing work activities of Cooperatives. It applied to
Set objectives, schedule work activities, implement work plans, and
monitor and evaluate work activities.

Element
Performance Criteria

1. Set objectives 1.1 Objectives are planned consistent with and linked to work
activities in accordance with cooperatives aims.
1.2 Objectives are stated as measurable targets with clear time frames.
1.3 Support and commitment of team members are reflected in the
objectives.
1.4 Realistic and attainable objectives are identified.
2. Plan and schedule work 2.1 Work plan activities to be completed are explained and identified.
activities 2.2 Work activities are broken down into steps in accordance with
types of planning.
2.3 Elements/Contents of work plan are explained and identified.
2.4 The Overall Flow of the Work Plan are described and discussed.
3. Implement work plans 3.1 Work methods and practices are identified in consultation with
personnel concerned.
3.2 Work plans are implemented in accordance with set time frames,
resources and standards.
4. Monitor work activities 4.1 Work activities are monitored and compared with set objectives.
4.2 Observation from work activities is reported and
recommendations are coordinated with appropriate personnel and
in accordance with set standards.

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 4.3 Reporting requirements are complied with in accordance with
recommended format.

4.4 Files are established and maintained in accordance with standard

operating procedures.
5. Review and evaluate 5.1 Work plans, strategies and implementation are reviewed based on
work plans accurate, relevant and current information.

5.1 Review is done based on comprehensive consultation with

appropriate personnel on outcomes of work plans and reliable
feedback.

5.2 Results of review are provided to concerned parties and formed

as the basis for adjustments/simplifications to be made to
policies, processes and activities.

5.3 Performance appraisal is conducted in accordance with

organization rules and regulations.

5.4 Performance appraisal report is prepared and documented

regularly as per organization requirements.

5.5 Recommendations are prepared and presented to appropriate

personnel/authorities.

5.6 Feedback mechanisms are implemented in line with organization

policies.

Variable Range
Objectives May include, but not limited to:

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  Specific
 General
appropriate committee May include, but not limited to:
Management committee
Control committee
Saving and credit committee
Sub-committee
cooperatives aim. May include, but not limited to:

Provides
Services rendering
Poverty alleviation
Social welfare
Creating unit
Developing efficiency
Supply of good at fair price
Creating self-dependency
Solution of capita problem
Resources May include, but not limited to:

Personnel
Equipment and technology
Services
Supplies and materials
Sources for accessing specialist advice
Budget
Schedule of work activities May include, but not limited to:
 Daily
 Work-based

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  Contractual and Regular
Work plans May include, but not limited to:
 Daily work plans
 Project plans
 Program plans
 Resource plans
 Skills development plans
 Management strategies and objectives
Appropriate personnel May include, but not limited to:
 Management
 Line Staff
 Manager
Feedback mechanisms May include, but not limited to:
 Verbal feedback
 Informal feedback
 Formal feedback
 Questionnaire
 Survey and Group discussion

Evidence Guide
Critical Aspects of Demonstrates skills and knowledge to:
Competence  Set objectives for work plan actives
 Plan and schedule work activities for cooperative society
 Implement work plans activities for cooperatives society
 Monitor work plan activities
 Review work plan activity of cooperatives
 Review and evaluate work plans and activities
 Prepare work plan actives in accordance with cooperatives aims

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  Identified realistic and attainable objectives
 Compile and reporting work plan activities with in accordance and
recommended format
 Allocated Resources for preparing work plan are as per requirements of
the activity
Required Knowledge and Demonstrates knowledge of:
Attitudes  Organization’s policies, strategic plans, guidelines related to the role of
the objectives for work unit activities and priorities
 Team work and consultation strategies
 Files are established and maintained in accordance with standard
operating procedures.
 Understand objectives of cooperatives work plan
 Review work plan activity of cooperatives
 Monitor and evaluation work plan activity
Required Skills Demonstrates skill to:
 Compile and reporting work plan activities with in accordance and
recommended format
 Allocated Resources for preparing work plan are as per
requirements of the activity
 Plan and implement work activity of cooperatives
 Monitor and compare Work activities with set objectives
 Lead cooperatives and members of a cooperative
 Inter-and intra-person/motivation skills
Resource Implications Access is required to real or appropriately simulated situations, including
work areas, materials and equipment, and to information on workplace
practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work

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 place setting.

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 Occupational Standard: Cooperatives Business Management Level II
Unit Title Apply Agricultural Extension service for Rural development

Unit Code AGR CBM2 09 0122

Unit Descriptor This unit covers the knowledge, skills and attitudes required to promote
the use of digital technology agricultural extension, understand adult
learning, Integrated gender agricultural extension and Recognize
Indigenous Knowledge

Element Performance Criteria

1. Promote the use of

1.1 The use of Digital technology in Agricultural extension is
digital technology in
introduced to familiarize its importance
Agricultural
1.2 Skills in using digital technology is built to strengthen agricultural
Extension
extension services

1.3 The role of digital technologies in agricultural extension services

is understood to enhance agricultural development.

2. Understand Adult 2.1 The concept of adult learning is understood to bring behavioral
changes
Learning
2.2 Principles of Adult learning is determined for the implementation
of extension services

2.3 The importance of Adult learning in Agricultural Extension is

understood to enhance agricultural extension services

2.4 Adult learning methods are understood to enhance the knowledge

and skills of extension beneficiaries

2.5 The role of adult learning is understood to allow farmers develop

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 knowledge and skills
3. Integrate Gender in 3.1 The concept of gender is understood to provide inclusive agricultural
Agricultural extension services
Extension
3.2 Gender awareness and sensitization is created to increase the
contribution of gender in agricultural development

3.3 The role of gender in agriculture is determined to enhance

agricultural development.

3.4 Gender mainstreaming is implemented for effective outcome of

extension services

4. Recognize 4.1. The concept of indigenous knowledge is understood to strengthen

Indigenous the service of agricultural extension
Knowledge
4.2. Characters of indigenous knowledge are understood to promote
local experience

4.3. Exchange of indigenous knowledge is promoted to enhance

community development

4.4. The importance of indigenous knowledge is understood to

facilitate its contribution to the development processes.

4.5. The controversial issues of the debate on indigenous knowledge

are further studied to propose the urgent need, to document, learn,
preserve, and exchange indigenous knowledge

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 Variable Range

Use of Digital May include but not limited to:

technology in
 Define Digital Technology
Agricultural
 Evolution and progress of digital technologies
extension
 Digital technology for Agricultural Extension
 Tools for digital technology
 Utilization of digital technologies
Skills in using digital May include but not limited to:
technology
 Demonstrate digital technologies
 Practice digital technologies
 Apply digital technologies
 Maintain and manage digital technologies
Role of digital May include but not limited to:
technologies in
 Provide diverse knowledge to beneficiaries
agricultural extension
 Supply Efficient information products
 Provide technology-related advice
 provide location-specific market information
Concept of adult May include but not limited to:
learning
 Adult learning theories
 Characteristics
 Adult learning approaches
 Purpose of Adult learn
 Adult learning practices
Principles of Adult May include but not limited to:
learning
 Self-directed
 Experiential
 Problem-centered

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  Motivated to learn
 Learner oriented
 Practice Oriented
 looks for help and mentorship
 Open for modern ways of learning
 Choose how to learn
Importance of Adult May include but not limited to;
learning
 Increase effective participation in decision making
 Improves individuals’ technology utilization
 Enhances working efficiency,
 Keep up with the growing economic competition
 Self-improvement
 Financial growth and benefit
Adult learning May include but not limited to:
methods
 Visual Aids
 Audio
 Print Media
 Tactile
 Interactive
The role of adult May include but not limited to:
learning
 Behavioral change
 Enhance to acquire new skills and knowledge
 Access disadvantaged groups
Concept of gender May include but not limited to:

 Definition of Gender
 Historical development of Gender
 Importance of Gender

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 Role of gender in May include but not limited to:
agriculture
 Women’s contribution in Agricultural Production
 Women’s participations in rural labor market
 Women’s participation in Agricultural Extension
 Gender difference in rural labor markets

Gender May include but not limited to:

mainstreaming
 Understanding of gender equality
 Mainstreaming strategy
Concept of May include but not limited to:
indigenous
 Definition of Indigenous knowledge
knowledge
 Historical development of indigenous knowledge
Characters of May include but not limited to:
indigenous
 Experiences
knowledge
 its compatibility with indigenous environment and culture
 insufficient knowledge of rural people
Exchange of May include but not limited to:
indigenous
 Recognition and identification
knowledge
 Validation of indigenous knowledge
 Recording and document indigenous knowledge
 Storage in retrievable repositories
 Dissemination
include but notoflimited
indigenous
Importance of May to: knowledge
indigenous
 Problem solving strategies
knowledge
 Important component of global knowledge
 Resource in the development processes
 Understanding of local conditions
 Increase responsiveness of client

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 Controversial issues May include but not limited to:
of the debate on
 Discrimination,
indigenous
 Exploitation,
knowledge
 Dispossession
 Miss-Used And
 Miss- Appropriation

Evidence Guide

Critical Aspects of Demonstrate knowledge attitude and skill to:

Competence
 Use of Digital technology in Agricultural extension
 Applies the role of digital technologies in agricultural extension
 Implements Adult learning methods
 Implements Gender mainstreaming
 Facilitates the Exchange of indigenous knowledge
 Understands the controversial issues of the debate on indigenous
knowledge
Required Knowledge Demonstrates knowledge of -
and Attitudes
 Understands concept of adult learning
 Recognize the Principles of Adult learning
 Appreciates the importance of Adult learning
 Understands the concept of gender
 Understands the concept of indigenous knowledge
 Understand the Characters of indigenous knowledge
 Appreciates the importance of indigenous knowledge
 Understands the controversial issues of the debate on indigenous
knowledge
Required Skills Demonstrates skills:

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  Demonstrates the use of Digital technology in Agricultural
extension
 Applies the role of digital technologies in agricultural extension
 Implements the Adult learning methods
 Understands and implements the role of adult learning
 Understands and implement the role of gender in agriculture
 Implements Gender mainstreaming
 Facilitates the Exchange of indigenous knowledge
Resource Access is required to real or appropriately simulated situations, including
Implications work areas, materials and equipment, and to information on workplace
practices and Occupational health and safety (OHS) practices.
Methods of Competence may be assessed through:
Assessment
 Written Test, Interview, Quiz, Practical assignment
 Observation and Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated work
Assessment place setting.

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 Occupational Standard: Cooperatives Business Management Level II

Unit Title Prevent and Eliminate MUDA

Unit Code AGR CBM2 10 0122
Unit Descriptor This unit covers the knowledge, skills and attitude required by a worker to
prevent and eliminate MUDA/wastes in his/her workplace by applying
scientific problem-solving techniques and tools to enhance quality,
productivity and other kaizen elements on continual basis. It covers
responsibility for the day-to-day operation of the work and ensures Kaizen
Elements are continuously improved and institutionalized.

Element Performance Criteria

1. Prepare for 1.1. Work instructions are used to determine job requirements, including
work method, material and equipment.
1.2. Job specifications are read and interpreted following working
manual.
1.3. OHS requirements, including dust and fume collection, breathing
apparatus and eye and ear personal protection needs are observed
throughout the work.
1.4. Appropriate material is selected for work.
1.5. Safety equipment and tools are identified and checked for safe and
effective operation.
2. Identify 2.1 Plan of MUDA and problem identification is prepared and
MUDA and implemented.
problem 2.2 Causes and effects of MUDA are discussed.
2.3 All possible problems related to the process /Kaizen elements are
listed using statistical tools and techniques.
2.4 All possible problems related to kaizen elements are identified and
listed on Visual Management Board/Kaizen Board.

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 2.5 Tools and techniques are used to draw and analyze current situation
of the work place.
2.6 Wastes/MUDA are identified and measured based on relevant
procedures.
2.7 Identified and measured wastes are reported to relevant personnel.
3. Analyze 3.1 All possible causes of a problem are listed.
causes of a 3.2 Cause relationships are analyzed using4M1E.
problem 3.3 Causes of the problems are identified.
3.4 The root cause which is most directly related to the problem is
selected.
3.5 All possible ways are listed using creative idea generation to
eliminate the most critical root cause.
3.6 The suggested solutions are carefully tested and evaluated for
potential complications.
3.7 Detailed summaries of the action plan are prepared to implement the
suggested solution.
4. Eliminate 4.1. Plan of MUDA elimination is prepared and implemented by medium
MUDA and KPT members.
Assess 4.2. Necessary attitude and the ten basic principles for improvement are
effectiveness adopted to eliminate waste/MUDA.
of the solution 4.3. Tools and techniques are used to eliminate wastes/MUDA based on
the procedures and OHS.
4.4. Wastes/MUDA are reduced and eliminated in accordance with OHS
and organizational requirements.
4.5. Tangible and intangible results are identified.
4.6. Tangible results are compared with targets using various types of
diagrams.
4.7. Improvements gained by elimination of waste/MUDA are reported to
relevant bodies.
5. Prevent 5.1. Plan of MUDA prevention is prepared and implemented.

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 occurrence of 5.2. Standards required for machines, operations, defining normal and
wastes and abnormal conditions, clerical procedures and procurement are
sustain discussed and prepared.
operation 5.3. Occurrences of wastes/MUDA are prevented by using visual and
auditory control methods.
5.4. Waste-free workplace is created using 5W and 1Hsheet.
5.5. The completion of required operation is done in accordance with
standard procedures and practices.
5.6. The updating of standard procedures and practices is facilitated.
5.7. The capability of the work team that aligns with the requirements of
the procedure is ensured and trained on the new Standard Operating
Procedures (SOPs).

Variable Range

OHS requirements May include, but not limited to:

 Are to be in accordance with legislation/ regulations/codes of practice

and enterprise safety policies and procedures. This may include
protective clothing and equipment, use of tooling and equipment,
workplace environment and safety, handling of material, use of
firefighting equipment, enterprise first aid, hazard control and
hazardous materials and substances.
 PPE are to include that prescribed under legislation/regulations/codes of
practice and workplace policies and practices.
 Safe operating procedures are to include, but are not limited to the
conduct of operational risk assessment and treatments associated with
workplace organization.
 Emergency procedures related to this unit are to include but may not be
limited to emergency shutdown and stopping of equipment,

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 extinguishing fires, enterprise first aid requirements and site evacuation.
Safety equipment May include, but not limited to:
and tools
 Dust masks/goggles
 Glove
 Working cloth
 First aid and
 Safety shoes
Statistical tools and May include, but not limited to:
techniques
 7 QC tools May include, but not limited to:
 Stratification
 Pareto Diagram
 Cause and Effect Diagram
 Check Sheet
 Control Chart/Graph
 Histogram and Scatter Diagram
 QC techniques May include, but not limited to:
 Brain storming
 Why analysis
 What if analysis
 5W1H
ቀ May include, but not limited to:

 Plant Layout
 Process flow
 Other Analysis tools
 Do time study by work element
 Measure Travel distance
 Take a photo of workplace
 Measure Total steps

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  Make list of items/products, who produces them and who uses them &
those in warehouses, storages etc.
 Focal points to Check and find out existing problems
 5S
 Layout improvement
 Brainstorming
 Andon
 U-line
 In-lining
 Unification
 Multi-process handling &Multi-skilled operators
 A.B. control (Two point control)
 Cell production line
 TPM (Total Productive Maintenance)
Relevant May include, but not limited to:
procedures
 Make waste visible
 Be conscious of the waste
 Be accountable for the waste and measure the waste.
4M1E May include, but not limited to:
 Man
 Machine
 Method
Material and Environment

Creative idea May include, but not limited to:

generation  Brainstorming
 Exploring and examining ideas in varied ways
 Elaborating and extrapolating
 Conceptualizing
Medium KPT May include, but not limited to:

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  5S
 4M (Machine, Method, Material and Man)
 4p (Policy, Procedures, People and Plant)
 PDCA cycle
Basics of IE tools and techniques

The ten basic May include, but not limited to:

principles for
 Throw out all of your fixed ideas about how to do things.
improvement
 Think of how the new method will work- not how it won.
 Don’t accept excuses. Totally deny the status quo.
 Don’t seek perfection. A 5o percent implementation rate is fine as long
as it’s done on the spot.
 Correct mistakes the moment they are found.
 Don’t spend a lot of money on improvements.
 Problems give you a chance to use your brain.
 Ask “why?” At least five times until you find the ultimate cause.
 Ten people’s ideas are better than one person’s.
 Improvement knows no limits.
Tangible and May include, but not limited to:
intangible results  Tangible result may include quantifiable data
 Intangible result may include qualitative data
Various types of May include, but not limited to:
diagrams.
 Line graph
 Bar graph
 Pie-chart
 Scatter diagrams
 Affinity diagrams
Visual and auditory May include, but not limited to:

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 control methods  Red Tagging
 Sign boards
 Outlining
 And ones
 Kanban, etc.
5W and 1H May include, but not limited to:

 Who
 What
 Were
 When
 Why and
 How
Standard Operating May include, but not limited to:
Procedures (SOPs).
 The customer demands
 The most efficient work routine (steps)
 The cycle times required to complete work elements
 All process quality checks required to minimize defects/errors
 The exact amount of work in process required

Evidence Guide

Critical Aspects of Demonstrate knowledge and skills to:

Competence
 Discuss why wastes occur in the workplace
 Discuss causes and effects of wastes/MUDA in the workplace
 Analyze the current situation of the workplace by using appropriate
tools and techniques
 Identify, measure, eliminate and prevent occurrence of wastes by
using appropriate tools and techniques

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  Use 5W and 1H sheet to prevent
 Detect non-conforming products/services in the work area
 Apply effective problem-solving approaches/strategies.
 Implement and monitor improved practices and procedures
 Apply statistical quality control tools and techniques.
Required Demonstrate knowledge of:
Knowledge and  Targets of customers and manufacturer/service provider
Attitude  Traditional and kaizen thinking of price setting
 Kaizen thinking in relation to targets of manufacturer/service provider
and customer
 value
 The three categories of operations
 the 3“MU”
 wastes occur in the workplace
 The 7 types of MUDA
 QC story/PDCA cycle/
 QC story/ Problem solving steps
 QCC techniques
 7 QC tools
 The Benefits of identifying and eliminating waste
 Causes and effects of 7 MUDA
 Procedures to identify MUDA
 Necessary attitude and the ten basic principles for improvement
 Procedures to eliminate MUDA
 Prevention of wastes
 Methods of waste prevention
 Definition and purpose of standardization
 Standards required for machines, operations, defining normal and
abnormal conditions, clerical procedures and procurement

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  Methods of visual and auditory control
 TPM concept and its pillars.
 Relevant OHS and environment requirements
 Method and Lines of communication
 Methods of making/recommending improvements.
 Reporting procedures
 Workplace procedures associated with the candidate's regular
technical duties
 organizational structure of the enterprise
Required Skills Demonstrate skills to:
 Draw & analyze current situation of the work place
 Use measurement apparatus (stop watch, tape, etc.)
 Calculate volume and area
 Apply statistical analysis tools
 Use and follow checklists to identify, measure and eliminate
wastes/MUDA
 Identify and measure wastes/MUDA in accordance with OHS and
procedures
 Use tools and techniques to eliminate wastes/MUDA in accordance
with OHS procedure.
 Apply 5W and 1H sheet
 Update and use standard procedures for completion of required
operation
 Apply Visual Management Board/Kaizen Board.
 Detect non-conforming products or services in the work area
 Work with others
 Read and interpret documents
 Observe situations
 Solve problems

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  Communicate information
 Gather evidence by using different means
 Report activities and results using report formats
 Implement and monitor improved practices and procedures
Resources Access is required to real or appropriately simulated situations, including
Implication work areas, materials and equipment, and to information on workplace
practices and OHS practices.

Methods of Competence may be assessed through:

Assessment
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated work
Assessment place setting.

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 LEVEL III

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 Occupational Standard: Cooperative Business Management Level III
Unit of competence Title Organize Cooperatives
Unit of competence Code AGR CBM3 03 0322
Unit Descriptor This unit deals with skills, knowledge and attitude required to
undertake creating awareness, election & organization of steering
committee, Conduct feasibility study and board of directors, conduct
general meeting and facilitation of cooperatives registrations to
establish new cooperative

Element of competence Performance criteria

1. Develop initiative and 1.1. Proposed initiative and ideas are worked out
Build consensus 1.2. Committed core group is pulled together
1.3. Critical questions are defined and Information is collected.
1.4. Scope, nature of the problem, economic and social aspects of
problem are discussed
1.5. Discuss within core group whether a new cooperative can
adequately address identified problems and opportunities
1.6. Organizational alternatives are studied and Initial meetings are
held to review scope and nature of a Cooperative solution
1.7. Consensus Built on the scop and nature of cooperatives
organization among the community

2. Conduct feasibility study 2.1. Feasibility study is conducted and Potential members are
and member survey surveyed.
2.2. Feasibility study presented to general assembly
2.3. Supporter and expertise are obtained from third parties
2.4. Feasibility is agreed by general assembly and stakeholders are
informed
3. Facilitate selection
and 3.1. The general assembly meeting is held to elect steering
organization of Steering

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 committee members committee
3.2. Election of Steering committee is facilitated among founding
members of cooperative following democratic election
procedures.
3.3. Technical support is provided to different activities of
Steering committee
3.4. Steering committee established and Founders meeting are held
4.1. General meeting is organized to discuss and pass decisions
4. Conduct general meeting
on various issues in line with the agenda of meeting
4.2. Members of cooperative are invited through appropriate
means.
4.3. Meeting is conducted in selected venue based on schedule.
4.4. Various decisions are passed by General assembly on
activities done by Steering committee according to work
procedures.
4.5. Election of Board of directors is conducted based on
cooperatives’ laws & Proclamation.
5. Facilitate process of 5.1. Fulfillment of necessary documents for registration is
cooperatives’ registrations checked following pre-sated criteria.
5.2. Complete documents are submitted to concerned bodies
following the procedure.
5.3. The steps are identified for registration of cooperatives
society
5.4. Process of cooperatives registration is inspected by
appropriate authority in accordance with cooperatives
proclamation.
5.5. Based on the fulfilled criteria the proposed cooperatives
society is registered by the responsible body.

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 Variable Range

Necessary documents May include, but not limited to:

 Minutes of the founders meeting;
 By-laws of the society in three copies;
 Name, address, and signature of members of management
committee of the society;
 Plan of the society;
 Documents showing that the amount of capital of the society
 The description of land on which the society operates
Appropriate authority May include, but not limited to:
 General assembly
 Management committee,
 Control committee
 Board of director
 Manager
 Members
 Employees
Technical support May include, but not limited to:
 Prepare Business plan
 Prepare draft By-law
 Prepare Application format
Board of directors May include, but not limited to:
 Individuals elected by General assembly from members to
oversee the managements of the cooperative
General assembly May include, but not limited to:
 General assembly: refers to total number of members of a

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 cooperative.
Steering committee May include, but not limited to:
 Steering committee: is a group of individuals temporarily
elected from founding members by the members to undertake
specific activities in order to organize new cooperatives.

Evidence Guide
Critical Aspects of Competence Demonstrate the ability to:
 Identify economic and social aspects of problem
 Conduct feasibility study for newly organized cooperatives
 Identify legal document for the registration of cooperatives
 Identify steps of cooperatives organizing
 Facilitate selection of steering committee
 Conduct general assembly meeting of cooperatives to elect
steering committee and Board of director
 Explain relevance and appropriate for organizing
 Critical questions are defined and Information
 Built Consensus on the scop and nature of cooperatives
organization among the community
Required Knowledge and Demonstrate Knowledge of:
Attitudes  Understand process of organizing cooperatives
 Recognize cooperative proclamation, values and principles,
by-laws, internal bay-law, directives
 Understand process of cooperatives registration
 Understand the Consensus on the scop and nature of
cooperatives organization among the community
 Report and discuss proved support on feedbacks with the
cooperative management body and with appropriate
authorities,

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  Understand the necessary document for registration of
cooperatives
Required Skills Demonstrate skills to:
 Identify legal document for the registration of cooperatives
 Identify steps of cooperatives organizing
 Facilitate selection of steering committee
 Conduct general assembly meeting of cooperatives to elect
steering committee and Board of director
 Implement selected corrective action to solve problems
encountered.
 Give cooperative education to members to build their
capacity in line with training program
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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 Occupational Standard: Cooperative Business Management Level III
Unit of competence Prepare Business Documents for cooperatives
Unit Code AGR CBM3 04 0322
Unit Descriptor This unit covers the knowledge and skills required select and
organize the appropriate material prepare and use various a range of
functions on both manual and computer application to draft,
prepare and finalize and documented and use for also cooperatives
society depending on their business actives.

Element of competence Performance Criteria

1. Select and prepare 1.1. Appropriate technology and software applications are selected
resources and utilized to prepare required business documents
1.2. Organizational requirements for information entry, storage,
output and quality of presentation are identified prior to design
of documentation
1.3. Select and organize raw data or information required
1.4. Workspace, furniture and equipment are adjusted to suit the
ergonomic requirements of the user

2. Design document 2.1. Document design is appropriate for the efficient entry of
information and maximizes the presentation and appearance of
information
2.2. Files and records are identified, opened, generated and
amended according to task and cooperatives organization
requirements
2.3. A range of functions are used to ensure consistency of design
and layout
2.4. Input devices are operated within designated speed and
accuracy requirements

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 3. Prepare document 3.1. Document production is completed within designated
timelines according to cooperatives organizational
requirements
3.2. Documents produced are checked to ensure they meet task
requirements for style and layout
3.3. Storage and retrieval of documents are appropriate and
applications are exited without damage to or loss of
information
3.4. Manuals, training booklets and/or help-desks are used to
overcome basic difficulties with document design and
production.

4. Finalize and 4.1. Document is proofread for readability, accuracy and

documentation consistency in language, style and layout prior to final
output
4.2. Any modifications to document are made to meet
requirements
4.3. Document is named and stored in accordance with
organizational requirements and exit the application without
data/loss damage
4.4. Document is printed and presented according to
requirements
4.5. Prepared Business documents are carefully maintained and
relevant records are kept and updated to ensure validity and
accessibility

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 Variable Range statement

Technology May include but not limited to:

 computers
 scanners
 photocopiers
 printers
 internet access
Software May include but not limited to:

 word processing packages

 spreadsheet packages
 database packages
 accounting packages
 presentation packages
Business documents May include but not limited to:

 Newsletters
 client databases
 proposals
 reports
 financials statements
 project reviews
 web pages
 legal document and contractual agreement
Organizational May include but not limited to:
 quality assurances and/or procedures manuals
requirements
 log-on procedures
 legal and organizational policy/guidelines and requirements
 correctly identifying and opening files
 locating data

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  budgets
 security
 saving and closing files
 Storing data
 Cooperative’s procedure and law
Input devices May include but not limited to:
 Keyboard
 Numerical key pad
 Mouse
 Scanner

Storage and retrieval of May include but not limited to:

documents  storage in directories and sub-directories
 storage on CD-ROMs, disk drives or backup systems
 storage/filing of hard copies of computer-generated
documents
 storage/filing of hard copies of incoming and outgoing
facsimile
 storage/filing of incoming and outgoing correspondence

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 Evidence Guide

Critical aspects of A candidate must demonstrate the ability to:

competence  Selecting and applying appropriate technology and software to
prepare business document
 Prepare business documents using a software application and
manuals
 Use of a range of functions which enhance the presentation and
readability of the document for cooperatives business
 Apply OHS procedures for set up of workstation and operation
of computer
 Using data storage options
 Identify and organize necessary material to prepare business
document according to cooperatives organization
Required Knowledge and  Understanding the cooperative societies policy, plans and
Attitudes procedures
 Understanding the functions and features of contemporary
computer applications
 Understanding how to select appropriate technology for
production requirements
 Knowledge of organizational requirements for document
design e.g., style guide
 Read and understand a variety of texts
Required Skills skills include the ability to:
 prepare general information and papers according to target
audience
 use grammar and punctuation effectively as an aid to
understanding
 identify techniques and methods used to check accuracy of
cooperatives business document

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  check for accuracy and consistency of information
 determine document production processes and design
 access and retrieve data
 complete a range of formatting and layout tasks
Resources Implication The following resources MUST be provided.
Access to real or appropriately simulated situations, including
work areas, materials and equipment,
Assessment Methods Competence may be assessed through:
 Practical assessment by direct observation of tasks through
simulation/Role-plays
 Written exam/test on underpinning knowledge
Context of Assessment Competency may be assessed in the work place or in a simulated
work place setting

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 Occupational Standard: Cooperative Business Management Level III
Unit Title Organize and Manage Meetings
Unit code AGR CBM3 02 0322
Unit Descriptor This unit encompasses the knowledge, skills and attitude required
to organize and manage meetings including agendas, arrange
meeting venue, participant selections, taking, keeping minutes.
Record and report to appropriate body

Element Performance Criteria

1. Arrange and prepare for 1.1. Any legal or ethical requirements are identified and complied
meeting 1.2. The type of meeting and its purpose are identified
1.3. Agenda is developed in line with stated meeting purpose.
1.4. Requirements of meeting and participants are identified
1.5. Meeting arrangements are made in accordance with
requirements of meeting.
1.6. Participants are advised of any changes to original meeting
details.
1.7. Style and structure of meeting are ensured to be appropriate to
its purpose in cooperatives.
2. Prepare documentation for 2.1 Agenda, meeting papers and notice of meeting, are prepared in
meetings accordance with meeting requirements
2.2 Documentation is checked for accuracy and any errors are
corrected
2.3 Documentation is dispatched to participants within designated
timelines
2.4 Spare sets of documents are prepared
3. Conduct meetings 3.1 Meetings are chaired in accordance with organizational
requirements, agreed conventions for type of meeting and legal
and ethical requirements.

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 3.2 Meetings are conducted to ensure to be focused, time efficient
and achieve outcomes.
3.3 Meeting facilitation is ensured to enable participation,
discussion, problem-solving and resolution of issues.
3.4 Minute taker is briefed on method for recording meeting notes
in accordance with organizational requirements and
conventions for type of meeting.
4. Record and produce 2.5 Notes are taken with the required degree of speed and accuracy
minutes of meeting to ensure an accurate record of the meeting
2.6 Minutes are produced that reflect a true and accurate account of
the meeting
2.7 Minutes are checked for accuracy and submitted for approval
by the nominated person
2.8 Copies of minutes are dispatched within designated timelines
5. Follow up and manage 5.1 Transcribed meeting notes are checked to reflect a true and
meetings accurate record of the meeting, and are formatted in accordance
with organizational procedures and meeting conventions.
5.2 Minutes and other follow-up documentation are distributed
and stored within designated time lines and according to
organizational requirement
5.3 Outcomes of meetings are reported as required within
designated time lines to appropriate body/concerned

Variable Range
Legal and ethical May include, but not limited to:
requirements  Requirements for cooperative societies meetings
 Codes of practice
 Legislation relating to cooperatives, associations etc
Type of meeting May include, but not limited to:
 Face-to-face

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  Video and Tele-conferencing
 Annual general meeting
 Urgent meetings
 Management committee, control committee and board
meetings
 Staff meeting
May include, but not limited to:
Agendas
 Correspondence
 Date, time and location of meeting
 Date of next meeting
 General business
 Major agenda items
 Matters or business arising from the minutes
 Minutes of the previous meeting
 Reports
 Statement of the meeting's purpose
 Welcome
May include, but not limited to:
Meeting purpose
 Discussion forum for internal or external clients
 Planning and development of a project
 Progress of a project
 Range of business items
 Setting of enterprise or team goals
May include, but not limited to:
Meeting arrangements
 Booking an appropriate venue
 Deciding on process for recording of meeting
 Establishing costs and operating within a budget
 Identifying any specific needs of participants
 Organising accommodation and transport

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  Organising appropriate communication technology
 Organising catering
 Organising a minute taker
 Preparing relevant documentation for participants
 Scheduling date and time for the meeting

Meeting arrangements May include, but not limited to:

 Scheduling the date and time for the meeting
 Booking an appropriate venue
 Organizing catering
 Organizing accommodation and transport
 Organizing appropriate communication technology
 Establishing costs and operating within a budget
 Preparing relevant documentation for participants

Agenda May include, but not limited to:

 Statement of the meeting's purpose
 Date, time and location of meeting
 Welcome
 Minutes of the previous meeting
 Matters or business arising from the minutes
 Correspondence
 Reports
 Major agenda items/cooperative societies business issues
 Requesting other agendas from audience date of next
meeting
 Election board of directors of cooperatives
 Surplus dividend

Meeting papers May include, but not limited to:

 Financial reports

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  Chairperson's report
 Inspection and audit reports
 Itemized meeting papers
 Draft documentation
 Correspondence
 Control committee reports
 Minutes of previous meeting

Notes May include, but not limited to:

 Opening speech Chairperson
 Points discussed at the meeting
 Suggestions made at the meeting
 Issues raised at the meeting
 Decisions taken at the meeting
 Questions, suggestions, points of differences and comments
 Formal motions/ Votes
 Arrangements for next meeting
 Record of participants who were present at or absent from
the meeting (attendees and apologies)

Minutes May include, but not limited to:

 Using previous minutes to determine required format
 Using organization templates
 Meeting details (e.g. Title, date, time, location)
 Welcoming speech
 Names of absent and attending participants
 Apologies
 Papers summary report
 Approval of the record of the previous minutes
 Matters arising from the previous meetings
 Correspondence

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  Agenda items
 Other business
 Date of the next meeting lists rather than complete
sentences
May include, but not limited to:
Storing
 Authorised access
 Electronic storage in folders, sub-folders, disk drives, CD-
ROM, USBs, tape or server back-up
 File names according to cooperatives procedure
 File names which are easily identifiable in relation to the
content
 File and folder names which identify the operator, author,
section, date
 Filing locations
 Cooperatives Organisational policy for backing up files
 Organisational policy for filing hard copies of documents
Security

Evidence Guide
Critical Aspects of demonstrate the ability to:
Competence  Identify issues for minutes from general discussions
 Describe principles and procedures in regard to meetings,
agendas and minute-taking
 Applying conventions and procedures for formal and
informal meetings
 Chairing meetings in relation to agreed agendas

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  Identify types of meeting in cooperatives
Required Knowledge and Demonstrate Knowledge of:
Attitudes  Principles and procedures in regard to meetings, agendas and
minute-taking
 Understand and apply Meeting terminology
 Arrange Meeting structures
 Write and Create Minute format
 Culturally appropriate techniques to communicate with
people from diverse backgrounds and people with diverse
abilities
 Organizational procedures and policies regarding meetings,
chairing and minutes.
Required Skills Demonstrate skills to:
 compile agenda items and record minutes; make notes from
spoken texts in meetings;
 Communication skills to co-ordinate and consult with
participants; orally present written reports with a number of
defined sections; clarify points made in meetings
 Time-management skills to allow sufficient time to prepare for
and conduct meetings
 Negotiation skills
 Problem-solving skills to choose appropriate solutions from
available options.
 Identify issues for minutes from general discussions
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.

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 Occupational Standard: Cooperative Business Management Level –III
Unit Title Perform Conflict Management
Unit Code AGR CBM3 08 0322
Unit Descriptor This unit covers the required to perform conflict management in the
workplace between Members, Management Committees, manager,
employees and Clients. It includes recognising the presence of
conflict, dealing with emotions, overcoming barriers to
communication, gathering the facts, agreeing on and implementing
action.

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 Element Performance Criteria
1. Recognise the 1.1. Conflict situations and/or the potential for conflict are/is
presence of conflict recognised and confirmed according to cooperatives society
1.2. The signs, stages and causes of conflict are identified.
1.3. Conflict solutions are avoided where appropriate, and
assistance required when necessary.
1.4. Records of actual/potential conflict are completed in
accordance with cooperatives organisational policy and
procedures.
2. Deal with emotions 2.1. Own behaviour and feelings about the situation are reflected.
2.2. Own emotions are recognised and managed.
2.3. The other party's emotions are acknowledged and dealt in a
manner that prevents escalation.
2.4. When members are feeling unnecessary behaviour due to poor
service of their cooperative, manager or committees are
expected to discuss.
2.5. Dissatisfaction with in cooperative members are dealt.
3. Overcome barriers to 3.1 Barriers to effective communication are identified.
communication 3.2 Factors and issues relevant to the situation are identified,
clarified and confirmed using appropriate communication
techniques.
3.3 Third party support is sought, if necessary, in accordance with
legislation, policy and procedures
3.4 Social and cultural differences are taken into account in the
communication style and approach.
3. Gather the facts 3.1. The other party is encouraged to relate the facts as they see
them.
3.2. Information, as well as emotions or behaviour is assessed
from the other party.

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 3.3. Facts from own point of view are shared with the other party
objectively.
3.4. Additional information is gathered and included where
possible to ensure all perspectives are considered.
4. Agree on and 4.1. Strategies are determined to solve the problem/issue in
implement action consultation with the other party
4.2. Where necessary, approval on agreed strategies is obtained in
accordance with cooperatives law and procedures, and
strategies implemented.
4.3. Progress is monitored with other party to confirm the
effectiveness of the agreed action.
4.4. Records and reports are completed in accordance with
legislation, organisational policy and procedures
4.5. Where agreement cannot be reached on strategies for
resolution, the problem/issue is referred in accordance with
cooperatives dispute settle and procedures.

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 Variable Range
Conflict situations May includes but not Limited to:
 Conflicts with work colleagues
 Conflict among cooperatives members
 Conflict among manager and board of directors
 Refusals to follow directions/guidance
 Customer complaints/dissatisfaction
 Disagreements with members of the public
 Bystander behaviour
 Drug or alcohol affected persons
 Persons suffering emotional distress
Causes of conflict May include, but not limited to:
 Personality clashes
 Poor communication
 Competing needs
 Cross-cultural issues
 Abuse of power
 Workplace bullying
 Customer dissatisfaction
 Gender issues
 Inter-generational issues
Conflict solutions May include, but not limited to:
 Unsafe situations
 Escalating situations
 Situations presenting physical danger
 Situations beyond one's level of expertise or comfort zone
Dissatisfactions of May include, but not limited to:
members  Poor service

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  Low or no dividend
 Poor management

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 Communication May include, but not limited to:
techniques  Verbal and non-verbal language
 Questioning and listening
 Cooperative language
 Control of emotions, voice and body language
 Constructive feedback
 Reflection
 Summarising
 Re-phrasing
 Paraphrasing
 Presenting options
 Using language and concepts suited to the occasion and the
other party
 Showing a willingness to compromise
Legislation, policies and May include, but not limited to:
procedures  Legislation, regulations, organisational policies, procedures and
guidelines relating to the conflict management in the public
sector, including equal employment opportunity, diversity, anti-
discrimination, harassment, occupational health and safety,
privacy, confidentiality, freedom of information
 Public sector standards
 Codes of practice
 Codes of ethics
 Security standards
 Cooperatives By-law
 Cooperative’s proclamation
Social and cultural May include, but not limited to:
differences  Beliefs and values
 Social conventions

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  Family relationships
 Codes of conduct
 Cultural observances
 Verbal and non-verbal language
Strategies May include, but not limited to:
 A partnership approaches
 Working cooperatively on solving the problem
 Third party assistance and Mediation

Evidence Guide
Critical Aspects of Must demonstrate knowledge and skills competence to:
Competence  Identify and apply the cous of conflict among the cooperatives
 Gathers, interprets and analyses information to measure the
success of conflict-resolution strategies
 Articulates clearly using specific language and suitable tone to
convey requirements for different audiences
 Uses active questioning and listening techniques to confirm
understanding
 uses analytical processes to decide on a course of action,
establishing criteria for deciding between options and seeking
input and advice from others before taking action
 uses formal and informal processes to monitor implementation
of solutions and reflect on outcomes

Require Knowledge Demonstrate knowledge of:

and Attitudes  Legislation, regulations, organisational policies, By-Laws,
proclamation, procedures and guidelines relating to managing
conflict in the cooperatives society
 explain the concept of community control of organizations and its

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 potential impact on how conflict is resolved
 outline conflict resolution theories and strategies, including
mediation strategies
 effective working relationships
 Adapts personal communication style to build positive working
relationships and show respect for opinions, values and particular
needs of others
 Collaborates and negotiates with others to achieve agreeable
outcomes, playing an active role in facilitating consensus in
potentially contentious situations, seeking expert advice if required
 Different social and cultural practices
 Conflict resolution skills and strategies
 Personal power and positional power
 Grievance procedures in the public sector
Required Skills Demonstrate skills in:
 Uses a range of communication techniques with a diverse
workforce and client base including assertiveness, listening,
non-verbal communication, language style, problem solving
 Uses problem solving to deal with unexpected issues or
attitudes
 Deal with difficult situations and people
 Responding to diversity, including gender and disability
 Applying procedures relating to occupational health and safety
and environment in the context of conflict resolution
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Competence may be assessed through:
Assessment Interview/Written Test

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 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

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Occupational Standard: Cooperative Business Management Level-III
Unit Title Follow up and provide support for cooperatives
Unit code AGR CBM3 07 0322
Unit Descriptor This unit deal to covers application of knowledge, skill and attitude
to monitor and control activities of cooperatives through preparing
check list to identify strength, weakness, opportunities and threats
as well as organized and summited to concerned body to follow up
and support.

Element Performance Criteria

1. Monitor cooperative’s 1.1. Check list is prepared for monitoring purpose based on
activities cooperative gap
1.2. Data are collected and organized according to prepared check
list and monitor.
1.3. Activities of cooperatives are monitored to identify strength,
weakness, opportunities and threats according to their
guidelines of cooperatives
1.4. Progressive reports are submitted to concerned bodies
following work place procedures.
2. Take corrective action 2.1. Activities and different strategies are identified to strengthen
weaknesses, cope up threats, and utilize opportunities
2.2. Concerned bodies are identified and communicated based on
their role to implement identified activities & strategies.
3. Provide training and 3.1. Related new ideas, technologies are identified based on their
education importance and communicated to cooperatives through
appropriate means.
3.2. Skill and knowledge gap of different committee members &
employees of cooperatives are assessed based on their

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 expected and actual performance.
3.3. Different training is designed and organized to fill identified
knowledge and skill gaps.
3.4. Training is given or facilitated based on designed training.
3.5. Continuous member education is performed through different
means based on their existing knowledge gap concerning
cooperative.
3.6. Capacity building is provided to members, employees and
management committee to upgrade their performance
3.7. Follow up and evaluation are reported.
4. Financial and material 4.1. Source and type of finance support is identified
support 4.2. Required types of materials and technology are separated
4.3. Financial supports are given so as to strengthen
cooperative development
4.4. Materials and technology support are provided so as to fit
the internal resources gap
4.5. Follow up and evaluation are Reported

Variable Range
Guidelines of cooperatives May include, but not limited to:
 Cooperative law
 Proclamation
 By- law
 Regulation
 Internal by-law

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Concerned bodies May include, but not limited to:
 General assembly
 Management committee,
 Control committee
 Board of director
 Manager
 Members
 Employees
May include, but not limited to:
Capacity building  Training and development
 Technological equipment’s provision,
 Institutional support (legal, technical advices, materials)
Materials and technology May include, but not limited to:
 Materials:
 Warehouse
 Office
 Furniture
 Technology:
 Computer application/soft ware
 Modern machines
 Processes

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 Evidence Guide
Critical Aspects of Demonstrate the ability to:
Competence  Conduct needs assessments to Identify gaps of cooperatives
 Facilitate training and education for cooperatives
 Identify skill and knowledge gap of different committee
members & employees of cooperatives
 Conduct different training to fill knowledge and skill gaps.
 Undertake corrective actions based on their performance
 Understand financial and material support for cooperative
 prepared Check list for monitoring purpose based on
cooperative gap
 Collected and organized data according to prepared check list
and monitor.
 Identify strength, weakness, opportunities and threats
according to their guidelines of cooperatives
Required Knowledge and Demonstrate Knowledge of:
Attitudes  Recognize monitoring and evaluation
 Understand Cooperative legal system
 Facilitate training and education
 Planning and program
 Write the reports and submitted Progressive to concerned
body
Required Skills Demonstrate skills to:
 Report and discuss proved support on feedbacks with the
cooperative management body and with appropriate
authorities,
 Identify strength, weakness, opportunities and threats
according to their guidelines of cooperatives
 Implement selected corrective action to solve problems

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 encountered,
 Give cooperative education to members to build their
capacity in line with training program
 Conduct needs assessments to Identify gaps of cooperatives
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
Interview/Written Test
Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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Occupation standard Cooperative Business Management Level-III
Unit Title Apply Cooperative Management Function
Unit Code AGR CBM4020322
Unit Descriptor This unit covers a range of knowledge, skills and attitudes required to
apply cooperative management function includes, identify cooperative
management, uses planning, organizing staffing and controlling to
maintain democratic control in cooperative, and also to Implement
decision-making process of cooperative management.

Element Performance Criteria

1. Identify cooperative 1.1 The concept of cooperative management is explained

management 1.2 The nature and scope of cooperative management are identified.
1.3 The objectives cooperative management is explained
1.4 Role, use and relevance of cooperative management are explained
1.5 The unique features of cooperative management are discussed
1.6 Cooperative principle and management principle use are
differentiated and compared for cooperative society purpose

2. Apply cooperative 2.1 Cooperative management function and use are distinguished
management function according to appropriate work of cooperative
2.2 Cooperative management functions are applied to accomplish
predetermined objectives based on the organizational plan.
2.3 Standards for activities are established based on work requirements
and Implementation of evaluation is done against established
standards.
2.4 Motivational techniques are identified and applied to make
employees do their work assigned willingly based on work
requirement and employee need.

3. Implement democratic 3.1 cooperative democratic control identified and implemented

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 control principle in according to work of cooperative service
cooperative 3.2 The cooperative democratic structure is identified with their right
and responsibility for the better management of cooperative
activities
3.3 Controlling mechanisms are identified and used for effective
cooperative democratic control

4. Assist and implement 4.1 Issues for decision making are identified in line with wok
decision making requirement.

4.2 Alternatives are prepared and presented for decision according to

working procedure.
4.3 Decision is identified and implemented according to rules and
regulations of cooperatives.
4.5. Way to make ethical decision is identified in cooperative

Range
Variable
May include, but not limited to:
Management function
 Planning
 Organizing
 Staffing
 Leading
 Controlling
May include, but not limited to:
decision making
 Budget
 New members
 Punishment
 Rewards
 Surplus appropriation
 Retention

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  amendments of Bylaw
May include, but not limited to:
Cooperative principle
 Voluntary and open membership
 Democratic member control
 Member economic participation
 Autonomies and independence
 Education, training and information
 Cooperation among cooperative
 Concern for community
May include, but not limited to:
Democratic control
 Member’s participation police Setting and decision-making
process
 Control by members
 Voting/one member one vote
 User is control
 Electing their representative
 Accountability for membership
 Belongings to member

Evidence Guide
Critical Aspects of Assessment requires the candidate to:
Competence  Understand cooperative management function
 Apply basic managerial skills and functions;
 Make decision process in cooperative organization
 Perform their role and responsibilities by-laws of their
cooperative.
 Identify the level of managerial function in cooperatives
 Understand and solve the problem of cooperative according to
coop. law- and decision-making process.

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  Distinguish the difference between cooperative management
and pure management
Required Knowledge and Demonstrate knowledge of:
Attitudes  Understand decision make in cooperative according to
cooperative law
 The structure of cooperative organization
 Have positives outlook about the cooperative
 Decision making in cooperative
 Discuses Basic managerial function of cooperatives
Required Skills Demonstrate skills to:
 Identify the basic managerial function and skill
 Managerial skills and functions;
 Make decision in their cooperative;
 Make decision process in cooperative organization
 Perform their role and responsibilities by-laws of their
cooperative.
 Identify the level of managerial function in cooperatives
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

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 Occupational Standard: Cooperative Business Management Level III
Unit Title Maintain Cooperatives Business Resources
Unit Code AGR CBM3 06 0322
Unit Descriptor This unit covers the knowledge, attitude and skills required to
advise on recourse usage, acquire, administer, monitor and
maintain cooperative business resources to complete a variety
cooperatives operation

Element Performance Criteria

1. Advise on resource 1.1. Resource shortages and possible impact on operations are
requirements identified
1.2. Cooperative business resources are identified, estimated,
and market survey are under taken in accordance with
organizational requirements
1.3. Clear, concise and relevant advice is given on the most
economical and effective choice of equipment, materials and
suppliers to achievement of organizational requirements
2. Monitor equipment/ 2.1 Resource handling is established in accordance with
resource usage and organizational requirements
maintenance 2.2 Business technology is used to monitor and identify the
effective use of equipment and resources
2.3 Consultation with individuals and teams is used to facilitate
effective decision making on the appropriate allocation of
resources
2.4 Relevant policies regarding resource use are identified and
adhered to in the performance of operational tasks
2.5 Resource usage is routinely monitored and compared with
estimate requirements in budget plans
3. Acquire resources
3.1. Acquisition and storage of resources are done in accordance

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 with organizational requirements
3.2. Acquisition of resources is made cost effective and consistent
with organizational timelines
3.3. Resources are acquired within available timelines to meet
identified requirements
3.4. Cooperative resource acquisition processes are reviewed to
identify improvements in future resource acquisitions

Variable Range
Cooperative business resources May include, but not limited to:
 Facilities
 Software
 Raw materials
 Human resource
 Stock and supplies
Organizational requirements May include, but not limited to:
 Quality assertion and/or procedures manuals
 Legal and organizational principles and guidelines
requirements
 Business and performance plans
 Security and confidentiality requirements
 Line management and accountability channels
 Access and equity principles and practice
 Ethical standards
 Occupational Health and Safety policies, procedures and
programs
 Continuous improvement processes and standards

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 Business technology May include, but not limited to:
 Computers
 Computer applications
 Modems
 Personal schedules
 Email
 Internet/Extranet/Intranet
 Photocopiers
Cooperative resource May include, but not limited to:
acquisition processes  Tendered processes
 Non-tendered processes
 Contracted supplier ordering
 Internal approvals and periodic forecasts
 Members
 union
 Federation

Evidence Guide
Critical Aspects of Assessment requires that the candidate:
Competence  Collect and record data on resource use of cooperatives
 Observe resource use over define and operational timeframes
 Prepare reports to advise on resource needs
 Access resources to maintain operations in line with
requirement outcomes
 Undertake routine maintenance
 Identify cooperatives business resource
 Monitor cooperatives business resource according legal
procedure of organization
Required Knowledge and Demonstrate knowledge of:

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 Attitudes  Cooperative business resource acquisition Principles, plans
and procedures
 The functions of a range of business equipment
 The organizational procedures for record keeping/filing
systems, security and safe recording practices
 Review Organization’s business structure
 Procedures for routine maintenance cooperatives resource
Required Skills Demonstrate skills in:
 Reading organization’s principles, plans and procedures;
 Diagnose faults and to monitor cooperative resource usage
 Solving problem and determine appropriate fault repair
actions
 Numeracy skills to calculate resource/equipment expenditure
 Technology skills including the ability to select and use
technology appropriate to a task
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
Interview/Written Test
Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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Occupational Standard: Cooperative Business Management Level III
Unit Title Apply Economics of Cooperatives
Unit Code AGRCBM3 05 0322
Unit Descriptor This unit covers skills, knowledge and attitude required to develop
awareness about basic economic concepts in cooperatives, identify
members transaction, surplus and dividends are applied in economic
principle of cooperatives

Element Performance Criteria

1. Identify basic 1.1 The meaning, role and concept of economics in cooperative are
economic concepts in understood, identified and explained.
cooperatives 1.2 Appropriate cooperative business economic issues of the
cost/price, profit and benefit are identified and used in decisions
of the work place.
1.3 Information on investment decision making, customer value and
demand curves are considered
1.4 Market changes and scope of economics of scale are identified
for improved decision and benefits in the cooperatives

2. Identify members 2.1 Meanings, requirements, contributions, role, liability, benefit and
transaction impacts of members are explained in the cooperative societies
business transaction
2.2 The appropriate ways of managing members participation in
cooperatives are worked by using controlling and handling
means for the services and products
2.3 Motivation and certification are assisted in based information to
members for better performance and governance concern
3. Implement surplus 3.1. The concepts of profit and surplus are described and
appropriation differentiated in cooperative business context

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 3.2. Information about members transaction with the cooperatives
are gathered and identified for fair and proper work according
to functions of cooperatives
3.3. The status of cooperative is identified and appropriate division
of cooperatives’ surplus applied according to the appropriate
cooperative laws
3.4. The different appropriate methods/approaches of surplus
appropriation are identified and used in the cooperative
3.5. Different appropriate methods of loss appropriation are
identified and used in the cooperative
3.6. Appropriate methods of surplus and /or loss appropriation are
implemented in the cooperative depending on the status of
cooperative society

Variable Range
Liability May include, but not limited to:
 Limited
 Unlimited
controlling and handling May include, but not limited to:
 Pass book
 Ledger
 Membership certificate
 Share certificate
 Receipts
 Contract agreement
 Cash payment
 Notices
 Documentation
 Openness

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Certification May include, but not limited to:
 Membership certificate
 Share certificate
Member’s transaction May include, but not limited to:
 Participation
 Purchase
 Used Services
 Goods and services
 Collection
 Producers/Processing
Functions of cooperatives May include, but not limited to:
 Production
 Services rendering
Appropriate division of May include, but not limited to:
cooperatives’ surplus  Dividend
 Patronage
 Reserve fund
 Cooperative fund
 Expansion fund
 Training and miscellaneous expenses fund
Cooperative laws May include, but not limited to:
 Coop Proclamation
 Coop Directives
 By Law
 Internal By Law

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 Evidence Guide
Critical Aspects of demonstrate the ability to:
Competence  Identify strategy to manage the cooperative members
performance
 Identify the basics concepts cooperatives economic
 Select relevant and available practices of member’s transaction
management and surplus/loss appropriation.
 Apply the appropriate surplus/loss appropriation according to
the appropriate cooperatives law
Required Knowledge and Demonstrate knowledge of:
Attitudes  The cooperative values, principles, concept and scope
 Understand the concepts of economics in cooperatives
according to principle of cooperatives
 Cooperative thoughts and theories
 Internal and bylaws of the cooperative
Required Skills Demonstrate skills to:
 Apply cooperative values/ethical values, principles,
concept, bylaws of the cooperative, business plan,
communication,
 Identify strategy to manage the cooperative members
performance
 Identify the basics concepts cooperatives economic
 Select relevant and available practices of member’s
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
Interview/Written Test
Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated

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 Occupational Standard: Cooperative Business Management Level III
Unit Title Apply Risk Management Processes

Unit Code AGR CBM3 09 0322

Unit Descriptor This unit describes the performance outcomes, skills and knowledge
required to identify risk according to cooperatives organization context
and defined area of operation with the responsibility and obligation to
established risk management processes. In addition to this unit applies
to an employer, line manager, supervisor, safety representative or
employee and applies to those who carry out or assist in carrying out
risk assessment in the workplace
work place setting.

Elements Performance Criteria

1. Identify risks 1.1. The context is identified for risk management in cooperatives

1.2. Risks are identified using tools, ensuring all reasonable steps have
been taken to identify all risks

1.3. Procedures for on-going identification of risksare established

1.4. Identified risks are documented in accordance with relevant

cooperative procedure
2. Analyze and 2.1. Risks are analyzed and documented in consultation with members
evaluate risks and relevant stakeholders
2.2. Risks are examined in terms of the criteria in the risk management
plan
2.3. Risk categorization is undertaken & level of risk determined
2.4. Analysis processes and outcomes are documented
3. Treat risks 3.1. Appropriate control measures are determined for risks and

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 strengths and weaknesses assessed
3.2. Control measures are identified for all risk
3.3. Risks relevant to whole of organization or having an impact beyond
own work responsibilities and area of operation are referred to
others as per established procedures of cooperatives
3.4. Control measures are chosen and implemented for own area of
operation and/or responsibilities
3.5. Treatment plans are prepared and implemented
3.6. Identified Insurance to minimize risks.
4. Monitor and 4.1. Implemented treatment/s is are regularly reviewed against
review measures of success
effectiveness 4.2. Review results are used to improve the treatment of risks
of risk Assistance is provided to auditing risk in own area of operation
treatment/s
4.3. Management of risk is monitored and reviewed in own area of
cooperatives operation

Variable Range
Context may include:
 Any related organizations and cooperatives
 Any resources, including physical assets, which are vital to
cooperatives operations
 Key operational elements and service of the cooperative’s
organization
 Cooperatives how it is organized and its capabilities
 Own role and responsibilities in relation to overall cooperatives
organization design
Risks may include:

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  Commercial and legal relationships
 Economic circumstances and scenarios
 Human behavior
 Member’s activities
 Management, board of directors’ activities and controllers
 Natural events
 political circumstances
 technology - technological issues
Tools may include:
 Documentation to assist in process of identifying risk, and assessing
impact and likelihood of occurrence
 Standard instruments developed for the cooperatives organization
and contextualized for sections of the workplace's operations, such
as checklists and testing procedures
 Tools to priorities risks, including where relevant, numerical scoring
systems for risks
Stakeholders and May include but not, include:
Members  Contractors
 Employees
 Financial managers
 insurance agents
 Cooperative’s managers
 public
 service providers
 suppliers
 unions
 volunteers
 Cooperative members and potential members

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  Management bodies of cooperative’s
 Various NGOs participating in cooperatives
 Government body
Risk categorization May include but not limited to:
 likelihood of risks:
 almost certain
 likely
 possible
 unlikely
 rare
 consequences of risks:
 insignificant
 minor
 moderate
 major
 catastrophic
 current control measures
Level of risk may include:
 low, treated with routine procedures
 moderate, with specific responsibility allocated for the risk, and
monitoring and response procedures implemented
 high, requiring action, as it has potential to be damaging to the
organization or project
 extreme, requiring immediate action, as it has potential to be
devastating to the organization or project
Control measures may include:
 hierarchy of controls:
 reduction in likelihood of risks

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  reduction of consequences of risks
 retention of risks
 risk aversion
 transfer of responsibility of risks
Measures of may include:
success  Costs
 Reductions in impact
 Reductions in likelihood
 Reductions in occurrence
Insurances May include, but not limited to:

 Property Insurance
 Crop Insurance
 Credit Insurance
 Investment Insurance
 Life Insurance
 Health Insurance
 Fire Insurance
Evidence Guide

Critical Aspects of Demonstrate:

Competence  applying planning and organising skills to the risk
management processes
 identifying or sourcing criteria to determine unacceptable risk
 identifying and recognising type and scope of hazards and
their impact
 assessing and determining the consequence, likelihood and
level of potential risk
 identifying unacceptable risk using the
acceptable/unacceptable criteria

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  assessing options for appropriate controls and implementing
accordingly
 identifying and obtaining required resources
 preparing and maintaining written records and report
requirements
 reviewing risk management documentation
 identifying and recommending controls
 contributing to the implementation of controls
 Identifies and interprets information from workplace
procedures, policies, documentation and systems
Required Knowledge Demonstrate knowledge of:
and Attitudes  concept of hazards, risks and risk factors
 topics or subject areas which are targets for assessment and
treatment
 site risk management systems and their application
 site work related health and safety management systems and
their application
 Hierarchy of Control and its application
 conventions and requirements for written communications
including report writing
 problem solving techniques.
 Strategic, tactical and operational plans of
 cooperatives
 Disaster/emergency/evacuation plans
 Legal requirements for operating cooperatives business
 Workplace standards for OHS and environmental requirements
Required Skills o Research & data collection skills to monitor & evaluate risks
o Problem-solving skills to appropriately address identified risks.
o Demonstrated of risk management processes and Cooperative’s

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 procedures
o Produces and completes workplace reports, including risk
management matrices, using appropriate vocabulary, grammatical
structures and conventions
o Uses listening and questioning to clarify and confirm
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Competence may be assessed through:
Assessment  Interview / Written Test
 Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated work
Assessment place setting.

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 Occupational Standard: Cooperatives Business Management Level III

Unit Title Apply Digital Technology in Agriculture

Unit Code AGR CBM3 07 0122

Unit Descriptor This unit covers the knowledge, skills and attitude required to
Understand the Concept of digital technology, apply Digital
technologies among rural population and recording and documentation
system.

Element Performance Criteria

1. Understand the 1.1 Digital technologies are understood to apply digital technology.
Concept of digital 1.2 Importance of digital technologies are understood in agricultural
technology sector
1.3 Role of digital technologies in agriculture is identified to enhance
agricultural development.
1.4 Principles of Agricultural technology are identified to apply in the
agricultural sector
1.5 Mobile/Smart phones and template functions are understood to
collect data and use in the reporting system

2. Apply Digital 2.1 Require tools and equipment are identified and coordinated to
technologies apply digital technologies
among rural 2.2 Digital technology infrastructures are identified to implement in
population and agricultural development
farmers 2.3 Digital technology skills are developed among the rural population
2.4 Digital Agri-perineurial skill is developed for agricultural
transformation.
2.5 Digital technology communication tools are used to collect data

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 and reporting system
2.6 Digital technologies, tools and techniques are used to deliver
digital education
2.7 Implementation of digital technologies is promoted to enhance
productivity

3. Recording and 3.1 Data collecting formats are developed based on the needs
documentation 3.2 Data collection methodologies are identified and selected based on
the intended objectives
3.3 Collected data are organized, analyzed and interpreted based on the
intended objectives
3.4 Organized, analyzed and interpreted data are documented and
reported
3.5 Feedbacks are collected from the relevant stakeholders

Variable Range

Digital technologies May include, but not limited to:

 Internet
 Computer
 Smart phone
 Tablet
 GPS
 Web browser
Importance of digital May include, but not limited to:
technologies  Sharing and searching information
 Collect data
 Enable storage of massive information
 Time saving
 Cost minimizing
 Data accuracy and reliability
 Data centralizing and administration
 Improve collaboration

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  Enhance creativity
 Enhances work accuracy
Role of digital May include, but not limited to:
technologies  Create connectivity between operations
 Facilitate communication in agricultural sectors
 Globalize communication
 Strengthen market linkage
Principles of May include, but not limited to:
Agricultural technology  Design with user
 Understand the existing ecosystem
 Design for scale
 Build for sustainability
 Data driving
 Reuse and improve
 Address privacy and security
 Collaborative
tools and equipment May include, but not limited to:
 Chargers
 Computer
 Smart phone
 Tablet
 I pad
 GIS
 Website
 Online resources
 Digital programs
infrastructures May include, but not limited to:
 Telecommunications utilities
 Electricity power
 Server
 Information and communication Technologies
 Mobiles Phones
 Computer’s systems
Agri-preneurial May include, but not limited to:
 Online marketing
 Online Learning

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 Digital technology May include, but not limited to:
communication tools  Smart phone
 Cell phone
 Email
 Telegram
 SMS
 What’s APP

technique May include, but not limited to:

 Video chat
 Virtual meeting
 E-learning
 Email
 Video conference
Data collecting May include, but not limited to:
formats  Google sheet
 Templates
 Ex-cell
 Google drive storage
Data collection May include, but not limited to:
methodologies  Interview
 Questionnaire
 Surveying
 Focus group discussion (FGD)
 Case study

Evidence guide

Critical aspects of Demonstrate knowledge and skills on:

competence  Understand the basic digital technologies.

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  Use mobile/Smart phones and template to collect data and
reporting the data
 Understand the basic digital technology communication tools.
 Identify the require tools and equipment to apply digital
technologies
 Apply digital technology
 Understand the basic virtual meeting.

Required knowledge Demonstrate knowledge on:

and attitude  Understand the basic digital technology communication tools.
 Understand the basic digital technologies.
 New or upgraded technology performance
 Environmental considerations
 Appropriate performance evaluation.

Required skills Demonstrate skills to:

 Use Digital technology communication to collect data and
report system
 Use digital technologies applications
 Use software applications (word processing, spread sheets, data
base management
 Apply skills for accessing and using spreadsheets and databases

 Literacy skills for data analysis and interpretation

 Determine and confirm digital technology communication
tools.
Resources implication  Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to
information on workplace practices and OHS practices.

Methods of assessment Competence may be assessed through:

Interview/written test
Observation/demonstration with oral questioning

Context of assessment Competence may be assessed in the work place or in a simulated work

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 place setting.

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 LEVEL IV

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 Occupational Standard: Cooperative Business Management L-IV
Unit Title Prepare Cooperatives Legal Documents
Unit Code AGRCBM4 01 0322

Unit Descriptor This unit describes the knowledge, skills and attitude to determine
legal nature and relevance of cooperative documents, prepare legal
document, review document according to cooperative needs and
check document for its relevance and validity.

Element Performance Criteria

1. Determine legal 1.1. The legal nature of the document is interpreted for cooperatives’
use
nature and relevancy
1.2. The structure, function and significance of the document are
of documents for determined in cooperative.
cooperative 1.3. Statutory and general law principles governing the document and
its function are interpreted and applied in cooperative.
2. Prepare legal 2.1. Rules governing organization and interpretation of legal
documents are identified and prepared for cooperative
document for
2.2. Cooperative rules for use of guides, standard form and statutory
cooperative forms are identified and prepared
2.3. Principles of legal drafting, including the use of appropriate
language are used to prepare the document for cooperative
3. Review document 3.1. Terms essential is interpreted and drafted to protect cooperative
towards cooperative interests
needs 3.2. Any lack of conformity with the cooperative laws is rectified

4. Check document for 4.1. Parties, property information and factual details are checked for
accuracy
accuracy
4.2. Annex to the document is checked for accuracy and relevance of
cooperative
4.3. Gaps, lack of certainty or ambiguity in language are corrected
4.4. Non-compliance with legal principles is reviewed and rectified
within the document of cooperative
4.5. Record, use and maintain cooperatives legal documents

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 Variable Range
Legal documents May include, but not limited to:
 Cooperative proclamation
 Directives
 By laws
 Contract
 Coop policy
Cooperative laws May include, but not limited to:
 Proclamation
 By law
 Regulation and directives
 Internal by laws and Coop policy

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 Evidence Guide
Critical Aspects of A candidate must demonstrate the ability to:
Competence
 Identify and amend the appropriate legal documents for
cooperatives
 Improve legal document handling system
 Provide legal services to cooperatives
 Prepare legal document for cooperative society
 Understand legal document cooperatives’
 govern cooperatives legal documents
 check accuracy and relevance of cooperative legal document
Required Knowledge Demonstrate knowledge of:
and Attitudes  The cooperative concept, principles, values, and scope cooperative
 Understand Internal and bylaws of the cooperative
 Improve legal document handling system
 Provide legal services to cooperatives
 Understand legal document cooperatives’
 Use Legal system in cooperative
Required Skills Demonstrate skills in:
 Applying cooperative values/ethical values, principles, concept,
bylaws of the cooperative, communication, report writing,
organizing procedures and basic marketing concepts
 Enhancing technical and legal skills
 Data collection and documentation
 use appropriate language and draft legal documents
 Apply legal system in cooperatives
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:

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  Interview/Written Test

Observation/Demonstration with Oral Questioning

Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

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 Occupational Standard: Cooperative Business Management Level IV
Unit Title Apply Cooperatives Governance and Leadership
Unit Code AGR CBM4 020322
Unit Descriptor This unit covers the processes involved with contributing to
cooperatives governance and Leadership to defines the standard
required to: complete a checklist for cooperatives governance
covering monitoring procedure, staff management, legislative
compliance, ethical conduct and community consultation;
conduct a Strengths, Weaknesses, Opportunities and Threats
analysis for the cooperatives operations; identify policy
development, plan for good governance and adopt appropriate
principles of Leadership.
Element Performance Criteria
1. Monitor 1.1 Activities undertaken by group are monitored to ensure
cooperatives cooperative’s objectives are followed.
1.2 Resolutions of committee and members meetings are
activities
monitored
1.3 Any employees’ activities and finances are managed and
supervised appropriately.
1.4 Legislative and Ethical requirements are met
1.5 Variations from expected standards are noted, and where
required, immediate or routine action taken.
2. Identify 2.1 Board members are worked with to establish a policy
Organizational development group
2.2 Key areas of operation requiring policy development are
policy in
identified
Cooperatives 2.3 Relevant previous board decisions, additional information
required are identified and reviewed
2.4 Types of Cooperative policy are checked to reflect the
vision of the organization and cultural issues.
2.5 Policy is checked to meet legal, constitutional and funding
requirements.
3. Identify 3.1 Opportunities for the group to commence new projects or

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 opportunities, activities are identified and submitted to the committee.
threats and risks 3.2 Threats to the ongoing operation of the group are identified
and raised at committee meetings.
3.3 Risks associated with the group's activities and ongoing
operation is identified.
3.4 Risks and proposed risk control measures are submitted to
the committee.
4. Plan for work 4.1 Efficiency and effectiveness, equity and inclusiveness, the
procedure to bring rule of law, legitimacy, and the setting of strategic vision in
the exercise of political, economic and administrative
Good Governance
authority are discussed.
of Cooperative 4.2 Cooperative members and staff must understand good
governance, including member control and economic
participation and realize that it is needed for good
performance and sustainable growth.
4.3 Good governance is important in order to increase
cooperatives’ assets, and to maximize the effectiveness of
its management committees.
4.4 The concept of Effectiveness and efficiency in the context
of good governance are explained
4.5 The differences between cooperatives governance and other
forms of business are identified.
5. Identify the ways 5.1 Cooperatives engage with their members to understand and
act in response to their direct interests and challenges.
how to build
5.2 Offered by the cooperative, while in other organizations it
leading capacity of is not mandatory for members to utilize services.
management bodies 5.3 The principle of one person, one vote is the building block
for democracy in cooperatives.
5.4 The members of the cooperative are the rightful owners,
users and controllers the organization.
5.5 In context of Cooperatives principles of Leadership are
discussed.

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 Variable Range

Cooperative’s objectives May include, but not limited to:

 Met needs of members
 Social benefits
 Community support
 Empowerment
 Teaches Democratic management
 Equity and equality for all

Employees’ activities May include, but not limited to:

 Give different services
 Write financial reports
 Manage departments and teams
 Sale production
 Promote cooperative service or production
 Encourage members to support their cooperative

Legislative and Ethical May include, but not limited to:

requirements  Direct supervision and appropriateness
 Recruitment of paid employees and volunteers
 Appraisal of paid employees including any disciplinary actions
 Employment conditions including remuneration and benefits
 Training provided
 Relationships and cooperation between employees
Previous board decisions May include, but not limited to:
 Establishment of cooperative
 Amendment of by-laws
 Government instruction
 To use different legal documents
 How to use budget a different projects

Types of Cooperative policy May include, but not limited to:

Destructive policy
Neutral policy
Supportive policy
Participating policy
Controlling policy

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 Policy May include, but not limited to:
 Rules
 Strategies
 Plan
 Procedures
 Programs

Principles of Leadership in May include, but not limited to

cooperative or leadership  Lead by example.
principles  Leadership is about people.
 Focus on change.
 Be human and admit mistakes.
 Understand the value of listening.
 Develop leadership skills.
 Promote diversity.
 Work together to achieve more.
 Have solid values.
 Use technology and innovation.
 Help to develop future leaders.

Evidence Guide
Critical Aspects of Must demonstrate knowledge and skills competence to:
Competence  Complete a checklist for cooperatives governance covering Plan
work procedure, finances, staff management, legislative compliance,
ethical conduct and community consultation
 Conduct a SWOT analysis for the cooperatives s operations
 See the ways of Good Governance and Leading system
Required Knowledge and Demonstrate knowledge of:
Attitudes  Requirements of relevant cooperatives legislation
 Requirements of programs
 Plan work procedures
 Objectives and rules of cooperatives
 Community goals and plans
 OHS and corporate governance legislation and codes of practice
 Leadership Principles.

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 Required Skills Demonstrate skills to:
 Prepare brief verbal and written reports
 Contribute to good governance
 Use literacy skills to read, interpret and follow organisational policies
and procedures, develop sequenced written instructions, record
accurately and legibly information collected.
 Use oral communication skills/language competence to fulfil the job role
as specified by the organisation including questioning, active listening,
asking for clarification, negotiating solutions and responding to a range
of views.
 Use interpersonal skills to work with others and relate to people from a
range of cultural, social and religious backgrounds and with a range of
physical and mental abilities.
Resources Implication Access is required to real or appropriately simulated situations, including
work areas, materials and equipment, and to information on workplace
practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work place
setting.

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 Occupational Standard: Cooperative Business Management Level-IV
Unit Title Prepare Business Plan for Cooperatives
Unit Code AGRCBM4 03 0322
Unit Descriptor This unit describes skills, knowledge and attitude required to run a
cooperatives business operation and covers the steps required to develop
and implement a business plan, Its critical tools for business growth and
development. This unit also covers assess existing situation of plan,
preparing business plan, identifying typical elements of a business plan
and the standard approaches to be used in prepared and implementing a
business plan.

Elements Performance Criteria

1. Assess existing situation 1.1 Concepts and Purpose business plan are Identified
of the business 1.2 Current market situations are assessed and analysed
1.3 Existing operations of the business are assessed and analysed
1.4 Current situation of the business’s human resources is assessed and
analysed
1.5 Existing financial situation of the business are assessed and analysed
1.6 Internal strength and weakness of the business are analysed and
interpreted
1.7 The business external opportunities and threats are analysed and
interpreted

2.1 Pre-existing business situation are reviewed and evaluated

2. Develop Business Plan
2.2 Mission and Vision statement of the business is developed
2.3 Business goals and objectives Identified and documented as a basis
for measuring business performance
2.4 The essential components of the business plan are identified and
reviewed

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 2.5 Market needs, market size and potential are identified
2.6 Financial plan is identified to provide required liquidity and
profitability for the business
2.7 Methods of marketing strategies are, developed to promote the market
exposure of the cooperatives business
2.8 Methods/means of production/operations plan developed to conform
with cooperatives goals and objectives
2.9 Staffing requirements identified and developed to effectively
produce/deliver products/services
2.10 The business risk management plan is developed

3. Implement business 3.1 Accomplished work of business plan is checked for its fulfilment of
plan all cooperative’s legal requirements
3.2 The prepared business plan is approved by appropriate authority

3.3 Appropriate documentation is maintained

3.4 Prepared business plan is implemented according to cooperatives

business activity

4 Monitor and evaluate 4.1 All relevant parties are Communicated and understand to ensure the
performance performance of business plan of cooperatives according to
requirements and timeframes

4.2 Performance of business plan is measured and refined

4.3 Performance of business plan is reviewed and continuous

improvement

4.4 Performance is measured and reported to concerned body

Variable Range

Business plan May include but not limited to

 business opportunities, which may be influenced by:

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  amount and types of finance available
 expected financial viability
 skills of operator
 level of risk involved, risk assessment and management
 market focus of the business
 marketing requirements
 need to raise finance and requirements of lenders
 organization/operational arrangements
 proposed size and scale of the business

May include but not limited to

 customer needs/marketing projections
 family or community benefits
Business goals and
 financial projections
objectives
 goals, objectives, plans, systems and processes
 market focus of the business
 proposed size and scale of the business
 short-, medium- or long-term goals
May include but not limited to
Financial plan
 Cash flow estimates for each forward period
 Current financial state of the enterprise (or owner/operator)
 Estimates of profit and loss projections for each forward period
 Financial performance to date (if applicable)
 Likely return on investment
 Monthly, quarterly or annual returns
 Non-recurrent assets calculations
 Profit, turnover, capital and equity targets
 Projected profit targets, pricing strategies, margins

Marketing strategies May include but not limited to

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  Achieving lower costs of production and distribution than
competitors
 Creating a very different product line or service so that the business
becomes a class leader in the industry
 Distribution
 Pricing, presentation and display of products/services
 Product design and packaging
 Product range and mix
 Promotion and advertising
 Pursuing cost leadership and/or product differentiation within a
specialist market segment

Production/operations plan May include but not limited to:

 Customer requirements, market expectations, budgetary constraints
 Industrial relations climate and quality assurance considerations
 means of supply and distribution
 operational targets and action plan, which may include short-,
medium- or long-term goals
 options for production, delivery, technical and customer service and
support
May include but not limited to
Staffing requirements
 full-time, part-time staff, permanent, temporary or casual staff
 owner/operator
 sub-contractors or external

Evidence Guide

Critical aspects of Assessment requires the candidate:

competence  Analysis of the strengths and weaknesses of business plans
 Prepare business plan
 Implement of a business plan including evaluation of performance against

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 documented indicators in key results areas
 Identify the components of business plan
 knowledge of performance measurement approaches and benchmarking.
 Identify and prioritize business’s goals and objectives of cooperatives
 Identify business risk management plan

Required Knowledge Demonstrate the Knowledge of:

and Attitudes  Planning processes
 Reasons for and benefits of, business planning
 types of business planning - feasibility studies; strategic, operational,
financial and marketing planning
 Business plan development
 Management
 Budgeting

Require Skills Demonstrate the skills to:

 communication skills to assess business performance
 literacy skills to enable interpretation of business information
 prepare business plan
 setting goals and objectives
Resources The following resources MUST be provided.
Implication  Access is required to real or appropriately simulated situations, including
work areas, materials and equipment,
 Documentation and information on workplace practice and OHS practices.
 specifications and work instructions
Assessment Methods Competence may be assessed through:
 Practical assessment by direct observation of tasks through simulation/Role-
plays
 Written exam/test on underpinning knowledge
 questioning or interview on underpinning knowledge
 project-related conditions (real or simulated) and require evidence of

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 process
Assessment methods must confirm the ability to access and correctly interpret
and apply the essential underpinning knowledge
Context of Competency may be assessed in the work place or in a simulated work place
Assessment setting

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 Occupational Standard: Cooperative Business Management Level IV
Unit Title Manage Human Resource
Unit Code AGR CBM4 04 03 22
Unit Descriptor This unit encompasses the knowledge, skills and attitude required to
design and implements strategies for personal development and
appropriate self-management, identify skill requirements, prepare task
descriptions and person specifications, arrange employment of
workforce members, implement OHS priorities and procedures and
review labor productivity.
Element Performance Criteria

1. Identify Human 1.1. Job Descriptions are Developed from the organization
Resource skill Strategic plan
requirement’s and 1.2. Tasks are identified and described along with the range of
job Descriptions conditions under which performance may need to occur based on
work requirement according to the vision and Mission of the
organization.
1.3. Most appropriate employment arrangements are determined
based on employer and employee needs, responsibilities and
rights.
1.4. Job specifications are identified based on job Descriptions
1.5. Person specifications are prepared based on job specifications.
2. Identify options for 2.1. Options for filling job vacancies are assessed based on
vacancy different variables.
2.2. Resources and materials for recruitment are prepared and
placed with media based on work requirement.
2.3. Criteria for assessing job applicants are determined, and
applicant evaluation processes and procedures are prepared in
accordance with job and person specification.

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 2.4. Applicants are assessed against the criteria and selection
decision is finalized based on the applicant response and result
3. Implement hiring 3.1. Human resources need assessment is carried out
procedures 3.2. Human resource requirement plan is developed based on the
need assessment of cooperatives
3.3. Human resource recruitment, selection, and placement process
are planed according to that society.
3.4. Process of Hiring is implemented.
3.5. induction procedures are developed
3.6. compensation process are fulfilled
4. Manage workforce 4.1. Induction programs are designed for each employee consistent
performance with legislative requirements and effective management based on
nature of work and employee.

4.2. Induction programs are conducted for new appointees and

appropriate records established following work procedure.

4.3. Work plans are developed with all members of workforce based
on activities to be done.

4.4. Strategies for communicating with workers are designed and

implemented based on organizational structure.

4.5. Performance management strategies are designed and

implemented based on performance standard.

4.6. Processes for the termination of non-performing staff are

identified and followed based on performance evaluation.

2.5. Support 5.1. Strategies to identify skill and knowledge gaps are designed
personal based on work requirement at cooperative society.
development, 5.2. Strategies to perform gap identification are implemented based on
training and career need assessment.

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 development of 5.3. Training is provided to optimize worker performance based on
workers identified knowledge and skill gap.

5.4. Opportunities for career development are identified and provided

following guidelines (By laws).

5.5. Strategies for succession are designed and implemented based on

career development plan.

5.6. Prior learning, experience and training is recognized and

rewarded where appropriate based on work requirement.

2.6. Implement 6.1. Own management strengths and weaknesses are regularly audited
strategies for and addressed through training and family & professional support
personal based on enterprise’s requirement.
development and 6.2. Priorities in management and operations are determined based on
appropriate self- objective and time is allocated to achieve effective outcomes
management based on work requirement.

6.3. Strategies for managing conflicting demands and pressure are

investigated and implemented.
2.7. Manage 7.1. Processes and procedures for administration of staff records are
administrative designed and implemented based on workers profile and
support organizational structure.

7.2. Administrative procedures and processes to meet legislated

requirements are designed and implemented according to work
procedure.

7.3. Industrial relations are established and monitored based on

organization’s policies.

7.4. Awards adhered to, enterprise agreements and/or contracts of

employment negotiated, and disputes and conflicts resolved based

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 on based on organization policies.

2.8. Review labor 8.1. Strategies for monitoring labor costs are established.
productivity 8.2. Benchmarks for labor productivity are sourced and analyzed to
review performance of the enterprise.

8.3. Opportunities to develop more efficient work practices are

established by consulting peers, staff and consultants as
appropriate.

8.4. Appropriate industrial relations are established and monitored;

awards adhered to, enterprise agreements and/or contracts of
employment negotiated, and disputes and conflicts resolved.

8.5. Strategies for improving labor productivity are implemented

according to plan.

Variable Range

Person specifications May include, but not limited to:

 Qualification
 Experience
 Age
 Sex

Job specifications May include, but not limited to:

 Skills
 Specialization
 Activities
Evidence Guide
Critical Aspects of Assessment requires the candidate to:
Competence  Develop recruitment, selection, induction and placement
plan

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  Identify skill requirements and prepare task descriptions
and person specifications
 develop and facilitating performance
 developing and reviewing performance management plans
for individual staff members
 develop and arrangements for issue resolution and
grievance procedures
 display personal and professional integrity in working
relationships
 establish key performance measures for individuals, teams
and/or work groups
 establish training and development opportunities
 facilitate training, education and development of personnel
 identify and where appropriate using stress management
facilities and services
 implement communication techniques including
negotiation and resolution
 leading and motivating people
 monitor performance of individuals, teams and/or groups
against key performance indicators
 undertake human resource planning
 using consultative methods to achieve operational targe
Required Knowledge and Demonstrate knowledge of:
Attitudes  Personnel management
 Assessment techniques
 Develop recruitment, selection, induction and placement
plan
 Task descriptions and person specifications
 Employment of workforce members

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  Workforce performance
 Personal development, training and career development of
workers
 Strategies for personal development and appropriate self-
management
 Administrative support
 Labor productivity
Required Skills Demonstrate skills in:
 identify and where appropriate using stress management
facilities and services
 implement communication techniques including
negotiation and resolution
 leading and motivating people
 monitor performance of individuals, teams and/or groups
against key performance indicators
 undertake human resource planning
 using consultative methods to achieve operational targe
 Designing performance management strategies
 identifying training need and career development
 monitoring labor productivity established process and
procedures for administration of staff
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a
simulated work place setting.

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 Occupational Standard: Cooperative Business Management Level IV
Unit Title Manage Production System of Cooperative
Unit Code AGR CBM4 05 0322
Unit Descriptor This unit encompasses a range of knowledge, skills and attitude
required to develop production plan and system, and analyzing
performance in terms of sustainability and profitability
Element Performance Criteria

1. Develop strategic 1.1. The cooperative organization’s vision, mission, objectives and
production plan goals are understood and analyzed.

1.2. Production goals are set and prioritized in line with

organization’s vision, mission, goals and objectives.

1.3. Production system is identified analyzed and determined

1.4. Aggregate production plan is developed based on the

resource’s availability estimated.

1.5. Best- and worst-case production scenarios are estimated.

1.6. Strategies for using existing, new or emerging technologies are

developed and implemented where practicable to optimize
business performance.

1.7. Performance measures, operational targets and quality

assurance issues are developed to conform with the business
plan

1.8. The techniques of risk management are identified, analyzed and

set preventive measures.

1.9. Waste management techniques are set

2. Input procurement 2.1. Resource requirement are identified, specified and requested for
plan procurement.

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 2.2. Sources of appropriate inputs are identified and analyzed based
on organizational requirements

2.3. Selection of suppliers and resources acquirement are made

2.4. Transportation, storage and distribution (logistics issues) are

managed

2.5. Resources are received and stored based on the specification.

2.6. Preventative and reactive contingency plans are developed to

minimize threats and maximize opportunities considering risk
management techniques.

3. Implement and control 3.1. The production plan is implemented.

production plan 3.2. Monitoring and evaluation techniques are carried out.

3.3. Waste management techniques are implemented

3.4. Feedback is reported and used

Variable Range

Aggregate production May be include but not limited to

Actual/total production estimates

Production plan May include, but not limited to:

 Operational plan, scheduling (input procurement planning)
 Implementation
 Monitoring and evaluation

Operational targets May include, but not limited to:

 Internal targets which may relate to size, quality, quantity
And diversity, wages to sales, sales to area/stock
 Levels/stock turnover/average debtor payment periods
 And levels

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  External targets which may relate to market share and
 Positioning and may involve exploring new markets,
 Building national or international trade links
 Staffing level and skills mix

Waste management May be include but not limited to byproducts during harvesting or
production
Evidence Guide
Critical Aspects of Assessment requires the candidate to:
Competence  Develop strategic production plan
 Prepare Input procurement plan
 Implement and control production plan
 Understand cooperative organization’s vision, mission,
objectives and goals
 set and prioritize Production goals in line with cooperatives
vision, mission, goals and objectives
 identify and analyze and Production system determined
 specify resource requirement requested for procurement
 Select of suppliers and resources acquirement
Required Knowledge and Demonstrate knowledge of:
Attitudes  Production planning
 Risk techniques
 Understand cooperative organization’s vision, mission,
objectives and goals
 Agronomic practices
 Input procurement system
 Material management
 Waste management
Require Skills Demonstrate skills in:
 identify and analyze and Production system determined

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  specify resource requirement requested for procurement
 Select of suppliers and resources acquirement Communication
 Examine interactions between different sectors of enterprise and
impact on production system
 Perform production plan
 Design contingency plan production system of cooperatives
 Perform risk assessment method
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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 Occupational Standard: Cooperative Business Management Level IV
Unit Title Implement Strategic Plans
Unit Code AGR CBM4 06 0322
Unit Descriptor This unit describes the knowledge, skills and attitude required to
establish the strategic direction of the organisation, sustain
competitive advantage and enhance competitiveness. It covers
analysis and interpretation of relevant markets, capability
assessment of the organisation and analysis of the organisation’s
existing and potential competitors and allies.
Element Performance Criteria

1. Confirm organisational 1.1. Check with stakeholders that organisational vision and
vision and mission mission are still held to be current and are supported

1.2. Any changes or refinements to vision or mission statement are

made as required

1.3. Organisational values are reviewed or developed to support

the vision and mission statement

1.4. Support for strategic planning process is gained from all

relevant stakeholders
2. Analyse the internal and 2.1. Information requirements are determined and research
external environment undertaken or commissioned to deliver relevant information

2.2. Political, economic, social, and technological developments

are analysed in a global context

2.3. Advice is sought from appropriate experts wherever necessary

2.4. Strengths and weaknesses of existing and potential

competitors and allies are identified and considered

2.5. Organisation’s strengths, weaknesses, opportunities and

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 threats are analysed

2.6. Consider cooperative projects that are supported by risk and

cost benefit analyses, are made consistent with the
organisational vision, mission and values and provided for
due industry

2.7. Analysis of internal and external environment is checked to

be consistent with the perspectives of other informed people
3. Write strategic plan 3.1. Relevant research and background are documented for
inclusion in the strategic plan
3.2. Strategic objectives and strategies needed for the future are
formulated
3.3. Each strategy is detailed with an assigned priority, a
timeframe, responsible parties and measurable performance
indicators
3.4. Strategic plan is circulated for comment, support and
confirmation.
4. Implement strategic plan 4.1. Strategic plan is communicated to all relevant parties
4.2. Members are briefed with a specific role in relation to
strategies of their cooperative.
4.3. Performance indicators are used to monitor progress in
implementing plan
4.4. Necessary refinements are made to plan

4.5. Achievement of objectives is evaluated at agreed milestones

4.6. Effectiveness of plan is reviewed and methods considered for
improving strategic planning processes
Variable Range
Organisational values May include, but not limited to:
 Cooperatives values like honesty, democracy, self-help self-

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 responsibility and equality are some
Internal and external May include, but not limited to:
environment  Internal is resources in the organization like management,
relationship and staff
 External is outside the organization like micro and macro
environmental factors
Performance indicators May include, but not limited to:
 Relevant to and consistent with the specific organisation’s
vision, strategy and objectives
 Focused on organisation wide strategic value rather than non-
critical local business outcomes
 Representative
 Realistic
 Specific
 Attainable
 Measurable
 Used to identify trends
 Timely, Understood, Agreed, Reported, Governed, Resourced

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 Evidence Guide
Critical Aspects of Must demonstrate knowledge and skills competence to:
Competence  Confirm organisational vision and mission
 Analyse the internal and external environment
 Write strategic plan
 Implement strategic plan
Required Knowledge and Demonstrate knowledge of:
Attitudes  Outline the legislation, regulations and codes of practice
relevant to the organisation’s strategic plan.
 Give examples of risks and risk management strategies relevant
to strategic planning including:
 Intellectual property rights and responsibilities
 Outline strategic planning methodologies including Political,
Economic, Social and Technological (PEST) analysis and
Strengths, Weaknesses, Opportunities and Threats (SWOT)
analysis
 Identify internal and external sources of information relevant to
the organisation's market, competitors, customer base, vision,
values and capabilities
 Outline techniques for developing organisational values.
 Background and research relevant to the plan
 Objectives, strategies and priorities
 Roles and responsibilities
 Performance indicators
 Timeframes
 Consideration of co-operative ventures
 Cost-benefit and risk analysis

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 Required Skills Demonstrate skills to:
 Consult and communicate effectively with relevant stakeholders
to:
 Confirm or revise the organisation’s mission, vision and values
 Validate findings of research and analysis
 Get input to and endorsement of strategic plans
 Brief relevant parties about the plan
 Analyse organisation’s internal and external environment to
formulate strategic plans including:
 Seek advice from appropriate experts wherever necessary
 Monitor and evaluate the implementation of the plan and make
refinements as appropriate
 Review effectiveness of planning processes and identify
opportunities for improvement.
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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 Occupational Standard: Cooperative Business Management Level V

Unit Title Manage Budgets and Financial Plans

Unit Code AGR CBM4 07 0322

Unit Descriptor This unit describes the knowledge, skills and attitude required to
undertake financial management within a work team in an
organisation. This includes planning and implementing financial
management approaches, supporting team members whose role
involves aspects of financial operations, monitoring and controlling
finances, and reviewing and evaluating effectiveness of financial
management processes in line with the financial objectives of the
work team and the organisation.
Element
Performance Criteria

1. Plan financial 1.1. Budget/financial plans are accessed for the work team
management 1.2. Budget/financial plans with relevant personnel are clarified
approaches within the organization to ensure that documented outcomes are
achievable, accurate and comprehensible

1.3. Any changes required to be made are negotiated to

budget/financial plans with relevant personnel within the
organization
1.4. Contingency plans are prepared in the event that initial plans
need to be varied
2. Implement financial 2.1. Relevant details of the agreed budget/financial plans are
management disseminated to team members
approaches 2.2. Support is provided to ensure that team members can
competently perform required roles associated with the
management of finances

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 2.3. Resources and systems are determined and accessed to manage
financial management processes within the work team
3. Monitor and control 1.1 Processes are implemented to monitor actual expenditure and to
finances control costs across the work team
1.2 Expenditure and costs on an agreed cyclical basis are monitored to
identify cost variations and expenditure overruns
1.3 The importance of contingency plan identified
1.4 Contingency plans are prepared, implemented, monitored and
modified as required to maintain financial objectives
1.5 Budget and expenditure are reported in accordance with
organizational protocols
4. Review and evaluate 4.1 Data and information on the effectiveness of financial
financial management management processes are collected and collated for analysis
processes within the work team

4.2 Data and information on the effectiveness of financial

management processes are analysed within the work team and any
improvements to existing processes are identified, documented
and recommended

4.3 Agreed improvements are implemented and monitored in line with

financial objectives of the work team and the organization

Variable
Range

Budget/Financial plans May include, but not limited to:

 Cash flow projections
 Long-term budgets/plans
 Operational plans
 Short-term budgets/plans
 Spreadsheet-based financial projections

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  Targets or key performance indicators for production,
productivity, wastage, sales, income and expenditure
Relevant personnel May include, but not limited to:
 Financial managers,
 accountants or financial controllers
 Supervisors,
 other frontline managers
Importance of contingency May include, but not limited to:
plan  Contracting out or outsourcing human resources
 Diversification of outcomes
 Finding cheaper or lower quality raw materials and
consumables
 Increasing sales or production
 Recycling and re-using
 Rental, hire purchase or alternative means of procurement of
required materials, equipment and stock
 Restructuring of organisation to reduce labour costs
 Risk identification, assessment and management processes
 Seeking further funding
 Strategies for reducing costs, wastage, stock or consumables
 Succession planning
Support May include, but not limited to:
 Access to specialist advice
 Documentation of procedures
 Help desk or identified experts within the organisation
 Information briefings or sessions
 Intranet-based information
 Training including mentoring, coaching and shadowing
Required roles
May include, but not limited to:

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  Arranging for use of corporate credit cards
 Banking
 Debt collection
 Ensuring security, accuracy and currency of financial
operations
 Invoicing clients, customers and consumers
 Maintaining journals, ledgers and other record keeping
systems
 Maintaining petty cash system
 Purchasing and procurement
 Wages and salaries payments and record keeping
Resources and systems May include, but not limited to:
 Hardware and software
 Human, physical or financial resources
 Record keeping systems (electronic and paper-based)
 Specialist advice or support
Processes May include, but not limited to reporting of:
 Assets
 Consumables
 Equipment
 Expenditure
 Income
 Stock
 Wastage
Reporting May include data from:
 Bank statements
 Credit card statements
 Financial reports
 Invoices and receipts
 Ledgers and journals

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  Logs
 Petty cash records
 Spreadsheet-based records
Evidence Guide

Critical Aspects of Competence Assessment requires evidence that the candidate:

 Financial skills required to work with and interpret
budgets, ageing summaries, cash flow, petty cash, goods
and services tax, and profit and loss statements
 Knowledge of the record keeping requirements for the
Revenues and Customs Authority and for auditing
purposes
Required Knowledge and Demonstrates knowledge of:
 Basic accounting principles
Attitudes
 Organisational requirements related to financial
management
 Relevant legislation and current requirements of the
Revenues and Customs Authority, including goods and
services tax
 Requirements for organisational record keeping and
auditing
 Principles and techniques involved in:
budgeting
cash flows
electronic spreadsheets
goods and services tax
ledgers and financial statements
profit and loss statements
Required Skills Demonstrates skills in:
 Numeracy to read and understand a budget and to update a
budget

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  Technology to use software associated with financial
record keeping
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to
information on workplace practices and OHS practices.

Methods of Assessment Competence may be assessed through:

Interview/Written Test
Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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 Occupational Standard Title- Cooperative Business Management Level-IV

Unit of Competence Title Administer Cooperatives Projects

Unit of Competence Code AGR CBM4 08 03 22

Unit Descriptor This unit applies covers the application of knowledge, skill and
attitude undertake to develop plan of project administration,
coordinate and review monitoring and evaluate over all activity of
cooperatives project implementation.

Elements of Competence Performance Criteria

1. Plan project 1.1 Purpose, scope and objectives of projects are identified and
recorded based on cooperatives objectives.
1.2 Project plans are developed that identify project activities and
key milestones and timelines in accordance with requirements
of project brief / contract in consultation with cooperatives and
stakeholders.
1.3 Factors that affect timeframes are identified and addressed in
project planning to ensure timeframes are realistic and
achievable through analyzing existing and future conditions.
1.4 Project budgets are linked to key outcomes within projects
and reporting mechanisms are incorporated to ensure payments
are made / received as outcomes are achieved based on
activities and objective of project.
1.5 Project plans identify monitoring and reporting arrangements
for project activities and budgets in accordance with
cooperatives rules and regulation and auditing requirements.
2.1 Tasks and resources are allocated and monitored in
2. Coordinate project accordance with project requirements.

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 administration 2.2 Project expenditure is detailed in financial control systems,
and monitored against project budgets in accordance with
project plan.
2.3 Project timeframes and milestones are monitored and reported
on to designated person/s in accordance with organizational
requirements.
2.4 Project records are maintained in accordance with project and
organizational requirements.
3. Reviews and Finalize 3.1 Procedures for winding up projects are identified and
project administration completed in accordance with cooperatives legal and auditing
requirements.
3.2 Project administration is reviewed according to project plan
3.3 Outcomes of the project are measured according to
cooperatives requirement
3.4 Evaluation result of the project is reported to concerned body
accordance with organizational and task requirements.
Variable Range
Project plans May include, but not limited to:
 Details of how the project will be manager
 roles and responsibilities
 time lines
 work breakdown structure
Cooperatives legal May include, but not limited to:
 Cooperative proclamation
 Directives
 By laws
 Contract
 Regulation and directives
 Coop policy
Concerned body May include, but not limited to:

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  Project manager
 Board of director
 Cooperatives management body
 Partners

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 Evidence Guide

Critical Aspects of A candidate must demonstrate the ability to:

Competence  Identified project activities and budgeting
 Identified project monitoring and evaluation
 Review the project implementation
 Evaluate and take correctives action
 Outline the cooperatives mission, goals, objectives and
operations and how the project relates to them
 Explain the Cooperatives procedures and processes that are
relevant to managing a project including:
Required Knowledge and Demonstrate knowledge of:
Attitudes  Explain processes for identifying and managing risk in a project
 Outline the cooperatives mission, goals, objectives and
operations and how the project relates to them
 Explain the Cooperatives procedures and processes that are
relevant to managing a project including:
 Lines of authority and approvals
 Quality assurance
 Human resources
 Budgets and finance
 Outline the legislative and regulatory context of the
 The cooperative concept, principles, values, and scope
cooperative
 Internal and bylaws of the cooperative
 Legal system in cooperative
Required Skills Demonstrate skills in:
 Consult and communicate with relevant stakeholders to generate
input and engagement in planning, implementing and reviewing
the project

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  Provide support to team members to enable them to achieve
deliverables and to transition them as appropriate at completion
of the project
 Enhancing technical and legal skills
 Report and documentation
 Apply legal system in cooperatives
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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Occupational standard: Cooperatives Business Management IV

Unit Title Develop value chain analysis

Unit Code AGR CBM4 10 0122

This unit covers the knowledge, skills, and attitude needed to Understand
Unit Descriptor value chain, identify concepts of value chain ideas Develop the value chain
and Upgraded value addition

Elements Performance Criteria

1.1 Concept of value chain are understood.

1. Understand concepts
1.2 Value chain scopes are understood and identified.
of value chain
1.3 Principle of value chain are understood and identified.
1.4 Value chain characteristic are understood and identified.
1.5 Value chain Importance are discussed and understood.
1.6 Concept of value addition are understood and determined.
2.1 Dimension and structures of Value chain are identified and interpreted
2.Identify Value chain
2.2 Value chain actors are identified according to the objective and interest
analysis
or need of chain actors
2.3 Value chain maps are illustrated for different agricultural products
2.4 Value chain techniques for value addition are identified and analyzed
2.5 Contract farming system is established to promote value chain.
3.1 Value chain parameters are analyzed to compare the gaps between the
3.Develop Value Chain
existing and the benchmark.
3.2 Constraints and gaps are collected, analyzed and ranked according to the
priority used to develop value chain
3.3 Steps of value chain development are identified
3.4 Value Chain selection techniques are identified to develop value chain
3.5 Potential interventions for value chain development are identified

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 4.1 Environmental considerations are understood to upgrade value addition
4 Upgrade Value
development
Addition
4.2 Value chain actors are identified for Value addition
4.3 Value chain is upgraded for agricultural products to measure performance
of value chain development
4.4 Customer feedbacks are collected, organized and documented to improve
customer satisfaction

Variable Range

Concept value chain May include, but not limited to

 Market oriented products

 General Principle
 Value chain actor
 Mapping
 Value addition
Principles of value chain May include, but not limited to

 Value chain mapping

 Identifying the distribution of benefits of actors
 Examining the role of upgrading
 Governance in the value chain
Characteristic May include, but not limited to
 Inbound logistic
 Operation
 Out bound logistic
 Marketing
 Sales
 Services
May include, but not limited to

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Importance  Simple and better way to identify gaps and technologies.
 Increases efficiency and systemic competitiveness of local enterprise
 Primary targets involvement between local sector and sub sector
 Reduces production costs and improves profitability
 Improves customer satisfaction by providing quality product and service
Dimension May include, but not limited to
 Sourcing of Inputs and supplies
 Production capacity and technology
 End-markets and trade
 Governance of value chains
Structures May include, but not limited to
 Input sector:
 Farm/production sector:
 Product sector
May include, but not limited to
 Farmers,
Value chain actors
 Traders,
 Processors,
 Transporters
 Wholesalers
 Retailers and final consumers
Agricultural sectors May include, but not limited to

 Crop farming
 Forestry
 Livestock
 Fisher and aquaculture
 Agricultural cooperative
 Agricultural extension service
May include, but not limited to

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Parameters  Yield
 Quality
 Cost
 Time
May include, but not limited to
 Marketability
Technology constraints
 Profitability
 Capability and Usefulness
 Functionality
 Import Substitution
 Feasibility
 Adaptability
 Potential Impact to the MSE
 Woman Empowerment
 Employment
Steps of value chain May include, but not limited to
 Value chain selection
 Data collection
 Value chain mapping
 Value analysis
 Gap identification
 Prioritizing constraints
 Technology identification & categorization
May include, but not limited to
 Integration economic
Selection technique
 Environmental
 Social
 Institutional
May include, but not limited to:
 Sustainability of the land use system for production and processing

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Environmental  Sources of energy
considerations  Efficiency of energy use
 Greenhouse gas emissions
.
 Water use efficiency and possibilities of contamination
 Quantity and character of chemicals being used
 Waste production and management
May include, but are not limited to:
 measured against its contribution to the customer
Value addition
 Technical benefits/features
 Location benefits/features
 Aesthetic benefits/features
 Information benefits/features
May include, but are not limited to:
 Agreement between buyer and seller
Contract farming
 Farmer and processing making firm for production
 Supple of agricultural product
Upgraded May include, but are not limited to:
 Farm crop
 Milk and Milk Products
 Meat and Meat Products
 Poultry Products
 Fish and Fish Products
 Honey and Honey Products

Evidence Guide

Critical Aspects of Must demonstrate skills and knowledge to:

Competence
 Understand concept of value chain
 Identify Value chain actors

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  Apply techniques for value addition
 Understand selection technique to develop value chain
 Identify potential interventions to value chain analysis
 Evaluate value chain addition
 Contract farming system is established to promote value chain
 Describe value chain upgraded and identify environmental issues for value
chain development
Required Knowledge Demonstrate knowledge of:
and Attitude
 Understand concepts of value chain
 Understand and Recognize characteristic of value chain
 Understand dimension and structures of value chain
 Identify principles of value chain for agricultural production
 Identify value chain actors and Illustrate value chain mapping in agricultural
product
 Identify value chain analysis improve vale chain development
 Understand the Bench mark analyze to develop value chain analysis
 Observe environmental issue to upgrade Value chain
 Determine value chain upgrade and focus on Value chain addition
Required Skills Demonstrate the Skills to :

 Identify concepts of value chain

 Recognize and describe characteristic of value chain
 Describe dimension and structures of value chain
 Apply principles of value chain for agricultural production
 Classify value chain actors and Illustrate value chain mapping in
agricultural sector
 Analyze the Bench mark to develop value chain analysis
 Apply value addition and determine value chain upgrade development
value chain analysis

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  Contract farming system is established to promote value chain
 Describe value chain upgraded and identify environmental issues for value
chain development
Resources Access is required to real or appropriately simulated situations, including work
Implication areas, materials and equipment, and to information on workplace practices and
OHS practices.

Methods of Competence may be assessed through:

Assessment
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated work place
Assessment setting.

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 LEVEL V

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 Occupational Standard: Cooperative Business Management Level V
Unit Title Develop Sustainability Strategy for Cooperatives
Unit Code AGR CBM5 01 0322
Unit Descriptor This unit covers the knowledge, skills and attitude required to
identify factors of cooperatives business environment, develop
and Implement strategy to carry out sustainability issues in
cooperatives.
Element Performance Criteria
2. Identify current situation 1.1. SWOT analysis is conducted
1.2. Appropriate Cooperative documents are collected and
reviewed
1.3. Methods for gathering information are identified and
selected

1.4. Primary and secondary data are gathered and analyzed

1.5. Influential factors of cooperative business environment are

identified and listed
3. Develop sustainability 2.2. Vision, mission and values of cooperatives are identified and
strategic plan reviewed
2.3. Objectives of cooperatives are set
2.4. Enablers and possible challenges are listed in accordance
with objectives of cooperative
2.5. Targets along with the time frame for the implementation of
the strategy are identified
2.6. Activities that ensure sustainability are identified based on
identified strategy.
2.7. Sustainability strategies are developed based on
participatory approach procedures.
4. Implement 3.1. Sustainability strategic plan is cascaded
sustainability strategy

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 3.2. Activities that ensure sustainability are allocated to
concerned bodies based on their level of urgency
3.3. Suitable platform is facilitated to discuss with internal
and external stakeholders about the successful
implementation of
sustainability strategy and constructed feedbacks are collected
3.4. Sustainability strategyis implemented based on the
specified target and time frame.
3.5. Monitoring and Evaluation program is established and
applied

Evidence Guide
Critical Aspects of Assessment requires the candidate
 conduct SWOT analysis
Competence
 collect and review Appropriate documents
 indicate sustainability issues
 Identify influencing factors in designing and implementing
sustainable strategies to follow-up mechanism
Required Knowledge Demonstrate knowledge of:
and Attitudes  Sustainability issues
 Assessment techniques
 Participatory approach
 Gender issues
 Cooperatives’ issues
Required Skills Demonstrate skills of
 Basic computer
 communication
 Participatory Rural Appraisal (PRA) techniques
 Managerial

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 Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
Interview/Written Test
Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

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 Occupational Standard: Cooperative Business Management Level IV

Unit Title Establish cooperative arrangements with other organisations

Unit Code AGR CBM5 02 0322

Unit Descriptor The unit covers identifying, developing, implementing and monitoring
cooperative arrangements with other organisations in an effort to improve
services provided to the community. The unit is appropriate for staff
working in areas of council where community and business development
are a major focus.

Element Performance Criteria

2.8.1. Identify opportunities for 1.1 Opportunities for cooperative arrangements are identified through
cooperatives arrangements consultation with other organisations.
1.2 Opportunities identified are analyzed to ensure they will provide an
increased level, or at least an equivalent level, of service to the
community.
2.8.2. Develop and implement 2.1 Cooperative policies are agreed upon by all participating organisations
cooperative policies and and disseminated to all involved staff.
projects with other 2.2 Project objectives and performance indicators are determined and plans
organizations are drawn up to facilitate the smooth implementation and conduct of
collaborative projects.
2.3 Implementation methods are organised and agreed actions and work
programs are allocated to relevant staff.
2.4 Communications strategies are put in place to enable efficient and
coherent implementation and conduct.
2.5 Resources are identified and accessed in the most cost-effective
manner.
2.6 Communities are informed of the changes and benefits in service
delivery due to the new collaborative arrangements.

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2.8.3. Monitor and evaluate the 3.1 Project progress is evaluated with reference to planned time lines and
effectiveness of the performance criteria at predetermined intervals to assess effectiveness
collaborative venture for council and community.
3.2 Project is reviewed and project plan and resource allocations are
revised when necessary.
3.3 Information gathered from project evaluation is used to provide input
to continuous improvement and planning processes.
3.4 Problems or contingencies that arise are managed and resolved
professionally and promptly in conjunction with relevant personnel.
Evidence Guide
Critical aspects of evidence to be The demonstrated ability to:
considered  Establish cooperative arrangements with other organisations on behalf
of council that create measurable benefits to the organisation,
incorporate effective evaluation mechanisms and support corporate
direction and strategies
 Communicate cooperative arrangements and their benefit effectively
throughout the organization.
 Negotiation with a range of personnel and other agencies
 Research and evaluation, including cost-benefit analysis
 Written and verbal communication with public and council personnel
affected by implementation
 Strategic and business planning
 Ability to work as part of a team particularly with people from diverse
backgrounds
 Using appropriate software and technology
Required Knowledge  Relevant council policies and procedures
 Sustainable practices
 Council operations
 Council goals, objectives and strategies other organisations potentially

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 interested in cooperative arrangements
Required Skills  Negotiation with a range of personnel and other agencies
 research and evaluation, including cost-benefit analysis
 written and verbal communication with public and council personnel
affected by implementation
 strategic and business planning
 planning and organisational
 time management
 ability to work as part of a team particularly with people from diverse
backgrounds
 problem solving using appropriate software and technology
Resources Implication Access is required to real or appropriately simulated situations, including
work areas, materials and equipment, and to information on workplace
practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

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 Occupational Standard: Cooperative Business Management Level V
Unit Title Guide Performance Management process
Unit Code AGR CBM5 03 0322
Unit Descriptor This unit describes the knowledge, skills and attitude required to
review cooperative performance management process,
directindicate the effective implementation of a performance
management system and advice improvement of employee
performance management process.
Element Performance Criteria
1. Review performance 3.1 Ensure all positions have/had current position descriptions
management process which specify key requirements of the role.

3.2 The alignment of the performance management process with

the strategic direction of the organization is reviewed and
ensured.
3.3 The managers performance indicators consistency with the
position description requirement is ensured and provided.
3.4 Performance appraisal meetings are held in line with
organisational timeframes is checked, that correct perf
documentation has been completed, and necessary parties have
recorded agreement
3.5 Necessary parties’ agreements Documents are completed and
recorded.
3.6 Appropriate organisational procedures have been followed to
check acknowledgment of good performance and addressing
under-performance.
3.7 Advice and support are provided where there is dissention
about performance appraisal outcomes

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 4. Indicate performance 4.1 Goals and methods of the performance-management system are
management system clarified to cooperative members, employees and management
body.

4.2 The performance management system is explained to

stakeholders
4.3 Training or instruction is arranged or delivered using the
performance management system
4.4 Ongoing and regular feedback on personnel performance as
well as formal performance appraisals is encouraged
5. Recommend 3.1. Performance management documentation is reviewed to
improvements to establish trends or problem areas requiring attention
performance 3.2. Patterns are reviewed in skill or performance gaps and
management system in requirements and options considered for performance
response to collated development
data 3.3. Revising policies and procedures are assisted where necessary
3.4. Suggest improvements to the performance management
system

Variable Range

Stakeholders May include, but not limited to:

 Employees
 Committee members
 Managers
 Members
 Cooperative promotion and development office

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 Evidence Guide
Critical Aspects of  A person who demonstrates competence to:
Competence  Promote the implementation of the performance
management system and analyses its strengths and
weaknesses
 Provide advice and information to employees on the
benefits of effective performance management, and how it
links with performance development
 Review the performance management system
 Make recommendations for improvement.
Require Knowledge and  Demonstrates knowledge of:
Attitudes  Key element and purposes of performance management
processes, and their contribution to organizational
objectives and the human resource cycle
 The strengths and weaknesses of a performance
management system
 Rewards and incentives schemes
 Warning systems and grievance procedures.
Required Skills  Demonstrates skills to:
 Describe key element and purposes of performance
management processes, and their contribution to
organizational objectives and the human resource cycle
 Analyses the strengths and weaknesses of a performance
management system
 Outline rewards and incentives schemes
 Identify warning systems and grievance procedures.
 Actively reinforce learning by instructing and training

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 others
 Critically evaluate and applies content from a range of
structurally complex texts to support performance
management processes
 Develop a range of documentation using tone, structure and
language suited to context and audience
 Ask questions and listens carefully to gather and evaluate
information
 Use appropriate vocabulary and tone to present ideas, give
advice and make suggestions
 Make basic calculations to ensure work output meets
predetermined timeframes
 Take personal responsibility for adhering to and updating
explicit and implicit organizational policies and procedures
 Understand how own role meshes with others and
contributes to broader work goals
 Select and use appropriate conventions and protocols when
communicating with others in a range of work contexts
 Cooperate with others and contributes to work practices
where joint outcomes are expected
 Recognize behaviors and triggers that contribute to conflict
and implements strategies to moderate conflict
 Take responsibility for planning, sequencing and
prioritizing tasks required to achieve required outcomes
 Address less predictable problems and initiates standard
procedures in response, applying problem-solving processes
in determining a solution
 Contribute to continuous improvement of current work
practices by analyzing and evaluating outcomes of decisions
Resources Implication Access is required to real or appropriately simulated situations,

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 including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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Occupational Standard: Cooperative Business Management Level V
Unit Title Manage Cooperative Risk
Unit Code AGR CBM5 04 0322
Unit Descriptor This unit covers the knowledge, skills and attitude required in the
development, implementation and evaluation of a risk
management plan for cooperatives organization.
Element Performance Criteria
1. Develop risk management plan 1.1. All potential risks incorporate are assessed that facing the
cooperative business expansion.

1.2. Strategies plans are developed to mitigate all risk

situations through elimination, isolation or protection.

1.3. Strategic position and policy on risk management are

analyzed are interpreted

1.4. Cooperative business environment is audited to identify risk

management context and potential areas of risk

1.5. Cooperative’s capability to reduce/control the likelihood of

both incidents and consequences is analyzed

1.6. Risk register is developed incorporating a

probability/consequence matrix

1.7. Risk management policies are documented and include

provisions for training/education of all members and
stakeholders

1.8. Access to external specialist assistance is identified within

the plan

1.9. Procedures for on-going identification of risks are

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 established
2. Implement risk management 2.1. Monitoring of activities to identify potential risk is
plan undertaken continuously

2.2. Sources of risk are clearly documented and analyzed

2.3. Risks are examined in terms of the criteria in the risk

management plan

2.4. Risks classified as low/acceptable are placed on a

monitor/review watch list

2.5. Risks that are unacceptable are eliminated wherever

practicable

2.6. Risks that cannot be eliminated are mitigated/minimized in

accordance with the risk management plan

2.7. Strategies for risk minimization are documented

3. Evaluate risk management plan 3.1. Procedures are placed to review risk management activities
regularly
3.2. Activities which do not align with objectives/performance
outcomes are examined to determine cause
3.3. Incidents which occur that indicate a near failure are
analyzed and the risk management plan reviewed on each
occasion

3.4. Risk management which is a key component of

project/active is evaluated
Variable Range
Risk register  A register of all identified risks and documentation of the
strategies/plans in place to deal with any event/incident
which might occur

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Risk management  Means the process of identification of potential negative
events and the development of plans to mitigate or
minimize the likelihood of the negative event occurring
and/or the consequences in the event it does occur
Members and stakeholders May include, but not limited to:
 Cooperative members and potential members
 Management bodies
 Various NGOs participating in agricultural cooperatives
development movement
 Government agencies (cooperative development agencies)
 Those personnel who have knowledge about the issue
being dealt with and the expertise to assist the decision-
making process
External specialist  Means any group or individual in the community who has
assistance
the expertise to assist the organization to deal with any
event/incident which may occur
Risks May include, but not limited to:
 Product failure
 Financial/economic loss/failure
 Damage to property/equipment
 Member’s disputation
 Professional incompetence
 Natural disasters
 Political events
 Occupational Health and Safety

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 Evidence Guide
Critical Aspects of Assessment requires evidence to:
Competence  Develop risk management plan
 Implement risk management plan
 Evaluate risk management plan
Underpinning Knowledge and Demonstrate knowledge of:
Attitudes  Relevant legislation from appropriate government that affects
business operation, especially in regard to
 equal opportunity, industrial relations and anti-
discrimination
 Strategic, tactical and operational plans of the
cooperatives
 agricultural cooperatives capability to deal with
events/incidents
 Disaster/emergency/evacuation plans
 Legal requirements for operating the cooperatives
Business
 Workplace standards for OHS and environmental
requirements
Underpinning Skills Demonstrate skills in:
 Communication/consultation to ensure all members and
stakeholders are advised of what is occurring and are provided
with an opportunity for input and out put
 Conflict management to mediate, negotiate and/or attempt to
obtain consensus between members and stakeholders in
conflict situations which are dysfunctional in relation to the
agricultural cooperative’s performance
 Process analysis to identify potential risks/hazards of any type
 Problem solving to deal effectively with risks and hazards as

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 identified
 Ability to relate to people from a range of social, cultural and
ethnic backgrounds and physical and mental abilities
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.

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Occupational Standard: Cooperatives Business Management Level V
Unit Title Develop project for cooperatives
Unit Code AGR CBM5 05 0322
Unit Descriptor This unit covers knowledge, skill and attitude to undertake the planning
and development of simple, low risk projects that may be small scale and
managed by one person or with a small team. It includes identifying
project requirements, organize and analyze the required project input,
preparing the project plan to implement and evaluate the project
performance.

Element Performance Criteria

1.Identify project requirements 1.1 The logic of project is outlined that identifies the purpose, outcomes
and likely benefits for cooperatives
1.2 Stakeholders are identified and their input is obtained at the planning
stage to ensure the project proposal and its objectives are required
and achievable.
1.3 The project environment is assessed and environmental issues are
addressed in the project proposal.
1.4 Project parameters are determined and a project proposal is
completed to organizational standards and within guidelines.
1.5 The project proposal is structured so it is compatible with
cooperatives objectives and other organizational projects, and is
designed in accordance with the cooperatives policies and
procedures and in consultation with specialists to meet members and
user/client requirements
2. Organize and analyze project 2.1 The project input is identified and analyzed to undertake impacts
input and risks, constraining factors and alternate options.
2.2 Options and solutions are identified, advice is obtained and
recommendations are made in accordance with the strategic direction

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 of the cooperative’s organization.
2.3 A report is prepared that demonstrates the project in accordance with
organizational requirements.
2.4 Approvals for the project proposal are obtained in accordance with
cooperatives organization policy and procedures.
3. Develop for Project 3.1 Project scope is determined in terms of objectives, outcomes and
cooperatives project deliverables.
3.2 Specialists are consulted where necessary, to advise on potential
risks, and options to manage risks are investigated and recorded in
the project plan.
3.3 Each of the parameters identified in the proposal are addressed in the
project plan in consultation with relevant parties and appropriate
approvals are sought and recorded.
3.4 Project management tools are utilized for planning in accordance
with project requirements.
3.5 Project outputs are determined that are measurable and achievable
and indicators to monitor the performance of the project are
developed, under guidance, and agreed by relevant parties in
accordance with organizational policy and procedures.
3.6 The prepared project is submitted to concerned body
4. Implement and evaluate the 4.1 An implementation strategy is developed in accordance with the
project performance project plan and cooperatives guidelines, and presented to
cooperatives members and stakeholders to gain project support.
4.2 Terms of reference and project infrastructure requirements for set-up
and implementation of the project are clarified in the implementation
strategy in accordance with the project plan.
4.3 Resources are obtained to set up the project office, and roles and
responsibilities are assigned to team members and stakeholders as
agreed in the project plan.

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 4.4 Processes are identified for monitoring, evaluating and reporting
performance against project objectives are established in accordance
with the project plan.
4.5 Monitoring and Evaluations are performed and reported to concerned
body

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Variable Range
Project parameters May include, but not limited to:
 project scope - outcomes,
 objectives,
 project deliverables
 feasibility
 communications
 timeframe and milestones
 resources for project
 acquisition/procurement
 organizational structure for project
 project quality control and operational flexibility
 project governance structure
 monitoring through staged rollout
 project delivery requirements
 pilot outcomes
 intellectual property
 integration of project within organization
 transition arrangements
 project evaluation
Policies and procedures May include, but not limited to:
 government legislation (Federal, State and Local)
 cooperatives law
 financial management and accounting legislation and regulations
 privacy legislation
 government and cooperatives guidelines and procedures relating to:
 project governance
 resourcing
 security
 recruitment
 risk management
 procurement guidelines
 designation approvals
Specialists May include, but not limited to:

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  legal
 technical
 financial
 other functional areas
 logistics
Constraining factors May include, but not limited to:
 Political
 industrial
 legislative
 financial
 resourcing
 social and cultural considerations
 cultural change management (internal)
 security/privacy
 environmental
 logistic support
Analysis report May include, but not limited to:
 cost-benefit analysis
Approval May include, but not limited to:
 project sponsor/funding body
 business owner of the project
 program manager
 line manager
 project governance office
 chief executive officer, manager or management representative
 customer or client/cooperatives members
 Board of directors/management committee
 objectives - aims/goals for doing the project
 outcomes - measurable benefit achieved from the utilisation of the
outputs delivered by the project

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  outputs/project deliverables - the services/products delivered by the
project
Project scope May include, but not limited to:
 objectives - aims/goals for doing the project
 outcomes - measurable benefit achieved from the utilisation of the
outputs delivered by the project
 outputs/project deliverables - the services/products delivered by the
project
Options to manage risks May include, but not limited to:
 acceptance
 avoidance
 minimization
 transfer
 strategies
 flexibility
 empathy
 emotional intelligence

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Project plan May include, but not limited to:
 acquisition strategies
 budget and financial management strategy
 cost estimates
 evaluation criteria
 expected outcomes/measurable benefits of the project
 information/communication strategy
 intellectual property strategies
 milestones
 objectives
 human resource development
 performance criteria/indicators
 project control mechanisms
 project implementation strategy
 project governance strategy
 required project resources
 resource management
 risk management
 schedule/timeline
Project management tools May include, but not limited to:
 risk analysis
 organisational project governance framework
 communications plan
 reporting framework
 project management software and other tools:
 Gantt and bar charts
 Program Evaluation and Review Technique (PERT) charts
 Critical Path Method
 cost schedule control system

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  logistics support analysis
 life cycle cost analysis
 spreadsheet
Project infrastructure May include, but not limited to:
 staffing levels/need for recruitment action and training
 equipment and technical support
 resource requirements including travel, finance etc
 project office accommodation
 management infrastructure

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Evidence Guide
Critical Aspects of Competence Must demonstrate skills and knowledge in:
 conduct simple project proposal
 identify basic procedure to prepare plan for project
 identify requirement for project plan
 explain concept and propose of project preparation
 identify resource need for preparation of project plan
Required Knowledge and Demonstrate knowledge of:
Attitudes  legislation, organizational policies and procedures
 occupational health and safety and environment requirements
 quality standards
 risk management
 financial management
 procurement
 human resources
 organizational project approval processes
 scheduling
 project planning methods for small scale or low risk projects
 project management tools to suit the projects planned
 principles relating to the planning phase of project management for
small scale or low risk projects
 awareness cooperative law, principle, value and ethical value
Required Skills Demonstrate skills in:
 detailing requirements, writing recommendations and preparing plans
requiring precision of expression
 negotiating timelines, roles and responsibilities with stakeholders or
team members
 communicating with stakeholders or team members using a range of
communication styles to suit different audiences and purposes

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  using project management tools
 applying workplace safety procedures in line with project planning
requirements
 accessing/preparing information electronically or in hard copy
Resources Implication Access is required to real or appropriately simulated situations, including
work areas, materials and equipment, and to information on workplace
practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

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 Occupational Standard: Cooperative Business Management Level V
Unit Title Develop and Conduct Community Consultations
Unit Code AGR CBM5 06 0322
Unit Descriptor This unit covers the knowledge, skills and attitude required in devising
and conducting community consultations and reporting on results. The
vital and unique responsibility councils have to engage and consult with
communities in order to respond to the needs of the community in a
timely and effective manner is recognised.

Element Performance Criteria

1. Devise consultation 1.1 A range of consultation strategies is identified and assessed for
strategies suitability.
1.2 Interested and affected parties are identified.
1.3 Resources required to conduct consultation are assessed.
1.4 Consultation strategies are chosen that enable and encourage
relevant groups or individuals to be involved.
1.5 Legislative and council requirements are reviewed to ensure
strategies
all criteria.
Conduct consultations 1.1. Information is prepared that is clear, accurate and appropriate to
the needs of all parties.
1.2. All people involved in conducting the consultations are briefed
on the process of consultation and the parties involved.
1.3. Information is presented to affected parties at an appropriate
time and place.
1.4. Access and equity requirements are implemented in the
consultations.
1.5. Measures to expedite community consultation are taken to
ensure consultation occurs within an identified time frame.

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 1.6. Consultation is undertaken in an orderly manner to ensure all
viewpoints are canvassed.
3. Record, analyses and 3.1. Public consultation responses and processes are formatted
report on results to enable informed decision making to proceed.
3.2. Appropriate suggestions for improvement are
incorporated into design parameters.
3.3. Summaries of responses and adopted amendments are
provided to interested parties to ensure public consultation is
recognised.
3.4. Other issues raised during consultation are directed to
relevant department or person to respond to community concern.
3.5. An accurate report on community consultation that
includes recommendations is prepared to enable informed
decision making to occur.
3.6. The overall effectiveness of the consultation process is
reviewed and evaluated and action is taken where necessary.

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 Range
Variable
Interested and affected May include, but not limited to:
parties  Community groups
 Other authorities
 Individuals
 Emergency authorities (police, fire and ambulance)
 Private sector business interests
 Special interest groups
 Experts
Resources May include, but not limited to:

 Human
 Financial
 Locations
Consultation strategies May include, but not limited to:

 Public meetings
 Phone-ins
 Questionnaires
 Informal gatherings
 Door knocks
 Council meetings
Enabling and encouraging To be involved may include, but not limited to:
relevant groups  Physical accessibility
 Diverse language needs
 Culture, including indigenous, youth and non-English speaking
background
 Physical environment
 Number of people
Legislation May include, but not limited to:

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 o Local government
o Anti-discrimination
o Planning
Information May include, but not limited to:

 Written and oral records

 Anecdotes
 Reports
 Instructions
 Directions from supervisor or management
 Interviews
 Formal and informal team meetings
Presentation of information May include, but not limited to:

 Graphics
 Models
 Computer animations
 Video displays
 Overhead transparencies
 Handouts
 Display plans
 Interpreter service
Access and equity May include, but not limited to:

 Subject matter
 Manner in which consultations are conducted
 Physical accessibility
 Community profile
Evidence Guide
Critical Aspects of The demonstrated ability to devise and conduct community consultations
Competence where:

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  consultation ensures council's image or reputation is maintained or
enhanced
 community consultation produces valid and useful information
Underpinning Knowledge Demonstrate knowledge of:
and Attitude  Relevant council policies and procedures
 Relevant legislation, including planning and anti-discrimination
 Relevant sections of local government act
 Access and equity issues
 Strategies for consultation
 Codes of conduct and ethics
Underpinning Skills Demonstrate skills in:
 Consultation, presentation, negotiation and report writing
 Research
 Planning and organising
 Information gathering and analysis
Resources Implication Access is required to real or appropriately simulated situations, including
work areas, materials and equipment, and to information on workplace
practices and OHS practices.
Methods of Assessment Competence may be assessed through:
o Interview/Written Test
o Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

Sector: Agriculture
Sub
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Cooperative Business Management Version 1
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Occupational Map
Cooperative Business