Assessor Resource

PSPGEN057
Develop and use political nous

Assessment tool

Version 1.0
Issue Date: March 2024


This unit describes the skills required to develop and use political nous to navigate and succeed in the political environment of the public sector. It includes identifying the political terrain, evaluating the political environment, forming alliances, and bargaining and negotiating to achieve outcomes.

This unit applies to those working in public sector roles but may be applied to anyone working in a similar organisational context.

The skills and knowledge described in this unit must be applied within the legislative, regulatory and policy environment in which they are carried out. Organisational policies and procedures must be consulted and adhered to.

Those undertaking this unit would work independently, while performing complex tasks in a familiar context.

No licensing, legislative or certification requirements apply to unit at the time of publication.

You may want to include more information here about the target group and the purpose of the assessments (eg formative, summative, recognition)



Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

ELEMENTS

PERFORMANCE CRITERIA

Elements describe the essential outcomes

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions section.

1. Identify the political terrain

1.1 Identify and take into account stakeholder positions.

1.2 Analyse corporate politics to identify agendas and players.

1.3 Develop and utilise awareness of political agendas, both open and hidden.

1.4 Locate the current agenda in the wider context to appreciate the big picture and provide more than one perspective.

1.5 Identify and confirm the impact of the agenda on the work area.

2. Evaluate the political environment

2.1 Source information from inside and outside the organisation, and confirm its authenticity and reliability.

2.2 Analyse the political, social and economic environment and take into account emerging trends and current and possible future goals of the organisation.

3. Form alliances

3.1 Identify power structure and sources of power in the organisation and the wider public sector.

3.2 Identify people prepared to trade mutual support and assess the benefits.

3.3 Weigh the risks and benefits of possible alliances.

3.4 Lobby interested groups and/or individuals to gain support and acceptance of ideas and/or courses of action.

3.5 Build influence with key policy makers, decision makers and key influencers.

4. Bargain and negotiate to achieve outcomes

4.1 Develop sound positions with supporting arguments.

4.2 Formulate responses to possible contradictory positions.

4.3 Negotiate and refine positions with feedback from the negotiation process.

4.4 Achieve consensus with others for one’s position.

4.5 Implement outcomes.

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the candidate must demonstrate evidence of performance of the following on at least one occasion.

undertaking research and analysis

participating in communication activities, including negotiating, consulting, influencing, bargaining, resolving conflict and networking

applying risk management strategies

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the depth of knowledge demonstrated must be appropriate to the job context of the candidate.

public sector legislation including WHS and environment, regulations, policies, procedures and guidelines relating to the public sector environment

organisational policies and procedures

organisational and public sector power structures and sources of power

macro view of agendas, positions, and power

government directions and agendas

This unit contains no specific industry-mandated assessment conditions. Guidance on suggested and recommended conditions and methods can be found in the Implementation Guide.

Assessors must satisfy the NVR/AQTF mandatory competency requirements for assessors.


Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assingnment, checklist) and due date here

Assessment task 1: [title]      Due date:

(add new lines for each of the assessment tasks)


Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

ELEMENTS

PERFORMANCE CRITERIA

Elements describe the essential outcomes

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions section.

1. Identify the political terrain

1.1 Identify and take into account stakeholder positions.

1.2 Analyse corporate politics to identify agendas and players.

1.3 Develop and utilise awareness of political agendas, both open and hidden.

1.4 Locate the current agenda in the wider context to appreciate the big picture and provide more than one perspective.

1.5 Identify and confirm the impact of the agenda on the work area.

2. Evaluate the political environment

2.1 Source information from inside and outside the organisation, and confirm its authenticity and reliability.

2.2 Analyse the political, social and economic environment and take into account emerging trends and current and possible future goals of the organisation.

3. Form alliances

3.1 Identify power structure and sources of power in the organisation and the wider public sector.

3.2 Identify people prepared to trade mutual support and assess the benefits.

3.3 Weigh the risks and benefits of possible alliances.

3.4 Lobby interested groups and/or individuals to gain support and acceptance of ideas and/or courses of action.

3.5 Build influence with key policy makers, decision makers and key influencers.

4. Bargain and negotiate to achieve outcomes

4.1 Develop sound positions with supporting arguments.

4.2 Formulate responses to possible contradictory positions.

4.3 Negotiate and refine positions with feedback from the negotiation process.

4.4 Achieve consensus with others for one’s position.

4.5 Implement outcomes.

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the candidate must demonstrate evidence of performance of the following on at least one occasion.

undertaking research and analysis

participating in communication activities, including negotiating, consulting, influencing, bargaining, resolving conflict and networking

applying risk management strategies

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the depth of knowledge demonstrated must be appropriate to the job context of the candidate.

public sector legislation including WHS and environment, regulations, policies, procedures and guidelines relating to the public sector environment

organisational policies and procedures

organisational and public sector power structures and sources of power

macro view of agendas, positions, and power

government directions and agendas

This unit contains no specific industry-mandated assessment conditions. Guidance on suggested and recommended conditions and methods can be found in the Implementation Guide.

Assessors must satisfy the NVR/AQTF mandatory competency requirements for assessors.

Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.

Observation Checklist

Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice Yes No Comments/feedback
Identify and take into account stakeholder positions. 
Analyse corporate politics to identify agendas and players. 
Develop and utilise awareness of political agendas, both open and hidden. 
Locate the current agenda in the wider context to appreciate the big picture and provide more than one perspective. 
Identify and confirm the impact of the agenda on the work area. 
Source information from inside and outside the organisation, and confirm its authenticity and reliability. 
Analyse the political, social and economic environment and take into account emerging trends and current and possible future goals of the organisation. 
Identify power structure and sources of power in the organisation and the wider public sector. 
Identify people prepared to trade mutual support and assess the benefits. 
Weigh the risks and benefits of possible alliances. 
Lobby interested groups and/or individuals to gain support and acceptance of ideas and/or courses of action. 
Build influence with key policy makers, decision makers and key influencers. 
Develop sound positions with supporting arguments. 
Formulate responses to possible contradictory positions. 
Negotiate and refine positions with feedback from the negotiation process. 
Achieve consensus with others for one’s position. 
Implement outcomes. 
Identify and take into account stakeholder positions. 
Analyse corporate politics to identify agendas and players. 
Develop and utilise awareness of political agendas, both open and hidden. 
Locate the current agenda in the wider context to appreciate the big picture and provide more than one perspective. 
Identify and confirm the impact of the agenda on the work area. 
Source information from inside and outside the organisation, and confirm its authenticity and reliability. 
Analyse the political, social and economic environment and take into account emerging trends and current and possible future goals of the organisation. 
Identify power structure and sources of power in the organisation and the wider public sector. 
Identify people prepared to trade mutual support and assess the benefits. 
Weigh the risks and benefits of possible alliances. 
Lobby interested groups and/or individuals to gain support and acceptance of ideas and/or courses of action. 
Build influence with key policy makers, decision makers and key influencers. 
Develop sound positions with supporting arguments. 
Formulate responses to possible contradictory positions. 
Negotiate and refine positions with feedback from the negotiation process. 
Achieve consensus with others for one’s position. 
Implement outcomes. 

Forms

Assessment Cover Sheet

PSPGEN057 - Develop and use political nous
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Assessment Record Sheet

PSPGEN057 - Develop and use political nous

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Assessment task 1: [title] Result: Competent Not yet competent

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Overall assessment result: Competent Not yet competent

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