Unit of competency Outline
Date retreived
24/07/2026 4:58 AM AWST
24/07/2026 4:58 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Lead and develop local government staff
Lead and develop local government staff
Unit of competency
National Code
LGAGCM703A
LGAGCM703A
State Code
D2850
D2850
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
15/08/2014
Field of Education
080307 - Organisation Management
Original Release Date
15/08/2014
Nominal Hours
70
Description
This unit covers the leadership and development of staff in the local government environment to achieve departmental and organisational objectives. Essential to this unit is understanding the relevance of the industrial relations framework in local government in order to inform the development and implementation of the most appropriate human resource (HR) strategies.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Notes
Elements and Performance Criteria
1. Determine HR requirements necessary to achieve objectives
- 1.1 Identified departmental or business unit goals and objectives are analysed and HR skill and knowledge requirements are identified.
- 1.2 Information on existing staff skills, knowledge and behaviours is assessed to identify candidates for existing or potential roles.
- 1.3 Gaps in the skills, knowledge and behaviours of staff are identified.
- 1.4 Need for additional human resources is established.
- 1.5 Where necessary, additional human resources are sought according to council's recruitment and selection procedures, and in consultation with appropriate HR management staff.
2. Measure and monitor staff performance levels
- 2.1 Goals and objectives of roles are established and agreed upon in consultation with jobholders.
- 2.2 Performance appraisals are conducted in accordance with council's performance appraisal system, to determine achievement of agreed goals.
- 2.3 Results of performance appraisals are analysed to identify resource requirements or professional development needs of staff.
- 2.4 Support is provided to individuals and teams to enhance performance and achievement of council objectives.
3. Review and respond to development needs of staff
- 3.1 Current and future staff development needs are identified using a range of methods.
- 3.2 Ongoing development needs of staff are assessed to determine optimum and timely solutions.
- 3.3 Steps are put in place to provide ongoing professional development for staff by means of internal and external training courses or seminars that reflect sound adult learning principles.
- 3.4 Training and development needs of staff are accounted for in relevant budgets and operational plans.
4. Identify and apply effective leadership strategies
- 4.1 Goals, objectives, policies and processes of council are documented and communicated to staff.
- 4.2 Effective and open communication channels are established and maintained with staff.
- 4.3 Council achievements, news items and project developments are communicated regularly to staff.
- 4.4 Updates of council plans are communicated to staff and opportunities are given to staff to be involved in planning processes.
- 4.5 Teams and individuals are provided with guidance to establish goals, responsibilities and accountabilities.
- 4.6 Effective strategies to facilitate team growth and increase motivation are developed, trialled and implemented.
- 4.7 Effective working relationships are established and maintained with staff.
5. Manage teams and individuals to ensure attainment of council objectives
- 5.1 Conflict between individuals is identified and managed in accordance with council procedures.
- 5.2 Council's recognition and reward system is applied to encourage individuals and teams in their ongoing achievement of realisable goals.
- 5.3 Effective management techniques and styles are identified and implemented in relation to specific situations to ensure maximum efficiencies and employee motivation.
6. Ensure compliance with HR policies and guidelines
- 6.1 Knowledge of council's HR policies and their impact on staff leadership is maintained.
- 6.2 Advice on the implementation of complex or specialist HR policies is sought from council's HR department.
- 6.3 Confidentiality is maintained when engaging in all HR matters.
The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the Performance Criteria is detailed below.
Performance appraisal processes may include a range of proprietary or in-house developed tools, such as:
formal annual, half yearly or quarterly performance appraisals, which may be linked to competencies or the outcome targets negotiated annually with staff members
probationary reviews
informal one-to-one review discussions
counselling meetings
360 degree feedback
Professional development may include:
recruitment and selection
internal or external training programs consistent with council goals
seminars or conferences
accredited local government training
job rotation or job sharing
Support provided to individuals and teams may include:
coaching
mentoring
counselling
on or off-the-job training and development
buddy system
additional capital resources (e.g. updated software or technology)
additional human resources
Staff development needs may be determined by reference to:
supervisor reports on individual staff
customer feedback
performance appraisals
individual staff requests for training
introduction of new technologies or software applications
changes to work practices and processes
staff surveys
Effective management techniques and styles include:
Maslow's hierarchy of needs
Herzberg's motivation theory
Theory X
Theory Y
David C. McClelland's theories of achievement motivation
HR policies are developed in relation to:
recruitment and selection
induction processes and programs
OHS
remuneration practices
job description and performance appraisals
HR administration of records and databases
termination procedures
rewards and recognition practices
leave entitlements
enterprise bargaining agreements
Performance appraisal processes may include a range of proprietary or in-house developed tools, such as:
formal annual, half yearly or quarterly performance appraisals, which may be linked to competencies or the outcome targets negotiated annually with staff members
probationary reviews
informal one-to-one review discussions
counselling meetings
360 degree feedback
Professional development may include:
recruitment and selection
internal or external training programs consistent with council goals
seminars or conferences
accredited local government training
job rotation or job sharing
Support provided to individuals and teams may include:
coaching
mentoring
counselling
on or off-the-job training and development
buddy system
additional capital resources (e.g. updated software or technology)
additional human resources
Staff development needs may be determined by reference to:
supervisor reports on individual staff
customer feedback
performance appraisals
individual staff requests for training
introduction of new technologies or software applications
changes to work practices and processes
staff surveys
Effective management techniques and styles include:
Maslow's hierarchy of needs
Herzberg's motivation theory
Theory X
Theory Y
David C. McClelland's theories of achievement motivation
HR policies are developed in relation to:
recruitment and selection
induction processes and programs
OHS
remuneration practices
job description and performance appraisals
HR administration of records and databases
termination procedures
rewards and recognition practices
leave entitlements
enterprise bargaining agreements
Overview of assessment requirements
A person who demonstrates competency in this unit will be able to perform the outcomes described in the elements to the required performance level detailed in the performance criteria. The unit's skill and knowledge requirements must also be demonstrated. The candidate will demonstrate the capacity to provide leadership and the ability to support, appraise and develop staff.
Critical aspects of evidence to be considered
The demonstrated ability to:
apply HR management theories and practice
apply knowledge of relevant employment legislation, awards and codes of practice
lead and manage staff during conflict and other complex situations
implement a performance appraisal system and design and implement a development plan for staff
effectively monitor and coach staff and manage staff training and development needs
Context of assessment
Assessment of performance requirements in this unit should be undertaken with the context of the local government framework. Competency is demonstrated by performance of all stated criteria, including the range of variables applicable to the workplace environment.
Method of assessment
The following assessment methods are suggested:
preparation of a major workplace project report/portfolio (that may incorporate assessment of related units) as a key form of assessment that enables candidates to integrate the learning and assessment project into their regular work responsibilities, which enables integrated and holistic assessment of the complex skills and knowledge addressed in this unit
observation of the learner performing a range of workplace tasks over sufficient time to demonstrate his/her handling of a range of contingencies
written and oral questioning to assess knowledge and understanding
completion of workplace documentation
third-party reports from experienced practitioner
completion of self-paced learning materials, including personal reflection and feedback from trainer, coach or supervisor
Evidence required for demonstration of consistent performance
Evidence should be gathered over a period of time in a range of actual or simulated management environments.
Resource implications
Access to a workplace or simulated case study that provides the following resources:
relevant council documents, such as strategic and operational plans
relevant local government legislation and regulations
A person who demonstrates competency in this unit will be able to perform the outcomes described in the elements to the required performance level detailed in the performance criteria. The unit's skill and knowledge requirements must also be demonstrated. The candidate will demonstrate the capacity to provide leadership and the ability to support, appraise and develop staff.
Critical aspects of evidence to be considered
The demonstrated ability to:
apply HR management theories and practice
apply knowledge of relevant employment legislation, awards and codes of practice
lead and manage staff during conflict and other complex situations
implement a performance appraisal system and design and implement a development plan for staff
effectively monitor and coach staff and manage staff training and development needs
Context of assessment
Assessment of performance requirements in this unit should be undertaken with the context of the local government framework. Competency is demonstrated by performance of all stated criteria, including the range of variables applicable to the workplace environment.
Method of assessment
The following assessment methods are suggested:
preparation of a major workplace project report/portfolio (that may incorporate assessment of related units) as a key form of assessment that enables candidates to integrate the learning and assessment project into their regular work responsibilities, which enables integrated and holistic assessment of the complex skills and knowledge addressed in this unit
observation of the learner performing a range of workplace tasks over sufficient time to demonstrate his/her handling of a range of contingencies
written and oral questioning to assess knowledge and understanding
completion of workplace documentation
third-party reports from experienced practitioner
completion of self-paced learning materials, including personal reflection and feedback from trainer, coach or supervisor
Evidence required for demonstration of consistent performance
Evidence should be gathered over a period of time in a range of actual or simulated management environments.
Resource implications
Access to a workplace or simulated case study that provides the following resources:
relevant council documents, such as strategic and operational plans
relevant local government legislation and regulations
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| D352 | LGA70108 | Graduate Certificate In Local Government Management | Qualification |