Leading People
Resource Management
Version 1.0
© Charles Sturt University, 2008
Acknowledgement:
Workplace Productivity Program (WPP) grant from DEEWR.
Resources from the Division of Human Resources, the Office of Planning and Audit, Project Service
Centre and Division of Finance. Resources from the CSU Frontline Management Program.
This module and these resources will be available on the Organisational Development, Division of
Human Resources website from second session 2008.
© Charles Sturt University, 2008
Learning resource Owner Version: Summary/Overview of changes
Leading People Series -
Resource Management
Carissa Michel 1.0 September
2008
Table of Contents
LEARNING IN THE WORKPLACE 4
PROGRAM OVERVIEW 5
ICONS 5
FRAMEWORK FOR THE DELIVERY OF PROFESSIONAL DEVELOPMENT RESOURCES 6
THE CONTEXT 7
Workplace Activity – Resource Management Skills 8
WHY MANAGE RESOURCES 9
Exercise – Resource Management 9
THE CSU STRATEGY AND THE INSTITUTIONAL DEVELOPMENT PLAN 10
Exercise – Relating University Strategy to Resource Management 10
Exercise – Institutional Development Plan 11
QUALITY AND CONTINUAL IMPROVEMENT 12
Exercise – Continual Improvement 12
Workplace Learning Activity – Continual Improvement 13
SUSTAINABILITY AND THE IMPACT OF CSU 14
CSU Green Office 14
Exercise – Sustainability and the Impact of CSU 15
ECONOMIC IMPACT OF CSU 15
Reflection – Economic Impact of CSU 15
Key Message - How resource management can improve efficiency 16
WHO MANAGES RESOURCES 17
LEADERS AND MANAGERS 17
Exercise – Who Manages Resources 17
Generic Responsibilities of CSU Staff 18
Reflection – Managing Others 18
CSU DIVISION OF FINANCE 19
Workplace Learning Activity – Financial Resource Management 20
Workplace Learning Activity – Financial Reports & Resource Proposals 21
CSU DIVISION OF HUMAN RESOURCES 21
Exercise – Human Resources Management 1 22
Team Exercise – Human Resources Management 2 23
HOW TO MANAGE RESOURCES 24
CSU TEMPLATES AND INFORMATION AVAILABLE TO AID IN RESOURCE
MANAGEMENT 24
Exercise – Organising your resources 25
CSU CORE PROCESSES 25
PROCESS MAPPING 27
WORK PROCESS IMPROVEMENT 28
Exercise – Work Process Improvement 28
YourCSU – Understanding Systems 29
Workplace Learning Activity – CSU Systems 29
MANAGING OTHERS 30
CSU Resources and Development for Managers and Supervisors 30
GOVERNANCE AND COMPLIANCE 31
Exercise – Governance and Compliance 31
RISK MANAGEMENT 32
Exercise – Risk Management 32
Team Exercise – Risk Management in your area 33
Reflection – Risk Management 34
Workplace Activity – Resource Management Skills 35
REFERENCES AND FURTHER READING 36
LIST OF APPENDICIES 37
APPENDIX 1 – DESIRED LEADERSHIP BEHAVIOURS FOR BUILDING A PERFORMANCE
CULTURE AT CSU 37
APPENDIX 2 – ESTIMATING AND SECURING THE NECESSARY RESOURCES 38
APPENDIX 4 – FUNCTIONAL LEADERSHIP 40
APPENDIX 5 – THE BRIEFING NOTE – RESOURCE PROPOSAL 42
LEARNING IN THE WORKPLACE
To continue to reinforce your learning from this workshop and prior to the follow up session, when you
return to your team use the table below to assist you to reflect on the concepts introduced. Your
reflection may also incorporate other behaviours that you have observed from other leaders within your
workplace as well. You should aim to identify at least 10 different situations.
As part of your reflection, identify some of your key strengths and opportunities for
improvement in the way you apply resource management within the workplace. What steps might you
be able to take to improve your own practice?
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O V E R V I E W P a g e | 5
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PROGRAM OVERVIEW
This program is designed to introduce some of the key concepts and skills supporting
resource management at Charles Sturt University (CSU).
Although this program does outline many of the important areas of resource management,
further application of the concepts, principles and skills will help to refine and reinforce your
management practice. To this end, you are encouraged to expand your knowledge and
skills by taking up work based or other, more formalised learning opportunities at it?s
conclusion.
Program Objectives:
The key objectives of this program are to assist participants:
1.) Identify and develop an understanding of the framework and responsibilities for
managing resources at CSU;
2.) Familiarisation with the key principles and systems for resource management at CSU;
3.) Identify resources available and apply appropriate strategies to improve resource
management.
ICONS
The following icons appear within this learning resource. They highlight important information
as well as activities that can be completed:
These are the outcomes that relate to a section of the resource.
An Individual or group exercise.
A key message or important point
Self-reflection
This is a workplace activity
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FRAMEWORK FOR THE DELIVERY OF PROFESSIONAL
DEVELOPMENT RESOURCES
For leaders and managers to enhance their business knowledge and increase organisational
effectiveness and readiness for change.
How will the program be delivered?
Leading People Series of Workshops: Commencing in 2007
- Change Management
- People Management
- Resource Management
- Planning (Strategic Context)
- Business and Report Writing Skills
Online Learning Resources: progressively available from June 2008
- Change Management
- People Management
- Resource Management
- Planning (Strategic Context)
- Business Reporting Language
Leadership Programs and Management Forums
- Frontline Management; Graduate Certificate in University Leadership and Management; Leadership
Development for Women
- Senior Managers Forum; senior Women?s Network; Middle Managers Forums; Heads of School
Forum; Course Coordinators Forum
For details on dates refer to the Staff Development Calendar:
http://www.csu.edu.au/division/humres/services/sd/
2. SKILLING & TOOLS
- Discipline, systems,
delegations
- Project management tools
& templates
- Initiatives & funding
proposals & mechanisms
- Reports – committees,
Academic Senate etc
- Business and report
writing skills
- Leadership programs &
Leading People Series
- Online learning resources
on OD website
1. FRAMING:
- University Strategy
& core plans &
frameworks
- Core processes &
University/
Enterprise Model:
yourCSU; WPI;
BPM
- OD Frameworks
Delivery:
Resources: books, articles, web links
Workshops
Online learning modules
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THE CONTEXT
University strategy
Charles Sturt University (CSU) in its University Strategy 2007-2011, under Institutional Development, has
committed to:
“Creating a culture that is responsive to organisational change and renewal.”
An Organisational Change and Renewal Framework has been developed, along with a number of other
initiatives, some outlined below, to facilitate the creation of this culture.
Workplace Productivity Program (WPP) and the Enterprise Model
Organisational culture &
communication
University Strategy
Institutional
Development
- Organisational
Culture (& Change)
- Service Alignment
- Workforce Planning
- Sustainability
Work Process
Improvement
(WPI) 2006
Organisational
Development Frameworks:
- Leadership & Management
- Performance
- Continual PD
- Change Management
Workplace Productivity
Program (WPP)
- Enterprise model yourCSU
- Organisational Change &
Renewal Framework
- PD resources for leaders &
managers (YOU)
- WPI Stage 2: Business Process
Management (BPM)
Business Knowledge modules & Leading
People Series:
- Change Management
- People Management
- Resource Management
- Planning
PD delivery & development: OD & WPP
CSU Project Management Framework
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Workplace Activity – Resource Management Skills
Q: Has your division/faculty identified resource management skills and capabilities needed to
deliver its core activities and services? Where there are gaps what strategy has been put in place to
develop skills?
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WHY MANAGE RESOURCES
Monitoring and evaluation of resources helps to determine if you are on track to producing the desired
results. Resource management helps to:
identify what works, and what activities should continue
improve actions where they are less effective
change actions if they are ineffective
Exercise – Resource Management
Resource management is the efficient and effective deployment of an organisation's resources
when they are needed. Such resources may include financial resources, inventory, human skills,
production resources, or information technology (IT). In the realm of project management, resource
management refers to processes, techniques and philosophies and to the best approach for
allocating resources.
Source: http://en.wikipedia.org/wiki/Resource_management
Q. List the most important reasons for you to effectively manage the resources that have been
made available to you?
Q. Think carefully about all the different areas you are responsible for and/or report to that
require your stewardship of resources and list them below? What are the reasons.
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THE CSU STRATEGY AND THE INSTITUTIONAL DEVELOPMENT PLAN
One of the key values of the CSU Strategy 2007 to 2011 is to “ensure economic, social and
environmental sustainability including the responsible stewardship of resources”.
Source: CSU Strategy 2007 – 2011: http://www.csu.edu.au/division/vcoffice/papers/docs/strategic_plan_2007-2011.pdf
Exercise – Relating University Strategy to Resource Management
Five resource areas needed to support an organisation?s vision and Strategic Plan:
1. Structures, which includes the physical layout of the organisation, the organisation
design (the way it groups and links its employees and functions together), and it?s
financial and budgeting arrangements yourCSU - Charles Sturt University
2. Staff (or people), which includes its recruitment and selection processes, succession
plans and capabilities, and the attitudes of its employees Workforce Planning -
Division of Human Resources - Charles Sturt University
3. Skills, which includes training for the future as well as the present in technical and
interpersonal skills, leadership, and strategic and conceptual thinking. Organisational
Development - Division of Human Resources - Charles Sturt University
4. Systems, which includes training systems, administration and information systems,
customer service and delivery, sales, productivity, wastage, cost control and other
operating systems and processes. (See below on CSU Systems)
5. Culture and values, or „the way we do things?, which includes problem solving and
communication methods and styles, leadership style, trust responsibility and
accountability http://www.csu.edu.au/division/humres/org-dev/Change/change.htm
Source: Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education . Page 454.Australia.
Q: List how CSU has planned for sustainability by addressing the above resource areas in it?s
Strategic Plan 2007 – 2011? See http://www.csu.edu.au/division/plandev/strategic_planning/
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Underpinning the CSU strategy is the Institutional Development Plan 2007 - 2011. This, like the other
three University plans (Course Plan, Research Plan, Learning and Teaching Plan) are to be considered
along with the strategy.
Exercise – Institutional Development Plan
The CSU Resource and Investment Committee is responsible for a number of functions relating to the
responsible stewardship of financial resources at CSU. Their main duties are:
to oversight and grant relevant approvals with respect to University finances;
to oversight the Capital Management Plan of the University;
to oversight the Information Technology Management Plan of the University;
to oversight and grant relevant approvals with respect to the investment activities of the
University;
to oversight and grant relevant approvals with respect to commercial activities.
For more information on this Committee go to:
http://www.csu.edu.au/adminman/gov/Governance_Resource_and_Investment_Committee_Rule_2007_
No4.pdf
Q. Read the CSU Institutional Development Plan at:
http://www.csu.edu.au/division/plandev/strategic_planning/docs/university_strategy_inst_
dev_plan.pdf . The plan is designed to principally support which key objective of the CSU
Strategy?
Q. How does your Operational Plan address this key objective?
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QUALITY AND CONTINUAL IMPROVEMENT
Continual Improvement is a generic responsibility of ALL staff. Refresh your knowledge by reading
section 4.4 of the Generic Responsibilities of CSU Staff found at:
http://www.csu.edu.au/adminman/hum/humanresources.htm
Exercise – Continual Improvement
A culture of planning and performance for quality is built through continuous improvement (PIRI
Cycle)
the strategic priorities are
implemented in accordance
with the plans and budget
CSU’s strategic directions;
identifying, assessing & managing
risks;
developing & managing a budget to
achieve strategic goals & priorities
areas for improvement are
identified, and
the plans are modified to
improve quality
organisational performance is
continually monitored
annually evaluated and reported
in relation to KPIs
PLAN
IMPLEMENT
REVIEW
IMPROVE
Q. After reading section 4.4 of the Generic Responsibilities of CSU Staff identify in what ways
your section is working to learn from experience and feedback. Discuss:
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Workplace Learning Activity – Continual Improvement
Q. Think of your team?s performance in one particular area, discuss with your team at your next
meeting. What does the team do well? What could you do better? How would you apply PIRI to
continually improve your performance?
Q. What would be the resource management implications?
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SUSTAINABILITY AND THE IMPACT OF CSU
AUQA Audits have recommended that CSU specifically address areas of resource management and
generation.
Some common environmental reports used by businesses include greenhouse and energy reporting,
corporate sustainability reporting or triple bottom line reporting, and natural resource management
monitoring. For most businesses, environmental reporting is voluntary but there are some mandatory
industry reporting requirements that may apply to your business: Introducing best practice reporting
frameworks and successfully managing your impacts on the environment can also give you the
opportunity to apply for an accredited licence with many of the state Environment Protection Agencies.
Based on: http://www.flyingsolo.com.au/p268293002_Reporting.html
CSU Green Office
Charles Sturt has established the CSU Green to work with the divisions and faculties to promote and
educate on sustainability issues.
The main aim of CSU Green office is to encourage CSU staff to think about different ways of doing
things, taking responsibility for cultural change to encourage more reflection and how to be more self-
aware in order to lead CSU into a sustainable future.
“At CSU…Resource management and generation are being achieved through a process of
continuous organisational development, which includes development of staff, courses, services and
business processes. This organisational development has been underpinned by new planning and
review processes that include more clearly defined objectives aligned with new initiatives and
resource allocation. The planning process provides for rigorous review of performance at all levels
with the aim of developing all the University?s resources, especially staff….”
Source: AUQA Audit Report CSU 2004 http://www.auqa.edu.au/qualityaudit/reports/auditreport_csu_2004.pdf
Before we can reduce our impact on the environment, we need to know which areas of our day to
day business are causing the most impact. This may include regularly monitoring and reporting
impacts on the environment, including greenhouse gas emissions and energy use. By introducing
sound environmental management practices and reducing environmental impact overall, CSU can
save costs through efficiency or productivity gains. CSU could also profit in a number of other ways
including:
receiving assistance and grants from the government
spending less on raw materials, energy and water
receiving recognition through numerous environmental awards
finding new market opportunities for "green" goods and services
improving workplace safety through reduced use of industrial chemicals and reduced
waste.
We need to be able to present our environmental performance to the public in a transparent and
accountable way.
Based on:
http://www.business.act.gov.au/doing_business_in_canberra/business_initiatives/environment/environmental_man
agement and
http://www.business.act.gov.au/doing_business_in_canberra/business_initiatives/environment/environmental_man
agement?sq_content_src=%2BdXJsPWh0dHAlM0ElMkYlMkZzeW5kaWNhdGlvbi5idXNpbmVzcy5hY3QuZ292LmF1J
TJGMzE5MS5odG0mYWxsPTE%3D
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Exercise – Sustainability and the Impact of CSU
ECONOMIC IMPACT OF CSU
Reflection – Economic Impact of CSU
Q: Read the presentation on Sustainability at CSU from the 2008 Admin Focus Conference
found at: http://www.csu.edu.au/division/humres/conferences/admin-focus/Sustainability%20-
%20Admin%20Focus.ppt . State the targets outlined to be achieved by 2011? Whose
responsibility is it to work towards this goal?
Q: List how your area Operational Plan addresses environmental sustainability. What Key
actions have you included to reduce your footprint?
Q. After reading the paper on the Economic Impact of CSU on
http://www.csu.edu.au/division/plandev/publications/docs/ecco_impact.pdf and in
http://www.csu.edu.au/division/vcoffice/papers/submissions/Growing-our-Communities.pdf List
the ways that your area has or could have a possible flow on effect to the local community?
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Sound resource management requires:
Planning and decision making which allocates resources to achieve clearly defined
outputs and outcomes and minimises unproductive effort; it takes a longer term view
so as to invest in enhancing and sustaining capability to deliver high quality public
services; reviews performance and learns from it.
Reliable and complete information routinely available on performance and the
consumption of resources used in delivering services. This should cover not only cash
expenditure but how the investment in assets and work in progress is used to provide
assurance that resources are not deployed inefficiently or on unproductive activities.
A clearly demonstrable impact: Resource management should achieve
improvements in the way resources are used to deliver better public services. Such
improvements should be clearly visible so that public confidence is increased.
Key Message - How resource management can improve efficiency
Source: National Audit Office UK, Managing resources - to deliver better public services.12 December 2003. Page 4
http://www.nao.org.uk/publications/nao_reports/03-04/030461.pdf
Source: National Audit Office UK, Managing resources - to deliver better public services.12 December 2003. Page 5
http://www.nao.org.uk/publications/nao_reports/03-04/030461.pdf
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WHO MANAGES RESOURCES
LEADERS AND MANAGERS
Exercise – Who Manages Resources
Q. Your responsibilities as a leader and manager are clearly outlined in the accountability
statements for executive and senior managers and staff acting in those positions at
http://www.csu.edu.au/adminman/hum/AccountabilityStatements.doc . List resource management
accountability:
Q. The Generic Responsibilities of CSU Staff policy (see below) is found at
http://www.csu.edu.au/adminman/hum/GenericResponsibilities.doc also states under section 5.3
that the supervisor/manager:
a)
b)
c)
d)
“It is expected that managers have technical skills. The biggest test is in the way they manage
people. This is perhaps the most critical and the most elusive skillset of all. Weak people skills
lead directly to lost productivity and ineffectiveness…..to succeed as a manager you must know
how to bring out the best in people…”
Source: Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education
Australia
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Generic Responsibilities of CSU Staff
Reflection – Managing Others
The supervisor/manager:
(a) provides appropriate work assignments / workloads, guidance, support,
motivation, resources and professional development to:
enable staff to fulfil their duties/responsibilities and performance objectives
as specified in the Induction and Development Program or Performance
Management Scheme;
facilitate continual improvement;
maximise individual strengths to benefit the team, and
help staff adapt to changes in the workplace;
(b) uses the Performance Management Scheme to:
clarify performance objectives and performance requirements;
regularly review performance and progress against the performance
objectives;
fairly and consistently recognise and reward employee performance that
meets or exceeds requirements;
help improve areas of employee performance that are below requirements;
and
manage unsatisfactory performance;
(c) uses a flexible leadership style and adjusts his/her behaviour in accordance with
the situation and employee needs;
(d) facilitates and encourages open, two-way communication, and shares information
with staff as appropriate; and
(e) fosters a culture of cooperation/collegiality, teamwork, reflective practice,
continual improvement and learning, and responsiveness to change.
Source: Section 5.2 Managing People, Generic Responsibilities of CSU Staff:
http://www.csu.edu.au/adminman/hum/GenericResponsibilities.doc
Q. After reading Appendix 2 , think about your leadership style and list ways that you can make it
more flexible and transformational.
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CSU DIVISION OF FINANCE
The CSU Division of Finance is responsible for providing high quality financial and related services to the
University community. They look after areas such as Travel, Corporate Cards, the Banner finance
system, cashiers, accounts/budget transfers, assets and Minor equipment, Insurances and petty cash.
Banner Finance training guides such as those outlined below can be found on the Finance website at:
http://www.csu.edu.au/division/finserv/staff/banner/index.htm
Introduction to Financial Services:
http://www.csu.edu.au/division/finserv/staff/forms/banner/2007_induction.pps
Banner Finance Web User's Guide:
http://www.csu.edu.au/division/finserv/staff/forms/banner/Banner_Web_Guide.doc
Banner - Commonly Used Forms:
http://www.csu.edu.au/division/finserv/staff/banner/bannerformssections.htm
Banner 7 Training Information:
S:\Common\Admin Systems\Banner\Banner V7.x\CBTs\Banner 7 Fundamentals and Double-click
Banner7.exe to start the training.
All organisations have a need for detailed, up-to-date and accurate financial information. Managers
must be able to access, analyse, collect, collate, record and report relevant current financial data
that is reliable and valid. They must also be able to interpret that information and communicate
appropriately to those they supervise, to other employees and to the organisation.
Budget/financial plans that assist managers include:
1. Long-term budgets/plans;
2. Short-term budgets/plans;
3. Operational plans;
4. Spreadsheet-based financial projections;
5. Cash flow projections;
6. Targets or key performance indicators (KPIs) for production, productivity, wastage,
sales, income and expenditure
To be financially literate you need to be able to read and understand the different types of financial
accounts, statements or information available to you at CSU.
Costs may be fixed or variable and direct or indirect. Fixed costs are those that must be paid
regardless of the income received. Variable costs increase or decrease according to the level of
activity. In the case of a retail store the cost of stock would be a direct cost while indirect costs would
include such things as electricity, gas, rent, stationery, telephone and wages. You should be aware
that wages and salaries have associated on-costs such as contributions to superannuation by
employers. Issues of fringe benefits tax (FBT), GST and other taxes will be discussed in the CSU
Finance Workshop (see: http://www.csu.edu.au/division/finserv/staff/training.htm ). At CSU it is
possible to identify and monitor operational costs via the computer-based accounting system.
CSU has an organisational culture that emphasises cost-consciousness and the need for monitoring
performance.
Source: CSU Frontline Management - Manage Budgets 2008 (modified).
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Workplace Learning Activity – Financial Resource Management
Should you wish for more information a Finance workshop is delivered on a regular basis by the Finance
Manager. Please see the Staff Development calendar at http://www.csu.edu.au/division/humres/org-
dev/development/calendar.htm to find out when the workshop will next be held. The content can include
finance topics such as:
1. Why CSU collects, files and maintains
accurate financial records
2. Fixed and flexible budgeting
3. Operating and non-operating budgets
4. Financial and managerial accounting
5. Budget distribution
6. CSU Budget timelines
7. Budget responsibilities within CSU
8. Budgeting process, budget levels,
codes, controls and balances
9. CSU Consolidated Budget & Annual
Report
10. Financial reports available to managers
and other staff
11. Accessing reports and other financial
information from Web Banner
12. Examining these reports – what to look
for - data exercise
13. Monitoring budgets
14. Variance analysis
15. Contingency plans
16. Budget transfers
17. Budgeting for excursions, conferences
and other activities –GST FBT;
18. Purchasing
19. Assets and minor equipment
20. Handling cash
21. Petty cash
22. Record keeping
23. Travel
24. Developing cost-consciousness – relate
to CSU Strategic Plan
25. Superannuation and salary sacrifice.
Discuss the following quick quiz questions at your next meeting and hand out token “prizes” for
the first to get them right. (Hint: All answers are available in the Finance Training mentioned
above):
Q. Petty Cash: All purchases over $75 GST exclusive from suppliers without an ABN must be
processed through the purchasing system, via a purchase requisition?
TRUE FALSE
Q: Items such as fuel, accommodation, taxi fares, and travel allowances can be reimbursed by
Petty Cash?
TRUE FALSE
Q: To evaluate how you are managing against budget, asummary of Income, Expenditure and
Net Result is provided in which Banner Inquiry report?
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
Q: What are the requirements before purchasing an item worth between $5000 and $10000?
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
Q: International Travel reservations can now be made by using the Serko online reservation
system?
TRUE FALSE
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Workplace Learning Activity – Financial Reports & Resource Proposals
CSU DIVISION OF HUMAN RESOURCES
The Division of Human Resources can help you manage your people resources with the following services:
Staff Recruitment
http://www.csu.edu.au/division/humres/recruitment/
Information about recruitment, advertising, interviews,
offers of employment, immigration and relocation.
HR Services and Systems
http://www.csu.edu.au/division/humres/services/
Information about salary, leave, conditions of
employment, promotion, probation, allowances, leaving
CSU, timesheets, casual staffing, superannuation,
staffing establishments.
Employee Relations
http://www.csu.edu.au/division/humres/awards/
Information about industrial awards and enterprise
agreements, legislation, case law, employment law,
disciplinary procedures and allied matters.
Organisational Development
http://www.csu.edu.au/division/humres/org-dev/
Information about professional and career development,
leadership and management development, performance
management, organisational change and renewal.
Equal Opportunity
http://www.csu.edu.au/division/humres/equal/
Information about University policies relating to equal
opportunity, employment equity initiatives, grievance
procedures and anti-discrimination legislation.
Environment, Health and Safety
http://www.csu.edu.au/division/healsafe/
Information about OH&S, work safety, first aid, injury
management, Employee Assistance Program,
emergency preparedness, hazard reporting and accident
and incident reporting.
Workforce Planning
http://www.csu.edu.au/division/humres/wfp/
Information about strategies, data and tools to assist
develop workforce plans.
Q: Study the Financial report for your section/division/school. Review the financial performance
and discuss your findings with your team. Summarise your findings or suggestions for attention
in the light of this feedback. (Length 7 – 10 lines)
Q: Resource Proposals at CSU often come about in the form of a Briefing note. View Appendix
5 and compose your own proposal for a new piece of office equipment your area requires.
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Exercise – Human Resources Management 1
Q: List Workforce planning responsibilities at the Divisional or Faculty Level:
Hint http://www.csu.edu.au/division/humres/wfp/responsibility.htm
Q: With your team develop a draft workforce plan addressing current and future needs.
Hint http://www.csu.edu.au/division/humres/wfp/responsibility.htm &
http://www.csu.edu.au/division/humres/wfp/secure/docs/CSU%20Enabling%20WFP2008.doc
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Team Exercise – Human Resources Management 2
Q: Prepare an Advertisement for a current, future or possible vacancy. Develop the Position
Description and Selection criteria.
Q: Prepare a plan for conducting performance reviews in your section considering the deadline
dates for Performance Management meetings.
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HOW TO MANAGE RESOURCES
CSU TEMPLATES AND INFORMATION AVAILABLE TO AID IN RESOURCE
MANAGEMENT
University Strategy and Plans, definitive information on all Performance Based Funding criteria,
http://www.csu.edu.au/division/plandev/strategic_planning/
http://www.csu.edu.au/division/plandev/staff_only/faculty_funding/pbf.html
Administration Manual: http://www.csu.edu.au/adminman/index.htm
Business Case Template: http://www.csu.edu.au/adminman/leg/buscasetemp.doc
Marketing Plan Template:
http://www.csu.edu.au/division/marketing/downloads/Marketing_Plan_template1.doc
Recruiting and Selecting Staff at CSU: http://www.csu.edu.au/division/humres/org-
dev/career/docs/selection.pdf
The CSU Induction and Development Program Guidelines and checklists:
http://www.csu.edu.au/adminman/hum/InductDevptProg.doc
Legislation, Protocols and Governance:
http://www.csu.edu.au/adminman/gov/gov.htm
Risk Register Template:
http://www.csu.edu.au/division/plandev/strategic_planning/docs/r_r_template_2008.doc
How to Develop a Risk Register
http://www.csu.edu.au/division/plandev/risk_manage/docs/how_to_risk_register.doc
Operational Plan Template:
http://www.csu.edu.au/division/plandev/strategic_planning/docs/operational_plan_template_2008.doc\
Risk Register Template:
http://www.csu.edu.au/division/plandev/strategic_planning/docs/r_r_template_2008.doc
Safety Management Plan Template: http://www.csu.edu.au/division/healsafe/textdocs/forms/smplan.doc
A range of resources to support Learning and Teaching are available on the Learning and Teaching Website:
http://www.csu.edu.au/division/landt/resources/resources.htm
Event Management Guide (with checklists and templates:
http://www.csu.edu.au/division/vcoffice/oca/docs/Event_Guide.pdf
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Exercise – Organising your resources
CSU CORE PROCESSES
CSU has two core process streams being Learning and Teaching and Research and Graduate Studies.
The model below informs us of the key processes of the University. This is what CSU does as an
organisation independent of organisational structure, strategy, time and place. You might be able to picture
certain organisational units who are responsible for a process (particularly in the enabling processes), and
others who are stakeholders in a process - but the model specifically tries to keep the „who? separate from
the „how? to ensure it doesn?t date too quickly. You can use this model as a ready reckoner for the
fundamental university processes, to view what is „core? to CSU and as an aid to think about various
processes that may be impacted on by a change or initiative.
Source: Yourcsu website http://www.csu.edu.au/staff/yourcsu/how.html
After reading Appendix 3 on Estimating and securing the necessary resources answer the
following questions:
Q: What 8 points do you need to consider carefully when finalising what resources you need?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Q: What was suggested as a way of dealing with fewer people or less time?
Q: Which charts or diagrams can be used to help you pinpoint critical activities?
_____________________________________________________________________________
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PROCESS MAPPING
Process mapping can be useful for Resource Management as it aids understanding the current
processes; clarifying responsibilities; identifying process inefficiencies; designing new procedures; and
training.
Process mapping is a technique of diagrammatical modelling. The diagram represents a series
of processes and how they are related. Process mapping provides a representation of who
does what and in what order. Process mapping helps to clarify the steps involved in a
particular process.
How to complete a Process Map:
• Consult with the experts. These are the people managing and working with the
process.
• Identify the boundaries. Where does the process begin? Where does it end?
• Identify the participants. What roles are involved in the processes?
• Hand draw the process in front of the expert, getting then to confirm the steps.
• Identify the steps. What is done first? What is done next? By who?
• Identify the decision points. What are the alternatives? What determines which
alternative is chosen?
• Draw an initial process flow. Draw and label the swim lanes (see diagram below for
details) using standard symbols.
• Check for completeness. Are all participants represented? Are all processes shown?
Are there any alternatives that have not been considered? Refine and finalise.
• Review with the experts to ensure completeness.
Based on: Business Process Modelling Presentation Retrieved September 2008 from CSU Project Service
Centre Website: http://www.csu.edu.au/division/psc/pmguides/Business_Process_Modelling.ppt
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WORK PROCESS IMPROVEMENT
Work Process improvement is the set of activities concerned with reviewing CSU work processes in and
across Faculties, Divisions and other Units of CSU, towards identifying problems with processes,
uncovering improvement opportunities, implementing targeted improvements and monitoring the
outcomes.
WPI has been identified as a Strategic Priority for CSU in response to :
Recognition of the need to examine how sustainable processes are in supporting the University
in light of decreasing funding and increased competition in the sector.
Recognition that process improvement efforts in the University are often fragmented limiting the
effectiveness of these efforts.
The need to align processes with the University Strategy.
The University Strategy 2007-2011 indicates WPI as a core process and has allowed for the development
of a 5 year University WPI Plan.
The launching of the WPI initiative is consistent with the commitment to Quality assurance based on
continuous improvement as set out in the Strategic Plan 2002-2007, namely that the “future direction of
the University must be continuous enhancement and renewal of its academic activities and
administrative and support services” .
Exercise – Work Process Improvement
Q: Does your team actively seek ways to improve or streamline current work practices and
processes? Give examples of what you?ve achieved in this area in the last 12 months.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Q: What advantages have occurred from process improvement? What advantages are
expected?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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YourCSU – Understanding Systems
The YourCSU website and booklet will assist you to understand
impacts of change on people, processes and systems, to
appreciate relationships between areas and things at CSU, to
see what is important to us as an organisation and, ultimately,
find out where you fit in and how you contribute.
The YourCSU booklet and website and related resources are
only some of the material developed by the Workplace Improvement (WPI) project and Enterprise
Architecture initiatives commenced in 2005.
Source: Yourcsu http://www.csu.edu.au/staff/yourcsu/index.html
Workplace Learning Activity – CSU Systems
Source: Yourcsu http://www.csu.edu.au/staff/yourcsu/systems.html
Q: Some of the more important Systems that underpin the operations of CSU are listed below.
Out of these, list the ones that you use most in your area. Think about the systems that you or
your staff could require a refresher or further training in. Bring this up for discussion at your next
team meeting and draft a team/individual development plan.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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MANAGING OTHERS
CSU aims to strengthen managers? capacity to manage themselves, resources and people with respect
to individual difference and diversity. Some staff management skills to address may include things such
as:
practical tools for problem solving;
team development and performance management;
establishing boundaries and neutralising situations.
CSU Resources and Development for Managers and Supervisors
The University recognises that staff must be engaged in a continual process of developing knowledge
and skills throughout their entire career with CSU, to enable them to perform their current positions
effectively or to prepare for a future position (to which they may aspire).
Management Skills for Supervisors: http://www.csu.edu.au/division/humres/org-
dev/leadership/supervisors.htm .
Effective Team Leadership: http://www.csu.edu.au/division/humres/org-
dev/leadership/docs/Effectiveteams.pdf .
Frontline Management Program: http://www.csu.edu.au/division/humres/org-dev/leadership/flm/index.htm
Graduate Certificate in University Leadership and Management:
http://www.csu.edu.au/division/humres/org-dev/leadership/gradcert/index.htm
Leadership Development for Women - [OD Presentation to LDW Workshop May 2006]:
http://www.csu.edu.au/division/humres/org-dev/leadership/women/index.htm
Leadership Development Committees for Heads of School: http://www.csu.edu.au/division/humres/org-
dev/leadership/docs/HoS_LDC.doc
Culture, Change and Management [including Leading People Series]:
http://www.csu.edu.au/division/humres/org-dev/Change/change.htm
Workforce planning: http://www.csu.edu.au/division/humres/wfp/resources/index.htm . This webpage
shows the human resource management processes that support the lifecycle of events of employees at
different stages of their careers at CSU. It has been developed for managers and supervisors to provide
quick access to information about their human resource responsibilities (Attracting, Managing,
Developing and retaining staff).
Refer back to exercises on pages 17 – 22 of this module.
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GOVERNANCE AND COMPLIANCE
Governance is the system by which the University is directed, and by which management is held
accountable, to enable and enhance the capacity of the University to ethically and effectively meet its
strategic objectives and the expectations of its stakeholders and the community.
In a complex and rapidly changing educational environment, the University Council believes that:
(a) management must be empowered with the authority and flexibility to drive the University
towards the achievement of its strategic objectives, and
(b) management should be exercised within a framework of effective accountability.
Source: CSU Charter of University Governance: http://www.csu.edu.au/adminman/gov/charter_of_university_governance.doc
Internal Auditing is an independent appraisal activity within an organisation for the review of operations
as a service to management. It is a managerial control which functions by measuring and evaluating the
effectiveness of the other controls. It seeks to gain an assurance that existing management polices and
practices ensure that an organisation functions in an efficient, effective and economical manner.
The intended outcome of the combination of internal audit activities is to provide regular reports to
management that:
(i) provide assurances that the organisation is operating in compliance with all relevant
legislation, sound accounting practices and prescribed policies and procedures, and
(ii) identify best practice outside the organisation and highlight inefficiencies that should be
addressed within the organisation.
Based on: Charles Sturt University Administration manual Internal Audit Charter: http://www.csu.edu.au/adminman/fin/FIN02.rtf
Exercise – Governance and Compliance
“..in a constant state of change, it is impossible for our university to anticipate every shift of
technology in time to properly evaluate the impact of changes to existing university processes and
infrastructure and to adequately prepare to fund these proposed changes. The governance
process allows for the dynamic allocation of university resources and the evaluation of the overall
impact of proposals on the university while assuring these proposals fall within the framework of
the university's strategic plan. The governance process also strives to ensure a fair and equitable
distribution of university resources among those requesting them…”
Source: University of Southern Mississippi IT Governance website: http://www.usm.edu/itgovernance/
Q: After reading section 3 of the Charter of University Governance, list the 5 principles
that form guidance regarding decisions about University resources? How will you guide
your team to ensure these principles are followed?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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RISK MANAGEMENT
Risk Management is a core component of University governance. CSU Leaders and Managers are
expected to be effective managers of opportunity and risk. Our University?s reputation and future will
depend on:
what we do - measured in terms of quality, relevance, and sustainability; and
how we do it - measured in terms of meeting or exceeding community expectations of
accountability, ethics, compliance and decision making transparency.
To compete successfully in the higher education environment CSU must establish teaching, research and
business processes that enable innovative energy to be harnessed, applied and sensibly managed.
CSU is integrating risk management with governance, planning and decision making processes to
maintain its competitive edge as an institution. CSU?s Risk Management Policy aims to do this by
providing members of the University Community with a simple and transparent methodology for
assessing new opportunities, identifying viable operational improvements and reporting risk exposures
that are unacceptably high.
CSU?s Risk Management Policy, guidance and training materials should be applied to:
Further empower managers and members of staff;
Strengthen and align decision making and planning processes;
Analyse and, where necessary, improve the quality of teaching, research, and administrative
processes; (work process improvement)
Provide the level of institutional quality assurance needed to reduce a wide array of centrally
driven rules, procedures and authorisation processes;
Support the management of projects and commercial activities;
Demonstrate compliance with a wide range of regulations and funding body requirements; and
Ensure a safe and healthy campus environment.
Source: Planning and Audit, Managing Opportunities and Risks website: http://www.csu.edu.au/division/plandev/risk_manage/
Exercise – Risk Management
Q: Risk registers are required for all Faculties, Divisions to support operational plans for 2007
onwards. After reading the information contained on the Planning and Audit Website on Risk
Registers, and refreshing your knowledge of CSU?s Resource Management Policy list how your
areas Risk Register is or can be used to document and improve workplace practices enabling
the better allocation of resources. If your area does not have a Risk Register develop a draft
register with your team.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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Performance against institutional objectives and the management of corporate level risks are monitored
by University Council in accordance with standard governance requirements. Similarly, accountability for
performance and risk management within the institution is established through standard reporting lines
and the Performance Management processes.
The process of identifying and analysing risks should be a part of tactical decision making and strategic
planning. A Business Case should be developed prior to putting forth a proposal for a change in the use
of resources and a template is available via the Administration manual at:
http://www.csu.edu.au/adminman/leg/buscasetemp.doc
A Strategic Risk Assessment with Status Report template can be found at:
http://www.csu.edu.au/division/plandev/staff_only/risk_mgt/strategic_risk_assesment_w_status_report.do
c
Faculty and Divisional planning and risk assessment documentation is guided by planning templates
Source: CSU Planning and Audit Website: http://www.csu.edu.au/division/plandev/strategic_planning/
Team Exercise – Risk Management in your area
Q: Use the Risk Score Calculator below to analyse the possibility of fire damage to your area?
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
How to use the Risk Score Calculator
Step 1 - Identify the Consequences
Identify the most likely outcome of a potential accident, including injuries, property damage
and/or environmental damage and select the most appropriate consequence category from the
Consequences Bar Line.
Step 2 - Estimate the Exposure
Estimate how often an individual interacts with a hazard and select the most appropriate
exposure category from the Exposure Bar Line.
Step 3 - Estimate the Probability
Estimate the likelihood that the consequences will occur once the individual is exposed to the
hazard and select the most appropriate probability category from the Exposure Bar Line.
Step 4 - Determine the Risk
Select or mark the values for consequence, exposure and probability on the appropriate bar lines of the
Risk Score Calculator.
Draw a line from probability through exposure to the tie-line.
Mark this point. Draw a line from the marked point on the tie-line through consequence to the Risk
Score line to determine the risk level.
Source: University of Queensland Occupational Health & Safety Risk Assessment and Management Guideline
http://www.uq.edu.au/ohs/pdfs/ohsriskmgt.pdf
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Reflection – Risk Management
Q: Read the Risk Management powerpoint at:
http://www.csu.edu.au/division/healsafe/textdocs/training/RiskManagement.ppt. Does your methods
for allocating resources promote innovation and well managed risk? What Risk management
strategies do you have in place and are these reflected in your operational plan?
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Workplace Activity – Resource Management Skills
Q: List 5 things that you have learned after completing this module that you will take back to your
team for discussion?
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REFERENCES AND FURTHER READING
Australian Government Natural Resource Management Website. Monitoring and Evaluation. Retrieved
September 2008 from: http://www.nrm.gov.au/me/index.html
Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education Australia
Charles Sturt University (CSU) Frontline Management Modules - Manage Budgets and Managing People
2008.
CSU Administration Manual (2008). Retrieved September 2008 from
http://www.csu.edu.au/adminman/index.htm
CSU Admin Focus 2008. Sustainability. Retrieved September 2008 from:
http://www.csu.edu.au/division/humres/conferences/admin-focus/Sustainability%20-
%20Admin%20Focus.ppt
CSU Division of Finance: http://www.csu.edu.au/division/finserv/
CSU Division of Human Resources: http://www.csu.edu.au/division/humres/
CSU Growing our Communities paper (2008)
http://www.csu.edu.au/division/vcoffice/papers/submissions/Growing-our-Communities.pdf
CSU Office of Planning and Audit: http://www.csu.edu.au/division/plandev/
CSU Project Service Centre: http://www.csu.edu.au/division/psc/
CSU Project Service Centre (2008) CSU Project Management Framework. Retrieved July 2008 from
http://www.csu.edu.au/division/psc/pmframework/Project_Management_Framework_v27_full.pdf
CSU Risk Management Presentation retrieved September 2008 from:
http://www.csu.edu.au/division/healsafe/textdocs/training/RiskManagement.ppt
CSU “Yourcsu” website Retrieved September 2008 from:
http://www.csu.edu.au/staff/yourcsu/docs/booklet.pdf#page=1
Department of Energy, Resources and Tourism Industry. Public Environmental Reporting. Retrieved
September 2008 from
http://www.environment.gov.au/settlements/industry/finance/publications/framework/index.html
Department of Energy, Resources and Tourism Industry Energy Efficiency Opportunities Industry
Guidelines (April 2008). Retrieved September 2008 from
http://www.energyefficiencyopportunities.gov.au/index.cfm?event=object.showContent&objectID=CB1C7
C8B-D56D-2C65-AC775C322861CB18
Department of the Environment, Water, Heritage and the Arts: Global Reporting Initiative (GRI) 2002
Sustainability Reporting Guidelines. Retrieved September 2008 from
http://www.environment.gov.au/settlements/industry/corporate/reporting/index.html#frameworks
Hirst, S (April 2008) Flying Solo online article – Business Systems. Retrieved September 2008 from
http://www.flyingsolo.com.au/p261588853_Business-systems-How-they-save-your-sanity-.html
Mindtools website: How good is your time management – Handy quiz. Retrieved September 2008 from
http://www.mindtools.com/pages/article/newHTE_88.htm
Mindtools website: Prioritization - Making best use of your time and resources. Retrieved September
2008 from: http://www.mindtools.com/pages/article/newHTE_92.htm
National Audit Office UK, Managing resources - to deliver better public services 12 December 2003.
Page 4. Retrieved September 2008 from: http://www.nao.org.uk/publications/nao_reports/03-
04/030461.pdf
Smith, H (April 2008) Flying Solo online article. Practical Tips for a paperless office. Retrieved
September 2008 from http://www.flyingsolo.com.au/p260960075_Practical-tips-for-a-paperless-
office.html
Smith, H (April 2008) Flying Solo online article: Reporting. Retrieved September 2008 from:
http://www.flyingsolo.com.au/p268293002_Reporting.html
University of Queensland Occupational Health & Safety Risk Assessment and Management Guideline
Retrieved 2008 from: http://www.uq.edu.au/ohs/pdfs/ohsriskmgt.pdf
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LIST OF APPENDICIES
1. CSU Transformational Leadership: (2007) Vice Chancellors Forum.
2. Estimating and Securing the Necessary Resources: Cole, K. (2005). Management theory
and practice, Page 464 and 465.
3. Functional Leadership Checklist: Cole, K. (2005). Management theory and practice, Frenchs
Forest: Pearson Education Australia. Page 251 and 252.
4. The CSU Template for a Briefing Note (resource proposal). (2008) CSU Office of Corporate
Affairs.
APPENDIX 1 – DESIRED LEADERSHIP BEHAVIOURS FOR
BUILDING A PERFORMANCE CULTURE AT CSU
FOR THE PUBLIC GOOD
VICE-CHANCELLOR’S FORUM
September 2007
TRANSFORMATIONAL LEADERSHIP
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APPENDIX 2 – ESTIMATING AND SECURING THE
NECESSARY RESOURCES
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Source: Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education
Australia. Page 464 and 465
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APPENDIX 4 – FUNCTIONAL LEADERSHIP
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Source: Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education
Australia. Page 251 and 252.
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APPENDIX 5 – THE BRIEFING NOTE – RESOURCE
PROPOSAL
BRIEFING NOTE
Issue
Background
Comments
Recommendation
I recommend the following –
Consequences of Non-Approval
(if applicable)
1. PREPARED BY
Name Date:
Position
Area
2. RECOMMENDED BY
Name Date:
Position
Area
BUDGET EXPENDITURE GREATER THAN $400.00 – SUBMIT TO
ADMINISTRATIVE OFFICER (CORPORATE GOVERNANCE)
Account Code Details:
Budgeted Amount:
Expenditure to Date:
Expenditure in Briefing Note:
Balance:
Date (as at):
3. APPROVED/DECLINED
Name Date:
Position
Area
4. RETURN TO
Name Date:
Position
Area
doc_492060423.pdf
Resource Management
Version 1.0
© Charles Sturt University, 2008
Acknowledgement:
Workplace Productivity Program (WPP) grant from DEEWR.
Resources from the Division of Human Resources, the Office of Planning and Audit, Project Service
Centre and Division of Finance. Resources from the CSU Frontline Management Program.
This module and these resources will be available on the Organisational Development, Division of
Human Resources website from second session 2008.
© Charles Sturt University, 2008
Learning resource Owner Version: Summary/Overview of changes
Leading People Series -
Resource Management
Carissa Michel 1.0 September
2008
Table of Contents
LEARNING IN THE WORKPLACE 4
PROGRAM OVERVIEW 5
ICONS 5
FRAMEWORK FOR THE DELIVERY OF PROFESSIONAL DEVELOPMENT RESOURCES 6
THE CONTEXT 7
Workplace Activity – Resource Management Skills 8
WHY MANAGE RESOURCES 9
Exercise – Resource Management 9
THE CSU STRATEGY AND THE INSTITUTIONAL DEVELOPMENT PLAN 10
Exercise – Relating University Strategy to Resource Management 10
Exercise – Institutional Development Plan 11
QUALITY AND CONTINUAL IMPROVEMENT 12
Exercise – Continual Improvement 12
Workplace Learning Activity – Continual Improvement 13
SUSTAINABILITY AND THE IMPACT OF CSU 14
CSU Green Office 14
Exercise – Sustainability and the Impact of CSU 15
ECONOMIC IMPACT OF CSU 15
Reflection – Economic Impact of CSU 15
Key Message - How resource management can improve efficiency 16
WHO MANAGES RESOURCES 17
LEADERS AND MANAGERS 17
Exercise – Who Manages Resources 17
Generic Responsibilities of CSU Staff 18
Reflection – Managing Others 18
CSU DIVISION OF FINANCE 19
Workplace Learning Activity – Financial Resource Management 20
Workplace Learning Activity – Financial Reports & Resource Proposals 21
CSU DIVISION OF HUMAN RESOURCES 21
Exercise – Human Resources Management 1 22
Team Exercise – Human Resources Management 2 23
HOW TO MANAGE RESOURCES 24
CSU TEMPLATES AND INFORMATION AVAILABLE TO AID IN RESOURCE
MANAGEMENT 24
Exercise – Organising your resources 25
CSU CORE PROCESSES 25
PROCESS MAPPING 27
WORK PROCESS IMPROVEMENT 28
Exercise – Work Process Improvement 28
YourCSU – Understanding Systems 29
Workplace Learning Activity – CSU Systems 29
MANAGING OTHERS 30
CSU Resources and Development for Managers and Supervisors 30
GOVERNANCE AND COMPLIANCE 31
Exercise – Governance and Compliance 31
RISK MANAGEMENT 32
Exercise – Risk Management 32
Team Exercise – Risk Management in your area 33
Reflection – Risk Management 34
Workplace Activity – Resource Management Skills 35
REFERENCES AND FURTHER READING 36
LIST OF APPENDICIES 37
APPENDIX 1 – DESIRED LEADERSHIP BEHAVIOURS FOR BUILDING A PERFORMANCE
CULTURE AT CSU 37
APPENDIX 2 – ESTIMATING AND SECURING THE NECESSARY RESOURCES 38
APPENDIX 4 – FUNCTIONAL LEADERSHIP 40
APPENDIX 5 – THE BRIEFING NOTE – RESOURCE PROPOSAL 42
LEARNING IN THE WORKPLACE
To continue to reinforce your learning from this workshop and prior to the follow up session, when you
return to your team use the table below to assist you to reflect on the concepts introduced. Your
reflection may also incorporate other behaviours that you have observed from other leaders within your
workplace as well. You should aim to identify at least 10 different situations.
As part of your reflection, identify some of your key strengths and opportunities for
improvement in the way you apply resource management within the workplace. What steps might you
be able to take to improve your own practice?
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O V E R V I E W P a g e | 5
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PROGRAM OVERVIEW
This program is designed to introduce some of the key concepts and skills supporting
resource management at Charles Sturt University (CSU).
Although this program does outline many of the important areas of resource management,
further application of the concepts, principles and skills will help to refine and reinforce your
management practice. To this end, you are encouraged to expand your knowledge and
skills by taking up work based or other, more formalised learning opportunities at it?s
conclusion.
Program Objectives:
The key objectives of this program are to assist participants:
1.) Identify and develop an understanding of the framework and responsibilities for
managing resources at CSU;
2.) Familiarisation with the key principles and systems for resource management at CSU;
3.) Identify resources available and apply appropriate strategies to improve resource
management.
ICONS
The following icons appear within this learning resource. They highlight important information
as well as activities that can be completed:
These are the outcomes that relate to a section of the resource.
An Individual or group exercise.
A key message or important point
Self-reflection
This is a workplace activity
O V E R V I E W P a g e | 6
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FRAMEWORK FOR THE DELIVERY OF PROFESSIONAL
DEVELOPMENT RESOURCES
For leaders and managers to enhance their business knowledge and increase organisational
effectiveness and readiness for change.
How will the program be delivered?
Leading People Series of Workshops: Commencing in 2007
- Change Management
- People Management
- Resource Management
- Planning (Strategic Context)
- Business and Report Writing Skills
Online Learning Resources: progressively available from June 2008
- Change Management
- People Management
- Resource Management
- Planning (Strategic Context)
- Business Reporting Language
Leadership Programs and Management Forums
- Frontline Management; Graduate Certificate in University Leadership and Management; Leadership
Development for Women
- Senior Managers Forum; senior Women?s Network; Middle Managers Forums; Heads of School
Forum; Course Coordinators Forum
For details on dates refer to the Staff Development Calendar:
http://www.csu.edu.au/division/humres/services/sd/
2. SKILLING & TOOLS
- Discipline, systems,
delegations
- Project management tools
& templates
- Initiatives & funding
proposals & mechanisms
- Reports – committees,
Academic Senate etc
- Business and report
writing skills
- Leadership programs &
Leading People Series
- Online learning resources
on OD website
1. FRAMING:
- University Strategy
& core plans &
frameworks
- Core processes &
University/
Enterprise Model:
yourCSU; WPI;
BPM
- OD Frameworks
Delivery:
Resources: books, articles, web links
Workshops
Online learning modules
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THE CONTEXT
University strategy
Charles Sturt University (CSU) in its University Strategy 2007-2011, under Institutional Development, has
committed to:
“Creating a culture that is responsive to organisational change and renewal.”
An Organisational Change and Renewal Framework has been developed, along with a number of other
initiatives, some outlined below, to facilitate the creation of this culture.
Workplace Productivity Program (WPP) and the Enterprise Model
Organisational culture &
communication
University Strategy
Institutional
Development
- Organisational
Culture (& Change)
- Service Alignment
- Workforce Planning
- Sustainability
Work Process
Improvement
(WPI) 2006
Organisational
Development Frameworks:
- Leadership & Management
- Performance
- Continual PD
- Change Management
Workplace Productivity
Program (WPP)
- Enterprise model yourCSU
- Organisational Change &
Renewal Framework
- PD resources for leaders &
managers (YOU)
- WPI Stage 2: Business Process
Management (BPM)
Business Knowledge modules & Leading
People Series:
- Change Management
- People Management
- Resource Management
- Planning
PD delivery & development: OD & WPP
CSU Project Management Framework
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Workplace Activity – Resource Management Skills
Q: Has your division/faculty identified resource management skills and capabilities needed to
deliver its core activities and services? Where there are gaps what strategy has been put in place to
develop skills?
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WHY MANAGE RESOURCES
Monitoring and evaluation of resources helps to determine if you are on track to producing the desired
results. Resource management helps to:
identify what works, and what activities should continue
improve actions where they are less effective
change actions if they are ineffective
Exercise – Resource Management
Resource management is the efficient and effective deployment of an organisation's resources
when they are needed. Such resources may include financial resources, inventory, human skills,
production resources, or information technology (IT). In the realm of project management, resource
management refers to processes, techniques and philosophies and to the best approach for
allocating resources.
Source: http://en.wikipedia.org/wiki/Resource_management
Q. List the most important reasons for you to effectively manage the resources that have been
made available to you?
Q. Think carefully about all the different areas you are responsible for and/or report to that
require your stewardship of resources and list them below? What are the reasons.
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THE CSU STRATEGY AND THE INSTITUTIONAL DEVELOPMENT PLAN
One of the key values of the CSU Strategy 2007 to 2011 is to “ensure economic, social and
environmental sustainability including the responsible stewardship of resources”.
Source: CSU Strategy 2007 – 2011: http://www.csu.edu.au/division/vcoffice/papers/docs/strategic_plan_2007-2011.pdf
Exercise – Relating University Strategy to Resource Management
Five resource areas needed to support an organisation?s vision and Strategic Plan:
1. Structures, which includes the physical layout of the organisation, the organisation
design (the way it groups and links its employees and functions together), and it?s
financial and budgeting arrangements yourCSU - Charles Sturt University
2. Staff (or people), which includes its recruitment and selection processes, succession
plans and capabilities, and the attitudes of its employees Workforce Planning -
Division of Human Resources - Charles Sturt University
3. Skills, which includes training for the future as well as the present in technical and
interpersonal skills, leadership, and strategic and conceptual thinking. Organisational
Development - Division of Human Resources - Charles Sturt University
4. Systems, which includes training systems, administration and information systems,
customer service and delivery, sales, productivity, wastage, cost control and other
operating systems and processes. (See below on CSU Systems)
5. Culture and values, or „the way we do things?, which includes problem solving and
communication methods and styles, leadership style, trust responsibility and
accountability http://www.csu.edu.au/division/humres/org-dev/Change/change.htm
Source: Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education . Page 454.Australia.
Q: List how CSU has planned for sustainability by addressing the above resource areas in it?s
Strategic Plan 2007 – 2011? See http://www.csu.edu.au/division/plandev/strategic_planning/
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Underpinning the CSU strategy is the Institutional Development Plan 2007 - 2011. This, like the other
three University plans (Course Plan, Research Plan, Learning and Teaching Plan) are to be considered
along with the strategy.
Exercise – Institutional Development Plan
The CSU Resource and Investment Committee is responsible for a number of functions relating to the
responsible stewardship of financial resources at CSU. Their main duties are:
to oversight and grant relevant approvals with respect to University finances;
to oversight the Capital Management Plan of the University;
to oversight the Information Technology Management Plan of the University;
to oversight and grant relevant approvals with respect to the investment activities of the
University;
to oversight and grant relevant approvals with respect to commercial activities.
For more information on this Committee go to:
http://www.csu.edu.au/adminman/gov/Governance_Resource_and_Investment_Committee_Rule_2007_
No4.pdf
Q. Read the CSU Institutional Development Plan at:
http://www.csu.edu.au/division/plandev/strategic_planning/docs/university_strategy_inst_
dev_plan.pdf . The plan is designed to principally support which key objective of the CSU
Strategy?
Q. How does your Operational Plan address this key objective?
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QUALITY AND CONTINUAL IMPROVEMENT
Continual Improvement is a generic responsibility of ALL staff. Refresh your knowledge by reading
section 4.4 of the Generic Responsibilities of CSU Staff found at:
http://www.csu.edu.au/adminman/hum/humanresources.htm
Exercise – Continual Improvement
A culture of planning and performance for quality is built through continuous improvement (PIRI
Cycle)
the strategic priorities are
implemented in accordance
with the plans and budget
CSU’s strategic directions;
identifying, assessing & managing
risks;
developing & managing a budget to
achieve strategic goals & priorities
areas for improvement are
identified, and
the plans are modified to
improve quality
organisational performance is
continually monitored
annually evaluated and reported
in relation to KPIs
PLAN
IMPLEMENT
REVIEW
IMPROVE
Q. After reading section 4.4 of the Generic Responsibilities of CSU Staff identify in what ways
your section is working to learn from experience and feedback. Discuss:
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Workplace Learning Activity – Continual Improvement
Q. Think of your team?s performance in one particular area, discuss with your team at your next
meeting. What does the team do well? What could you do better? How would you apply PIRI to
continually improve your performance?
Q. What would be the resource management implications?
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SUSTAINABILITY AND THE IMPACT OF CSU
AUQA Audits have recommended that CSU specifically address areas of resource management and
generation.
Some common environmental reports used by businesses include greenhouse and energy reporting,
corporate sustainability reporting or triple bottom line reporting, and natural resource management
monitoring. For most businesses, environmental reporting is voluntary but there are some mandatory
industry reporting requirements that may apply to your business: Introducing best practice reporting
frameworks and successfully managing your impacts on the environment can also give you the
opportunity to apply for an accredited licence with many of the state Environment Protection Agencies.
Based on: http://www.flyingsolo.com.au/p268293002_Reporting.html
CSU Green Office
Charles Sturt has established the CSU Green to work with the divisions and faculties to promote and
educate on sustainability issues.
The main aim of CSU Green office is to encourage CSU staff to think about different ways of doing
things, taking responsibility for cultural change to encourage more reflection and how to be more self-
aware in order to lead CSU into a sustainable future.
“At CSU…Resource management and generation are being achieved through a process of
continuous organisational development, which includes development of staff, courses, services and
business processes. This organisational development has been underpinned by new planning and
review processes that include more clearly defined objectives aligned with new initiatives and
resource allocation. The planning process provides for rigorous review of performance at all levels
with the aim of developing all the University?s resources, especially staff….”
Source: AUQA Audit Report CSU 2004 http://www.auqa.edu.au/qualityaudit/reports/auditreport_csu_2004.pdf
Before we can reduce our impact on the environment, we need to know which areas of our day to
day business are causing the most impact. This may include regularly monitoring and reporting
impacts on the environment, including greenhouse gas emissions and energy use. By introducing
sound environmental management practices and reducing environmental impact overall, CSU can
save costs through efficiency or productivity gains. CSU could also profit in a number of other ways
including:
receiving assistance and grants from the government
spending less on raw materials, energy and water
receiving recognition through numerous environmental awards
finding new market opportunities for "green" goods and services
improving workplace safety through reduced use of industrial chemicals and reduced
waste.
We need to be able to present our environmental performance to the public in a transparent and
accountable way.
Based on:
http://www.business.act.gov.au/doing_business_in_canberra/business_initiatives/environment/environmental_man
agement and
http://www.business.act.gov.au/doing_business_in_canberra/business_initiatives/environment/environmental_man
agement?sq_content_src=%2BdXJsPWh0dHAlM0ElMkYlMkZzeW5kaWNhdGlvbi5idXNpbmVzcy5hY3QuZ292LmF1J
TJGMzE5MS5odG0mYWxsPTE%3D
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Exercise – Sustainability and the Impact of CSU
ECONOMIC IMPACT OF CSU
Reflection – Economic Impact of CSU
Q: Read the presentation on Sustainability at CSU from the 2008 Admin Focus Conference
found at: http://www.csu.edu.au/division/humres/conferences/admin-focus/Sustainability%20-
%20Admin%20Focus.ppt . State the targets outlined to be achieved by 2011? Whose
responsibility is it to work towards this goal?
Q: List how your area Operational Plan addresses environmental sustainability. What Key
actions have you included to reduce your footprint?
Q. After reading the paper on the Economic Impact of CSU on
http://www.csu.edu.au/division/plandev/publications/docs/ecco_impact.pdf and in
http://www.csu.edu.au/division/vcoffice/papers/submissions/Growing-our-Communities.pdf List
the ways that your area has or could have a possible flow on effect to the local community?
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Sound resource management requires:
Planning and decision making which allocates resources to achieve clearly defined
outputs and outcomes and minimises unproductive effort; it takes a longer term view
so as to invest in enhancing and sustaining capability to deliver high quality public
services; reviews performance and learns from it.
Reliable and complete information routinely available on performance and the
consumption of resources used in delivering services. This should cover not only cash
expenditure but how the investment in assets and work in progress is used to provide
assurance that resources are not deployed inefficiently or on unproductive activities.
A clearly demonstrable impact: Resource management should achieve
improvements in the way resources are used to deliver better public services. Such
improvements should be clearly visible so that public confidence is increased.
Key Message - How resource management can improve efficiency
Source: National Audit Office UK, Managing resources - to deliver better public services.12 December 2003. Page 4
http://www.nao.org.uk/publications/nao_reports/03-04/030461.pdf
Source: National Audit Office UK, Managing resources - to deliver better public services.12 December 2003. Page 5
http://www.nao.org.uk/publications/nao_reports/03-04/030461.pdf
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WHO MANAGES RESOURCES
LEADERS AND MANAGERS
Exercise – Who Manages Resources
Q. Your responsibilities as a leader and manager are clearly outlined in the accountability
statements for executive and senior managers and staff acting in those positions at
http://www.csu.edu.au/adminman/hum/AccountabilityStatements.doc . List resource management
accountability:
Q. The Generic Responsibilities of CSU Staff policy (see below) is found at
http://www.csu.edu.au/adminman/hum/GenericResponsibilities.doc also states under section 5.3
that the supervisor/manager:
a)
b)
c)
d)
“It is expected that managers have technical skills. The biggest test is in the way they manage
people. This is perhaps the most critical and the most elusive skillset of all. Weak people skills
lead directly to lost productivity and ineffectiveness…..to succeed as a manager you must know
how to bring out the best in people…”
Source: Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education
Australia
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Generic Responsibilities of CSU Staff
Reflection – Managing Others
The supervisor/manager:
(a) provides appropriate work assignments / workloads, guidance, support,
motivation, resources and professional development to:
enable staff to fulfil their duties/responsibilities and performance objectives
as specified in the Induction and Development Program or Performance
Management Scheme;
facilitate continual improvement;
maximise individual strengths to benefit the team, and
help staff adapt to changes in the workplace;
(b) uses the Performance Management Scheme to:
clarify performance objectives and performance requirements;
regularly review performance and progress against the performance
objectives;
fairly and consistently recognise and reward employee performance that
meets or exceeds requirements;
help improve areas of employee performance that are below requirements;
and
manage unsatisfactory performance;
(c) uses a flexible leadership style and adjusts his/her behaviour in accordance with
the situation and employee needs;
(d) facilitates and encourages open, two-way communication, and shares information
with staff as appropriate; and
(e) fosters a culture of cooperation/collegiality, teamwork, reflective practice,
continual improvement and learning, and responsiveness to change.
Source: Section 5.2 Managing People, Generic Responsibilities of CSU Staff:
http://www.csu.edu.au/adminman/hum/GenericResponsibilities.doc
Q. After reading Appendix 2 , think about your leadership style and list ways that you can make it
more flexible and transformational.
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CSU DIVISION OF FINANCE
The CSU Division of Finance is responsible for providing high quality financial and related services to the
University community. They look after areas such as Travel, Corporate Cards, the Banner finance
system, cashiers, accounts/budget transfers, assets and Minor equipment, Insurances and petty cash.
Banner Finance training guides such as those outlined below can be found on the Finance website at:
http://www.csu.edu.au/division/finserv/staff/banner/index.htm
Introduction to Financial Services:
http://www.csu.edu.au/division/finserv/staff/forms/banner/2007_induction.pps
Banner Finance Web User's Guide:
http://www.csu.edu.au/division/finserv/staff/forms/banner/Banner_Web_Guide.doc
Banner - Commonly Used Forms:
http://www.csu.edu.au/division/finserv/staff/banner/bannerformssections.htm
Banner 7 Training Information:
S:\Common\Admin Systems\Banner\Banner V7.x\CBTs\Banner 7 Fundamentals and Double-click
Banner7.exe to start the training.
All organisations have a need for detailed, up-to-date and accurate financial information. Managers
must be able to access, analyse, collect, collate, record and report relevant current financial data
that is reliable and valid. They must also be able to interpret that information and communicate
appropriately to those they supervise, to other employees and to the organisation.
Budget/financial plans that assist managers include:
1. Long-term budgets/plans;
2. Short-term budgets/plans;
3. Operational plans;
4. Spreadsheet-based financial projections;
5. Cash flow projections;
6. Targets or key performance indicators (KPIs) for production, productivity, wastage,
sales, income and expenditure
To be financially literate you need to be able to read and understand the different types of financial
accounts, statements or information available to you at CSU.
Costs may be fixed or variable and direct or indirect. Fixed costs are those that must be paid
regardless of the income received. Variable costs increase or decrease according to the level of
activity. In the case of a retail store the cost of stock would be a direct cost while indirect costs would
include such things as electricity, gas, rent, stationery, telephone and wages. You should be aware
that wages and salaries have associated on-costs such as contributions to superannuation by
employers. Issues of fringe benefits tax (FBT), GST and other taxes will be discussed in the CSU
Finance Workshop (see: http://www.csu.edu.au/division/finserv/staff/training.htm ). At CSU it is
possible to identify and monitor operational costs via the computer-based accounting system.
CSU has an organisational culture that emphasises cost-consciousness and the need for monitoring
performance.
Source: CSU Frontline Management - Manage Budgets 2008 (modified).
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Workplace Learning Activity – Financial Resource Management
Should you wish for more information a Finance workshop is delivered on a regular basis by the Finance
Manager. Please see the Staff Development calendar at http://www.csu.edu.au/division/humres/org-
dev/development/calendar.htm to find out when the workshop will next be held. The content can include
finance topics such as:
1. Why CSU collects, files and maintains
accurate financial records
2. Fixed and flexible budgeting
3. Operating and non-operating budgets
4. Financial and managerial accounting
5. Budget distribution
6. CSU Budget timelines
7. Budget responsibilities within CSU
8. Budgeting process, budget levels,
codes, controls and balances
9. CSU Consolidated Budget & Annual
Report
10. Financial reports available to managers
and other staff
11. Accessing reports and other financial
information from Web Banner
12. Examining these reports – what to look
for - data exercise
13. Monitoring budgets
14. Variance analysis
15. Contingency plans
16. Budget transfers
17. Budgeting for excursions, conferences
and other activities –GST FBT;
18. Purchasing
19. Assets and minor equipment
20. Handling cash
21. Petty cash
22. Record keeping
23. Travel
24. Developing cost-consciousness – relate
to CSU Strategic Plan
25. Superannuation and salary sacrifice.
Discuss the following quick quiz questions at your next meeting and hand out token “prizes” for
the first to get them right. (Hint: All answers are available in the Finance Training mentioned
above):
Q. Petty Cash: All purchases over $75 GST exclusive from suppliers without an ABN must be
processed through the purchasing system, via a purchase requisition?
TRUE FALSE
Q: Items such as fuel, accommodation, taxi fares, and travel allowances can be reimbursed by
Petty Cash?
TRUE FALSE
Q: To evaluate how you are managing against budget, asummary of Income, Expenditure and
Net Result is provided in which Banner Inquiry report?
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
Q: What are the requirements before purchasing an item worth between $5000 and $10000?
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
Q: International Travel reservations can now be made by using the Serko online reservation
system?
TRUE FALSE
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Workplace Learning Activity – Financial Reports & Resource Proposals
CSU DIVISION OF HUMAN RESOURCES
The Division of Human Resources can help you manage your people resources with the following services:
Staff Recruitment
http://www.csu.edu.au/division/humres/recruitment/
Information about recruitment, advertising, interviews,
offers of employment, immigration and relocation.
HR Services and Systems
http://www.csu.edu.au/division/humres/services/
Information about salary, leave, conditions of
employment, promotion, probation, allowances, leaving
CSU, timesheets, casual staffing, superannuation,
staffing establishments.
Employee Relations
http://www.csu.edu.au/division/humres/awards/
Information about industrial awards and enterprise
agreements, legislation, case law, employment law,
disciplinary procedures and allied matters.
Organisational Development
http://www.csu.edu.au/division/humres/org-dev/
Information about professional and career development,
leadership and management development, performance
management, organisational change and renewal.
Equal Opportunity
http://www.csu.edu.au/division/humres/equal/
Information about University policies relating to equal
opportunity, employment equity initiatives, grievance
procedures and anti-discrimination legislation.
Environment, Health and Safety
http://www.csu.edu.au/division/healsafe/
Information about OH&S, work safety, first aid, injury
management, Employee Assistance Program,
emergency preparedness, hazard reporting and accident
and incident reporting.
Workforce Planning
http://www.csu.edu.au/division/humres/wfp/
Information about strategies, data and tools to assist
develop workforce plans.
Q: Study the Financial report for your section/division/school. Review the financial performance
and discuss your findings with your team. Summarise your findings or suggestions for attention
in the light of this feedback. (Length 7 – 10 lines)
Q: Resource Proposals at CSU often come about in the form of a Briefing note. View Appendix
5 and compose your own proposal for a new piece of office equipment your area requires.
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Exercise – Human Resources Management 1
Q: List Workforce planning responsibilities at the Divisional or Faculty Level:
Hint http://www.csu.edu.au/division/humres/wfp/responsibility.htm
Q: With your team develop a draft workforce plan addressing current and future needs.
Hint http://www.csu.edu.au/division/humres/wfp/responsibility.htm &
http://www.csu.edu.au/division/humres/wfp/secure/docs/CSU%20Enabling%20WFP2008.doc
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Team Exercise – Human Resources Management 2
Q: Prepare an Advertisement for a current, future or possible vacancy. Develop the Position
Description and Selection criteria.
Q: Prepare a plan for conducting performance reviews in your section considering the deadline
dates for Performance Management meetings.
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HOW TO MANAGE RESOURCES
CSU TEMPLATES AND INFORMATION AVAILABLE TO AID IN RESOURCE
MANAGEMENT
University Strategy and Plans, definitive information on all Performance Based Funding criteria,
http://www.csu.edu.au/division/plandev/strategic_planning/
http://www.csu.edu.au/division/plandev/staff_only/faculty_funding/pbf.html
Administration Manual: http://www.csu.edu.au/adminman/index.htm
Business Case Template: http://www.csu.edu.au/adminman/leg/buscasetemp.doc
Marketing Plan Template:
http://www.csu.edu.au/division/marketing/downloads/Marketing_Plan_template1.doc
Recruiting and Selecting Staff at CSU: http://www.csu.edu.au/division/humres/org-
dev/career/docs/selection.pdf
The CSU Induction and Development Program Guidelines and checklists:
http://www.csu.edu.au/adminman/hum/InductDevptProg.doc
Legislation, Protocols and Governance:
http://www.csu.edu.au/adminman/gov/gov.htm
Risk Register Template:
http://www.csu.edu.au/division/plandev/strategic_planning/docs/r_r_template_2008.doc
How to Develop a Risk Register
http://www.csu.edu.au/division/plandev/risk_manage/docs/how_to_risk_register.doc
Operational Plan Template:
http://www.csu.edu.au/division/plandev/strategic_planning/docs/operational_plan_template_2008.doc\
Risk Register Template:
http://www.csu.edu.au/division/plandev/strategic_planning/docs/r_r_template_2008.doc
Safety Management Plan Template: http://www.csu.edu.au/division/healsafe/textdocs/forms/smplan.doc
A range of resources to support Learning and Teaching are available on the Learning and Teaching Website:
http://www.csu.edu.au/division/landt/resources/resources.htm
Event Management Guide (with checklists and templates:
http://www.csu.edu.au/division/vcoffice/oca/docs/Event_Guide.pdf
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Exercise – Organising your resources
CSU CORE PROCESSES
CSU has two core process streams being Learning and Teaching and Research and Graduate Studies.
The model below informs us of the key processes of the University. This is what CSU does as an
organisation independent of organisational structure, strategy, time and place. You might be able to picture
certain organisational units who are responsible for a process (particularly in the enabling processes), and
others who are stakeholders in a process - but the model specifically tries to keep the „who? separate from
the „how? to ensure it doesn?t date too quickly. You can use this model as a ready reckoner for the
fundamental university processes, to view what is „core? to CSU and as an aid to think about various
processes that may be impacted on by a change or initiative.
Source: Yourcsu website http://www.csu.edu.au/staff/yourcsu/how.html
After reading Appendix 3 on Estimating and securing the necessary resources answer the
following questions:
Q: What 8 points do you need to consider carefully when finalising what resources you need?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Q: What was suggested as a way of dealing with fewer people or less time?
Q: Which charts or diagrams can be used to help you pinpoint critical activities?
_____________________________________________________________________________
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PROCESS MAPPING
Process mapping can be useful for Resource Management as it aids understanding the current
processes; clarifying responsibilities; identifying process inefficiencies; designing new procedures; and
training.
Process mapping is a technique of diagrammatical modelling. The diagram represents a series
of processes and how they are related. Process mapping provides a representation of who
does what and in what order. Process mapping helps to clarify the steps involved in a
particular process.
How to complete a Process Map:
• Consult with the experts. These are the people managing and working with the
process.
• Identify the boundaries. Where does the process begin? Where does it end?
• Identify the participants. What roles are involved in the processes?
• Hand draw the process in front of the expert, getting then to confirm the steps.
• Identify the steps. What is done first? What is done next? By who?
• Identify the decision points. What are the alternatives? What determines which
alternative is chosen?
• Draw an initial process flow. Draw and label the swim lanes (see diagram below for
details) using standard symbols.
• Check for completeness. Are all participants represented? Are all processes shown?
Are there any alternatives that have not been considered? Refine and finalise.
• Review with the experts to ensure completeness.
Based on: Business Process Modelling Presentation Retrieved September 2008 from CSU Project Service
Centre Website: http://www.csu.edu.au/division/psc/pmguides/Business_Process_Modelling.ppt
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WORK PROCESS IMPROVEMENT
Work Process improvement is the set of activities concerned with reviewing CSU work processes in and
across Faculties, Divisions and other Units of CSU, towards identifying problems with processes,
uncovering improvement opportunities, implementing targeted improvements and monitoring the
outcomes.
WPI has been identified as a Strategic Priority for CSU in response to :
Recognition of the need to examine how sustainable processes are in supporting the University
in light of decreasing funding and increased competition in the sector.
Recognition that process improvement efforts in the University are often fragmented limiting the
effectiveness of these efforts.
The need to align processes with the University Strategy.
The University Strategy 2007-2011 indicates WPI as a core process and has allowed for the development
of a 5 year University WPI Plan.
The launching of the WPI initiative is consistent with the commitment to Quality assurance based on
continuous improvement as set out in the Strategic Plan 2002-2007, namely that the “future direction of
the University must be continuous enhancement and renewal of its academic activities and
administrative and support services” .
Exercise – Work Process Improvement
Q: Does your team actively seek ways to improve or streamline current work practices and
processes? Give examples of what you?ve achieved in this area in the last 12 months.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Q: What advantages have occurred from process improvement? What advantages are
expected?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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YourCSU – Understanding Systems
The YourCSU website and booklet will assist you to understand
impacts of change on people, processes and systems, to
appreciate relationships between areas and things at CSU, to
see what is important to us as an organisation and, ultimately,
find out where you fit in and how you contribute.
The YourCSU booklet and website and related resources are
only some of the material developed by the Workplace Improvement (WPI) project and Enterprise
Architecture initiatives commenced in 2005.
Source: Yourcsu http://www.csu.edu.au/staff/yourcsu/index.html
Workplace Learning Activity – CSU Systems
Source: Yourcsu http://www.csu.edu.au/staff/yourcsu/systems.html
Q: Some of the more important Systems that underpin the operations of CSU are listed below.
Out of these, list the ones that you use most in your area. Think about the systems that you or
your staff could require a refresher or further training in. Bring this up for discussion at your next
team meeting and draft a team/individual development plan.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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MANAGING OTHERS
CSU aims to strengthen managers? capacity to manage themselves, resources and people with respect
to individual difference and diversity. Some staff management skills to address may include things such
as:
practical tools for problem solving;
team development and performance management;
establishing boundaries and neutralising situations.
CSU Resources and Development for Managers and Supervisors
The University recognises that staff must be engaged in a continual process of developing knowledge
and skills throughout their entire career with CSU, to enable them to perform their current positions
effectively or to prepare for a future position (to which they may aspire).
Management Skills for Supervisors: http://www.csu.edu.au/division/humres/org-
dev/leadership/supervisors.htm .
Effective Team Leadership: http://www.csu.edu.au/division/humres/org-
dev/leadership/docs/Effectiveteams.pdf .
Frontline Management Program: http://www.csu.edu.au/division/humres/org-dev/leadership/flm/index.htm
Graduate Certificate in University Leadership and Management:
http://www.csu.edu.au/division/humres/org-dev/leadership/gradcert/index.htm
Leadership Development for Women - [OD Presentation to LDW Workshop May 2006]:
http://www.csu.edu.au/division/humres/org-dev/leadership/women/index.htm
Leadership Development Committees for Heads of School: http://www.csu.edu.au/division/humres/org-
dev/leadership/docs/HoS_LDC.doc
Culture, Change and Management [including Leading People Series]:
http://www.csu.edu.au/division/humres/org-dev/Change/change.htm
Workforce planning: http://www.csu.edu.au/division/humres/wfp/resources/index.htm . This webpage
shows the human resource management processes that support the lifecycle of events of employees at
different stages of their careers at CSU. It has been developed for managers and supervisors to provide
quick access to information about their human resource responsibilities (Attracting, Managing,
Developing and retaining staff).
Refer back to exercises on pages 17 – 22 of this module.
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GOVERNANCE AND COMPLIANCE
Governance is the system by which the University is directed, and by which management is held
accountable, to enable and enhance the capacity of the University to ethically and effectively meet its
strategic objectives and the expectations of its stakeholders and the community.
In a complex and rapidly changing educational environment, the University Council believes that:
(a) management must be empowered with the authority and flexibility to drive the University
towards the achievement of its strategic objectives, and
(b) management should be exercised within a framework of effective accountability.
Source: CSU Charter of University Governance: http://www.csu.edu.au/adminman/gov/charter_of_university_governance.doc
Internal Auditing is an independent appraisal activity within an organisation for the review of operations
as a service to management. It is a managerial control which functions by measuring and evaluating the
effectiveness of the other controls. It seeks to gain an assurance that existing management polices and
practices ensure that an organisation functions in an efficient, effective and economical manner.
The intended outcome of the combination of internal audit activities is to provide regular reports to
management that:
(i) provide assurances that the organisation is operating in compliance with all relevant
legislation, sound accounting practices and prescribed policies and procedures, and
(ii) identify best practice outside the organisation and highlight inefficiencies that should be
addressed within the organisation.
Based on: Charles Sturt University Administration manual Internal Audit Charter: http://www.csu.edu.au/adminman/fin/FIN02.rtf
Exercise – Governance and Compliance
“..in a constant state of change, it is impossible for our university to anticipate every shift of
technology in time to properly evaluate the impact of changes to existing university processes and
infrastructure and to adequately prepare to fund these proposed changes. The governance
process allows for the dynamic allocation of university resources and the evaluation of the overall
impact of proposals on the university while assuring these proposals fall within the framework of
the university's strategic plan. The governance process also strives to ensure a fair and equitable
distribution of university resources among those requesting them…”
Source: University of Southern Mississippi IT Governance website: http://www.usm.edu/itgovernance/
Q: After reading section 3 of the Charter of University Governance, list the 5 principles
that form guidance regarding decisions about University resources? How will you guide
your team to ensure these principles are followed?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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RISK MANAGEMENT
Risk Management is a core component of University governance. CSU Leaders and Managers are
expected to be effective managers of opportunity and risk. Our University?s reputation and future will
depend on:
what we do - measured in terms of quality, relevance, and sustainability; and
how we do it - measured in terms of meeting or exceeding community expectations of
accountability, ethics, compliance and decision making transparency.
To compete successfully in the higher education environment CSU must establish teaching, research and
business processes that enable innovative energy to be harnessed, applied and sensibly managed.
CSU is integrating risk management with governance, planning and decision making processes to
maintain its competitive edge as an institution. CSU?s Risk Management Policy aims to do this by
providing members of the University Community with a simple and transparent methodology for
assessing new opportunities, identifying viable operational improvements and reporting risk exposures
that are unacceptably high.
CSU?s Risk Management Policy, guidance and training materials should be applied to:
Further empower managers and members of staff;
Strengthen and align decision making and planning processes;
Analyse and, where necessary, improve the quality of teaching, research, and administrative
processes; (work process improvement)
Provide the level of institutional quality assurance needed to reduce a wide array of centrally
driven rules, procedures and authorisation processes;
Support the management of projects and commercial activities;
Demonstrate compliance with a wide range of regulations and funding body requirements; and
Ensure a safe and healthy campus environment.
Source: Planning and Audit, Managing Opportunities and Risks website: http://www.csu.edu.au/division/plandev/risk_manage/
Exercise – Risk Management
Q: Risk registers are required for all Faculties, Divisions to support operational plans for 2007
onwards. After reading the information contained on the Planning and Audit Website on Risk
Registers, and refreshing your knowledge of CSU?s Resource Management Policy list how your
areas Risk Register is or can be used to document and improve workplace practices enabling
the better allocation of resources. If your area does not have a Risk Register develop a draft
register with your team.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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Performance against institutional objectives and the management of corporate level risks are monitored
by University Council in accordance with standard governance requirements. Similarly, accountability for
performance and risk management within the institution is established through standard reporting lines
and the Performance Management processes.
The process of identifying and analysing risks should be a part of tactical decision making and strategic
planning. A Business Case should be developed prior to putting forth a proposal for a change in the use
of resources and a template is available via the Administration manual at:
http://www.csu.edu.au/adminman/leg/buscasetemp.doc
A Strategic Risk Assessment with Status Report template can be found at:
http://www.csu.edu.au/division/plandev/staff_only/risk_mgt/strategic_risk_assesment_w_status_report.do
c
Faculty and Divisional planning and risk assessment documentation is guided by planning templates
Source: CSU Planning and Audit Website: http://www.csu.edu.au/division/plandev/strategic_planning/
Team Exercise – Risk Management in your area
Q: Use the Risk Score Calculator below to analyse the possibility of fire damage to your area?
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
How to use the Risk Score Calculator
Step 1 - Identify the Consequences
Identify the most likely outcome of a potential accident, including injuries, property damage
and/or environmental damage and select the most appropriate consequence category from the
Consequences Bar Line.
Step 2 - Estimate the Exposure
Estimate how often an individual interacts with a hazard and select the most appropriate
exposure category from the Exposure Bar Line.
Step 3 - Estimate the Probability
Estimate the likelihood that the consequences will occur once the individual is exposed to the
hazard and select the most appropriate probability category from the Exposure Bar Line.
Step 4 - Determine the Risk
Select or mark the values for consequence, exposure and probability on the appropriate bar lines of the
Risk Score Calculator.
Draw a line from probability through exposure to the tie-line.
Mark this point. Draw a line from the marked point on the tie-line through consequence to the Risk
Score line to determine the risk level.
Source: University of Queensland Occupational Health & Safety Risk Assessment and Management Guideline
http://www.uq.edu.au/ohs/pdfs/ohsriskmgt.pdf
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Reflection – Risk Management
Q: Read the Risk Management powerpoint at:
http://www.csu.edu.au/division/healsafe/textdocs/training/RiskManagement.ppt. Does your methods
for allocating resources promote innovation and well managed risk? What Risk management
strategies do you have in place and are these reflected in your operational plan?
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Workplace Activity – Resource Management Skills
Q: List 5 things that you have learned after completing this module that you will take back to your
team for discussion?
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REFERENCES AND FURTHER READING
Australian Government Natural Resource Management Website. Monitoring and Evaluation. Retrieved
September 2008 from: http://www.nrm.gov.au/me/index.html
Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education Australia
Charles Sturt University (CSU) Frontline Management Modules - Manage Budgets and Managing People
2008.
CSU Administration Manual (2008). Retrieved September 2008 from
http://www.csu.edu.au/adminman/index.htm
CSU Admin Focus 2008. Sustainability. Retrieved September 2008 from:
http://www.csu.edu.au/division/humres/conferences/admin-focus/Sustainability%20-
%20Admin%20Focus.ppt
CSU Division of Finance: http://www.csu.edu.au/division/finserv/
CSU Division of Human Resources: http://www.csu.edu.au/division/humres/
CSU Growing our Communities paper (2008)
http://www.csu.edu.au/division/vcoffice/papers/submissions/Growing-our-Communities.pdf
CSU Office of Planning and Audit: http://www.csu.edu.au/division/plandev/
CSU Project Service Centre: http://www.csu.edu.au/division/psc/
CSU Project Service Centre (2008) CSU Project Management Framework. Retrieved July 2008 from
http://www.csu.edu.au/division/psc/pmframework/Project_Management_Framework_v27_full.pdf
CSU Risk Management Presentation retrieved September 2008 from:
http://www.csu.edu.au/division/healsafe/textdocs/training/RiskManagement.ppt
CSU “Yourcsu” website Retrieved September 2008 from:
http://www.csu.edu.au/staff/yourcsu/docs/booklet.pdf#page=1
Department of Energy, Resources and Tourism Industry. Public Environmental Reporting. Retrieved
September 2008 from
http://www.environment.gov.au/settlements/industry/finance/publications/framework/index.html
Department of Energy, Resources and Tourism Industry Energy Efficiency Opportunities Industry
Guidelines (April 2008). Retrieved September 2008 from
http://www.energyefficiencyopportunities.gov.au/index.cfm?event=object.showContent&objectID=CB1C7
C8B-D56D-2C65-AC775C322861CB18
Department of the Environment, Water, Heritage and the Arts: Global Reporting Initiative (GRI) 2002
Sustainability Reporting Guidelines. Retrieved September 2008 from
http://www.environment.gov.au/settlements/industry/corporate/reporting/index.html#frameworks
Hirst, S (April 2008) Flying Solo online article – Business Systems. Retrieved September 2008 from
http://www.flyingsolo.com.au/p261588853_Business-systems-How-they-save-your-sanity-.html
Mindtools website: How good is your time management – Handy quiz. Retrieved September 2008 from
http://www.mindtools.com/pages/article/newHTE_88.htm
Mindtools website: Prioritization - Making best use of your time and resources. Retrieved September
2008 from: http://www.mindtools.com/pages/article/newHTE_92.htm
National Audit Office UK, Managing resources - to deliver better public services 12 December 2003.
Page 4. Retrieved September 2008 from: http://www.nao.org.uk/publications/nao_reports/03-
04/030461.pdf
Smith, H (April 2008) Flying Solo online article. Practical Tips for a paperless office. Retrieved
September 2008 from http://www.flyingsolo.com.au/p260960075_Practical-tips-for-a-paperless-
office.html
Smith, H (April 2008) Flying Solo online article: Reporting. Retrieved September 2008 from:
http://www.flyingsolo.com.au/p268293002_Reporting.html
University of Queensland Occupational Health & Safety Risk Assessment and Management Guideline
Retrieved 2008 from: http://www.uq.edu.au/ohs/pdfs/ohsriskmgt.pdf
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LIST OF APPENDICIES
1. CSU Transformational Leadership: (2007) Vice Chancellors Forum.
2. Estimating and Securing the Necessary Resources: Cole, K. (2005). Management theory
and practice, Page 464 and 465.
3. Functional Leadership Checklist: Cole, K. (2005). Management theory and practice, Frenchs
Forest: Pearson Education Australia. Page 251 and 252.
4. The CSU Template for a Briefing Note (resource proposal). (2008) CSU Office of Corporate
Affairs.
APPENDIX 1 – DESIRED LEADERSHIP BEHAVIOURS FOR
BUILDING A PERFORMANCE CULTURE AT CSU
FOR THE PUBLIC GOOD
VICE-CHANCELLOR’S FORUM
September 2007
TRANSFORMATIONAL LEADERSHIP
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APPENDIX 2 – ESTIMATING AND SECURING THE
NECESSARY RESOURCES
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Source: Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education
Australia. Page 464 and 465
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APPENDIX 4 – FUNCTIONAL LEADERSHIP
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Source: Cole, K. (2005). Management theory and practice, Frenchs Forest: Pearson Education
Australia. Page 251 and 252.
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APPENDIX 5 – THE BRIEFING NOTE – RESOURCE
PROPOSAL
BRIEFING NOTE
Issue
Background
Comments
Recommendation
I recommend the following –
Consequences of Non-Approval
(if applicable)
1. PREPARED BY
Name Date:
Position
Area
2. RECOMMENDED BY
Name Date:
Position
Area
BUDGET EXPENDITURE GREATER THAN $400.00 – SUBMIT TO
ADMINISTRATIVE OFFICER (CORPORATE GOVERNANCE)
Account Code Details:
Budgeted Amount:
Expenditure to Date:
Expenditure in Briefing Note:
Balance:
Date (as at):
3. APPROVED/DECLINED
Name Date:
Position
Area
4. RETURN TO
Name Date:
Position
Area
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