Human Resources Enabling Plan

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Human Resources Enabling Plan"

Transcription

1 Human Resources Enabling Plan Introduction The Human Resources Enabling Plan (HREP) is a strategic human resource plan for Charles Sturt University (CSU). It has been developed to support and facilitate the achievement of the University Strategy People are the key to CSU s future. People management is not the exclusive function of one division or cohort. It is a shared responsibility that enables Charles Sturt University to move towards the strategic direction set down in the University Strategy The Division of Human Resources will provide leadership to the Human Resources Enabling Plan. The Division will work within its functions and ensure implementation of the HREP is well-timed and effective. As part of this leadership role, the Division of Human Resources will report quarterly to the Senior Executive Committee on the implementation of the HREP. The future development of an implementation plan with timeframes and key performance indicators will facilitate and support progress of the strategies of the Human Resources Enabling Plan. CSU Strategic Direction The University Strategy is the statement of strategic direction for CSU. This Strategy outlines a commitment to excellence, integrity and sustainability in teaching and research for our students, professions, communities and staff. The Strategy will be achieved through three University Plans; the Student Experience Plan, the Course Profile Plan and the Research Plan. Each sets out steps and expected outcomes to steer academic activity at CSU. The three University plans which form the University Strategy are underpinned by four enabling plans that cover: financial management, infrastructure, strategic initiatives and human resources. Each enabling plan plays a role in providing the environment and the infrastructural support to progress the University Strategy. They create an alliance across academic and general services to ensure the whole University is progressing in the same direction to meet common strategic goals. The University Operating Context Like other higher education institutions, CSU faces challenges from forces operating in the economy, the workplace and the wider environment. These include lower trade barriers, the impact of globalisation and internationalisation, the evolution of technology, changes in the higher education market and an increased focus on quality and benchmarking of university performance. The Federal Government s responses to both the Bradley Review of Higher Education and the Cutler Review of the National Innovation System have established the future operating environment for

2 Australian higher education. This involves a more student-driven model of funding for universities and a greater focus on access for traditionally under-represented students. The introduction of the Excellence in Research for Australia (ERA) initiative means that the research quality of every university will now be externally and publicly assessed. Similarly, the availability of data through the My University website will increase comparability across Australian universities. The newly established Tertiary Education Quality and Standards Agency (TEQSA), will increase the accountability of quality higher education. A focus on quality of learning, teaching and research has resulted in a higher education sector that is required to be increasingly competitive, learner centered and entrepreneurial. This exacerbates the tension between public access and equity principles and commercial realities. Student expectations have changed with a demand for more flexible and customised learning approaches, pathways and information technology solutions. At the same time there is an inherent need to retain a skilled workforce with the need for increasing skill formation and more targeted professional development. An Overview of Charles Sturt University CSU is a complex institution with diverse course offerings and research foci. Size, geographic dispersion, and a diversity of stakeholders give rise to an inherent complexity in serving our various communities. In 2012, over 38,000 students are enrolled in a range of undergraduate and postgraduate programs, available at various locations and through multi-modal delivery. To support these students, CSU employs over 2,000 staff in academic, administrative, professional and trade based roles. Sector-wide external changes are driving internal pressures and challenges for CSU. The University has identified workforce capability as a high-level corporate risk. An aging demographic has heightened the need for workforce and succession planning, performance expectations are changing and tighter budgets are creating pressure for faculties and divisions to contain business and staffing costs while enhancing productivity. These issues, while presenting challenges, should also be seen as opportunities for the University to improve its people management through effective human resource planning. CSU Strengths CSU has many strengths. The Climate Surveys in 2003, 2006 and 2010 identified team work and collegiality as extremely positive at CSU. Team work contributed to high levels of staff satisfaction, and this is significantly linked with student satisfaction and the ability of the University to provide a rewarding student experience. A further major strength in the CSU culture is that staff identified a strong affinity with CSU and have a firm commitment to the University. Our learning and teaching and our research are achieved through collaborative professional relationships and provision of high quality services. How we manage our staff and how we interact with our students, the culture we have and the collegiality we share has contributed to building the CSU reputation and achieving the successes of the University to date. Over the years we have seized opportunities to grow our course profile and geographic reach, and contributed to the development of the professions. We are the largest single provider of online and distance education and offer the most comprehensive range of distance education programs of any university in Australia. We are a national and international leader in the development of collaborative

3 pathways between vocational and higher education and our research is designed and delivered in close collaboration with users in industry, government and the community. CSU is among the largest economic players in our regions and produces high numbers of graduates who join the workforce of regional Australia. We are proud of the fact that many of our students are the first in their families to gain a university education and as a result, CSU contributes to improving socio-economic outcomes for many traditionally under-represented students. The Function of the Human Resources Enabling Plan This HREP builds on work in the areas of workforce planning, institutional and leadership development undertaken in the previous University Strategy. University managers at all levels have a significant role in people management. This is seen in interactions between staff, students and visitors. The aim of the Human Resources Enabling Plan is to focus and enhance the University s people capability and people management capacity in support of the University Strategy. The key objectives of the Human Resources Enabling Plan are to: 1. Enhance Workforce Capability with the integration of a workforce modeling tool into planning, effective attraction, recruitment and induction strategies and tailored professional development 2. Facilitate Change by fostering an understanding of the holistic impact of change, building an active focus on change and increasing the awareness and responsiveness to workforce generational transition 3. Create Workforce Sustainability with the enhancement of people management, an increased focus on the future workforce and the promotion of staff well being 4. Promote Quality of People Management Practice by benchmarking and reviewing the University s people management performance.

4 Relationship of the University Strategy to the Enabling Plans University Strategy Course Profile Plan Research Plan Student Experience Plan Finance Enabling Plan Strategic Initiatives Enabling Plan Human Resources Enabling Plan Infrastructure Enabling Plan Enhance Workforce Capability Create Workforce Sustainability Facilitate Change Promote Quality People Management Practice The Role of Charles Sturt University Managers and Supervisors The responsibility for people management lies predominantly with the working throughout CSU. A large part of people management takes place within each division, department, faculty and school and is undertaken by local. This is reflected in the accountabilities and responsibilities of each manager and supervisor. A range of policies, processes, resources and tools are provided to guide people management across the University. The quality of people management and the outcomes delivered are frequently dependent on the skills and capabilities of individual managers. It is the responsibility of to ensure that their people management aligns with policy and that it is fair and consistent. It should model good practice for staff in their interaction with each other and with students, and contribute to a culture that is reflective of the values articulated in the University Strategy The Role of the Division of Human Resources Through its dealings with each faculty, division and office of the University, the Division of Human Resources has an understanding of the overall operations of the institution, both as an educational institution and as a business entity. Staff of the Division of Human Resources work in professional partnership with managers, supervisors and the University community as a whole to enable optimal people management and the development of a culture reflective of CSU values.

5 The Division has four (4) main functions. 1. Strategic Frameworks and Systems The Division of Human Resources has a leadership role to ensure that contemporary and strategic frameworks, policies and systems are developed and implemented to align and guide the delivery of people management. These frameworks and systems ensure coordination, limit duplication, align policy and articulate linkages across different aspects of people management. 2. Liaison and Specialist Services The Division of Human Resources provides liaison services that foster and sustain the provision of quality people management by others. These services are provided by professional experts with the ability to coach and influence laterally. In addition, the Division manages more specialist functions such as human resource information systems, occupational health and safety, equity and diversity, strategic recruitment, change management and workforce planning. The Division also has a significant role in activities such as enterprise bargaining and coordinating responses to industrial issues. 3. Direct Service Delivery The Division delivers a range of direct services. These include centralised and streamlined services such as salary and leave administration, and the logistics of recruitment. A range of online services are provided for managers, supervisors, staff and prospective staff. 4. Monitoring There is a wide range of people management occurring on all campuses of the University on a daily basis. A role of the Division is to observe and track elements of this work to ensure compliance with legislative and statutory requirements. This facilitates the identification of trends, informs the development and revision of policy and the adoption of best practice. Monitoring includes the use of benchmarking and periodic surveys, such as the Climate Survey.

6 Human Resources Enabling Plan - Objectives, Strategies and Responsibilities 1. Enhance Workforce Capability Objective Strategies Responsibility 1 Integrate a workforce modeling tool into planning 2 Deliver effective attraction, recruitment and induction strategies Develop an effective workforce planning tool Integrate tool into current planning activities Deans, executive directors, directors, heads of schools, Review and update strategic and operational tools and processes Review manager/supervisor implementation of tools and processes 3 Facilitate tailored professional development Identify poor recruitment and induction outcomes Division of Human Resources in partnership with deputy vice-chancellors, deans, executive directors, directors, heads of schools, managers and supervisors Develop overarching professional development plan Develop tailored professional development pathways for specific cohorts Develop second stage senior leadership programs to build on past activities Integrate professional development pathways and leadership programs into development planning # Where responsibility is assigned to the Division of Human Resources, this responsibility would be exercised with input and consultation from the respective stakeholders as appropriate.

7 2. Facilitate Change Objective Strategies Responsibility 1 Foster an understanding of the holistic impact of change Build change process into managers professional development Utilise a range of coaching, mentoring and peer support options to support change processes 2 Build an active focus on change Integrate change concepts into tools, staff agendas and CSU fora managers and supervisor Review and evaluate the effectiveness of changes undertaken managers and supervisor 3 Increase the awareness and responsiveness to workforce generational transition Develop strategies to identify generational differences and highlight changing workforce profile Review organisational processes and management practice to adapt to impact of generational change Adapt internal processes to align with new workforce profile and different generational orientations # Where responsibility is assigned to the Division of Human Resources, this responsibility would be exercised with input and consultation from the respective stakeholders as appropriate.

8 3. Create Workforce Sustainability Objective Strategies Responsibility 1 Enhance people management practices Include responsibility for managing performance in all relevant position descriptions, development plans and other people management processes Develop performance management skills over time through development planning, manager coaching and peer support Report on faculty, school, divisional and section progress and identify achievements and ongoing restraints Develop tools and initiatives to streamline and enhance performance management understanding and skills Review and update performance management policies against human resources best practice to ensure fit with University setting Integrate discussion and development of people management practices into staff/team meetings and CSU fora Recruit, develop and retain the right people to meet changing workforce requirements Deputy vice-chancellors, deans, executive directors, directors, heads of schools, managers and supervisors 2 Increase focus on future workforce Develop a talent management initiative to develop future leaders 3 Maintain the promotion of staff well being Support talented staff and encourage full participation in schemes and programs Continue to fund and deliver rewards program; promotion, awards and study programs to promote retention Division of Human Resources, vice-chancellor and deputy vice-chancellors Review and re-launch coaching and mentoring programs Increase awareness of the flexible options available in the workplace and the integration of staff well being into people management practice

9 Objective Strategies Responsibility Integrate the Equity, Indigenous Employment and Disability Plans into business and operational planning to embed equity principles into CSU s culture # Where responsibility is assigned to the Division of Human Resources, this responsibility would be exercised with input and consultation from the respective stakeholders as appropriate.

10 4. Promote Quality People Management Practice Objective Strategies Responsibility 1 Monitor CSU people management performance 2 Conduct regular employee surveys and develop strategies to address irregularities 3 Maintain quality of human resources partnerships Continue participation in existing benchmarking programs to identify trends and monitor performance against other institutions Continue delivery of climate survey series as a useful tool to inform the effectiveness of people management Provide quarterly reports to Senior Executive Committee on Human Resources Enabling Plan Review data trends on a regular basis to inform enhanced people management practice Monitor CSU s adherence to legislative, statutory and industrial requirements to mitigate risk for the University Use climate, induction and exit surveying data to inform development of policy processes and systems Use climate, induction and exit surveying data to inform people management practice Maintain a human resources service infrastructure to underpin core people management activity Pilot potential introduction of a principle based approach to policy development Executive Director, Human Resources Division of Human Resources in partnership with vice-chancellor deputy vice-chancellors, deans, Review best practice to inform people management practice at CSU Lead the negotiation and implementation of a new CSU Enterprise Agreement Ensure the timely management of complex issues by seeking advice from the Division of Human Resources at an early stage # Where responsibility is assigned to the Division of Human Resources, this responsibility would be exercised with input and consultation from the respective stakeholders as appropriate.

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...

More information

Aboriginal and Torres Strait Islander Career Development and Employment Strategy

Aboriginal and Torres Strait Islander Career Development and Employment Strategy Aboriginal and Torres Strait Islander Career Development and Employment Strategy September 2006 Revised November 2011 Revised June 2013 Revised June 2015 University of Southern Queensland Aboriginal and

More information

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

TAFE Development Centre response to the Productivity Commission Issues Paper on the VET Workforce

TAFE Development Centre response to the Productivity Commission Issues Paper on the VET Workforce TAFE Development Centre response to the Productivity Commission Issues Paper on the VET Workforce In this response the TAFE Development Centre (TDC) addresses the specific questions that focus on workforce

More information

Operational Plan Strategy Title Operational Plan Strategy Description Targets Status Update

Operational Plan Strategy Title Operational Plan Strategy Description Targets Status Update : LIBRARY Student Experience Learning and Teaching 3 Learning and teaching quality is continuously reviewed and developed ACU continuously improves the quality of learning and teaching across all its programs.

More information

Introduction. Purpose

Introduction. Purpose Introduction The Learning and Teaching Strategy outlines Victoria University s commitment to high standards of learning and teaching. It outlines ways in which these standards are identified, maintained

More information

Workforce Strategic Plan 2011 2014

Workforce Strategic Plan 2011 2014 Workforce Strategic Plan 2011 2014 Foreword The Department of Education and Training, supported by a workforce of approximately 80,000 people, delivers world class services to Queensland across the education,

More information

Global Futures INTERNATIONALISING UWS 2015-2020

Global Futures INTERNATIONALISING UWS 2015-2020 Global Futures INTERNATIONALISING UWS 2015-2020 Alignment of Global Futures: Internationalising UWS 2015-2020 to Securing Success A vibrant researchled University with regional, national and global impact

More information

Flinders Future Focus Strategic Plan 2012-2016. Differentiate Focus IntensiFy

Flinders Future Focus Strategic Plan 2012-2016. Differentiate Focus IntensiFy Flinders Future Focus Strategic Plan 2012-2016 1 Differentiate Focus IntensiFy 4 Flinders Future Focus 2012-2016 Building on our successes The Flinders Strategic Plan, Inspiring Flinders Future 2010-2014,

More information

FOCUS MONASH. Strategic Plan 2015 2020

FOCUS MONASH. Strategic Plan 2015 2020 F CUS FOCUS MONASH Strategic Plan 2015 2020 2 Vice-Chancellor s Introduction 4 Over the last half century, Monash University has forged a path that reflects the ambitions of its beginnings and signals

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

Academic Planning and Quality Assurance: The Management and Evaluation of Coursework Teaching

Academic Planning and Quality Assurance: The Management and Evaluation of Coursework Teaching Academic Planning and Quality Assurance: The Management and Evaluation of Coursework Teaching Approved by: Academic Board on [DATE] Date of effect: [DATE] CONTENTS PAGES (1) Policy...2 (2) Preface...2

More information

2013 CAREER DEVELOPMENT PROGRAM PROSPECTUS. Centre for Career Development Human Resources Division

2013 CAREER DEVELOPMENT PROGRAM PROSPECTUS. Centre for Career Development Human Resources Division 2013 CAREER DEVELOPMENT PROGRAM PROSPECTUS Centre for Career Development Human Resources Division It is through the outstanding contributions of our people that we will achieve our aims... To create true

More information

Responsibilities for quality assurance in teaching and learning

Responsibilities for quality assurance in teaching and learning Responsibilities for quality assurance in teaching and learning This section is intended to provide an overview of the responsibilities of both university staff and students for quality assurance in teaching

More information

NATIONAL FRAMEWORK FOR RURAL AND REMOTE EDUCATION

NATIONAL FRAMEWORK FOR RURAL AND REMOTE EDUCATION NATIONAL FRAMEWORK FOR RURAL AND REMOTE EDUCATION DEVELOPED BY THE MCEETYA TASK FORCE ON RURAL AND REMOTE EDUCATION, TRAINING, EMPLOYMENT AND CHILDREN S SERVICES 1 CONTENTS Introduction... 3 Purpose...

More information

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA.

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA. OUR WORKPLACE DIVERSITY PROGRAM Diversity is important to AFSA. 2014 2017 OUR WORKPLACE DIVERSITY PROGRAM PAGE 1 OF 9 What is diversity? The concept of diversity encompasses acceptance and respect. It

More information

Introduction... 1. Where the Faculty came from in 2005... 1. In Research Performance... 1. In Taught Programs... 2. In Faculty Management...

Introduction... 1. Where the Faculty came from in 2005... 1. In Research Performance... 1. In Taught Programs... 2. In Faculty Management... Strategic Plan 2011-2015 Contents Introduction... 1 Where the Faculty came from in 2005... 1 In Research Performance... 1 In Taught Programs... 2 In Faculty Management... 2 Where the Faculty of Health

More information

Director of Human Resources

Director of Human Resources POSITION DESCRIPTON POSITION: Director of Human Resources STATUS: Contract 5 Years, commencing January 2014 TIME: LOCATION: VISION / CONTEXT: Part-time (0.8FTE averaged over the full year). Either full-time

More information

BSB50607 Diploma of Human Resources Management. Course Overview

BSB50607 Diploma of Human Resources Management. Course Overview BSB50607 Diploma of Human Resources Management Course Overview Table of Contents Table of Contents... 1 1. Welcome... 2 1.1 VECCI Team... 2 2. BSB50607 Diploma of Human Resources Management... 2 2.1 Program

More information

Meeting the demands of VET teaching and training

Meeting the demands of VET teaching and training Associate Degree in Training and Education Incorporating the new Diploma of Vocational Education and Training (TAE50111) Meeting the demands of VET teaching and training CRICOS Provider No. 00103D The

More information

University Strategy 2011-2015

University Strategy 2011-2015 University Strategy 2011-2015 FOREWORD Dear Colleagues Thank you for your contributions to the University Strategy 2011-2015, which was endorsed by University Council at its meeting in December 2010. The

More information

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1 HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN Devised: September Review: September 2005 HR Strategy Implementation Plan 1 PEOPLE OBJECTIVE ACTIONS ACHIEVEMENT Create a work life balance culture within

More information

Human Resources Strategic Plan

Human Resources Strategic Plan OTAGO & SOUTHLAND DISTRICT HEALTH BOARDS Human Resources Strategic Plan 2009-2012 March 2009 HUMAN RESOURCES STRATEGIC PLAN 2009 2012 Contents Executive Summary...2 1. Introduction...3 2. Human Resources

More information

Indigenous Employment Strategy

Indigenous Employment Strategy Indigenous Employment Strategy 2012-2015 Contents Acknowledgments 3 Introduction 4 Definitions 6 Objective 1 - Recruitment and Retention 7 Objective 2 Development 9 Objective 3 - Indigenous Cultural Competency

More information

Division of Human Resources. Strategic Plan For a Culture of Excellence

Division of Human Resources. Strategic Plan For a Culture of Excellence Division of Human Resources Strategic Plan For a Culture of Excellence TABLE OF CONTENTS INTRODUCTION... 2 DEPARTMENTAL MISSION STATEMENT ALIGNMENT... 4 HUMAN RESOURCES STRATEGIC DIRECTIONS... 5 HR STRATEGIC

More information

POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR

POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR About APNA The Australian Primary Health Care Nurses Association (APNA) is the peak national body for nurses working in primary

More information

NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015

NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015 NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015 Our Aboriginal workforce The Australian Bureau of Statistics figures from 2011 estimate that 2.9% of the NSW population

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

ASSOCIATE DIRECTOR LEARNING & TEACHING

ASSOCIATE DIRECTOR LEARNING & TEACHING ASSOCIATE DIRECTOR LEARNING & TEACHING 1 Position Description: Associate Director Learning and Teaching: Updated October 2013 POSITION DESCRIPTION JOB TITLE BUSINESS UNIT REPORTING TO LOCATION Associate

More information

Diversity and inclusion strategy 2016 2020

Diversity and inclusion strategy 2016 2020 Diversity and inclusion strategy 2016 2020 2 Airservices diversity statement Diversity recognises and celebrates the value and contribution that each individual brings to our workplace. It facilitates

More information

Position Paper. Minimum ATOD Qualifications and Skills for The Alcohol, Tobacco & other Drugs Sector

Position Paper. Minimum ATOD Qualifications and Skills for The Alcohol, Tobacco & other Drugs Sector Position Paper Minimum ATOD Qualifications and Skills for The Alcohol, Tobacco & other Drugs Sector September 2013 Alcohol, Tobacco and other Drugs Council Tas Inc. (ATDC) Phone: 03 6231 5002 Fax: 03 6231

More information

Aboriginal Human Resources Development Plan. A message from the Director-General

Aboriginal Human Resources Development Plan. A message from the Director-General DRAFT Aboriginal Human Resources Development Plan 2012-2017 Our priorities The priorities outlined in the Plan provide a framework for committed action and innovative responses from our workforce to meet

More information

SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING POSITION DESCRIPTION. Director TAFE NSW New England Institute

SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING POSITION DESCRIPTION. Director TAFE NSW New England Institute SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING POSITION DESCRIPTION POSITION DETAILS POSITION TITLE: REPORTS TO: LOCATION: Director TAFE NSW New England Institute Deputy Director-General,

More information

Trade Training Centres in Schools Programme

Trade Training Centres in Schools Programme Trade Training Centres in Schools Programme Discussion Paper for Stakeholder Consultations February 2007 1 Contents Introduction...3 Overview...3 Programme objectives...4 Priorities...4 A partnership approach...5

More information

07 Our people and our corporate governance

07 Our people and our corporate governance 07 Our people and our corporate governance The department is committed to creating a capable, agile and innovative workforce to meet current and future business needs. To achieve this, the department has

More information

Good practice guide NCVER. Quality features of traineeships. Quality features of traineeships, shown by level of impact

Good practice guide NCVER. Quality features of traineeships. Quality features of traineeships, shown by level of impact Good practice guide High-quality traineeships: Identifying what works Traineeships were introduced alongside apprenticeships to increase the reach of contracted training to a wider range of occupations

More information

POSITION INFORMATION DOCUMENT

POSITION INFORMATION DOCUMENT POSITION INFORMATION DOCUMENT Position Title: ICT Service Desk Manager Classification Code: AS07 Division: ICT Services Directorate: ICT Customer Services Type of Appointment: Branch: ICT Central Ongoing

More information

DRIVING THE DIFFERENCE

DRIVING THE DIFFERENCE STRATEGIC PLAN 2015-2018 DRIVING THE DIFFERENCE OUR AMBITION will continue to: > > Enhance and expand opportunities for students from all communities to attain higher education qualifications; > > Encourage

More information

Staff Development in University Libraries in Australia. Liz Walkley Hall Flinders University Library, Australia

Staff Development in University Libraries in Australia. Liz Walkley Hall Flinders University Library, Australia Staff Development in University Libraries in Australia Liz Walkley Hall Flinders University Library, Australia 1 Background Overview Factors that have influenced staff development Special considerations

More information

School of Engineering and Sustainable Development

School of Engineering and Sustainable Development FACULTY OF TECHNOLOGY School of Engineering and Sustainable Development Lecturer (VC2020) in Engineering Science and Mathematics Full Time, Permanent Grade F: Salary Range 32,277-35,256 We are seeking

More information

NAAS - inacol Standards for Quality Online Programs

NAAS - inacol Standards for Quality Online Programs NAAS - inacol Standards for Quality Online Programs Institutional Standards Institutional standards address the organization's vision, mission, philosophy and beliefs. The institutional standards define

More information

Equality, Diversity & Inclusion (EDI) Policy Version 2.1

Equality, Diversity & Inclusion (EDI) Policy Version 2.1 Equality, Diversity & Inclusion (EDI) Policy Version 2.1 Original Author: Ariana Henderson Version 2.1 updated August 2013 Contents Confetti Institute of Creative Technologies... 2 Mission Statement...

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

As part of our VC2020 Lectureship programme, we are looking for an outstanding new Lecturer in Information Systems.

As part of our VC2020 Lectureship programme, we are looking for an outstanding new Lecturer in Information Systems. FACULTY OF TECNOLOGY School Of Computer Science & Informatics Lecturer (VC2020) in Information Systems Full Time, Permanent Grade F: Salary Range 32,277-35,256 As part of our VC2020 Lectureship programme,

More information

Learning & Development Strategic Plan

Learning & Development Strategic Plan Learning & Development Strategic Plan 2006 Preamble The Business Model Review of the Department of Corrective Services in 2004 identified that: Continuous workforce improvement through structured initial

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010

MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 POSITION TITLE Position Title: Manager HR Consulting Position Number: 3520 Faculty/Division: Division of Services and Resources

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

Academic Leader, Nurse Education Team. UCOL has a vacancy for an Academic Leader for the Nurse Education Team within the Faculty of Health Science.

Academic Leader, Nurse Education Team. UCOL has a vacancy for an Academic Leader for the Nurse Education Team within the Faculty of Health Science. Academic Leader, Nurse Education Team UCOL has a vacancy for an Academic Leader for the Nurse Education Team within the Faculty of Health Science. This is an exciting new opportunity for you to be a key

More information

INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015

INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015 INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015 Position Title: Infrastructure & Technical Services Manager Position Number: NEW Faculty/Division: Faculty of Engineering,

More information

Strategic Plan 2013-2015

Strategic Plan 2013-2015 STRATEGIC PLAN Great Southern Institute of Technology Strategic Plan 2013-2015 Your regional TAFE STRATEGIC PLAN From the Managing Director This strategic plan is the result of a thorough process of identifying

More information

Online Education Business Model Framework Alliances and Partnerships. Dr Michael Crock, Spintera Pty Ltd

Online Education Business Model Framework Alliances and Partnerships. Dr Michael Crock, Spintera Pty Ltd Online Education Business Model Framework Alliances and Partnerships Dr Michael Crock, Spintera Pty Ltd The following discussion paper is provided as a dialogue opener and is framed against an online education

More information

FACULTY OF ENGINEERING, HEALTH, SCIENCE AND THE ENVIRONMENT (EHSE) LEARNING AND TEACHING COMMITTEE TERMS OF REFERENCE

FACULTY OF ENGINEERING, HEALTH, SCIENCE AND THE ENVIRONMENT (EHSE) LEARNING AND TEACHING COMMITTEE TERMS OF REFERENCE FACULTY OF ENGINEERING, HEALTH, SCIENCE AND THE ENVIRONMENT (EHSE) LEARNING AND TEACHING COMMITTEE 1. TITLE OF COMMITTEE EHSE Learning and Teaching Committee 2. ESTABLISHMENT TERMS OF REFERENCE The EHSE

More information

PRESERVICE. PROFESSIONAL STANDARDS FOR QUEENSLAND TEACHERS (graduate level): A guide for use with preservice teachers QUEENSLAND COLLEGE OF TEACHERS

PRESERVICE. PROFESSIONAL STANDARDS FOR QUEENSLAND TEACHERS (graduate level): A guide for use with preservice teachers QUEENSLAND COLLEGE OF TEACHERS PRESERVICE PROFESSIONAL STANDARDS FOR TEACHERS (graduate level): March 2009 INTRODUCTION The Professional Standards for Queensland Teachers underpin all stages of teachers professional learning throughout

More information

Level: 9 Date: March 2015

Level: 9 Date: March 2015 Position Description School Manager School of Computer Science and Engineering Level: 9 Date: March 2015 School/Unit: Computer Science and Engineering Faculty/Division: Engineering Written by: Head of

More information

Lower Hutt Campus. The Open Polytechnic operates nation-wide as the specialist provider of vocational open and distance learning.

Lower Hutt Campus. The Open Polytechnic operates nation-wide as the specialist provider of vocational open and distance learning. POSITION DESCRIPTION Position Title: Responsible To: Position Purpose: Location: Employment Agreement: Direct Marketing Manager Marketing Manager, Marketing and Communications The Direct Marketing Manager

More information

FACULTY OF EDUCATION AND SOCIAL WORK

FACULTY OF EDUCATION AND SOCIAL WORK FACULTY OF EDUCATION AND SOCIAL WORK Strategic Plan for Teaching and Learning 2000-2004 (Revised February 2003) 1 Part 1. Faculty Strategic Plan for Teaching and Learning 2000-2004 (Revised February 2003)

More information

FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17

FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17 FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17 Section 1: Background 1.1 The Human Resources Office underwent a major restructuring exercise in 2011 and is now professionally staffed and grouped into work

More information

Securing Australia's Future Research Training System Review. Response from Victoria University

Securing Australia's Future Research Training System Review. Response from Victoria University Securing Australia's Future Research Training System Review Response from Victoria University Contents Introduction... 3 Theme 1 The place of transferable skills and their assessment in research training...

More information

Male Teachers Strategy

Male Teachers Strategy 2002 2005 Male Teachers Strategy Strategic Plan for the Attraction, Recruitment and Retention of Male Teachers in Queensland State Schools 2002 2005 Queensland the Smart State What is the purpose of this

More information

Health and Community Services Industry Workforce Action Plan 2010-2014

Health and Community Services Industry Workforce Action Plan 2010-2014 Health and Community Services Industry Workforce Action Plan 2010-2014 Together, supporting South Australians health and wellbeing through a skilled and innovative health and community services workforce.

More information

National Rural Health Alliance. Continuing Professional Education for Rural Practice

National Rural Health Alliance. Continuing Professional Education for Rural Practice NRHA National Rural Health Alliance Continuing Professional Education for Rural Practice Judith Cornell Executive Director New South Wales College of Nursing 1st National Rural Health Conference Toowoomba

More information

NSW SENIOR EXECUTIVE SERVICE

NSW SENIOR EXECUTIVE SERVICE NSW SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING Position Description POSITION DETAILS Position Title: Reports to: Location: Directorate: Chief Financial Officer Deputy Director-General,

More information

Issues in Rural Nursing: A Victorian Perspective

Issues in Rural Nursing: A Victorian Perspective Issues in Rural Nursing: A Victorian Perspective Angela Bradley, Ralph McLean 5th National Rural Health Conference Adelaide, South Australia, 14-17th March 1999 Proceedings Angela Bradley Issues in Rural

More information

Corporate Profile. Financial Processing. Payroll Services. Management Reporting, Budgeting & Forecasting. Records Management & Archiving Services

Corporate Profile. Financial Processing. Payroll Services. Management Reporting, Budgeting & Forecasting. Records Management & Archiving Services Corporate Profile Financial Processing Payroll Services Managed for Remote & Regional AUSTRALIA SERVICES Management Reporting, Budgeting & Forecasting Records Management & Archiving Services Internal Audit

More information

UWS International Plan: Preamble

UWS International Plan: Preamble UWS International Plan: 2013-2015 Preamble Over the quarter century since its formation, UWS has participated in the internationalisation process which has transformed the higher education system in Australia.

More information

UNIVERSITY OF BRIGHTON HUMAN RESOURCE

UNIVERSITY OF BRIGHTON HUMAN RESOURCE UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for

More information

Strategic Vision Faculty and Staff Recruitment and Development

Strategic Vision Faculty and Staff Recruitment and Development Strategic Vision Faculty and Staff Recruitment and I. End Result: UAF engages in best practices in recruiting, hiring, evaluating, developing and promoting staff. Objective A: To implement regular staff

More information

Division of Finance. 2. The provision of informed and professional advice that allows timely and well informed management decisions.

Division of Finance. 2. The provision of informed and professional advice that allows timely and well informed management decisions. Division of Finance Mission To lead the University in making strategic resource management decisions through the provision of professional services and leadership and the effective and sustainable operation

More information

Example: Virginia Tech ~ Human Resources Strategic Plan,

Example: Virginia Tech ~ Human Resources Strategic Plan, Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departments

More information

Implementing integrated strategies for enhancing staff motivation and satisfaction: The University of Melbourne approach

Implementing integrated strategies for enhancing staff motivation and satisfaction: The University of Melbourne approach The University of Melbourne Implementing integrated strategies for enhancing staff motivation and satisfaction: The University of Melbourne approach Richard James and Elizabeth Baré The paper A snapshot

More information

School Career Development Service BENCHMARKING RESOURCE

School Career Development Service BENCHMARKING RESOURCE School Career Development Service BENCHMARKING RESOURCE Career Industry Council of Australia 2014 Reproduction of this work in whole or part for educational purposes, within an educational institution

More information

DOING BUSINESS IN THE 21 ST CENTURY. Proposals for consultation - November 2007 -

DOING BUSINESS IN THE 21 ST CENTURY. Proposals for consultation - November 2007 - DOING BUSINESS IN THE 21 ST CENTURY Proposals for consultation - November 2007 - Managing Director s foreword TAFE NSW is the best public vocational education and training provider in Australia. We have

More information

Metropolitan Community College (MCC) recognizes

Metropolitan Community College (MCC) recognizes We Pride Ourselves The institution is committed to excellence in hiring, staffing, retaining, and training for all staff. MCC celebrates diversity as reflected in college policies, practices, and employee

More information

Role, Model and Service Commitment

Role, Model and Service Commitment Role, Model and Service Commitment Role of Monash HR Monash HR facilitates staff engagement and organisational performance within the framework of the Monash People Strategy. We work in partnership with

More information

Human Resources Department Strategic Plan

Human Resources Department Strategic Plan Human Resources Department Strategic Plan 2010-2014 Human Resources Department Table of Contents Executive Summary... 3 Strategic Context University of Regina Planning Framework... 4 Strategic Planning

More information

ATTACHMENT. Response to the International Education Discussion Paper VICTORIA S FUTURE INDUSTRIES

ATTACHMENT. Response to the International Education Discussion Paper VICTORIA S FUTURE INDUSTRIES ATTACHMENT Response to the International Education Discussion Paper VICTORIA S FUTURE INDUSTRIES AUGUST 2015 Introduction There are over 34,000 international students living and/or studying at one of the

More information

Learning, Teaching and Student Experience (LTSE) Strategy 2015 2024

Learning, Teaching and Student Experience (LTSE) Strategy 2015 2024 Learning, Teaching and Student Experience (LTSE) Strategy 2015 2024 1. Introduction This Learning, Teaching and Student Experience Strategy will support the University in achieving the aims of the Strategic

More information

Organisational Development Strategy 2012-2014. Proactively aligning our culture to our purpose

Organisational Development Strategy 2012-2014. Proactively aligning our culture to our purpose Organisational Development Strategy 2012-2014 Proactively aligning our culture to our purpose Organisational Development Strategy Foreword The higher education sector is undergoing significant changes,

More information

Panel Services Australian Public Service Commission. Our Vision. The Panels

Panel Services Australian Public Service Commission. Our Vision. The Panels Panel Services Australian Public Service Commission The Australian Public Service Commission (the Commission) plays a central role within the Australian Public Service (APS) in assisting to build the capability

More information

INTERIM LIBRARY STRATEGIC PLAN 2013-2017

INTERIM LIBRARY STRATEGIC PLAN 2013-2017 INTERIM LIBRARY STRATEGIC PLAN 2013-2017 CONTENT THE LIBRARY IN THE UNIVERSITY CONTEXT Page 2 RATIONALE FOR CHANGE Page 2 LIBRARY MISSION AND VISION Page 4 STRATEGIC OUTLOOK Page 5 THE LIBRARY IN THE UNIVERSITY

More information

Blackburn College Teaching, Learning and Assessment Strategy. 25 August 2015

Blackburn College Teaching, Learning and Assessment Strategy. 25 August 2015 Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further Education

More information

Equality and Diversity Policy

Equality and Diversity Policy Equality and Diversity Policy Agreed: November 2014 To be reviewed: November 2015 1 Contents Page 1. Scope and Purpose 3 1.1 Policy Statement 3 1.2 Principles 3 2. Accountability 4 3. Monitoring 7 4. Stakeholders

More information

Attraction and Retention Series A focus on people and business. Workforce planning toolkit: Models, frameworks and processes Resource document 2

Attraction and Retention Series A focus on people and business. Workforce planning toolkit: Models, frameworks and processes Resource document 2 Attraction and Retention Series A focus on people and business Workforce planning toolkit: Models, frameworks and processes Resource document 2 Issue 3 November 2008 Table of contents Introduction... 3

More information

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES Position Title HR Change Manager Unit/Division or Faculty HRU Position Number Current HEW Level HEW 8 Job Family(HR Use Only) ANZSCO Code (HR Use Only) UTS

More information

PROJECT AGREEMENT FOR INDEPENDENT PUBLIC SCHOOLS INITIATIVE

PROJECT AGREEMENT FOR INDEPENDENT PUBLIC SCHOOLS INITIATIVE PROJECT AGREEMENT FOR INDEPENDENT PUBLIC SCHOOLS INITIATIVE An agreement between: - the Commonwealth of Australia; and - the State of South Australia. This project will increase the autonomy of government

More information

SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING POSITION DESCRIPTION. Deputy Director-General TAFE and Community Education

SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING POSITION DESCRIPTION. Deputy Director-General TAFE and Community Education SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING POSITION DESCRIPTION POSITION DETAILS POSITION TITLE: REPORTS TO: LOCATION: Director, TAFE NSW - South Western Sydney Institute Deputy

More information

Competency Requirements for Executive Director Candidates

Competency Requirements for Executive Director Candidates Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives

More information

The 2016 Monash University Handbook will be available from October 2015. This document contains interim 2016 course requirements information.

The 2016 Monash University Handbook will be available from October 2015. This document contains interim 2016 course requirements information. Master of Education Detailed Course Requirements The 2016 Monash University Handbook will be available from October 2015. This document contains interim 2016 course requirements information. Description

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Minimum Standards for a Level A Academic (Associate Lecturer)

Minimum Standards for a Level A Academic (Associate Lecturer) POSITION TITLE: Associate Lecturer AGREEMENT: Avondale College Enterprise Agreement FACULTY/DEPARTMENT: LEVEL & STEP: Level A DATE: Hours: 38 Avondale College of Higher Education is a private, Seventh-day

More information

The Standards for Leadership and Management: supporting leadership and management development December 2012

The Standards for Leadership and Management: supporting leadership and management development December 2012 DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership

More information

Executive Director Institute of Diagnostic Ultrasound

Executive Director Institute of Diagnostic Ultrasound Executive Director Institute of Diagnostic Ultrasound Information for Candidates Contents Background Information... 3 Position Description... 4 Selection Criteria... 6 Application process... 7 Background

More information

DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT

DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT STRATEGIC PLAN 2014-2018 STRATEGIC PLAN 2014-2018 OUR VISION All Western Australians can be part of a skilled workforce to meet the economic and community

More information

Curriculum Manager Motor Vehicles Job Description

Curriculum Manager Motor Vehicles Job Description Curriculum Manager Motor Vehicles Job Description Responsible To: Responsible For: Campus: Head of Department Curriculum Staff Southgate Campus Context The curriculum at Barnet and Southgate College is

More information

Royal College of Music Human Resources Enhancement Strategy 2011 17. Wider strategic context

Royal College of Music Human Resources Enhancement Strategy 2011 17. Wider strategic context Royal College of Music Human Resources Enhancement Strategy 2011 17 Wider strategic context The People section of the RCM Strategic Plan 2007 17, sets out broad strategic goals for the College to develop

More information

Prestige Staffing Personnel is locally owned and operated and has continuously provided

Prestige Staffing Personnel is locally owned and operated and has continuously provided Company profile The Complete HR package Prestige Staffing Personnel is locally owned and operated and has continuously provided the complete human resources package on a national level since 1998 including:

More information

Practice Educator Professional Standards for Social Work

Practice Educator Professional Standards for Social Work Practice Educator Professional Standards for Social Work Revised version May 2012, transition starts from September 2012 These Practice Educator Professional Standards (PEPS) set out requirements at two

More information