Course Title: Manage a complex community sector organisation

Part B: Course Detail

Teaching Period: Term1 2014

Course Code: BUSM7832C

Course Title: Manage a complex community sector organisation

School: 365T Global, Urban & Social Studies

Campus: City Campus

Program: C0044 - Vocational Graduate Diploma of Community Sector Management

Course Contact : Bronwyn Tanti

Course Contact Phone: +61 3 9925 9079

Course Contact Email:bronwyn.tanti@rmit.edu.au


Name and Contact Details of All Other Relevant Staff

Nominal Hours: 95

Regardless of the mode of delivery, represent a guide to the relative teaching time and student effort required to successfully achieve a particular competency/module. This may include not only scheduled classes or workplace visits but also the amount of effort required to undertake, evaluate and complete all assessment requirements, including any non-classroom activities.

Pre-requisites and Co-requisites


None

Course Description

This course describes the knowledge and skills required to manage an organisation with the complexities of the community sector work environment. The knowledge and skills of this course should be used by workers involved in higher level practice and/or management in the community sector.
The course reflects specific requirements in relation to management of medium sized organisations in the community sector, where responsibilities span a broad range of management functions at the highest level of the organisation.

This course is delivered and assessed with the following courses - CHCPOL701B: research evidence to advance policy and practice and CHCMGT803B: Provide strategic leadership.


National Codes, Titles, Elements and Performance Criteria

National Element Code & Title:

CHCMGT801B Manage a complex community sector organisation

Element:

7.Manage governance issues

Performance Criteria:

7.1 Identify governance issues related to a range of community sector organisations and their associated governance arrangements
7.2 Ensure governing body is provided with clear information to enable it to address governance requirements and responsibilities
7.3 Develop strategies to provide appropriate and ongoing guidance and support to the governing body in accordance with specific needs, such as a Board where membership is unchanged over some years and/or includes a high percentage of voluntary workers
 

Element:

1.Manage human resource issues in community sector organisation

Performance Criteria:

1.1 Establish working relationships with staff under a range of working conditions and work arrangements in the community sector
1.2 Develop and implement strategies to maintain relationships with staff as a basis for providing ongoing support, guidance, motivation and inspiration to underpin community work
1.3 Develop and implement strategies and systems to manage human resources issues related to a range of work arrangements, including voluntary work, work conducted largely in locations remote from the organisation and/or work in homes of clients
1.4 Balance the requirements of maintaining full time, part time and contract staff to undertake community sector work
1.5 Investigate the application of innovative approaches in human resource management with a potential to address organisation, sector and industry issues
1.6 Take action to provide ongoing support to address specific needs of staff in the community sector
1.7 Manage diversity of staff, client base and sector to effectively support community work
1.8 Ensure organisation processes, practices and protocols support and promote the acquisition and effective application of cultural competence
 

Element:

2.Maintain organisational relationships to support community sector work

Performance Criteria:

2.1 Establish and maintain relationships and collaborative partnerships with identified organisations, agencies, government and regulatory bodies to underpin, support and enhance the work of the organisation
2.2 Identify and implement strategic approaches to finding a balance between collaboration and competition in organisational relationships
2.3 Establish, support and maintain appropriate and productive inter-organisation connections
2.4 Take a balanced and tenacious approach to maintain connections with public and private sector agencies in line with organisation policies and requirements
2.5 Oversee the maintenance of organisation databases and information systems to support and enhance inter-agency relationships
2.6 Take a proactive approach to researching the sector and developing new inter-agency relationships in line with strategic directions and organisation objectives
 

Element:

3.Manage organisation systems

Performance Criteria:

3.1 Oversee the establishment and maintenance of information and reporting systems to ensure audit, accreditation and other compliance and regulatory reporting requirements are addressed
3.2 Take initiative in establishment, review and maintenance of systems and processes to support and enhance work processes and associated accountability as an ongoing management practice
3.3 Monitor changes that may impact work processes and practices and take a high level problem solving approach to ensure organisation systems are able to address increased and/or changing demands and compliance requirements
3.4 Conduct ongoing research investigation to identify evidence of improvements in available systems and processes and/or in their application that may be beneficial to the organisation
3.5 Regularly evaluate the effectiveness of organisation systems and processes to ensure compliance and provide an effective basis for decision-making
 

Element:

4.Influence the policy environment

Performance Criteria:

4.1 Undertake investigative research in relation to key areas of community work as a basis for contributing to policy determinations
4.2 Maintain a balanced approach to policy development and implementation to support organisation's strategic direction and objectives, minimise risk and uncertainty and contribute to community sector work
4.3 Maintain active involvement and influence in policy at a broader level, including contributing to policy initiatives at the community work sector, industry and government levels
4.4 Undertake high level negotiation and advocacy to influence policy development and implementation to support evidence-based research
 

Element:

5.Manage finance issues

Performance Criteria:

5.1 Take a strategic problem solving approach to managing the organisation's finances within a challenging environment including issues such as lack of business certainty, expanding demands, changes in public focus and support for different approaches, inconsistent or unworkable guidelines and varying availability of funding
5.2 Identify and pursue funding opportunities through public and private sector sources and where possible, take an innovative approach to create or expand opportunities
5.3 Undertake ongoing investigative research at national and international levels to identify existing or emerging funding and financing models with potential application to the organisation
5.4 Review organisation's finance structures in the light of research evidence and identify potential options for changes to the structure and allocation of finances in the organisation
5.5 Seek external expert advice and support and undertake internal consultation as required in relation to decision-making and to implement change in the organisation
 

Element:

6.Oversee contract management

Performance Criteria:

6.1 Establish and maintain contracting processes, practices and documentation which clearly define contract expectations and standards, risk management, accountability and financial frameworks
6.2 Oversee tendering and selection processes in line with identified protocols where required and quality assurance guidelines
6.3 Establish key stakeholders involved in project, communicate and clarify expectations associated with their roles and responsibilities and monitor during life of contract
6.4 Identify and manage risks associated with contract, including monitoring and enforcing risk allocation model
6.5 Manage implementation of contract to ensure ongoing work and delivery of outcomes are in line with contracted timelines, costs and quality standards
6.6 Review each contract and ensure issues are identified and addressed to improve future contract management
 


Learning Outcomes


Upon successful completion of this course you will have developed and applied the skills and knowledge required to demonstrate competency in the above elements.


Details of Learning Activities

Essential learning activities will take place during a series of 1 day workshops. You will also be required to undertake independent studies. Some of the learning activities that you will undertake are:
• Analysis of current case studies
• Self- reflection exercises
• Discussion groups relating to theoretical and practice-based topics
• Problem based activities


Reflecting on your own work content is a significant aspect of this course, and you will be given opportunities during the workshops to discuss and think about your practice.


All courses and learning activities will be supported and complemented by RMIT’s learning management tool “blackboard”. You will be required to participate in on line learning activities each month using the discussion board forum.
 


Teaching Schedule

There are 10 workshops scheduled for this program. This unit is taught and assessed together with CHCPOL701B: research evidence to advance policy and practice and CHCMGT803B: Provide strategic leadership. Components of this unit will be taught in all workshops howwever it  will be covered in detail in workshops 1, 4 and 10

WorkshopDateClass ContentUnit(s) of competency and elements
1February 2014• Research methodology

• Leadership Styles
• Leadership Behaviours


• Organisational Management (culture, and leadership)
• Decision making
 

• Difference between strategic planning and business planning
• Methods and processes for business planning
• Models, principles and techniques for strategic planning

 

CHCPOL701B: research evidence to advance policy and practice 

CHCMGT803B: Provide strategic leadership

CHCMGT801B: Manage a complex community sector organisation

4May 2014
10November 2014


Learning Resources

Prescribed Texts

Robbins, Bergman, Stagg, Coulter; Management 6, Pearson


References


Other Resources

Additional resources will also be available in the learning management tool “Blackboard”. A set of readings will be made available to you prior to each workshop. A list of program specific resources, including journals and texts that may support you in the program, can also be found on the link to the RMIT library in “Blackboard”.


Overview of Assessment

Assessment is ongoing throughout the course and will include a project, a presentation and blackboard discussion.


Assessment Tasks

There is one major assessment that incorporates all three units outlined in the teaching schedule.  This major assessment  is ongoing for the duration of the Program. The major assessment is divided into 3 sections:

1 A report on your workplace where you describe your current organisation and work role

2 A critical analysis of leading to identification of change and strategic plan to implement

3 A report and presentation on the outcome of your plan implementation.

 

Assessment for this unit also includes:

On going case study (in class) looking at developing a community sector organisation and the areas involved covering;

  • HR requirements
  • Strategy
  • systems
  • Policy
  • Finances
  • Contract managment and,
  • Governance


Assessment Matrix

The assessment matrix demonstrates alignment of assessment tasks with the relevant unit of competency. These are available from the program co-ordinator.

Other Information

Assessment Tasks Submission Cover Sheet
You must complete a submission cover sheet for every piece of submitted work, including online submissions. This signed sheet acknowledges that you are aware of the plagiarism implications.


Attendance
It is strongly advised that you attend all workshops in order to engage in the required learning activities, ensuring the maximum opportunity to gain the competency.


Feedback
You will receive verbal and written feedback by teacher on your work. This feedback also includes suggestions on how you can proceed to the next stage of developing your competency. Information regarding student feedback can be found at: http://www.rmit.edu.au/browse;ID=9pp3ic9obks7


Student Progress
Monitoring academic progress is an important enabling and proactive strategy to assist you to achieve your learning potential. The Student progress policy can be found at:
http://www.rmit.edu.au/browse;ID=vj2g89cve4uj1


Special consideration Policy (Late Submission)
All assessment tasks are required to be completed to a satisfactory level. If you are unable to complete any piece of assessment by the due date, you will need to apply for an extension. Information regarding application for special consideration can be found at: http://www.rmit.edu.au/browse;ID=g43abm17hc9w


Academic Integrity and Plagiarism
RMIT University has a strict policy on plagiarism and academic integrity. For more information on this policy go to Academic Integrity Web site: http://www.rmit.edu.au/browse;ID=kw02ylsd8z3n
 

Course Overview: Access Course Overview