As a worker within the community services, you have created a booklet entitled “How to Support Yourself Whilst Supporting Others”. This booklet is designed to help workers care for themselves, manage stress and fatigue and maximise the likelihood of working safely and sustainably.

1. Q UEST IO N 5
As a workerwithin the community services, you have createda booklet
entitled “How to Support YourselfWhilst Supporting Others”. This
booklet is designed to help workers carefor themselves, manage
stress and fatigue and maximise the likelihood of working safely and
sustainably.
You are going to share this booklet by emailing it to your team.
Composea shortemail that you could send to your team to introduce
the booklet and why you created it.
INTER-OFFICE MEMORANDUM
To: All CSO employee's and relevant aspirants Date: 28/02/2015
From: Floor Shift Supervisor, Roderick Guy
Subject: Office Lunch BOQ and welcoming of Five new employee's
into CSO
To my follow constituents,
I have been instructed to send this following short email to you all. Any
follow up evaluated feedback will be extremely appreciative.
Yours Sincerely R.A.GUY Email. bhatig.guy@gmail.com
Q UEST IO N 5
As a workerwithin the community services, you have
created a booklet entitled “How to Support Yourself
Whilst Supporting Others”. This bookletis designedto
help workerscare for themselves, manage stressand
fatigue and maximise the likelihood of working safely
and sustainably.
You are going to share this booklet by emailing it to
your team.
Composea shortemail that you could send to your
team to introduce the booklet and why you created it.
This is a direct order from our Area Manager, as you are all aware of
the major changes that we have all being experiencing over the last
year. Have greatly improved CSO financial position and quality of life
style balance for all. But as you know mother nature is so unpredictable
in her furore indignation and can collide with us at any time, any place
where we least expect it too.
So in light of this current situation and retirement of our founding
Mother Eileen Olley, the BUC board has agree, to have this retirement
farewell lunch in Eileen's honour and dedication for all the years of
service to CSO and the community.

2. Also to inform everyone that Roderick Guy is now being promoted to
the Cultural Diversity Portfolio of CSO and has will be responsible in
delivering this program into the CSO Induction Booklet and with
updates on hazardous manual tasks, And “How to Support Yourself
Whilst Supporting Others”. This is the first stage in developing
this booklet for CSO, I need your honest feedback on what this
means to all of you. As we grow and deveop together as family
united under the same umbrella. To help us provide
benefits that meet your needs, please
complete this survey and return it to
Roderick Arthur Guy in Human Resources
by 26/02/2015.
Please complete the following questionnaire below and hand them into
your Floor Shift Supervisor. This is why I am quite eager in finding out
about you all, what makes you tick some basic questions to kick start
us off please answer the following questions for me. For CSO to
succeed, and keep on providing continuous improvement to our total
environment it is very important that our clients/aspirants are satisfied
and happy, and that our workplace is constructive and healthy. CSO is
committed to ensuring that your work environment is fulfilling – and that
you have the tools, resources, and support you need to accomplish
your goals. This survey is a great opportunity for you to rate us how
we’re doing and to express your thoughts and opinions about what we
do well and what we need to improve. We ask that you rate or describe
CSO on a variety of practices. Most importantly “we keep yours
answers confidential and use them only as part of an overall summary
report.
We value your comments and views, and CSO hope that by learning
through your experiences, we make the necessary adjustments and
improvements in CSO.
1. Describe yourself? 2. Why do you think we hire you? 3. Why do you
want to be here? 4. Why did you leave your last employment? 5.
What is your greatest accomplishment? 6. Describe a Difficult work
situation? 7. Where do you see yourself in Five years? 8. Do you
have any questions for CSO or me?
2. Please also fill in this Generic Employee Satisfaction Survey
The BOQ will begin this Friday 30/05/2014, at 11:00am, at the CSO
courtyard. Please remember also we have five new employees
please make them feel welcome. This will be mandatory that all
employees attend as it will also include some work induction
updates and changes, if you can't attend please email Roderick
FSS or phone with reason for non-attendance.
Yours Sincerely R.A.Guy
"Service to others, is the rent iI pay for my room, here on earth" quoted
by Harold Wilke

3. attachment.
ca L3 Q9 Universal Employee Satisfaction Survey
INTER-OFFICE MEMORANDUM
To: All CSO employee's and relevant aspirants Date: 28/02/2015
From: Floor Shift Supervisor, Roderick Guy
Subject: Office Lunch BOQ and welcoming of Five new employee's
into CSO
This is a direct order from our Area Manager, as you are all aware of
the major changes that we have all being experiencing over the last
year. Have greatly improved CSO financial position and quality of life
style balance for all. But as you know mother nature is so unpredictable
in her furore indignation and can collide with us at any time, any place
where we least expect it too.
So in light of this current situation and retirement of our founding
Mother Eileen Olley, the BUC board has agree, to have this retirement
farewell lunch in Eileen's honour and dedication for all the years of
service to CSO and the community.
Also to inform everyone that Roderick Guy is now being promoted to
the Cultural Diversity Portfolio of CSO and has will be responsible in
delivering this program into the CSO Induction Booklet and with
updates on hazardous manual tasks, And “How to Support Yourself
Whilst Supporting Others”. This is the first stage in developing
this booklet for CSO, I need your honest feedback on what this
means to all of you. As we grow and deveop together as family
united under the same umbrella. To help us provide
benefits that meet your needs, please
complete this survey and return it to
Roderick Arthur Guy in Human Resources
by 26/02/2015.
Please complete the following questionnaire below and hand them into
your Floor Shift Supervisor. This is why I am quite eager in finding out
about you all, what makes you tick some basic questions to kick start
us off please answer the following questions for me. For CSO to
succeed, and keep on providing continuous improvement to our total
environment it is very important that our clients/aspirants are satisfied
and happy, and that our workplace is constructive and healthy. CSO is
committed to ensuring that your work environment is fulfilling – and that
you have the tools, resources, and support you need to accomplish

4. your goals. This survey is a great opportunity for you to rate us how
we’re doing and to express your thoughts and opinions about what we
do well and what we need to improve. We ask that you rate or describe
CSO on a variety of practices. Most importantly “we keep yours
answers confidential and use them only as part of an overall summary
report.
We value your comments and views, and CSO hope that by learning
through your experiences, we make the necessary adjustments and
improvements in CSO.
3. Describe yourself? 2. Why do you think we hire you? 3. Why do you
want to be here? 4. Why did you leave your last employment? 5.
What is your greatest accomplishment? 6. Describe a Difficult work
situation? 7. Where do you see yourself in Five years? 8. Do you
have any questions for CSO or me?
4. Please also fill in this Generic Employee Satisfaction Survey
The BOQ will begin this Friday 30/05/2014, at 11:00am, at the CSO
courtyard. Please remember also we have five new employees
please make them feel welcome. This will be mandatory that all
employees attend as it will also include some work induction
updates and changes, if you can't attend please email Roderick
FSS or phone with reason for non-attendance.
Yours Sincerely R.A.Guy
"Service to others, is the rent iI pay for my room, here on earth" quoted
by Harold Wilke
attachment.
ca L3 Q9 Universal Employee Satisfaction Survey
Universal Employee Satisfaction Survey
Policy Number crn003 Version cm0103

5. To help us provide benefits that meet your needs,
please complete this survey and return it to Roderick
Arthur Guy in Human Resources by 28/02/2015.
Y = YES & N = NO (some questions below you can answer with a Y or N
and still tick or cross the relevantbox along with the question)
Statement Strongly
Agree
Agree Neutral Disagree
Strongly
Disagree
Communication
EX: My Boss yells at me. N ONE TWO THREE FOUR FIVE
Organizational objectives are clearly explained.
My work is directly connected to the
organization’s goals.
I feel that changes are notcommunicated to me
clearly.
There is a system in place for me to provide
feedback to management.
Upper managementunderstands the work-related
issues thatare importantto me.
If I have a problem,I can talk to my supervisor
aboutit in a timely manner.
My supervisor keeps me informed on a regular
basis.
The information thatI receive is often out of date.
Communication between mysupervisor and me
lacks openness.
Additional Comments: How would you improve communication in our organization?
Culture
Strongly
Agree
Agree Neutral Disagree
Strongly
Disagree
ONE TWO THREE FOUR FIVE
I’m forced to choose between work and family on
a regular basis
The promotion process is fair.
There is favoritism in promotions and raises.
I receive fair treatmentin the organization.
Everyone receives fair treatmentin the
organization.
The pace of work is appropriate.
The volume of work is appropriate.
I am not under unusual stress from my job.
This organization discourages people with

6. different ideas.
This workplace is diverse.
I fear negative consequences ifI express
disagreementor disapproval.
People seek my opinions.
My opinions are valued.
Everyone’s opinions are valued.
I trustsenior management.
I trustmy managers.
This workplace is respectful.
I experience negative effects of office politics.
Additional Comments:
Does our organizational culture impact negatively on your ability to do your work?
Is your team culture different from the overall organizational culture?
If yes, is the difference positive or negative? Please explain:
Using one word, how would you describe our organization’s culture?
What changes would we have to make for you to recommend that your best friend work here?
Development and Support
Strongly
Agree
Agree Neutral Disagree
Strongly
Disagree
ONE TWO THREE FOUR FIVE
My work is challenging.
I am stimulated bythe work I do.
I have a mentor at work.
I have access to the information I need to do my
job.
I’m afraid of the consequences ofmaking
mistakes.
I receive feedback on how to do my job better.
The feedback I receive is helpful.
If I wanta promotion,there are opportunities for
me in this organization
My supervisor is notinterested in my
development.
Training is available if I need it.
My performance evaluations are constructive
I’m encouraged to set personal work-related
goals.
There is regular follow-up on these goals.

7. I know that my work is appreciated.
Resources are inadequate to perform my job well.
My workplace is safe.
Information technologyis adequate to do my job.
Additional Comments:
When is the last time you received praise and/or recognition for a job well done?
What wasthe praise/recognition for, and what wassaid or done?
Compensation
Strongly
Agree
Agree Neutral Disagree
Strongly
Disagree
ONE TWO THREE FOUR FIVE
My salary is fair for the work I do.
My salary is competitive.
My benefit package is fair.
My benefit package is competitive.
My paid leave (holidays) are adequate.
My paid leave (holidays) are competitive.
For eachof the following pairs, choose the one that is most appropriate for you, mark Y or N!!!!!!!!!
Average pay, great work/life balance. OR
Great pay, less-than-average work/life
balance.
Average base pay, great benefits. OR
Great base pay, less-than-average benefits.
Average base pay, great performance
incentives. OR
Great base pay, few performance incentives.
Rank the following elements of a total compensation package according to which
you find most satisfying: From 1 = most – 2 = least and still tick or cross-box.
Base Pay
Incentives

8. “How to Support YourselfWhilst SupportingOthers”.
DUTIES – RESPONSIBILITY - OF FLOOR SHIFT
SUPERVISOR
Benefits
Paid Leave
Rank the below factors in terms of reliance to your workplace satisfaction?
Which of the following would contribute most to your workplace satisfaction?
Strongly
Agree
Agree Neutral Disagree
Strongly
Disagree
ONE TWO THREE FOUR FIVE
Training
Mentoring
Goal-setting
Job redesign
Constructive feedback
Access to resources
“Thank you for participating and completing the full survey”
If you were head of CSO or department or team, what is the first thing you
would rectify to improve cultural safety satisfaction echelons?
Policy Number crn001 Version cm0100
Drafted by Floor Shift
Supervisor
Approve by the
BUC board
01/06/2014

9. Introduction my name is Roderick Arthur Guy, I have been at CSO for around five years as
a Community Service Worker, and have just been promoted to Floor Shift Supervisor
around six months ago. So please forgive any errors that might appear along the way, as I
am quite confident in my current position. The manager ask me to develop this work place
induction, with updates on hazardous manual tasks, and “How to Support Yourself Whilst
Supporting Others”. for all new employee’s/volunteers/aspirants in CSO and it is a new
learning curve for me as well as you.
DUTIES – RESPONSIBILITY - OF FLOOR SHIFT SUPERVISOR
[1.} Each new employee will have different requirements for development and training, as
a Floor Shift Supervisor you are expect to always walk in their shoes. Remember your first
day, at CSO, and how it made all the difference having someone there with a smile on
their dial.
A. Ensure all necessary paperwork including personal details forms, tax file number (TFN)
forms, and contracts are completed and signed be necessary staff, including the new
employee.
B Send completed forms to HR, ensuring the new employee (aspirant) has all their
relevant copies.
C. It’s not compulsory but the Floor Shift Supervisor would be a recommendation to
arrange a meeting with the aspirant the day before invite them to CSO café for coffee and
lunch. This would help both parties gain an understanding of each other and the Floor
Shift Supervisor, and then could develop an induction plan around the Aspirant saving
both time and CSO outcome resources.
D. Organise any PPE (personal protective equipment and access requirements.
E. If the Aspirant has any physical operational requirements, work space/station and
ensuring that everything is in good order [calculator has batteries], ergonomics of their
work area is set to the Aspirant correct positioning. All CSO Employees are initially
provided with two full sets of uniform every year (shoes, socks, cap), the Aspirant can
purchase more sets later on if they choose too. If at the end of the 3months probation, the
Aspirant decides to leave, then they must return the uniform back to CSO.
F. Now your Aspirant is uniform and they have their PPE, take them on a guided tour of
CSO and introduce them to your fellow brother and sisters. Also let key people local and
national (if appropriate), by adding the Aspirant to the any of the Distribution, mailing,
contact and phone listings etc.
Responsible
Person
HR Manager Schedule Review
Date
01/06/20145

10. G. = General Overview Step Back do your checklist check * Welcome the Aspirant * WHS
(PPE) uniform* Paper Work Completed*Introduction manual and Meet and greet*
H. Lunch at CSO Café it is free to all the family members of CSO Corporation.
I. After Lunch sit down with the Aspirant and establish personal work goals. (To be a
positive influence in the workplace, through personal work planning and organisation-
being subservient) Remembering that the activities, personal work goals and plans is a
reflection, emulates the CSO plans, and own responsibilities and accountabilities. Maintain
and measure personal performance in varying work condition, work contexts and
contingencies. Set and meet own work priorities, develop and maintain professional
competence.
J. Now you have establish, explain the guidelines and principals of CSO you can explain
the reasoning behind the DILO Worksheet, and the importance of making sure the
Aspirant understand and fills it in correctly and honestly daily, as they are the link to our
KPI’s and our own personal and professional development.
K. The last lot of work appraisal’s, majority of them were below the corporate retention
level and the WHOS levels, the only fair and equable solution is that all employees
undergo the induction process again, no exception. This way every employee can readapt
their in house training plans with their allocated FSS.
L. Communications in CSO this not an option it is elementary rudimentary in the
deliverance of the ultimate supreme customers experience. This is why all employees
must leave all technological divergence devices (mobile phones, games, iPod etc.) in their
Lockers, assigned to them on day one. Each employee has an individual work tablet and
‘I’ phone assign to them, these are stored with the Floor Shift Supervisor (FSS), and must
be collected at the beginning of designated shift, and on the completion of the set shift the
Tablets and ‘I’ phone are to be return to the FSS. All daily documentation enter into the
tablet correctly i.e. DILO worksheets, timesheets, everything regarding your work activities
(interventions, break times, questions, Skype) are all built into the work tablets. The FSS
downloads and uploads to the HR department daily, for work analysis (KPI’S etc.). In
found to be in breach of this communication policy of CSO, can result in instance dismissal
and an inquiry as to the reason for the breach must be carry out. This why it’s imperative
that you know your assign tablet inside and out, It will contain every critical bit of
information that will make your life at CSO more pleasurable and successfully as this will
become your work bible.
Column1 Column2 Column3 Column4 Column5
OUR PAST OUR HISTORY OUR FUTURE CSO
DILO Worksheet CSO
Core Activities
Activity
Categories
Admin
Routine job tasks
Interruptions
Waiting time
Project work
Meetings
Coaching
Interviewing

11. Traveling
Rating
Time Duration
Core
Activity Activity Category
(1=low,
5=high)
INDUCTION BOOKLET CSO
OUR PAST OUR HISTORY OUR FUTURE CROSSWAYS WIN - WIN Negotiation Preparation Sheet
Aspect of the negotiation NOTES
Notes
Goals
Trades
Alternatives
Relationship
Expected outcome
Consequences of winning or losing
Power
Possible solutions
Policy Number crn004 Version cm0104
Drafted by Floor Shift
Supervisor
Approve by the BUC
board
01/06/2014

12. INTRODUCTION:DIVERSITY:
At CSO we “accept the basic structures and principals of Australian Society –the
Constituent and the rule of law, tolerance, and equality, legislative democracy, freedom
of speech, and religion. English as the National language and equality of the genders.” In
CSO diversity refers to the existence of many unique individuals in the workplace and
community, all from different, countries, cultures, ethnic groups, generation
backgrounds, skills, abilities, and other characteristics that make them who they are.
Australia’s culture is inclusive and open minded, with more than 25% of Australians
are foreign born, 226 languages are spoken within the country. CSO capitalise on the
value of these skills, experience and unique perspective’s each employee, customer,
client, aspirant, and organisations and know that through diversity is the only way to
succeed, develop, and flourish as a business and community.
Through automated unilateral collaboration, bourgeoning diversity contributes to
greater market share, better customer satisfaction, innovation and creativity,
employee commitment and team performance.
CSO take the above very seriously and has zero tolerance for any individual, group
organisation that doesn’t, uphold the CSO diversity policy. In short bringing CSO into
disrepute, in violation of the above will be dealt with immediately by the HR Manager
and CEO of BUC (Beautiful Uniting Church).
NEW STAFF In respectto potentialnew staff the induction package will
include: relevantemploymentdocumentation including taxation
declaration forms pamphletsor other handouts,[Statementof
Confidentiality].
MISSION STATEMENT
CSO was founded in 1985 by Eileen Olley “cultural and historical significance” by
Preserving the Past & by providing a work environment that emulates the aspirant
with “A vibrant, cohesive and diverse community providing a healthy, quality lifestyle”
& with a ’‘Sustainable natural and built multinational work environments that meet the
needs of a growing community and economy’ To the Ningy Ningy {Before European
settlement, the Redcliffe Peninsula was occupied by the indigenous Ningy Ningy
people. Redcliffe holds the distinction of being the first European settlement in
Queensland, first visited by Matthew Flinders on 17 July 1799. Explorer John Oxley
recommended "Red Cliff Point" – named after the red-coloured cliffs visible from
Moreton Bay – to the Governor Thomas Brisbane for the new colony, reporting that
ships could land at any tide and easily get close to the shore. The party settled in
Redcliffe on 13 September 1824, under the command of Lieutenant Henry Miller with
14 soldiers, some with wives and children, and 29 convicts. However, this settlement
was abandoned after one year and the colony was moved south to a site on the
Brisbane River at North Quay, 28 km south that offered a more reliable water supply.
Responsible
Person
HR Manager Schedule Review Date 01/06/2015

13. Redcliffe became a pastoral district in the 1860s and in the 1880s boomed as a seaside
resort town with the paddle steamer Koopa making regular trips to its jetty from
1911. The Hornibrook Bridge completed in 1935 allowed easy access to and from
Brisbane by motor car leading the way to rapid suburban development. The Bee Gees,
Barry, Robin, Maurice along with younger brother Andy and the Gibb Family
immigrated to this area in 1958 calling it home for a period.
From<http://chansilva.com.au/redcliffe.htm> } people, the traditional owners of the
land and waters within the region, by ultimately we respect your autonomy and
uniqueness of your culture, We acknowledge your wisdom and we commit to ensuring
our actions and expressions best assist your preservation.
VISION STATEMENT
In transforming and inspiring the best in people, by delivering the ultimate in excellent
customer service in the 21st Century and beyond. CSO is dedicated to inducting all new
employees, volunteers, clients and contractors into the organisation, in order that the
distinct individual concerned has a sincere integration into their role and become
operationally competent, confident, proficient in delivering the ultimate experience for
both them and their clients/customers in the deliverable they are delivering in their
selected duty. With a duty of care at all times. CSO delivers this community
organisational workplace induction not only because they are duty bound be law. CSO
is genuinely concerned for the welfare, wellbeing for every individual that enter into
his or her domain and workplace environment. This philosophy has served CSO for
over thirty years, we are a people business, the people are our business and they the
people become our family.
CODE OF CONDUCT
Personal conduct of CSO of its employee, aspirants, and associates, in maintaining the
highest standard of conduct and work performance. In that CSO maintains its good
reputation with customers, clients, suppliers, this generates a win/win for all
concerned in the work environment and by following all and observing all policies and
procedures, treating colleagues with courtesy and respect, treating customers, clients
with dignity, humility, and professional decorum, most important of all working safely
and understanding the duty of care policy in the HR manuals.
Dress code policy all employees are provided with two full sets of uniforms, employees
shall always be presented in a neat, clean, and worn professionally, while carrying on
their duties at CSO and only for CSO work relations. The uniform shall not be worn
outside the CSO premises or scope of their duties of activities. Hence why CSO provides
employees with showers, dressing room, and locker room for all employees.
Presentation is an essential vital key of the success of CSO.
Communications in CSO this not an option it is elementary rudimentary in the
deliverance of the ultimate supreme customers experience. This is why all employees
must leave all technological divergence devices (mobile phones, games, iPod etc.) in
their Lockers, assigned to them on day one. Each employee has an individual work
tablet assign to them, these are stored with the Floor Shift Supervisor (FSS), and must
be collected at the beginning of designated shift, and on the completion of the set shift
the Tablets are to be return to the FSS. All daily documentation enter into the tablet
correct i.e. DILO worksheets, timesheets; everything regarding your work activities
(Interventions, break times, questions, Skype) are all built into the work tablets. The
FSS downloads and uploads to the HR department daily, for work analysis (KPI’S etc.).
In found to be in breach of this communication policy of CSO, can result in instance
dismissal and an inquiry as to the reason for the breach must be carry out. This why
it’s imperative that you know your assign tablet inside and out, It will contain every

14. critical bit of information that will make your life at CSO more pleasurable and
successfully as this will become your work bible.
PURPOSE
CSO is committed to ensuring that existing and prospective staff is provided with equal
opportunities when applying for job vacancies. All selections to vacant positions are to
be made on the principle of merit. To achieve this, the organisation will ensure the
selection of the best person for the position will be determined on skills, qualifications,
knowledge, experience and other attributes as they relate to the duties to be
undertaken, regardless of disability, gender, sexuality, age, race, marital status,
pregnancy or, religious or political beliefs.
CSO considers it important that staff-commencing employment is informed about the
organisation’s policies, procedures, benefits and other matters concerning
employment. In order for this to occur, all potential new staff members will be
provided with an induction manual that will give them an opportunity to complete
employment documentation, to be shown amenities, to read Occupational Health and
Safety Human Resources and other relevant policies and procedures and to meet CSO
staff. Prior to the confirmation of the appointment of a new staff member or transfer of
employment of a current staff member, an induction package will be compiled by the
designated staff supervisor and forwarded to the potential new appointee advising
him/her of the date he/she is scheduled to attend induction Training. The designated
staff supervisor is responsible for checking that all individuals who are booked into the
Induction Training meet the minimum pre-employment criteria prescribed for the
organization.
Every decision, every action, every policy, every program administered by CSO's uses
information. The quality of all CSO's decisions and actions is conditioned by how wisely
and appropriately information is collected, stored, managed, used and disclosed. The
information that underpins CSO's administration must be accurate, complete,
discoverable, accessible and useable.
ONE - only collect information you need, and make sure individuals know what personal
information your CSO collects and why. Also ensure that each piece of information is
necessary for any of the functions or activities of the CSO and the information is required
in the circumstances. Sometimes, activities can be carried out without collecting personal
information, this allows individuals to interact anonymously with yours CSO.
TWO - don't collect personal information about an individual just because you think that
information may be handy later. Only collect information that is necessary at the time of
collection, if you need it latter, collect the information then.
THREE - tell people how you are going to handle the personal information you collect on
them, through an CSO policy etc. which could include your contact details and if they want
to, how they can get access to their personal information.
FOUR - think about using personal information for a particular purpose, generally CSO
should not use personal information for a secondary purpose unrelated to the main
purpose for which they collected the information. Unless the CSO has consent from the
individual concerned or authorisation under law, it should generally only use personal
information if it is, related to the purpose your CSO collected it for or within the reasonable
expectations of the individual.
[s 6 of the Privacy Act 1988 (Cth) (Privacy Act)]
FIVE - think before disclosing personal information, the Privacy Act allows CSO to disclose
personal information in some circumstances. Sometimes CSO disclose personal
information when they don't need to, or without considering whether the disclosure is
authorised under the Privacy Act etc. always think about whether a purpose can be
achieved without disclosing personal information, thus Good Practice policies in place, get

15. consent from the individual if you want to disclose their personal information for a reason
that is different from the reason you collected it.
SIX - if people ask, give them access to the personal information you hold on them,
because CSO have a general duty to give individuals access to their personal information.
Considerations should incorporate, one be as open as possible by giving individuals
access to their personal information in the form they request, two if you deny access to
personal information give the reason consistent with the Privacy Act etc. to the individual
as soon as you can. Three an individual also has an alternative path when seeking
information from the CSO, like access under the Freedom of Information Act 1982 ((Cth))
(FOI Act) .
SEVEN - keep personal information secure it is important that you keep information safe
and secure from unauthorised access, modification or disclosure and also against misuse
or loss. How you do this depends on the sensitivity of the information you hold and the
circumstances of your CSO, these different application's could include, one considering
the adequacy of existing security measures and procedures, including whether any
relevant standards are met, two training staff in privacy standards etc., three ensuring
adequate IT security, such as installing firewalls, cookie removers and anti-virus scanners
on work IT systems, four checking that all personal information has been removed from
electronic devices before you sell them or destroy them, five keeping hard copy files in
properly secured cabinets, six allowing staff to access personal information on a 'need to
know basis only', seven regularly monitoring your information handling practices to ensure
they are secure. Depending on the size of the CSO and the information it collects, it may
be prudent to have an external privacy audit done.
EIGHT - don't keep information you no longer need or that you no longer have to retain,
and there is no law that says you have to retain the information, then destroy it, either
shred, pulp or destroy the personal information paper records, or dispose of files in
security bins or delete electronic records or files securely so that they can't be retrieved.
NINE - keep person information accurate and up to date because the accuracy and
currency of personal information can change. Your CSO needs to take reasonable steps
to keep the personal information it holds current. Amend your records to reflect changes
and make sure both hard copies and electronic files are updated. If you know that some
personal information is likely to change regularly, go through the files periodically to ensure
that your records are accurate and up to date.
TEN - consider making someone in your organisation or agency responsible for privacy
[Privacy Contact Officer or Chief Privacy Officer] and the individual knows the CSO well
and is willing and able to handle complaints and enquires about the personal information
handling practices of the CSO and this individual may also be responsible for
implementing a complaint handling process, staff training programs and promoting the
Privacy Act and other relevant laws and standards and compliances. Example
[Standards Australia (http://www.standards.org.au/) has released AS ISO 15489.1-2002 –
Records Management which provides some guidance as to record keeping best practice.
The accompanying Technical Report (ISO TR 15489.2-2002) also provides useful
guidance. However, the focus of the Standards is the organisation of record keeping
activities. It does not, for example, cover what steps organisations should take to ensure
that their records are kept secure. The Standard provides that organisations must comply
with the regulatory environment but does not go on to say how an organisation should do
this.]
DON'T LEAVE PRIVACY TO CHANCE
NEW STAFF In respect to potential new staff the induction package will include: relevant
employment documentation including taxation declaration forms pamphlets or other
handouts, [Statement of Confidentiality].

16. "Access and Equity" is about removing the obstacles and addressing the
opportunities created in this process. In CSW this means ensuring that people with
differing/individual needs and abilities have the same opportunities to successfully gain the
necessary skills, knowledge and experience through education and training irrespective of
their age, disability, colour, race, gender, religion, sexuality, family responsibilities, or
location. In understanding and addressing the Community Service needs of everyone, with
the aide of Diversity in recognising and valuing of individual differences. "Disability" the
definition under the Act is broad and includes physical, intellectual, psychiatric, sensory,
learning neurological, physical disfigurement and the presence in the body of disease
causing organisms. So as you can image there is a lot of scope in dealing with 'Access
and Equity’, it also understanding the relevant legislation that protects you and your client
and gives both parties choice of opportunity in developing the process involved.
The Equal Opportunity Act 1984 (SA),
Racial Discrimination Act 1975 (Federal), the Sex Discrimination Act 1984 (Federal) and
the Disability
Discrimination Act 1992 (Federal) makes discrimination and harassment in the provision of
education, employment and the provision of goods and services unlawful.
Equal Opportunity law also makes lawful the establishment of special processes,
measures or schemes, for the benefit of employees or clients from equity targeted groups,
which are designed to correct past disadvantages. The Occupational Health, Safety and
Welfare Act 1986 also requires that all employees and clients be provided with a safe and
healthy working and learning environment free from discrimination and/or harassment. The
Access and Equity Framework's four principles, and the corresponding performance
indicators, address key responsibilities of government:
At CSO values are integral to everything we do, and underpin our commitment to equality
and diversity in all workplace practices by our actions WE lead the way WE do what is
right. WE care for each other. We take responsibility. That is why it is critical that we carry
out this intensive work place inductions and this way the individual has basic
understanding of the main key elements in their work place environment. Required
Knowledge AS/NZS ISO 31000:2009 Risk Management - Principles and Guidelines -
legislation, codes of practice and national standards, for example: – duty of care –
company law – contract law – environmental law – freedom of information – industrial
relations law – privacy and confidentiality – legislation relevant to organisation’s operations
– legislation relevant to operation as a business entity! Organisational policies and
procedures, including: – risk management strategy – policies and procedures for risk
management - overall operations of organisation -reasonable adjustment in the workplace
for people with a disability -types of available insurance and insurance providers ETC.
Australia does not generally agree to be bound [1] by a human rights treaty unless it is
satisfied that its domestic laws comply with the terms of the treaty. Australia has agreed to
be bound by the ICCPR and the ICESCR as well as other major human rights instruments,
including:
Convention on the Prevention and Punishment of the Crime of Genocide
Convention on the Political Rights of Women
International Convention on the Elimination of all forms of Racial Discrimination
Convention on the Elimination of all forms of Discrimination against Women
Convention against Torture and Other Cruel, Inhuman and Degrading Treatment or
Punishment
Convention on the Rights of the Child
Convention on the Reduction of Statelessness
Convention relating to the Status of Stateless Persons
Convention Relating to the Status of Refugees

17. Slavery Convention of 1926
Supplementary Convention on Slavery
Convention on the Rights of Persons with Disabilities
While Australia has agreed to be bound by these major international human rights treaties,
they do not form part of Australia’s domestic law unless the treaties have been specifically
incorporated into Australian law through legislation. [2] Some provisions of a treaty may
however already exist in national legislation. For instance, many of the provisions
contained in the Convention on the Rights of People with Disabilities are mirrored in
Australian law through the Disability Discrimination Act 1992 (Cth).
This principle reflects the fact that agreeing to be bound by a treaty is the responsibility of
the Executive in the exercise of its prerogative power, whereas law making is the
responsibility of the parliament.
Section 51(xxix) of the Australian Constitution, the ‘external affairs’ power, gives the
Commonwealth Parliament the power to enact legislation that implements the terms of
those international agreements to which Australia is a party.[3]
For further information on the treaties and conventions that Australia has signed see the
Department of Foreign Affairs and Trade (DFAT) Treaty Database
[http://www.dfat.gov.au/treaties/index.html].
Duty of care and negligence
Duty of care is part of the larger legal concept of negligence. Negligence is said to occur
when damage occurs to another person as a result of someone failing to exercise
reasonable care. Duty of care requires that an acceptable standard of care that is
reasonably practicable be provided to ensure the health and safety of those at the
workplace and also to those affected by the work that you do. Duty of care refers to the
responsibility of each person to do everything within their power to ensure a safe and
healthy environment. In your sector this includes community and disability service workers,
doctors, solicitors, financial advisors, drivers and local governments. Duty of care places
into a legal form a moral duty to anticipate possible causes of injury and illness and to do
everything reasonably practicable to remove or minimise these possible causes of harm.
This duty of care is written into the Workplace Health and Safety Act 1995 as obligations.
All adults in a workplace are legally responsible for workplace health and safety issues.
Duty of care cannot be delegated. That means you cannot pass on that responsibility to
anyone else. The way the court interprets whether there was a breach of duty of care will
depend on a range of factors and circumstances, including the following:1. What would be
expected of a reasonable person in the same situation the worker’s role and
responsibilities within the organisation? 2. The training and experience of the worker. 3
The practicalities of the situation current community values about acceptable practice. 4
Standards generally seen as applicable to the situation. 5 Other relevant laws such as the
Workplace Health and Safety Act 1995. Calming the client and because this now become
a legal issue, I have no choice and to report this incident to my Case Manager. Through
the Case Manager’s advice and direction I shall work the situation out. So the answer is no
in the affirmative.
Rights and Responsibilities
Australia’s successful multicultural society and our democracy are built around shared
rights and responsibilities that are fundamental to living in Australia. These key rights and
responsibilities are enshrined in our citizenship pledge, which requires future citizens to
pledge their loyalty to Australia and its people, uphold our laws and democracy and
respect our rights and liberties. These rights and liberties include Australians of all
backgrounds being entitled to celebrate, practice and maintain their cultural heritage,
traditions and language within the law and free from discrimination. Germany is a country
of active citizenship: some 23 million German citizens are involved in work for their fellow

18. men and women and for society as a whole – in clubs, schools, environmental
organisations and charities, as well as in migrant organisations, intercultural groups and
religious communities. This commitment constitutes an important contribution to society
which is complementary to government measures and more far-reaching. Perhaps you
would like to get involved too. Besides the feeling of doing something worthwhile, you also
have the chance of developing your networks or even finding new friends. From
<http://www.make-it-in-germany.com/en/living/guide-to-living-in-germany/active-
citizenship-communities/>
So in summarising CSO intentions, in developing the previous pages are that individuals,
have a clear understanding of the heart of CSO, even though there are many other
aspects associated with the heart.[body parts – organs etc.]. These TEN characteristics
are vital, for becoming a family member of CSO and for life to flow in continuous harmony.
One is SELF-DISCIPLINE – is the ability to control and restrain impulses and therefore
energy then can be focused and channelled toward your ambitions.
Two is ATTITUDE – is the capacity to stay optimistic and positive. The number on quality
for community service is “Champion - Thinking”
http://champions.stanford.edu/perspectives/the-mindset-of-a-champion/
Third is SELF-CONFIDENT is the firm belief in your abilities and seek professional help is
this is an area of weakness ‘it would be worth it’.
Four is ENTHUSIASTIC – is the possession of intense and eager interest in a subject or
cause and it is the energy that often inspires others.
Five is SELF-AWARE – this is the understanding and knowledge of who you are including
your skills, values, interests, behaviour’s and character.
Six is ETHICAL – this is the quality of having and living by a code of sound moral
principles.
Seven is PERSISTENT – is the ability to endure in the face of adversity. It is a tolerant and
relenting effort to achieve despite difficulties.
Eight is GOAL FOCUSED – this is the ability to have clarity on the objectives that you
strive for in your personal and professional life.
Nine is NETWORKED – a well-developed circle of influence of interconnected positive
relationships.
Ten is LISTENER – having the capacity to suspend your own agenda and deliberately and
empathically allow others to be heard.
What is a hazardous manual task?
A HazardousManualTask is any task that requires a person to lift,
lower,push,pull, carry orotherwise move,hold or restrain any person,
animalor thing involving repetitiveor sustained force,high or sudden
force,repetitive movement,sustainedor awkwardposture or exposure
to vibration.{Google definition)
A hazardous manual task, as defined in the WHS Regulations, means a task that requires
a person to lift, lower, push, pull, carry or otherwise move, hold or restrain any person,
animal or thing involving one or more of the following: „ repetitive or sustained force „ high
or sudden force „ repetitive movement „ sustained or awkward posture „ exposure to
vibration. These factors (known as characteristics of a hazardous manual task) directly
stress the body and can lead to injury.
Who has health and safety duties in relation to hazardous
manual tasks?
A person conducting a business or undertaking (PCBU) has the primary duty to
ensure, so far as is reasonably practicable, that workers and other persons are not

19. exposed to health and safety risks arising from the business or undertaking. The WHS
Regulations include specific obligations for persons conducting a business or undertaking
to manage the risk of a musculoskeletal disorder associated with a hazardous manual
task.
Designers, manufacturers, importers and suppliers of plant and structures that are likely
to be handled or used during or as part of a manual task have an important role in
eliminating or minimising the risks of MSDs, which are often associated with the poor
design and layout of work areas as well as the design of equipment, tools, packaging and
materials. They must ensure, so far as is reasonably practicable, that the plant or structure
they design, manufacture, import or supply is without risks to health and safety (see
Chapter 6 of this Code for further guidance).
Officers, such as company directors, have a duty to exercise due diligence to ensure that
the business or undertaking complies with the WHS Act and Regulations. This includes
taking reasonable steps to ensure that the business or undertaking has and uses
appropriate resources and processes to eliminate or minimise risks that arise from
hazardous manual tasks.
Workers have a duty to take reasonable care for their own health and safety and that they
do not adversely affect the health and safety of other persons. Workers must comply with
any reasonable instruction and cooperate with any reasonable policy or procedure relating
to health and safety at the workplace.
What is a musculoskeletal disorder (MSD)?
A musculoskeletal disorder, as defined in the WHS Regulations, means an injury to, or a
disease of, the musculoskeletal system, whether occurring suddenly or over time. It does
not include an injury caused by crushing, entrapment (such as fractures and dislocations)
or cutting resulting from the mechanical operation of plant. MSDs may include conditions
such as: „ sprains and strains of muscles, ligaments and tendons „ back injuries, including
damage to the muscles, tendons, ligaments, spinal discs, nerves, joints and bones „ joint
and bone injuries or degeneration, including injuries to the shoulder, elbow, wrist, hip,
knee, ankle, hands and feet „ nerve injuries or compression (e.g. carpal tunnel syndrome) „
muscular and vascular disorders as a result of hand-arm vibration „ soft tissue hernias „
chronic pain. MSDs occur in two ways: „ gradual wear and tear to joints, ligaments,
muscles and inter-vertebral discs caused by repeated or continuous use of the same body
parts, including static body positions „ sudden damage caused by strenuous activity, or
unexpected movements such as when loads being handled move or change position
suddenly. Injuries can also occur due to a combination of these mechanisms, for example,
body tissue that has been weakened by cumulative damage may be vulnerable to sudden
injury by lower forces.
What is required to manage the risk of musculoskeletal
disorders?
A person conducting a business or undertaking must manage risks to health and safety
relating to a musculoskeletal disorder associated with a hazardous manual task. In order
to manage risk under the WHS Regulations, a duty holder must: „ identify reasonably
foreseeable hazards that could give rise to the risk „ eliminate the risk so far as is
reasonably practicable „ if it is not reasonably practicable to eliminate the risk – minimise
the risk so far as is reasonably practicable by implementing control measures in

20. accordance with the hierarchy of control „ maintain the implemented control measure so
that it remains effective „ review, and if necessary revise, risk control measures so as to
maintain, so far as is reasonably practicable, a work environment that is without risks to
health and safety. This Code provides guidance on how to manage the risks associated
with those manual tasks that have the potential to cause MSDs by following a systematic
process that involves: „ identifying manual tasks that are hazardous „ if necessary,
assessing the risks of MSDs associated with the hazardous manual task „ implementing
suitable risk control measures „ reviewing the effectiveness of control measures. A
summary of this process in relation to manual tasks is at Appendix A. Guidance on the
general risk management process is available in the Code of Practice: How to Manage
Work Health and Safety Risks.
Skills and strategies that will help in CSO to work effectively with clients and
stakeholders in developing the case management plan. FIRST is Emotional Intelligence,
as in the CSO you will encounter lots of different people. [Different cultures some will have
disabilities, some will be excited and enthusiastic to talk to you and others will be angry or
frustrated. This is why it is critical, and vital to develop emotional intelligence, which is the
ability to understand your emotions and what they’re telling you. Therefore it helps you
understand the emotions and needs of the people around you. Step one is by building
your Self Awareness – being conscious of what your emotions are telling you and how
they affect the people around you. Step two then focus on Empathy so that you can
understand the perspective of the individual you’re communicating to. If you are shy,

21. working in CSO position may cause you anxiety. To challenge this, take small steps and
challenge yourself. Choose one thing that makes you uncomfortable and do it everyday.
You might be surprised that, in a few months talking to people isn’t as difficult as it used to
be. Awareness you gain through developing emotional intelligence will also help you to
avoid discrimination. Example [you might unconsciously discriminate against individuals
because of their social status, profession, or dress. Blind spot, Hidden Biases of Good
People [a father and son is in a car accident. The father dies at the scene and the son
badly injured, rushed to hospital. In the operating room, the surgeon looks at the boy and
says, “ I can’t operate on this boy, He’s my son” If your immediate reaction to this is
puzzlement, don’t worry we were puzzle a moment too. Which meant we failed this test
too. That’s because our automatic mental associations caused us to think of the typical
stereotype of “male “when we read the word “surgeon”. The surgeon in this case of course
was his mother.] And do your best to give each individual the respect that they deserve.
This is why it’s extremely important when you’re interacting with someone who’s angry.
Tense, or upset. When you manage your emotions, you stay calm and cool, and you’re
able to resolve the situation. Thus learning to become an expert at managing your
emotions.
SECOND is Conflict-Resolution Skills, as in the CSO you will inevitably have to deal with
individuals who are angry, upset, or frustrated. This will not only help you defuse the
situation, but if you handle the opportunity with sensitivity, skill, and respect, you can use it
to make a difference in this individual’s life. This is where Listening is one of the most
important skills that you can use during a tense situation. Developing active listening skills
so that you can hear what the individual is saying and respond appropriately. [Pay
attention – Show that you’re listening – Provide feedback – Defer judgment – Respond
appropriately] Often, conflicts with others aren’t the result of your actions. Try not to take
their anger or frustration personally. Instead stay calm, apologise, and focus on how you
will help resolve the situation. At times individuals might be rude, or even abusive. When
you, don’t have the skills to handle these types of situations, this can be intimidating.
Learning skills such as assertiveness and self-confidence can help you handle the
situation with respect and professionalism. Often, when individuals are acting with
aggression or hostility, they simply want to be heard, in these situations stay, calm and
listen. Let them know you understand, and ask them how they would like to see the
situation resolved. Sometimes you will be able to meet their needs, while other times you’ll
need to compromise. However, asking for his or her input indicates that you want to find a
solution that works for everyone. ROLE Playing also can be use to prepare for difficult
conversations and situations. When you rehearse difficult situations, you’re better
prepared to stay calm and think on your feet when you’re confronted with anger or
aggression.
THIRD is communicating effectively, because good communication skills are essential
when working in CSO role. This can be through personal face-to-face, email, Skype, social
networks or telephone. When you communicate with clients/stakeholders, be aware that
they might have limited knowledge about your CSO. Don’t use jargon or technical terms
that they might not understand instead – and without being patronising’ – use words and
phrases that they’re familiar with and use stories and analogies to help explain technical or
complex concepts.
This is why the 7C’s of communication is essential to this equation, Clear, Concise,
Concrete, Correct, Coherent, Complete, and Courteous. The better it is deliver, it will
produce your credibility as this is really important when communicating with
clients/stakeholders that doesn’t know much about you. Being creative in your
communication helps keep your clients/stakeholders engaged and thus communicate
creatively.

22. FOUR is staying positive, as working in CSO can be emotionally draining. So working with
clients/stakeholders from different facets of life, you have to be professional and positive,
no matter how you’re feeling. This is possible through using Affirmations to overcome
negative thoughts and this can change you entire outlook and even help you interact with
others more effectively. Also Visualizations can be especially useful when you’re feeling
down, or having a tough day. In some roles in CSO you’ll need to interact with the
client/stakeholders all day every day. This is often called emotional labour because you
have to show emotions that you might not feel and hide the ones that you do feel. This can
quickly lead to burnout or emotional exhaustion, if you are not careful. To counteract this
take regular breaks throughout the day to relax and unwind, even if this is only for five
minutes. Go for a walk outside, stretch, etc.
FIVE knowing rules and policies of your CSO because you understand why they exist.
This is where you can navigate difficult situations and keep your CSO goals, values, and e
EMPOWERING TECHNIQUES WITH CSO CLIENTS
1. Accept the client’s definition of the problem.
2. Identify and build on existing client strengths.
3. Assist the client to take control of their situation.
4. Assist the client to develop.
5. Advocate for the client.
1. Identify relevant services (e.g. develop a directory of services). 2. Network with other
services. 3. Develop interagency protocols (e.g. procedures for making and receiving
referrals). 4. Develop case conferencing guidelines. 5. Develop tools for coordination (e.g.
a referral form and client consent form). 6. Develop written policy and procedures.
Networking with other services is important to develop working relationships with service
providers. It also helps services to identify common issues and any gaps or possible
duplication in services Networks may be informal on a worker-to-worker basis or formal
through participation in regular interagency forums. Interagency protocols will cover the
referral processes between services and will vary from service to service. To ensure
effective referrals it is important to develop these protocols with each of the services you
work with. Equally important, you need to develop the protocols you would like services to
follow when they refer clients to you.
In developing this booklet “How to SupportYourselfWhilst Supporting
Others”, one of thee most critical elements of this methodology is understanding these
Ten Continuous Improvement Strategies, as they are really the heart of CSO. As knowing
these as your ABC will go along way in supporting yourself and being able to assist your
follow colleagues in there environment. Continuous improvement is the task of frequently
seeking out ways to improve processes, products, or services. However, when it comes to
the ongoing and ever-changing task of continuous improvement, it is important to
remember that persistence and perseverance are vital. For instance, when cell phones
first came out they were oversized, bulky, offered less than desirable service, and
neglected any sense of style. However, through continuous improvement cell phones
today are small, sleek, and stylish mini computers that offer vast capabilities that were
virtually unimaginable years back. All this change has been made possible through
continuous improvement. However, it is important to note that these improvements did
not come about overnight, but instead through small, incremental changes implemented
by companies committed to continuous improvement.
View our “10 Continuous Improvement Strategies that Work” SlideShare
presentation.
Let’s explore the top 10 continuous improvement strategies that have proven to deliver
results when implemented correctly and with dedication.

23. 1. Plan-Do-Check-Act (PDCA): This is a four-step quality model that focuses on
achieving continuous improvement by following four specified steps within a cycle.
Plan: Recognize or identify an opportunity and plan for a change.
Do: Implement the plan for change on a small scale. Test the change.
Check: Review the results and analyse them for success or needed adaptations.
Act: If the plan worked, implement the changes on a wider scale. If the changes were not
successful go through the cycle again with a different plan.
2. Lean: Lean or Lean Manufacturing focuses mainly on preserving quality, with less work
by eliminating waste. Some common “wastes” that are identified for improvement
include waste of time, waste of money, and waste of resources. Some benefits of lean
include a boost in employee morale, streamlined and more efficient processes, and overall
improvements in customer satisfaction.
3. Six Sigma: Six sigma utilizes a set of quality management methods that aim towards
improving outputs by identifying errors and defects. Since the goal of six sigma is to strive
for near perfection, this data-driven method allows for only 6 standard deviations between
the mean and specification limit when it comes to error. This method was
originally developed by Motorola and has been credited with saving them nearly $17 billion
dollars since it was initially implemented.
4. Total Quality Management (TQM): This type of continuous improvement
strategy started out in the manufacturing sector but can be adapted to fit almost any
business type. It focuses primarily on customer satisfaction, employee involvement,
process enhancements, and communication. Essentially, total quality management is
something that is integrated into every practice within the company in order to strive for
excellence within all business components.
5. Kaizen: This Japanese-derived term is used to describe a long-term approach
towardsimplementing small changes that add up to bigger results. Within Kaizen, each
employee is fully involved to help ensure improvement within all processes. Some
common highly coveted traits of Kaizen include personal discipline, quality circles, and
teamwork.
6. 5S: The 5S philosophy centres on maintaining a clean and organized workspace to
promote greater efficiency, functionality, and higher levels of production. This philosophy is
called 5S because there are 5 organizational strategies involved that all begin with the
letter “S.” They are as follows:
· Sort: Eliminate unneeded and unnecessary items by clearing the work area.
· Set in Order: Organizing tools and resources so they are easily accessible & in
designated areas.
· Shine: Keeping work areas clean and tidy and putting items where they belong.
· Standardize: Work stations conducting the same jobs should be set up in an
identical manner so job processes are standardized.
· Sustain: Maintaining and reviewing the standards to create a culture of continuous
improvement within all areas.
7. Hoshin Kanri: Hoshin Kanri or simply Hoshin Planning is a step-by-step form of
continuous improvement which centres on a comprehensive communication system
between all levels of staff while working towards a shared goal. In Hoshin Planning, all
employees are considered experts at their jobs and are held accountable for achievement.

24. A common and helpful tactic used in Hoshin Planning is “Catchball.” Essentially
“Catchball” is a session between managers and employees where ideas and questions are
thrown back and forth, figuratively, to make decisions and to implement needed changes.
8. Kanban: Kanban originated within the Toyota enterprise and is a tactic used to help
improve and make needed changes in order to promote further improvement. This type of
continuous improvement method utilizes the importance of small steps “baby steps”
towards improvement, while also respecting current processes and roles. Kanban can be
described as a scheduling system that indicates what should be produced, how much, and
when it should be done.
9. Value Stream Mapping: This helpful planning technique looks inward at the design and
flow of how information is shared and how processes are conducted. A highly-detailed flow
chart is commonly utilized to isolate all steps within a specific process, so areas can be
identified for improvement or needed changes. This is a great tool to help identify areas of
waste, reduce process times, and to improve overall current processes.
10. TIMWOOD: This form of continuous improvement places emphases on the 7 wastes
commonly identified by the mnemonic TIMWOOD. When working towards becoming lean,
the elimination of waste is crucial, and this strategy outlines the major contributors of
waste so ideas can be brainstormed to help eliminate associated wastes.
T: Transport
I: Inventory
M: Motion
W: Waiting
O: Overproduction
O: Over-processing
D: Defects

25. "We didn't all come over on the same ship, but we're all in the same boat. "Or "The ability
to express an idea is well-nigh as important as the idea itself." [Bernard Baruch, American
financier and statesman.
SUMMARY
As a community service organisation our workforce comprises of individuals from a wide
range of backgrounds. CSO is an inclusive organisation; we champion respect,
acceptance and appreciation for all employees. Diversity is integral to our culture and how
we conduct our business. It is evident in who we are, and the clients and community in
which we service. Individual and group minority differences are celebrated and
encouraged at all levels. We recognise the innovative and effective management of a
diverse workforce will directly impact our competitive advantage and community success.
That is why it is critical that we carry out this intensive work place inductions and this way the
individual has basic understanding of the main key elements in their work place environment.
Required Knowledge AS/NZS ISO 31000:2009 Risk Management - Principles and Guidelines -
legislation, codes of practice and national standards, for example: – duty of care – company law –
contract law – environmental law – freedom of information – industrial relations law – privacy and
confidentiality – legislation relevant to organisation’s operations – legislation relevant to operation
as a business entity! Organisational policies and procedures, including: – risk management
strategy – policies and procedures for risk management - overall operations of organisation -
reasonable adjustment in the workplace for people with a disability -types of available insurance
and insurance providers ETC.
We aim to ensure the workplace is free from all forms of discrimination, hostility, and
harassment and bullying. At no time do we condone discriminatory behaviour that is based
on individual or group attributes such as gender, sexual preference, transgender status,
marital status, disability, religion, culture, racial origins, political preference, trade
unionism, pregnancy or age. Throughout the employment relationship, CSO conducts
regular staff training on equality in the workplace. Systems and processes are in place in
each department section, to assist in managing the complaints and investigations process;
so that all employees may feel confident their concerns are dealt with in a confidential,
professional and objective manner. When an employee reports harassment as specified
above, CSO will undertake a prompt investigation appropriate to the circumstances. An
individual, who reports incidents that the employee, in good faith, believes to be violations
of this policy, or who is involved in the investigation of harassment, will not be subject to
reprisal or retaliation.
WARNING: Stress can cause severe health problems, and in extreme cases, can cause
death. While these stress management techniques have been show to have positive effect
on reducing stress, they are for guidance only, and if clients/aspirants should take advice
off suitably qualified health professionals if they have any concerns over stress related
illnesses or if stress is causing significant or persistent unhappiness. Health professionals
should also be consulted before any major change in diet or levels of exercise.
To my follow constituents,
I have been instructed to send this following short email to you all. Any follow up evaluated
feedback will be extremely appreciative.
Yours Sincerely R.A.GUY Email. bhatig.guy@gmail.com

26. .