The assessment tasks for BSBMGT517 Manage operational plan are included in this Student Assessment Tasks booklet and outlined in the assessment plan below.

To be assessed as competent for this unit, you must complete all of the assessment tasks satisfactorily.

Assessment plan

Assessment Task	Overview
Written questions	You must correctly answer all questions.
Operations Plan project	You must conduct research on resource requirements, develop an Operational Plan and consult with stakeholders.
Manage acquisition of resources project	You must manage human resources and equipment requirements in accordance with organisational policy and procedures.
Monitor and review operational plan project	You must develop a report on operational performance.

Assessment preparation

Please read through this assessment thoroughly before beginning any tasks. Ask your assessor for clarification if you have any questions.

When you have read and understood this unit’s assessment tasks, print out the Student Assessment Agreement. Fill it out, sign it and hand it to your assessor, who will countersign it and keep it on file.

Keep a copy of all of your work, as the work submitted to your assessor will not be returned to you.

Assessment appeals

If you do not agree with an assessment decision, you can make an assessment appeal as per your RTO’s assessment appeals process.

You have the right to appeal the outcome of assessment decisions if you feel you have been dealt with unfairly or have other appropriate grounds for an appeal.

Assessment instructions

Each assessment task in this booklet consists of the following:

Assessment Task Cover Sheet

This must be filled out, signed and submitted with your assessment responses.

If you are submitting hardcopy, the Assessment Task Cover Sheet should be the first page of each task’s submission.

If you are submitting electronically, print out the Assessment Task Cover Sheet, fill it out, sign it and then scan and submit the file.

The Assessment Task Cover Sheet will be returned to you with the outcome of the assessment, which will be satisfactory (S) or unsatisfactory (U). If your work has been assessed as being not satisfactory, your assessor will include written feedback on the Assessment Task Cover Sheet giving reasons why. Your assessor will also discuss this verbally with you and provide advice on reassessment opportunities as per your RTO’s reassessment policy.

Depending on the task, this may include

resubmitting incorrect answers to questions (such as written questions and case studies)

resubmitting part or all of a project, depending on how the error impacts on the total outcome of the task

redoing a role play after being provided with appropriate feedback about your performance

being observed a second (or third time) undertaking any tasks/activities that were not satisfactorily completed the first time, after being provided with appropriate feedback.

Assessment task information

This gives you:

a summary of the assessment task

information on the resources to be used

submission requirements

resubmission opportunities if required.

Assessment task instructions

This includes questions you will need to answer or tasks that you need to complete.

Your answers must be typed using software as indicated in the assessment task Instructions.

Copy and paste each task’s instructions into a new document and use this as the basis for your assessment task submission. Include this document’s header and footer.

If you are submitting electronically, give the document a file name that includes the information as indicated in the section called ‘Naming electronic documents’ (see below).

Naming electronic documents

It is important that you name the documents that you create for this Assessment Task in a logical manner.

Each should include:

Course identification code

Assessment Task number

Document title (if appropriate)

Student name

Date it was created

For example, BSBMGT517 AT2 Operational Plan Joan Smith 20/10/20.

Icons

Icons are used in task instructions to indicate three of the common stages within the task.

	This icon indicates that you will need to meet with your assessor (and possibly other students) to complete a meeting or role play.
	This icon indicates that you will need to communicate via email or send documents to via email.
	This icon indicates that you will need to submit an item of evidence.
	This icon indicates all other stages during the task, which may include research, developing documents, brainstorming ideas and so on.

Additional resources

You will be provided with the following resources before you begin each assessment task.

Assessment Task 2:

· Strategic Plan

· Operational Plan Template

· Contingency Plan Template

Assessment Task 3:

· Equipment List

· Recruitment and Selection Policy and Procedures

· Purchasing Policy and Procedures

Assessment Task 4:

· Performance Information

· Operational Performance Report Template

Checklist

This will be used by your assessor to mark your assessment. Read through this checklist as part of your preparation before beginning the assessment task. It will give you a good idea of what your assessor will be looking for when marking your responses or observing your performance.

Student assessment agreement

Make sure you read through the assessments in this booklet before you fill out and sign the agreement below.

If there is anything that you are unsure of, consult your assessor prior to signing this agreement.

Have you read the assessment requirements for this unit?	Yes	No
Do you understand the requirements of the assessments for this unit?	Yes	No
Do you agree to the way in which you are being assessed	Yes	No
Do you have any specific needs that should be considered	Yes	No
If so, explain these in the space below.

Do you understand your rights to reassessment?	Yes	No
Do you understand your right to appeal the decisions made in an assessment?	Yes	No
Student name
Student ID number
Student signature
Date
Assessor name
Assessor signature
Date

Assessment Task 1 Cover Sheet

Student declaration

To be filled out and submitted with assessment responses

I declare that this task is all my own work and I have not cheated or plagiarised the work or colluded with any other student(s).

I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me according to the process explained to me.

I have correctly referenced all resources and reference texts throughout these assessment tasks.

Student name
Student ID number
Student signature
Date

Assessor declaration

I hereby certify that this student has been assessed by me and that the assessment has been carried out according to the required assessment procedures.

Assessor name
Assessor signature
Date
Assessment outcome	S	NS	DNS	Resubmission	Y	N

Feedback

Student result response

My performance in this assessment task has been discussed and explained to me.

I would like to appeal this assessment decision.

Student signature
Date

A copy of this page must be supplied to the office and kept in the student’s file with the evidence.

Assessment Task 1: Written questions

Task summary

This is an open-book test, to be completed in the classroom.

A time limit of 1 hour to answer the questions is provided.

You need to answer all of the written questions correctly.

Your answers must be word processed and sent to the assessor as an email attachment.

Required

Access to textbooks and other learning materials.

Computer with Microsoft Office and internet access.

Timing

Your assessor will advise you of the due date of this assessment.

Submit

Answers to all questions.

Assessment criteria

All questions must be answered correctly in order for you to be assessed as having completed the task satisfactorily.

Resubmission opportunities

You will be provided feedback on your performance by the assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task.

If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you with written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Reassessment attempt(s) will be arranged at a later time and date.

You have the right to appeal the outcome of assessment decisions if you feel you have been dealt with unfairly or have other appropriate grounds for an appeal.

You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the assessment.

Written answer question guidance

The following written questions use a range of “instructional words” such as “identify” or “explain”, which tell you how you should answer the question. Use the definitions below to assist you to provide the type of response expected.

Note that the following guidance is the minimum level of response required.

Analyse: when a question asks you to analyse something, you should do so in detail, and identify important points and key features. Generally, you are expected to write a response one or two paragraphs long.

Compare: when a question asks you to compare something, you will need to show how two or more things are similar, ensuring that you also indicate the relevance of the consequences. Generally, you are expected to write a response one or two paragraphs long.

Contrast: when a question asks you to contrast something, you will need to show how two or more things are different, ensuring you indicate the relevance or the consequences. Generally, you are expected to write a response one or two paragraphs long.

Describe: when a question asks you to describe something, you should state the most noticeable qualities or features. Generally, you are expected to write a response two or three sentences long.

Discuss: when a question asks you to discuss something, you are required to point out important issues or features and express some form of critical judgement. Generally, you are expected to write a response one or two paragraphs long.

Evaluate: when a question asks you to evaluate something, you should put forward arguments for and against something. Generally, you are expected to write a response one or two paragraphs long.

Examine: when a question asks you to examine something, this is similar to “analyse”, where you should provide a detailed response with key points and features and provide critical analysis. Generally, you are expected to write a response one or two paragraphs long.

Explain: when a question asks you to explain something, you should make clear how or why something happened or the way it is. Generally, you are expected to write a response two or three sentences long.

Identify: when a question asks you to identify something, this means that you are asked to briefly describe the required information. Generally, you are expected to write a response two or three sentences long.

List: when a question asks you to list something, this means that you are asked to briefly state information in a list format.

Outline: when a question asks you to outline something, this means giving only the main points, Generally, you are expected to write a response a few sentences long.

Summarise: when a question asks you to summarise something, this means (like “outline”) only giving the main points. Generally, you are expected to write a response a few sentences long.

Assessment Task 1 Instructions as provided to students

Provide answers to all of the questions below:

Explain the purpose of a Strategic Plan and an Operational Plan, and the role of an Operational Plan in achieving the organisation’s objectives.

Explain the difference between an operational plan modelled on the organisation as a whole and one that has been modelled to suit a specific organisational goal or department.

Describe two typical methods for developing an Operational Plan.

Explain the purpose of a budget.

Explain typical budgeting processes.

Explain the purpose of key performance indicators.

List four different approaches to developing key performance indicators.

Describe the concept of a balanced scorecard as an alternative approach to measuring business performance through key performance indicators.

Explain the concept of benchmarking as a way of assessing business performance.

Provide a definition of a PCBU and outline their key responsibilities.

Outline the aim and scope of the Fair Work Act 2009.

Explain the purpose of a SWOT analysis and how it can be used for operational planning.

Explain the purpose of the PEST model and how it can be used for operational planning.

Assessment Task 1 Checklist

Student’s name:
Did the student provide a sufficient and clear answer that addresses the suggested answer for the following?	Completed successfully?	Comments
	Yes	No
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8
Question 9
Question 10
Question 11
Question 12
Question 13
Task outcome:	Satisfactory	Not satisfactory
Assessor signature:
Assessor name:
Date:

Assessment Task 2: Develop operational plan project

Task summary

This assessment task requires you in the role of the Operations Manager for King Edward VII College, to develop an Operational Plan for the College.

You will then need to consult with and gain approval from the CEO and management team for the Operational Plan.

This assessment is to be completed in the simulated work environment in the RTO.

Required

· Access to textbooks and other learning materials

· Computer with Microsoft Office and internet access

· Strategic Plan

· Operational Plan Template

· Contingency Plan Template

Timing

Your assessor will advise you of the due date of these submissions.

Submit

· Email with draft operational plan and contingency plan attached

· Email with revised operational plan and contingency plan attached

Assessment criteria

For your performance to be deemed satisfactory in this assessment task, you must satisfactorily address all of the assessment criteria. If part of this task is not satisfactorily completed, you will be asked to complete further assessment to demonstrate competence.

Resubmission opportunities

You will be provided feedback on your performance by the assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task.

You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal.

Assessment Task 2 Instructions as provided to students

Complete the following activities:

Carefully read the following scenario.

King Edward VII College has been operating for 5 years. The College is based in the Melbourne CBD and offers a range of courses in management, marketing, human resources and international business and currently has around 500 students enrolled across all of its courses. Courses are offered at all levels from Certificate II to Graduate Diploma. The College is very popular due to its competitive pricing structure, innovative teaching methods and state of the art facilities.

The College currently employs 24 staff members that include the CEO, a Marketing Manager and Marketing Assistant, Human Resources Manager, Operations and Finance Manager, Administration Manager, Office Assistant, Receptionist, Academic Manager, Student Services Officer and approximately 14 trainers.

Due to its success, the College plans to establish two additional campuses, one in Brisbane and one in Sydney. The plan is for the Brisbane campus to commence operating in January 2020 and Sydney in April 2020. Ideally campuses will be located close to the CBD. A maximum rental budget of $500,000 per annum in Sydney and $400,000 in Brisbane has been allocated. The desired floor area for each campus is at least 500 square metres.

With regard to staffing at each campus, the following should be noted. It is anticipated that initially each campus will require a receptionist and a student services officer. The receptionist and student services officer positions will be permanent, full-time staff. It is anticipated that maximum student numbers at the new campuses will be up to 60 students per campus in the first 12 months of operations. The College’s requirements for trainers is that there must be at least 1 trainer per 20 students.

Existing staff at the Melbourne campus will complete all other staff functions until such time as student numbers increase substantially. It is expected that this would occur after the first two years.

The College will also need to purchase a range of office equipment, as well as furniture for at least 100 students, at each campus.

Complete the following activities as if you are the Operations and Finance Manager of King Edward VII College.

1. Develop a draft Operational Plan.

Review the scenario information and the Strategic Plan to identify all the actions that will need to be completed to achieve the College’s objectives and be documented in an Operational Plan.

Use the Operational Plan Template to guide your work.

As a minimum, your Operational Plan must address:

· Renting of suitable commercial properties

· Staffing requirements

· Fitting out of the campus

· Equipment requirements

· Marketing requirements

Research and analyse each of the above resource requirements associated with the identification and establishment of the two new campuses. This must include:

· Sources of information for commercial properties

· Staffing requirements and recruitment options

· Fitting out requirements

· Equipment requirements

· Potential suppliers

· Marketing requirements.

Where you identify sources of information with regard to procuring resources, make sure that you make notes on these for inclusion in your Operational Plan.

Ensure that all of the resources are clearly documented in your Operational Plan, including information sources relating to resources specified.

You need to include timelines and key performance indicators for all required actions, including how often these will be measured in order to assess progress.

You do not need to complete the monitoring actions column at this stage.

Develop a draft Contingency Plan.

As set out in the company’s organisational processes, you are also required to develop contingency plans to ensure that any risks to the success of goals of the operational plan are identified and contingencies are in place should things not go according to plan.

You must identify risks with the College’s establishment of the new campuses and plan for contingencies that are specific to the operational plan strategies and actions that you have developed.

Use the Contingency Plan Template to guide your work.

Send an email to the senior Management Team (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should introduce and summarise the contents of the attachments and request a meeting to discuss and gain approval for the plans.

Attach your draft operational plan and contingency plan to the email.

Consult on draft Plans.

This part of the assessment requires you to meet with the senior management team and discuss the operational plan and contingency plan that you have developed. The team will be roleplayed by your assessor and two classmates acting as colleagues.

Go through each part of your operational plan, explaining the activities to be completed, resource requirements, timelines and key performance indicators.

Then outline King Edward VII College’s policies and procedures that directly relate to your operational plan.

During the meeting, you will need to demonstrate effective communication skills including:

· Speaking clearly and concisely using appropriate level of formality and vocabulary

· Speaking to suit the audience

· Using effective non-verbal communication skills to encourage audience interest

· Responding to questions

· Asking questions to seek feedback

· Use of active listening techniques to confirm and clarify understanding.

Review your contingency plan with the senior management team too.

You will receive feedback from the team, which you must incorporate into your draft plans. Make notes on these suggested changes.

Update your operational plan and contingency plan.

Update both of your draft plans to incorporate the suggestions you received at the meeting.

Save these new documents as Revised Operational Plan and Revised Contingency Plan.

Send an email to the senior Management Team (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should summarise what was discussed at the meeting, then introduce and summarise the contents of the attachments.

The email text should then request approval of the plans and permission to move forward with the project.

Attach your Revised Operational Plan and Revised Contingency Plan to the email.

Assessment Task 2 Checklist

Student’s name:
Did the student:	Completed successfully?	Comments
	Yes	No
Document all resource requirements in their draft Operational Plan based on research and analysis and including: · Renting of suitable commercial properties · Staffing requirements · Fitting out of the campus · Equipment requirements · Marketing requirements?
Develop an Operational Plan in the template provided, including: · Activities commensurate with the scenario requirements and strategic plan · All resource requirements · Timelines in accordance with the scenario · Appropriate key performance indicators?
Develop a contingency plan that includes risks associated and contingencies that relate directly to the goals being met of the operational plan?
Include details of information sources to support resource requirements documented in the Operational Plan?
Seek specialist advice as required?
Seek approval of plans?
Communicate the plan to the work team?
During the meeting, demonstrate effective communication skills including: · Speaking clearly and concisely using appropriate level of formality and vocabulary · Speaking to suit the audience · Using non-verbal communication to assist with understanding · Asking questions to identify required information · Responding to questions as required · Using active listening techniques to confirm understanding?
Task outcome:	· Satisfactory	· Not satisfactory
Assessor signature:
Assessor name:
Date:

Assessment Task 3: Manage acquisition of resources

Task summary

This assessment task requires you to implement the operational plan by organising human resources and equipment requirements in accordance with organisational policy and procedures.

This assessment is to be completed in the simulated work environment in the RTO.

Required

· Access to textbooks and other learning materials

· Computer with Microsoft Office and internet access

· Equipment List

· Recruitment and Selection Policy and Procedures

· Purchasing Policy and Procedures

Timing

Your assessor will advise you of the due date of these submissions.

Submit

· Email to the CEO x 2

· Email to the Human Resources Manager x 2

· Email to the Administration Team

· Updated Operational Plan

· Induction Program

· Induction policy and Procedures.

Assessment criteria

Resubmission opportunities

You will be provided feedback on your performance by the assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task.

If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Reassessment attempt(s) will be arranged at a later time and date.

You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal.

Assessment Task 3 Instructions as provided to students

Complete the following activities:

1. Implement strategies for recruiting staff.

Review the King Edward VII College Recruitment and Selection Policy and Procedures and implement the actions from your plan to ensure the required staff are recruited.

This will include liaising with the human resources department as set out in the Recruitment and Selection Policy and Procedures to ensure that the required staff are recruited.

This must include:

· Requesting approval of the positions required for the expansion as per the scenario information for the staff required (activity 2 below).

· Details of the required positions as per the Recruitment and Selection Policy and Procedures requirements (activity 3 below).

Send an email to the CEO (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should request approval for the positions, as set out in the Recruitment and Selection Policy and Procedures.

Send an email to the Human Resources Manager (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should request details of the new positions, as set out in the Recruitment and Selection Policy and Procedures.

It also needs to address the issue of intellectual property rights and responsibilities in relation to the new employees. The new trainers will be asked to develop some of the training and assessment content for the new courses and the College wants to own all the IP of any training resources developed by these new trainers. Do some research into how this should be handled and explain to the HR Manager what you would like them to do.

Develop and save the email text as a separate document before sending the email.

Develop and implement strategies for induction.

When you were reading the Recruitment and Selection Policy and Procedures, you noticed there was a reference to an Induction Program and an Induction Policy and Procedures. You have not seen these before. You speak to the Human Resources Manager and they admit there is very little in the way of induction and the documentation is informal at best. They have been meaning to develop better documents but have been overwhelmed with other duties.

Develop a set of Induction Policy and Procedures and an Induction Program so that a quality induction system will be in place before the new staff start work at King Edward VII College.

When developing your induction documents, consider the things that new employees would need to know as part of starting a new job and those that they would be required to know to ensure that King Edward VII College is meeting their legal obligations.

Send an email to the CEO (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should request approval on your Induction Policy and Procedures and Induction Checklist.

Implement induction strategies.

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

Attach your Induction Policy and Procedures and an Induction Program.

Using your own words, inform the Human Resources Manager of the following:

· the documents attached and their purpose

· approval has given

· all department/area managers must view them

· checklist must be given to all new employees from now on

· all current staff must complete induction

· managers can speak to you if they have any questions.

Implement strategies for purchasing equipment.

Review the King Edward VII College Purchasing Policy and Procedures, which has just been developed due to the expansion of the College.

Also review the Equipment List. This shows what equipment needs to be purchased for each campus.

Send an email to the Administration Team (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should ensure that the administration team procures the equipment required for the new campuses.

The email text (about 1 page) should, as a minimum, outline:

· The purpose of the purchasing policy and the need to ensure that all purchases are made accordingly. You should summarise the key messages of the policy as per the purchasing principles.

· The required information for purchase of equipment for new campuses as follows:

· Description of equipment requirement and number and type to be made as per existing campus, which will include reference to the attachment.

· Required timelines for the purchase of the equipment.

· Requirement to receive and approve quotes as per purchasing policy – you should ensure you clearly refer to the procedure required as relevant to the budget for the equipment.

Attach the Equipment List to the email.

Develop and save the email text as a separate document before sending the email.

Update the Monitoring Actions section of your Operational Plan.

Update the Monitoring Actions section of your Operational Plan based on the actions you have implemented in this assessment task. Submit to your assessor.

Assessment Task 3 Checklist

Student’s name:
Did the student:	Completed successfully?	Comments
	Yes	No
Implement actions for recruiting staff, including: · Requesting approval of the positions required for the expansion for staff? · Including details of the required positions as set out in the Recruitment and Selection Policy and Procedures requirements
Demonstrate understanding of intellectual property requirements through informing Human Resources that the HR Manager needs to ensure that trainers’ employment contracts include a section of the ownership of IP belonging to the College?
Develop systems/strategies for induction by creating the missing induction documents?
Implement induction systems/strategies?
Implement actions for purchasing equipment demonstrated through emails to the administration staff that: · Confirm purchasing procedures · Description of equipment requirement, number and type to be made the same as the existing campus · Required timelines for the purchase of the equipment · Requirement to receive and approve quotes as per purchasing policy, clearly referring to the procedure required as relevant to the budget for the equipment?
Assessor signature:
Assessor name:
Date:

Assessment Task 4: Operational planning monitoring and review project

Task summary

This assessment task requires you to monitor and review the operational performance for King Edward VII College and provide a report to the CEO.

This assessment is to be completed in the simulated work environment in the RTO.

Required

· Access to textbooks and other learning materials

· Computer with Microsoft Office and internet access

· Operational Plan from Assessment Task 2

· Performance Information

· Operational Performance Report Template

Timing

Your assessor will advise you of the due date of these submissions.

Submit

· Email memo to all staff

· Email with performance report and screen shot attached

· Email to CEO

· Email to Human Resources Manager

· Mentoring Plan.

Assessment criteria

Resubmission opportunities

You will be provided feedback on your performance by the assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task.

You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal.

Assessment Task 4 Instructions as provided to students

Complete the following activities:

Carefully read the following.

Assume that both new campuses are now in operation, and Performance Information is now available for review.

You have been asked to provide a report on the new campuses’ performance to date.

The operational performance report should include a review of the costs associated with electricity, office supplies, and water, as a means of assessing the company’s use of resources.

1. Write an operational performance report.

Analyse the Performance Information relating to the new campuses, including:

Based on your analysis of the Performance Information, develop a short (approximately 1 page) report to the CEO that includes the following:

· A financial performance analysis that:

· Calculates the net profit or loss for each campus

· Compares the performance of each campus

· Outlines financial performance based on the profit and loss figures

· Calculations of variances between actuals and budgeted expenses, noting that variances of up to and including 10% are acceptable, and do not need to be reported on.

· Suggestion of variances/recommendations to the Operational Plan.

Use the Operational Performance Report Template to guide your work.

Send an email to the CEO (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should request approval for the recommendations of change to the Operational Plan.

Send an email to the CEO (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

You will received an email from your CEO (your assessor) about your recommendations. In response to their email, you will need to provide a strong argument on why your recommendations should be approved.

Send an email memo to all staff (your assessor).

Based on your review of the expenditure on energy usage as documented in the Operational Performance Report, develop and send a memo to all staff with regard to effective and economical use of resources.

The purpose of the memo is to coach staff in using resources wisely, so you should include at least 10 simple actions that all staff can follow to conserve energy.

You may use the following publication to identify suitable ideas.

https://www.energy.gov.au/household-guides/work

Carefully read the following.

It is two months later. During this time a set of sustainability procedures has been developed to assist with reducing wastage across King Edward VII College.

A management meeting uncovers that there are a few staff who have not taken on the coaching they received about safe, effective and efficient resource use, let alone taken much note of the new procedures.

Furthermore, there have been a few incidents recently with some staff showing practices that are unsafe, and some that are simply wasteful and lazy. There is concern that the behaviour and practices of these staff members will start to rub off on the others, and they will be back at square one.

The Human Resources Manager suggests that a mentoring plan should be developed so that managers can implement mentoring arrangements where staff are showing signs of underperformance in regards to safe and sustainable work practices. The CEO suggests that they should have at least one person at each campus who can be considered a ‘go-to-person’ on safe and sustainable practices. This person could be the one to mentor employees who are not adhering to the College’s sustainability procedures.

Plan and implement a mentoring plan.

You have been tasked with the job of developing a mentoring plan. This should be a template that, at a minimum, allows for the documentation of goals/areas for improvement and the action that will be taken to achieve them. There must also be space to document meetings between the mentee and their mentor.

Send an email to the CEO (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should request approval on your Mentoring Plan.

Send an email to the Human Resources Manager (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

Attach your Mentoring Plan.

Using your own words, inform the Human Resources Manager of its approval. You would like the plan to be provided to all department managers. Managers must identify suitable ‘sustainability champions’ and determine their interest. The process going ahead with the ‘sustainability champions’ will be confirmed at the next management meeting (one month from today’s date).

Take a screen shot of your folder and files.

The final part of this assessment requires you to demonstrate that you can file all of your records in a logical structure.

Ensure that you have an overall folder for your work, as well as sub folders if necessary.

All of the documents you have submitted for this assessment should be correctly named and filed.

The screen shot should show all the folders and documents.

Send an email to the CEO (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should introduce and summarise the contents of the attachment.

Attach your performance report and screen shot to the email.

Assessment Task 4 Checklist

Student’s name:
Did the student:	Completed successfully?	Comments
	Yes	No
Analyse and report on financial performance including: · Outlining financial performance based on the figures in the Operational Performance Report · Identifying variances higher than 10% · Comparing the performance of each campus · Recommending solutions in relation to expenditure items where variances are higher than 10%?
Evaluate performance based on financial information provided?
Identify areas of underperformance as well as appropriate actions to address?
Implement actions for addressing underperformance by identifying and communicating energy resource usage solutions?
Support staff in the effective use of resources by communicating energy resource usage information?
Plan and implement systems to mentor staff?
Identify variations to the Operational Plan and seek approval for variations?
Negotiate/argue the case for recommendations/variances?
Organise and file all documents associated with managing the Operational Plan?
Task outcome:	· Satisfactory	· Not satisfactory
Assessor signature:
Assessor name:
Date:

Final results record

Student name:
Assessor name:
Date

Final assessment results

Task	Type	Result
		Satisfactory	Unsatisfactory	Did not submit
Assessment Task 1	Written questions	S	U	DNS
Assessment Task 2	Operations plan project	S	U	DNS
Assessment Task 3	Manage acquisition of resources project	S	U	DNS
Assessment Task 4	Monitor and review operational plan project	S	U	DNS
Overall unit results		C	NYC

Feedback

· My performance in this unit has been discussed and explained to me.

· I would like to appeal this assessment decision.

Student signature: Date:

· I hereby certify that this student has been assessed by me and that the assessment has been carried out according to the required assessment procedures.

Assessor signature: Date:

WSC V1.0 09-2020 (Review 10-2021) RTOWORKS Quality Solutions

BSBMGT517 Manage operational plan

Student Assessment tasks

2 of 52

Contingency Plan Template.docx

King Edward VII College

Contingency Plan

The contingency planning process will be used by the management team to ensure that we plan for contingencies related to meeting the goals of the operational plan.

It will be done so in the form of a risk management plan with the risks specifically related to the goals of the operational plan.

Definitions

The following definitions are based on the Australian and New Zealand Risk Management Standard AS/NZS 4360:2004.

Risk

The chance of something happening which will have an impact upon objectives. It is measured in terms of consequence and likelihood.

Likelihood

A qualitative description or synonym for probability or frequency.

Consequence

The outcome of an event or situation, expressed qualitatively or quantitatively, being a loss, injury, disadvantage or gain. There may be a range of possible outcomes associated with an event.

Risk assessment

The overall process of risk analysis and risk evaluation.

Risk treatment/control methods

Selection and implementation of appropriate options for dealing with risk.

Conceptually, treatment options will involve one or a combination of the following five strategies:

· Avoid the risk.

· Reduce the likelihood of occurrence.

· Reduce the consequences of occurrence.

· Transfer the risk.

· Retain/accept the risk.

Risk management process

The systematic application of management policies, procedures and practices to the tasks of establishing the context, identifying, analysing, evaluating, treating, monitoring and communicating risk.

Risk assessment legend

This document is Contingency plan Template.

It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.

Risk assessment

Scope of assessment:
Critical success factors:
Internal & external stakeholders:
Risk	Consequences	Risk rating As calculated from above	Contingency	Person responsible	Priority rating	Monitoring process

Equipment list.docx

This document is Equipment List.

It is part of the supporting assessment resources for Assessment Task 3 of BSBMGT517.

King Edward VII College

Equipment requirements for Sydney and Brisbane campuses

One-off purchases:

· 8 cordless telephones

· 10 staff computers for staff cubicles

· 20 student computers for workstations

· 4 printers with scanning capability and Wi Fi connection

· 10 staff desks

· 10 office chairs

· 50 student desks (2 seater)

· 100 student chairs

· 100 pens (with College logo)

· 5 staplers

Yearly purchases:

· 50 packs of 500 sheets A4 paper

· 20 sets of printer cartridges

Operational Performance Report Template.docx

This document is Operational Performance Report Template.

It is part of the supporting assessment resources for Assessment Task 4 of BSBMGT517.

King Edward VII College

Profit and Loss six months to Dec 2020 Sydney

Income	Budget	Actual	Variance
Sales
Expenses
Electricity and gas
Internet
Office supplies
Rent
Stationary
Wages and salaries
Superannuation
Travel and accommodation
Water
Work cover insurance
Total expense
Net Profit

Profit and Loss six months to Dec 2020 Brisbane

Income	Budget	Actuals	Variance
Sales
Expenses
Electricity and gas
Internet
Office supplies
Rent
Stationary
Wages and salaries
Superannuation
Travel and accommodation
Water
Work cover insurance
Total expense
Net Profit

Financial performance analysis

Describe and give reasons for all profit and loss amounts.

Variances

Describe and give reasons for all variances.

Variance to Operational Plan

Describe suggested variances

Operational Plan Template.docx

This document is Operational Plan Template.

It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.

King Edward VII College

Operational Plan

Strategies	Actions	Details of resources required to achieve actions	Timelines	Who	KPIs and monitoring plan	Monitoring actions

Performance Information.docx

This document is Performance Information.

It is part of the supporting assessment resources for Assessment Task 4 of BSBMGT517.

King Edward VII College

Profit and Loss six months to Dec 2020 Sydney

Income	Budget	Actual
Sales	$450,000	$475,000
Expenses
Electricity and gas	$1,500	$3,000
Internet	$1,000	$1,100
Office supplies	$700	$1,200
Rent	$225,000	$220,000
Stationary	$800	$1,300
Wages and salaries	$115,000	$117,000
Superannuation	$15,000	$16,000
Travel and accommodation	$2,500	$2,700
Water	$2,000	$2,600
Work cover insurance	$900	$900
Total expense
Net Profit

Profit and Loss six months to Dec 20 Brisbane

Income	Budget	Actuals
Sales	$350,000	$410,000
Expenses
Electricity and gas	$1,200	$2,800
Internet	$1,100	$1,100
Office supplies	$650	$1,300
Rent	$185,000	$190,000
Stationary	$700	$1,250
Wages and salaries	$115,000	$117,000
Superannuation	$15,000	$16,000
Travel and accommodation	$2,100	$2,300
Water	$1,900	$2,100
Work cover insurance	$870	$870
Total expense
Net Profit

Purchasing Policy and Procedures.docx

This document is Purchasing Policy and Procedures.

It is part of the supporting assessment resources for Assessment Task 3 of BSBMGT517.

King Edward VII College

Purchasing Policy and Procedures

Policy Purpose

The purpose of this policy is to provide clear guidelines for the procurement of goods and services, valued at under $150,000. This policy will assist King Edward VII College in ensuring the best value for money, good management practices, legislative compliance, transparency, probity and environmental performance.

Policy Objectives

This policy applies to all employees of King Edward VII College and to any external entity overseeing, or having any involvement in, the procurement of goods and services for the College.

Staff authority to requisition, order and approve purchases is governed by Staff Delegations of Authority made by the CEO. This includes the specific upper limits on purchasing approvals permitted by individual staff positions. No staff must act outside their delegation of authority.

Purchasing Principles and Procedures

The first consideration in procurement is determining whether or not it is necessary to purchase, or if it is possible to use or share existing resources within the College.

Consider:

· Have both recycling and surplus stores (if appropriate) been checked to ensure that no comparable product is available internally?

· Is it possible to share existing resources with other departments?

· Is the quantity requested appropriate and sure to be used?

· Will the product be used to the end of its useful life? If not, can it be easily reallocated to another department and how will this cost be borne?

If the answer is yes to the all of the above, then proceed.

Basic Purchasing Principles

Purchasing must be governed by the following principles;

· The purchasing system should be designed to provide the best value for money;

· The procedures used must be, and must be believed to be, able to withstand public scrutiny;

· Purchasing procedures should ensure open competition and no individual supplier should be given advantage over others; and

· Purchasing procedures should comply with all of the College’s policies, including sustainability.

· When quotations have been requested of suppliers, all unsuccessful bidders will be notified in writing.

Value for Money

The best way of obtaining value for money is to ensure that there is a strong element of competition in the allocation of orders or awards of contracts. This is ensured by obtaining competitive quotations wherever practicable.

The degree of detail with which procurement is performed depends on the value, complexity and sensitivity of the goods and services being purchased. It is not good practice to use excessive time and paperwork on simple purchases of low value. ‘Best value for money’ does not imply that the lowest quotation must be selected uncritically. Other criteria such as the degree of compliance with specified quality standards, known performance and capacity of suppliers as well as maintenance, impact on the environment and whole of life costing must be taken into account.

Conflict of interest

Staff engaging in procurement, for even small purchases, must be mindful of any conflict of interest. Information provided to the College should be treated as commercial, in confidence, restricted to persons concerned with the specific purchase or contract. Care should be taken that it is not inadvertently displayed or otherwise communicated to competitors in the course of supplier evaluation.

Environmental sustainability

The College requires that procurement decisions incorporate environmentally sound policies. Staff must carefully consider environmental issues when planning both service levels and the required standards of goods. Expected and desired environmental performance and outcomes is to be documented, where practical, in the specifications and evaluation of contracts.

Procedures in procurement by financial category

These categories apply to the cost of individual products or services, not the total cost of a group purchase.

Goods and Services up to $5,000

Minimum of 2 verbal or internet-based quotations are to be sought except:

· Where goods or services are needed immediately in an emergency situation

· Where rates are considered reasonable and consistent with normal market rates and these are tested from time to time.

The Administration officer will complete a Quotation Record Form which includes:

· A description of the goods or services required

· A list of organisations submitting quotations, costs, details and delivery details

· In any instance where the quotation accepted is other than the lowest received, the reason or reasons for accepting that quotation.

The Quotation Record Form must be provided to, and signed by, an approving officer, usually the relevant Manager, with delegated authority to approve purchases at this value.

Although it is not obligatory to obtain written quotations when purchasing under the $5,000 threshold, circumstances will arise when it may be advantageous to call written quotations to put the procurement on a more formal footing and/or eliminate any ambiguity about process.

Goods and Services over $5,000 and up to $10,000

The following procedures are to be applied when calling for quotations:

· Minimum of three written quotations obtained and filed. Where 3 written quotes cannot be obtained the reasons are to be documented.

· Quotation Record Form with written quotations attached to be completed by Admin and provided to Manger for approval and then filed.

· Reasons for passing over any lower price bids must be documented.

The Quotation Record Form must be signed by an approving officer, usually relevant Manager, with delegated authority to approve purchases at this value.

Goods and services over $10,000 and up to $50,000

The following procedures are to be applied when calling for quotations:

· Minimum of three written quotations obtained and filed. Where 3 written quotes cannot be obtained, the reasons are to be documented.

· Specifications must be supplied to persons providing quotations.

· Declaration of Interest Form must be completed and signed by staff involved in the procurement process. Staff with an interest in this procurement are to be excluded from the process.

· Quotation Record Form with written quotations and associated documentation including specification, process requirements, Declaration of Interest Forms and reasons for passing over any lower price bids to be completed and filed.

The Quotation Record Form must be signed by an approving officer with delegated authority to approve purchases at this value, usually the relevant Director.

Goods and Services over $50,000 and up to $150,000

The following procedures are to be applied to formal quotation process:

· A Purchasing Officer should be identified. This will usually be one of the Senior Managers. A signed Declaration of Interest Form must be completed prior to commencement of the formal quotation process. Staff with an interest in this procurement are to be excluded from the process.

· Detailed specifications must be prepared and provided to suppliers. In addition to the specific goods or services requirements, specifications may call for response to organisational capacity and risk management, environmental performance, maintenance, whole of life costing and requests for ‘referees’.

· Official “Requests for Written Quotation” may be issued, either selectively to a list of suppliers and/or opened to a broad range of suppliers by advertisement in the local press.

· At least 3 written quotations must be received unless this is not possible. If so, the reasons must be documented.

· Quotations must be delivered or forwarded to the specified Purchasing Officer and by a specified date. A schedule of quotations received will be prepared.

· The quotations are to be evaluated by the Purchasing Officer. Evaluation must be made against the elements included in the specification and fully documented including reasons for passing over any lower price bids.

· The evaluating officer or committee will complete a Quotation Record Form and attach associated documentation, including the Schedule of Quotations, signed Declaration of Interest Forms, detailed deliberations and final recommendation.

The approving officer (usually the CEO) may either accept or reject the recommendation. If the recommendation is approved, a written offer can be made to the successful supplier. If the recommendation is rejected and an alternative supplier approved, then full justification for the decision of the approving officer must be documented or the process of procurement can recommence. The Quotation Record Form must be signed by an approving officer with delegated authority to approve purchases at this value, usually the relevant Director.

Formal tender processes may be used for purchases under $150,000. This is advisable in circumstances where the value of the procurement is reaching the upper limit of $150,000; goods and services being sought are of significant public interest; or where the procurement is complex. In these circumstances the accountability and best value benefits of a formal tender process should be considered.

Goods and Services over $150,000

This will be a formal tender process as per the Tender Process Policy and Procedure.

Summary of Threshold values

Dollar Value	Process	Documentation
Up to $5,000	2 verbal quotes	Quotation Record Form
$5,000 - $10,000	3 written quotations	· Quotation Record Form · 3 written quotes
$10,000 - $50,000	3 written quotations	· Quotation Record Form · 3 written quotes · Specification · Declaration of Interest Forms · Process Documentation · Letter notifying suppliers of outcome
$50,000 - $150,000	3 written quotations or Formal Tender Process	· Quotation Record Form · 3 written quotes · Detailed Specification · Declaration of Interest Forms · Schedule of Quotations · Quotation Evaluation · Detailed Process Documentation · Letter notifying suppliers of outcome
$150,000 and above	Formal Tender Process	Tender process

Recruitment and Selection Policy and Procedures.docx

This document is Recruitment and Selection Policy and Procedures.

It is part of the supporting assessment resources for Assessment Task 3 of BSBMGT517.

King Edward VII College

Recruitment and Selection Policy and Procedures

Purpose

The Staff Recruitment Policy has been established to ensure that King Edward VII College Australia attracts the best possible staff and contractors or all vacant positions. This policy relates to employment of all staff and contractors.

Policy Statement

King Edward VII College is committed to providing high quality programs and services to our community. To support the achievement of this objective we recognise the importance of employing the most suitable applicant for all vacant positions.

King Edward VII College will ensure that it has the best opportunity to attract the best available staff by broadly advertising all vacant positions.

King Edward VII College will take all appropriate precautions to ensure that applicants may be safely entrusted with the duties of their position.

King Edward VII College will internally advertise all vacant positions to current staff to encourage career advancement and increase participation.

King Edward VII College is an equal opportunity employer, and is committed to providing a work environment that is free from harassment and discrimination.

All recruitment and selection procedures and decisions will reflect King Edward VII College’s commitment to providing equal opportunity by assessing all potential candidates according to their skills, knowledge, qualifications and capabilities.

King Edward VII College never discriminates on the basis of age, gender, marital status, race, religion, physical impairment or political opinions.

Responsibilities

It is the responsibility of the CEO to implement this policy and to monitor its performance.

It is the responsibility of Managers and Supervisors to ensure that:

· They are familiar with the recruitment policies and procedures, and that they follow them accordingly;

· Staffing levels for their department are determined and authorised;

· All roles have current position descriptions that specify role requirements and selection criteria.

It is the responsibility of the Human Resources Team to ensure that:

· All Managers are aware of their responsibilities in the recruitment and selection process;

· Managers are given continuous support and guidance in regards to recruitment and selection issues.

Procedures

Pre-Recruitment Activities

Prior to commencing the recruitment process, the Recruiting Manager is required to indicate approval from the CEO for the positions.

When describing recruitment requirements, Managers should also indicate specific requirements regarding the position, including:

· Required timelines: when does the position holder need to be in place?

· Location: where will be the position holder be based?

Managers will also need to indicate where there is a requirement to withhold the College’s name in the recruitment advertisement so as keep the organisation’s recruitment plans secret.

Direct Internal Appointments and Promotions

In situations where a Manager wishes to promote an employee who meets the specific selection criteria for the vacant position into the internal vacancy, the appointment must be authorised by the CEO and the approval is to be forwarded to the Human Resources Team.

King Edward VII College Australia will ensure that all of employees who possess the relevant skills and who have expressed interest in the position have been appropriately considered.

Internal Advertising

Where appropriate, King Edward VII College Australia will advertise all vacancies internally.

Exceptions to this rule may occur when:

· The position is of such a specialised nature, and appropriate skills are not available within the organisation

· There is a need to make a direct appointment or promotion into the vacant position

On receiving approval for the vacant position, Human Resources will advertise the available position internally. Internal advertisements should include the following:

· Position title

· Outline of the position

· Skills required for the role

· Closing date for applications

All internal applicants should forward a current copy of their resume, together with covering letter, to the applicable manager for acknowledgement, consideration and processing.

Internal applicants who possess the required skills, qualifications and work-related experience, as specified in the internal advertisement, should be interviewed for the position by the relevant Manager or Supervisor.

External Advertising

Where a position cannot be filled internally, or where it is appropriate to conduct concurrent internal and external recruitment campaigns, the available position should be advertised externally.

All such positions will be advertised through relevant networks, on relevant websites, or through recruitment consultants.

The Human Resources Team will prepare an appropriate recruitment advertisement for the position and submit it for review and approval by the appropriate Manager, as well as the CEO.

The Human Resources Department will administer the placement of the advertisement and monitor and compile applications received.

Screening Applicants

Once all applications have been received, the HR team will forward them to managers for shortlisting.

Resumes must be screened against the position description so that assessments can be made of their suitability for the specific role. Applicants who are assessed as suitable will then be selected for interview and informed in writing of the date and time for the interview.

Candidates who are not successful will be informed in writing.

Conducting Interviews

The interview process is conducted by a selection panel, which will include the CEO or their nominee and the relevant manager or supervisor for the position.

The Human Resources Manager or Human Resources Officer may also be involved in the selection panel if required.

A list of questions based on the position requirements must be drawn up prior to interviews. The HR team can assist with this.

All candidates are interviewed and the selection panel identifies the most suitable candidate based on their responses to the questions.

Reference Checking

Managers are to ensure that, where possible, a minimum of two reference checks are conducted prior to an offer of employment being extended to a candidate.

Details of the reference checks should be attached to the candidate’s application for future reference.

The Federal Privacy Legislation applies to such records held by an organisation.

New Starter Paperwork

If an internal candidate is selected, the Manager is required to notify the successful candidate and their Manager. If an external candidate has been selected, the Manager is to make a verbal offer to the candidate.

To authorise the commencement or transfer of an internal employee, the Recruiting Manager must notify the Human Resources Team and provide confirmation of the CEO’s approval. The Recruiting Manager should ensure that all recruiting documents are completed and returned to the Human Resources Team for filing.

The Human Resources Department will prepare a written letter of offer for the successful candidate. A standard letter of offer will be used for all offers of employment, and will confirm the start date, salary, position and the terms and conditions of employment pertaining to the employee.

Once the Human Resources Team has received the candidate’s signed letter of offer, the HR Team will notify all unsuccessful candidates. If an external recruitment agency has been used, the HR team will notify the agency, who will notify the unsuccessful candidates.

The Recruiting Manager is responsible for liaising with the Human Resources Department to ensure that the necessary documentation, equipment and access privileges are prepared for the new employee.

The Human Resources Team will forward an induction kit to the new employee for their completion.

Records and Correspondence

All contact regarding the position is to be directed through reception, with all applications marked “Confidential” and posted to the HR Team.

Basic records of the recruitment process are to be maintained. Records should include information about position descriptions sent, applications received (including applicants’ names, addresses and contact numbers), a list of applicants short-listed and interviewed, and a record that applicants have been notified of outcomes.

Letters or emails of acknowledgment should be posted to all applicants prior to the short-listing of final suitable applicants.

At the conclusion of the recruitment process, all applications will be filed for five years in the Staff Recruitment File in the CEO’s officer.

Strategic Plan.docx

This document is Strategic Plan.

It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.

Strategic Plan

2019 - 2021

King Edward VII College

Executive Summary

Established in 2010, King Edward VII College is a Registered Training Organisation (RTO) that provides training to students in business and management.

Our principal purpose is to provide high quality training services to satisfy students’ needs.

Our training is nationally recognised and accredited to meet vocational and educational standards. Courses are designed by highly qualified staff with extensive industry and training experience to achieve teaching and learning excellence, flexibility and personal satisfaction.

We draw on our established relationships with industry and other stakeholders to ensure that our courses are appropriate to the demands of our clients and consistently meet their expectations.

Quality is maintained in compliance with the national VET Quality Framework and through our continuous improvement system.

A key objective is to develop the required knowledge and skills for clients to be job ready and competently undertake their chosen role in a wide range of business areas.

Mission

King Edward VII College provides high quality industry training that engenders participation and achievement.

Strategic Objectives

1. To be a leader in vocational education and training

2. To establish and maintain high quality infrastructure supporting clients and staff

3. To be well led, high performing, profitable and accountable

4. To develop our people and resources

Values

The core values underpinning our activities are:

· Sustain excellence in training and assessment

· Promote innovation across all of our business operations

· Be a collaborative and caring community

· Embrace difference and diversity

· Demonstrate integrity and equality of opportunity in all activities

· Operate with openness and accountability

Target Market

King Edward VII College has two broad segments to its target market, consisting of people wishing to gain entry to the industry, as well as people already working in business and management who want to formalise or develop their skills.

Building effective leadership and management skills of managers has been identified as particularly important. We also intend to capitalise on market needs for delivery of blended (classroom and online), as well as on-line courses.

There are many training providers in our sector and King Edward VII seeks to offer a point of difference through our competitive pricing structure, innovative teaching methods and state of the art facilities.

Marketing Strategies

Students make their RTO selection decisions based on the reputation of the organisation, quality of courses, pricing, employment options and personal recommendations, amongst other factors.

Our strong vocational emphasis and continual industry consultation will ensure our courses are appropriate to develop the skills and knowledge currently demanded by employers and students.

Our market decisions are based on extensive and continuous market research, targeting market segments and clients within industry. We collect our data from a variety of sources, including current and potential clients, VET and business sectors, competitors, media and government along with many others.

Market share development

We plan to increase our market share by:

· Establishing two new campuses

· Offering online blended learning

· Providing face to face information sessions

· Improving our web site

· Continually improving the quality of service given to clients’ pre-enrolment, during course delivery and through the provision of support services while remaining price competitive

· Focusing on the provision of courses required by industry

· Maintaining effective communication channels with all stakeholders to ascertain industry requirements and then develop products and manage services accordingly

· Continually improving communication channels with all our stakeholders, ensuring a flow of timely and accurate information to facilitate effective planning and decision making

· Consistently satisfying individual client needs and demands at the same time as developing the knowledge and skills required by industry

· Targeting identified growth markets with planned, market appropriate campaigns, employing a variety of promotional strategies and advertising media

· Offering attractive fee structures

· Continually improving the skills, knowledge and effectiveness of King Edward VII College management and staff through our commitment to training and development

· Regularly reviewing the effectiveness of all our operations and making improvements when and where necessary

Situation Analysis

Strengths	Weaknesses
Price, value and quality Clear understanding of student requirements Delivery mode suitable for client requirements High quality learning and assessment materials Committed to quality ethical practice Ability to adapt to changing market conditions Effective and practical policies and procedures Competitive pricing Friendly organisational culture Level of available finance for investment	Focus on business and management courses only Substantial investment in Sydney and Brisbane meaning large financial outlay Ageing workforce for senior management positions High staff turnover of trainers Difficulty in finding skilled trainers and assessors Lack of leadership and management skills of existing workforce Lack of diversity in workforce Human resources policies still in their infancy, for example, recruitment process not making full use of technology advances e.g. social media, no formal performance management system in place, no employer branding/employer of choice initiatives.
Opportunities	Threats
Potential for offshore delivery Target market experiencing growth To target other States and Territories Current portfolio of courses popular in target markets Potential to apply for Government funding	Changes in Industry legislation affecting students Possible adverse effects of government policy changes High level of competition from other training providers in relation to target market plus competition for staff Instances of other RTO’s bad practice creating poor perception of training providers to clients Predicted uncertainties in the world economy impacting level of demand for training Low price courses offered by competitors Failing to satisfy clients’ demands Unskilled trainers Ageing workforce

Operational Priorities

The following table identifies the operational priorities we plan to achieve in pursuit of our strategic objectives.

Date	Priorities	Key performance indicators
June 19	Improve web site information to attract more students	10% increase in students by June 2020 Improve market share by 5%
July 19	Conduct annual internal audit	Audit conducted and continuous improvement identified
Sept 19	Develop and implement workforce plan	Workforce plan developed and staff informed of key strategies.
Oct 19	Develop and implement a cultural sensitivity and awareness program for staff	All staff trained in cultural awareness
Nov 19	Implement staff performance management review system	Staff advised of new system and performance reviews conducted across the organisation.
Dec 19	Identify suitable location for Sydney campus	Location identified and lease taken out

Jan 20	Provide information sessions showcasing the College (Melbourne and Sydney) Fit out Sydney campus ready for student admissions in February. Interview staff for commencement in Feb.	Identify at least 50 potential sign ups Sydney campus ready for operation
March 20	Develop an online learning platform for all courses	All courses offered on-line by end 2020. Increase student numbers by 12%
April 20	Identify suitable location for Brisbane campus	Location identified and lease taken out
May 20	Fit out Brisbane campus ready for student admission in June. Interview staff for commencement in June.	Brisbane campus ready for operation
July 20	Conduct annual internal audit	Audit conducted and continuous improvement identified
Nov 20	Staff performance reviews	All staff performance reviews conducted

Feb 21	Undertake scoping study for possible offshore campus	Scoping study completed by June 21 and decision made as to whether to proceed
July 21	Conduct annual internal audit	Audit conducted and continuous improvement identified
Nov 21	Staff performance reviews	All staff performance reviews conducted

Risk Management

The following section identifies the associated risks in pursuit of our strategic objectives and how we will deal with them.

Strategic Objectives

1. To be a leader in vocational education and training

2. To establish and maintain high quality infrastructure supporting clients and staff

3. To be well led, high performing, profitable and accountable

4. To develop our people and resources

Risk

Australian government changing policy in relation to industry

Accepting policy change will be a constant factor to manage

An understanding of this should be instilled in all staff

Develop ability to foresee and react quickly to change

Maintain effective communication channels with stakeholders

Diversification of source markets

Develop product range

Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager

Risk

Significant drop in cash flow

Identify operating costs as per future plans and past performance

Identify available finance

Efficient invoicing and debt recovery

Accurate income projections

Close monitoring of expenditure

Arrange overdraft facilities

Scenario planning

Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager

Risk

Failure to recruit planned number of clients

High quality delivery of all services

Swift reaction to feedback

Skilled, motivated staff

Attractive fee structures

Effective market research

Develop plans for each market

Allocate finance for each market

Monitor performance

Take early corrective action if not meeting targets or expectations

Maintaining effective relationships with clients

Maintaining effective communication channels with all stakeholders

Related to Strategic Objectives: 1, 2, 3

Responsibility: CEO

Risk

The world recession and the domino effect

Diversification of source markets

Target markets with strong growth forecasted

Monitor the economic trends

Regularly review performance in line with anticipated market conditions

Develop culture of accepting continual change

React quickly to change

Scenario planning

Maintaining effective communication channels with all stakeholders

Related to Strategic Objectives: 1, 3

Responsibility: CEO

Risk

Over committing resources

Balance activities with the amount of finance available for investment

Financial planning

Monitoring of cash flow

Review invoicing and debt recovery system

Swift response to identified issues

Accessing financial advice

Related to Strategic Objectives: 1, 3

Responsibility: CEO & Administration Manager

Risk

Adverse changes in market conditions

Effective communication channels

Continuous market research

Monitor new markets and overall recruitments trends for all market segments

Scenario planning

Develop working knowledge of potential markets

Networking

Maintaining effective communication channels with all stakeholders

Related to Strategic Objectives: 1, 2, 3

Responsibility: CEO

Risk

Changes to relevant legislation

Emphasis on professional, ethical practices with all stakeholders

Staff training

Leading by example

Policy implementation and monitoring

Effective communication channels with all stakeholders

Ability to manage change

Managing available finance for re-investment

Related to Strategic Objectives: All

Responsibility: CEO

Risk

Shortage of, and difficulty in recruiting, appropriate qualified, skilled trainers and assessors and other key staff

Development of workforce plan

Offer attractive salary packages, including full-time contracts to trainers and assessors

Development of further HR policies and procedures

Provide opportunities for career progression

Develop stimulating and enjoyable working environments

Commitment to training and development

Commitment to professional development

Succession planning to deal with ageing workforce

Related to Strategic Objectives: 1 & 4

Responsibility: CEO

Risk

Failure to meet and manage client’s expectations

Accurate and timely communication with potential and current clients

Management of recruitment activities

Continuous improvement system

Regularly review learning and teaching approaches, resources, structure and systems

Client management policies in academic and support services

Industry liaison

Reviewing effectiveness of communication channels with clients

Employing a continuous improvement approach to all operations

Continuous market research and action

Systematic feedback on management performance and personal reflection

Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager

Risk

Failure to comply with legislation

Consistently implement compliant policies and procedures

Continuous improvement system

Commitment to training and development

Systematic review of policies and procedures

Regular reviews of all operations

Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager

Risk

Competitors undercutting prices

Maintain competitive pricing policy

Monitor competitors’ prices and quality

Regularly review financial management models and processes

Continue focusing on quality

Continue strategy of quality brand promotion

Related to Strategic Objectives: All

Responsibility: CEO

Risk

Failure to control expenditure

Effective financial planning and review

Co-ordination of activities

Systematic review of practice

Financial management and control systems

Facilities management

Implementation of efficient processes

Efficient procurement of products and services

Cost comparisons prior to purchasing

Related to Strategic Objectives: 1, 2, 3

Responsibility: CEO & Administration Manager

Risk

Only providing business and management courses

Weighing the relative advantages of diversification and specialisation

Monitor recruitment trends in the market

Forecasting

Match new and planned courses to market demand

Cost benefit analysis

Developing reputation for being a specialist in business and management courses

Developing market share for delivery of business and management courses

Related to Strategic Objectives: 1

Responsibility: CEO

Risk

Ineffective planning

Experienced management team

Continuous market research

Planning system

Organisation structure and systems

Regular review of structure, systems and procedures

External liaison

Maintaining effective communication channels with all stakeholders

Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager

Risk

Non-payment of course fees

Effective recruitment policies

Review of recruitment policies and market segments

Efficient invoicing

Attractive payment structures

Payment plans

Cash flow management

Timing of collecting fees

Related to Strategic Objectives: 4

Responsibility: CEO & Administration Manager

Risk

Rate of growth in client numbers

Systematic review of systems and practice

Buying in knowledge and skills

Sourcing reliable market information

Strategic and operational planning

Review and, if indicated, amend management structure

Develop policies and procedures

Regular reviews of capacity and operation of all functional and curriculum areas

Good communication channels with stakeholders

Recruitment policy

Finance available for expansion

Related to Strategic Objectives: 1, 3 & 4

Responsibility: CEO & Administration Manager

Risk

Unethical or unprofessional practices of staff (when employed)

Staff selection processes

Staff monitoring systems

Previous experience of managing staff

Swift reaction to feedback

Termination of agreements

Maintain currency of market recruitment trends

Maintain relationships with HR organisations

Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager

Risk

Small staff team

Identify and source potential casual staff to call on in times of sickness and holidays

Planning for holidays and leave

Maintain relationships with HR organisations

Offer incentivised pay structure for casual staff

Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager

Workforce Development

Over the duration of this plan it is projected that student enrolments will increase at least 10% per annum. It is anticipated that the increase in enrolments will be accommodated by employing extra human resources. Appropriately qualified and experienced training and assessment as well as support and administration staff will be appointed.

Enrolments will be monitored on an ongoing basis and a formal review of this plan will be undertaken every six months. During review the management will decide if the levels of human resources are appropriate for the level of enrolments.

Trainers and assessors as well as administrative and support staff will be employed part time on casual contracts initially. However, as it has been difficult to find appropriately skilled trainers and assessors, it is hoped to offer at least two full-time contracts in the near future.

Lack of skilled trainers and assessors is a key issue. Key skills required are high level knowledge and skills in adult learning and the design and development of assessment tools.

The following criteria will be employed as a guide for deciding the level of human resources compared to enrolments. These projections are a guide only and may be adjusted through time.

Enrolments per month	Number of training and assessment staff (FTE)	Number of administration and support staff (FTE)
1-50	1	0.5
51-100	1.5	1
101-150	2	1.25
151-200	2.5	1.5