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Assessment Task 2: Develop Operational Plan 

 

Evidence checklist:

Evidence MUST be submitted Tick off Items When Submitted

 

·        Draft Operational Plan which meets all requirements r
·        Draft Risk Management Plan which meets all requirements r
·        Notes from consultation senior management team (assessor) r
·        Updated draft Operational Plan r
·        Updated draft Risk Management Plan r

 

 

Your assessor will be looking for:

  • Reading skills to identify and interpret information from organisational documentation
  • Writing skills to address context, purpose and audience when creating documents and communications
  • Numeracy skills to recognise and interpret numerical information related to timeframes and budgets
  • Oral communication skills to present information, listen and comprehend information and confirm understanding
  • Interact with others skills to collaborate and achieve joint outcomes

 

Appendix 1 Workplace 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 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 2018 and Sydney in April 2018. 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.

 

 

Appendix 2 Strategic Plan 2018 – 2020

 

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 18 Improve web site information to attract more students 10% increase in students by June 2016

Improve market share by 5%

July 18 Conduct annual internal audit Audit conducted and continuous improvement identified
Sept 18 Develop and implement workforce plan Workforce plan developed and staff informed of key strategies.
Oct 18 Develop and implement a cultural sensitivity and awareness program for staff All staff trained in cultural awareness
Nov 18 Implement staff performance management review system Staff advised of new system and performance reviews conducted across the organisation.
Dec 18 Identify suitable location for Sydney campus Location identified and lease taken out
Jan 19 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 19 Develop an online learning platform for all courses All courses offered on-line by end 2016.

Increase student numbers by 12%

April 19 Identify suitable location for Brisbane campus Location identified and lease taken out
May 19 Fit out Brisbane campus ready for student admission in June.

Interview staff for commencement in June.

Brisbane campus ready for operation
July 19 Conduct annual internal audit Audit conducted and continuous improvement identified
Nov 19 Staff performance reviews All staff performance reviews conducted
Feb 20 Undertake scoping study for possible offshore campus Scoping study completed by June 17 and decision made as to whether to proceed
July 20 Conduct annual internal audit Audit conducted and continuous improvement identified
Nov 20 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

ResponsibilityCEO

 

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

ResponsibilityCEO & 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

 

 

Appendix 4 Risk Management Plan Template 

 

King Edward VII College

 

Risk Management Plan

The risk assessment process will be used by the management team to ensure risk control methods are included in all organisational planning, management of operations and governance.

 

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

 

 

likelihood

 

 


ReferenceID: #getanswers2001196

 

 

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