manage operational plan - Achiever Papers

assignment

BSBMGT517MANAGE OPERATIONAL PLAN

Assessment Task 3: Manage acquisition of resources

To do this task, the student should have access to and read the following documents:

• Equipment List

• Recruitment and Selection Policy and Procedures

• Purchasing Policy and Procedures

Submit A TOTAL OF 8 WRITTEN PIECES
• 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.

BSBMGT517 MANAGE OPERATIONAL PLAN

1. Implement strategies for recruiting staff-Human Resources

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).

2. Send an email to the CEO (your assessor)-Written Submission.

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.

3. Send an email to the Human Resources Manager (your assessor)- Written Submission.

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.

4. Develop and implement strategies for induction.

BSBMGT517 MANAGE OPERATIONAL PLAN

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(Written
Submission) and an Induction Program (Written Submission) 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. You might need to do some online research of induction
documents but you are forbidden to simply copy and paste.

5. Send an email to the CEO (your assessor)- Written Submission.

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.

6. Implement induction strategies- an email to the HR manager- Written Submission.

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.

BSBMGT517 MANAGE OPERATIONAL PLAN

7. Implement strategies for purchasing equipment-
Physical Resources.

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.

8. Send an email to the Administration Team (your assessor)- Written Submission.

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.

9. Update the Monitoring Actions section of your Operational Plan- Written Submission.

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

In the Monitoring Actions section, the student can write like ‘I have emailed the HR
manager’ or ‘I have emailed the administration team with approval for purchases’
etc.

Assessment Task 4 Guideline

Submit

• Email memo to all staff

• Email with performance report and screen shot attached

• Email to CEO

• Email to Human Resources Manager

• Mentoring

Plan.

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:

o Calculates the net profit or loss for each campus

o Compares the performance of each campus

o 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.

2.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.

3.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.

4.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.

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

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.

5.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.

Student only needs to develop a template of a mentoring plan and does not need to

fill the space of it.

6.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.

7.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).

8.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.

9. 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 2: Develop operational plan project

To do this task, the student needs to have access to and use the following
documents.

• Strategic Plan

• Operational Plan Template

• Contingency Plan Template

All the above materials can be found and downloaded from the student portal-Moodle.

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

Carefully read the following scenario before starting the assessment.

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:

1) Renting of suitable commercial properties

2) Staffing requirements

3) Fitting out of the campus

4) Equipment requirements

5) Marketing requirements
Student needs to work out at least a strategy for each issue
mentioned-above. Therefore, you need to come up with a minimum
of 5 strategies and other matching elements.
The actions are the concrete steps that aim to make the strategies
into practice. How many steps needed is dependent on the nature of
the strategy and student only records the major steps in sequence.
Following the steps can lead through to the realisation of the
strategy.
Please see below a sample response to the issue of renting of
suitable commercial properties

2. Develop a draft Contingency 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.

Student needs to identify at least one risk for each strategy
implementation. Therefore, you need to locate at least 5 risks and ensued
evaluation.

Use the Risk Legend to assess the Risk Rate:

Please see below a sample response of the risk plan:

3. 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.

4. Consult on draft Plans.

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.

5. 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.

6. 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.

BSBMGT517 Student Assessment Tasks V1.0 09-20 x

Student Assessment Tasks
BSBMGT517 Manage operational plan

Wall Street College Pty Ltd

ABN No: 42 606 344 905

RTO No: 41294 CRICOS Provider No.: 03601F

Melbourne: Level 4, 20 Queen St, Melbourne, VIC 3000

Phone: +61 3 9629 4770 Email: admissions@wallstreet.edu.au

Hobart: Level 2, 27 Elizabeth St, Hobart, TAS 7000

Phone: +61 3 8648 8556 Email: admissions@wallstreet.edu.au

BSBWRT301 Write simple documents Student Assessment Tasks

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BSBMGT517 Manage operational plan

Student Assessment tasks

2 of 52

Contents

Assessment information

Assessment instructions

Student assessment agreement

Assessment Task 1 Cover Sheet

Assessment Task 1: Written questions

Assessment Task 1 Instructions as provided to students

Assessment Task 1 Checklist

Assessment Task 2: Develop operational plan project

Assessment Task 2 Instructions as provided to students

Assessment Task 2 Checklist

Assessment Task 3: Manage acquisition of resources

Assessment Task 3 Instructions as provided to students

Assessment Task 3 Checklist

Assessment Task 4: Operational planning monitoring and review project

Assessment Task 4 Instructions as provided to students

Assessment Task 4 Checklist

Final results record

Assessment information
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

Do you understand the requirements of the assessments for this unit?

Yes

Do you agree to the way in which you are being assessed

Yes

Do you have any specific needs that should be considered

Yes

If so, explain these in the space below.

Do you understand your rights to reassessment?

Yes

Do you understand your right to appeal the decisions made in an assessment?

Yes

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

DNS

Resubmission

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

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.
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 that 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.

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

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
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.
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.
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.

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

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
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.
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.
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.

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

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

DNS

Assessment Task 2

Operations plan project

DNS

Assessment Task 3

Manage acquisition of resources project

DNS

Assessment Task 4

Monitor and review operational plan project

DNS

Overall unit results

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 x

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.

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 x

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 x

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

2
© 2020 RTO Works

Operational Plan Template x

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 x

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

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

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

Total expense

Net Profit

Purchasing Policy and Procedures x

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

4
© 2020 RTO Works

Recruitment and Selection Policy and Procedures x

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.

2
© 2020 RTO Works

Strategic Plan x

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

0.5

51-100

1.5

101-150

1.25

151-200

2.5

1.5

13
© 2020 RTO Works

Assessment 1

1.1.

The term “group dynamics” was first coined by the social psychologist Kurt Lewin. The concept of group dynamics can be analysed through positive and negative effect in the group due to the team members or people (Cummings, Bridgman, Hassard & Rowlinson, 2017).

1.2

(a) changing perception of the team members.

(b) unstable decisions of the team leader also put negative effect on team performance.

(d) lack of trust among team members also resultant in adverse impact on team performance (Cummings, Bridgman, Hassard & Rowlinson, 2017).

1.3

(1) The phenomenon of social loafing is the situation which implies that an individual will tend to work less when there are in the work as compare to working alone. Social loafing is one of the primary reasons behind less productivity of the team members.

(2) Negative consequences of social loafing are as follows: team members become lazy due to social loafing, it leads to poor team spirit, team members make least contribution in the group, etc (Bundy, Pfarrer, Short & Coombs, 2017).

(3) When the team size is large then it can be expected that around 20% to 30% employees will not work effectively due to social loafing. So, it increases the burden on team leaders for getting the work done. Although, in the collectivistic culture, there are major chances for developing the practices of social loafing.

1.4

· Developing rules for conduct: it is important to develop rules for conduct so that team members can be aware about their roles and responsibility in the effective way.

· Encouraging group loyalty: when a team leader encourages group loyalty then it can resultant in social loafing. Although, in reality, majority of the team members used to pay attention towards their own interest rather then concerning about group loyalty.

· Specifically defining the task: specifically defining the task can be useful method. Team leader need to guide team members to complete their specifically assigned goals and responsibilities in the effective way (Boon, Den Hartog & Lepak, 2019).

1.5

Groupthink is a phenomenon that occurs when the desire for group consensus overrides people’s common-sense desire to present alternatives. The reason behind groupthink are as follows leadership, decision-making, etc.

1.6

Advantages:

· Group decision making enables more information and more ideas.

· It incorporates greater amount of diversity.

· Satisfactory decisions can be made when entire group makes decisions.

Disadvantages:

· Group decision making is the time-consuming process.

· There is lack of individual domination in the group decision making process.

· The major disadvantage is digression is inevitable in the group decision making process (Arslan, Sarıdemir, Bayraktar & Evrensel, 2017).

1.7

· Setting goals for the team members

· Empowering and motivating the team members.

· Communication is the key for team building.

For example: John is the team leader of XYZ company’s production department. He decided to develop team-building technique to bid the team members. First, he made specific goals for the team members then (second), he adopts various motivational theories to empower team members (such as: Maslow’s Need Hierarchy Theory, McClelland’s Need Theory, etc). In the end, he decided to encourage open communication among the team members (Arslan, Sarıdemir, Bayraktar & Evrensel, 2017).

1.8

It implies that finding a proposal that can be acceptable to all the team members with least or no member opposing it. It also implies about the effective solution that can be accomplish by all the team members. It is important to understand that consensus decisions can lead to positive outcomes in the effective way.

1.9

· Brainstorming of ideas: it is a technique in which all the team members come together and analyse for the ideas. In the process of brainstorming, people become able to think freely and suggest various ideas.

· Nominal group techniques (NGT): is a structed variation of a small-group discussion to reach a consensus. In NGT, individual need to respond to the questions posted by a moderator and then suggestions or ideas for group members are prioritize (Boon, Den Hartog & Lepak, 2019).

1.10

· Focusing on establishing clear goals for both parties.

· Need to figure out a way in which common interest of both parties can be satisfied.

· Determining and overcoming barriers to the common goals.

· Finding best way so that both parties can satisfy their expectations.

1.11

In an organization, number of situations occurs which holds major chances for arisen disputes (Bundy, Pfarrer, Short & Coombs, 2017). Due to handling various disputes, it becomes important for an organization to have effective program for resolving workplace conflicts in the effective way. In Australia, a dispute can also be solved by the Fair Work Commission if the company wants involvement of the government authorities. Although, a minimum legal obligation is required to fulfil in order to take interference of the Fair Work Commission to resolve the conflict (Bundy, Pfarrer, Short & Coombs, 2017).

Task 2

From: bikashthapa@gmail.com

To: steven@wallstreat.edu.au

CC:

BCC

Subject: Regarding the contents of the operational plan

Hi steven,

I hope you are doing well. I request you to please review the contents of the operational plan.

Contents of operational plan are as follows:

· Quality standards.

· Risk management guidelines.

· Implementation timetables.

· A process for monitoring progress

Please review these contents of operational plan. Apart from this, I like to invite you to the performance planning meeting. Below are the details for performance planning meeting:

Date: 10th February, 2021

Time: 10:00 A.M

Thank You

Bikash Thapa

2.3 send an email to the general manager

From:bikashthapa@gmail.com

To: steven@wallstreet.edu.au

CC:
BCC

Subject: More budget is required for effective marketing and more staff members are required to fulfil operational plan requirements.

Hello Sir,

It is requested from you to please provide more budget for generating effective marketing outcomes and please allocate more staff members so that requirements for operational plan can be fulfil. Apart from this, I also like to request you to please pay attention to the following workplace concern:

1. Effective communication is required in the workplace to function accordingly. In the past, many incidents have been occurred when team members mis-interpreted instructions or guide lines.

2. Team members wants that there should be no gender discrimination in the workplace. Although, gender-specific events promotes gender discrimination.

I request you to please take required action on the above issues.

Thank You
Bikash Thapa

2.4 team performance plan

Name: FSEC work team

Name of Manager: Bikash Thapa

Date of performance planning: 10th February, 2021

Mid-cycle review discussion: 10th August, 2021

End-cycle review discussion: 10th February, 2022

Strategies for the operational plan

Goals and objective

KPIs

Developing Social media marketing strategies.

Analysing likes and increasing number of followers on the official page of the company on various social media platforms.

Improving retention ratio of the employees or workforce.

By analysing improving employee retention rate.

2.4.1

In this year, the main work will be to improve team member’s retention rate by the 30% to 40%. Improving this retention rate will help in decreasing the cost of human resource management (HRM).

2.4.2

By encouraging open communication, it will help in improving work and interaction with others.

2.4.3

Taking training for digital marketing strategies and learning various effective ways for online promotion strategies.

2.4.4

Yes, following support is required from the management.

· Require flexible working hours from the management.

· Management should include team into decision-making process.

2.4.5

Through various key performance indicators (KPIs) such as: my monthly performance will improve, I will take less leave, etc.

2.5 send an email to the assessor

From: bikashthapa@gmail.com
To: steven@wallstreet.edu.au
CC:

BCC:

Subject: Requesting for feedback

Attachments: team performance plan

Hello Sir,

I hope you are doing well.I want to request you to please give feedback on the team performance plan. I also request you to please review my suggestion for necessary team activities:

1. Team outing in every 30 days.

2. Giving extra day off to team members if they had completed the target.

Apart from this, I am planning to conduct a meeting with all the team members so that they (team members) can express their concern regarding the workplace concerns.

TASK 3

Football South East Coast (FSEC)

Professional Development Policy

Purpose: The purpose of this policy to give employees opportunity to improve their skills and to enhance their contributions to the organization.

Scope: The scope of this policy is to ensure that employees can accomplish professional as well as personal objectives through this professional development policy in the effective way.

Types of professional development that may be undertaken

Physical parameters: team member’s body measurements will be analysed. Later on, it will be suggested to them that how they should work out.

Mental health: While playing football, it is necessary that team members should be patience and take proper decision. So, it is important that their mental health should be in stable condition without any issue of depression or anxiety.

Team work skills: trust and faith towards team members are required.

Process for identifying professional development needs

· If team members are not giving adequate performance or if team members are not standing on the expectation standards of the board members then it arises the need for the professional development.

· If team members are not showcasing faith and trust towards their team members.

Criteria for determining whether the professional development opportunity is appropriate

In this case, an individual player’s personality can be taken as a benchmark to analyses if it is appropriate to bring professional development opportunity.

Process for documenting and evaluating outcomes from professional development

Conducting online documentation will be effective medium because stakeholders will able to access the documentation even from the remote areas.

3.1 email to professor

From:bikashthapa@gmail.com

To:steven@wallstreet.edu.au

CC:
BCC

Subject: Requesting you to please review professional development policy

Attachment: Professional development policy

To steven,

I hope you are doing well.I like to request you to please review professional development policy for Football South East Coast. The reason behind making professional development policy is that currently, Football South East Coast does not have any professional development policy in place.

Thank You
Bikash Thapa

3.2 send an email to the team

From:bikashthapa@gmail.com
To:steven@wallstreet.edu.au
CC:
BCC:

Subject: Benefits to team members when they will participate in the professional development

Attachment: Professional development policy

Hello Sir,

There are many benefits for the team members if they will participate in the professional development, such as: it will improve their behaviour in the team, if will enable team members to understand each other’s behaviour, it will make help in better brainstorming of ideas (as team members will able to do brainstorming more professionally), etc.

Thank You
Bikash Thapa

TASK 4

4.1

· Ensuring program for the players for the benefit for their family members.

· Giving e-commerce gift cards to the players.

· Ensuring domestic as well as international vacations for the team players.

· Providing monetary rewards to the players.

· Acknowledging their name for their good work.

4.2 send an email to general manager

From:bikashthapa@gmail.com
To:steven@wallstreet.edu.au
CC:
BCC

Subject: Approval for awards and recognition scheme

Hello Sir,

I have decided few awards and recognition scheme that can work best for motivating the players. It is necessary to showcase players that they have opportunity for earning certain awards if they will stand on the expectations of the board. I request you to please review below awards and recognition scheme:

· Ensuring program for the players for the benefit for their family members.
· Giving e-commerce gift cards to the players.
· Ensuring domestic as well as international vacations for the team players.
· Providing monetary rewards to the players.
· Acknowledging their name for their good work.

I request you to please grant me an approval. So that I can forward this scheme. Although, if you want to any changes in this scheme then please revert to me. I will make necessary changes as per your request.

Thank You
Bikash Thapa

4.3 send an email to the assessor

From:bikashthapa@gmail.com
To:steven@wallstreet.edu.au
CC:
BCC:

Subject: Thanking you for your efforts in helping us to accomplish strategic goals and details about reward and recognition scheme to the players.

Attachment: reward and recognition scheme

Hello Sir,

I am grateful to you for your efforts. As, through your efforts we are able to accomplish strategic goals of the team. Apart from this, I like to describe details to you for the reward and recognition program that I have designed for the players. As, this reward and recognition plan will motivate the team members to accomplishing higher team standards. I request you to please review below attachment.

Thank You
Bikash Thapa

TASK 5

5.1 send an email to assessor

From:bikashthapa@gmail.com
To:steven@wallstreet.edu.au
CC:
BCC:

Subject: Requesting to you for attending a meeting

Hello,

It is my request to you for attending a meeting to discuss the work performance issue. It is important to overcome these performance issues because it is putting adverse impact on entire productivity. There are various identified issue in the performance, such as: poor prioritizing, lost time, slow response to work requests, preventable accidents, etc. I request you to please attention this meeting.

Date of the meeting: 10th February, 2021

Time: 2:00P.M

Thanks and regards

Bikash Thapa

5.2 conduct meeting with communication officer

It is important to rectify performance issues from the team because it will put adverse on the entire department and later on, it can also resultant in decreasing profitability of the company. It is necessary to identify the reason behind the performance issues of the employees and to develop effective key performance indicators so that performance of the employees can be enhanced in the effective way. It is suggested to first aim at gathering 360 feedback from the employees so that it can be analysed about the requirement of the employees and the workforce. Further strategies should be made on the bases of feedback received from the employees.

5.3 send an email to the communication officer

From:bikashthapa@gmail.com
To:steven@wallstreet.edu.au
CC:
BCC:

Subject: Summarising agreed solution

Hello,

It is agreed that in order to enhance performance of the team members, the management will first aim at obtaining feedback from the team members in the effective way. Later on, on the bases of the feedback, it will be analysed that which steps should be take into consideration to overcome the issues.

Thanks and Regards

Bikash Thapa

5.4: Customer Survey Report.

Oz House Clean has decided to use a customer feedback study to be favorable to assess customer needs based on the customer service issues reported due to customer frustration (Fundin & Bergman 2003). Industry benchmarks indicate that the total number of consumers who claim they are entirely delighted with the Clean House of Oz is 42 percent. Forty-seven percent is the overall number of customers who claim they are happy with the ease of business.

The total number of clients suggesting that they are planning to use appliances again is 72 percent. The total number of consumers suggesting that business is quick is 47 percent. By sending a one-off survey via email to 300 consumers, a market survey was conducted. Forty-nine customers answered the report.

5.5: Email to Assessor

From:thapa10kaji@gmail.com

To:maria@wallstreet.edu.au

CC:

BCC

Subject: Purpose of the Survey

Attachment: Customer Survey

I hope you are doing well. Based on the customer care problems found due to consumer dissatisfaction, Oz house Clean has agreed to use a customer input survey to be constructive to determine customer needs (Fundin & Bergman 2003). A consumer survey was conducted by submitting a one-off survey via email to 300 customers. Forty-nine clients replied to the report

Thank You
Bikash Thapa

5.6: Folders and files of the Assessment Tasks

BSBCUS501 AT1 2: Customer Service Strategy Planning Project

2.1 Legislation and Regulations

2.2 Customer service Strategy

2.3 Email to Management team

2.4: Meeting with the Management

2.4.1 Importance of Customer Service as well as Legislation and Regulations key to Customer Service

2.4.2: Strategies and Actions in the New Customer Service

2.4.3: Importance of Creating a Customer Service Strategy

2.4.4: Manage quality service for customers

2.5: Feedback from the General Manager.

2.7: Email to Management team

BSBCUS501 AT3: Customer Service Delivery Project

3.1: Customer service Analysis

3.2: Customer Service Policy and Procedures

3.3: Research Team Training

3.4: Revise Customer Service Policy and Procedures.

3.5: Email to Management team

BSBCUS501 AT4:

4.1: Complaints Analysis Report

4.2: Email to Assessor

BSBCUS501 AT5: Customer Feedback and Analysis

5.1: Customer Survey

5.2: Customer Survey Report

5.3: Email to Assessor

5.4: Customer Survey Report.
5.5: Email to Assessor
5.6: Folders and files of the Assessment Tasks

BSBWOR502 Lead and manage team effectiveness

Assessment Guideline

Assessment Task 1: Written questions
Written answer question guidance

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.

Regarding plagiarism concern, please answer all questions in your own words.

1. Explain the origins and the concept of the term group dynamics.

Origins: who came up with this idea or who is believed to do so.

Concept: what is Group Dynamics and students use two sentences to explain it.

2. Explain three aspects of group dynamics that can have a negative effect on team performance.

e.g. Blocking when team members behave in a way that they do not participate in a discussion or a
group activity.

Free riding:

3. Discuss in 3 to 4 paragraphs the phenomenon of social loafing in groups, its negative
consequences and the effect of group size and culture.

1) what is social loafing- one paragraph required,

2) the negative consequence of social loafing- one paragraph required,

3) what impact of group size on social loafing, such as group of bigger size tends to experience more
social loafing or less social loafing？ What kind of culture (individualistic vs collectivistic ) registers
more social loafing(students feel free to pick any point of view they think reasonable)?

Add reference if necessary

4. Discuss three strategies for preventing social loafing in groups.

Student can pick any three of the following strategies and discuss it in one paragraph for each
strategy; Student is also encouraged to come up with your own idea:

Develop rules of conduct:

Create appropriate group sizes:

Establish individual accountability:

Encourage group loyalty:

Implement peer evaluation:

Write a team contract:

Choose complementary team members:

Minimize group size:

Establish ground rules:

Specifically define the task:

Create personal relationships:

Highlight achievement:

Establish task importance:

Evaluate progress:

Manage discussions

Engage individuals:

5. Discuss in a paragraph the phenomenon of Groupthink.

6. Outline three advantages and three disadvantages of group decision-making.

Advantages:

Disadvantages:

7. Discuss three team-building techniques, using examples to illustrate your answer.

Students can pick any three techniques of the following and the response are not limited to the
following:

Open communication

Acknowledge and reward initiative

Initiate a suggestion box.

Allow your staff to share the decision-making in your organization.

Demonstrate honesty, trust and integrity with all staff members at all times.

Don’t make promises you can’t keep.

Create a mentoring program for new staff.

8. Explain the concept of a team consensus.

9. Discuss two methods that can be used to assist teams to reach consensus.

e.g.

Brainstorming

Multi-voting

10. Explain four simple steps for resolving a workplace dispute.

11. Explain why is it important to have an effective dispute resolution process?

Assessment Task 2: Team performance planning project
Submit

• Email to the team with the Operational Plan attached.

• Email to General Manager summarising workplace concerns.

• Email to the team with your completed team performance plan attached.

Scenario: please refer to student assessment task for more details.

1. Send an email to the 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 Operational Plan, and ask
them to review it.

The email text should also invite them to attend a performance planning meeting.

Your email should include the date and time of the meeting, as well as the
duration.

You will need to send your email at least 5 working days prior to the meeting.

Attach your Operational Plan to the email.

Your team members will be organised by your assessor, and will include at least
two other students as well as your assessor to represent the other FSEC positions.

2. Conduct a meeting with the team.

Prepare for a meeting with your team to discuss the new Operational Plan and to
develop a team performance plan by reviewing the organisational information
provided to you above, as well as the Operational Plan. Familiarise yourself with
the Team Performance Plan Template, as you will be completing this document
after the meeting.

As the Marketing and Communications Manager, you are required, as a minimum,
to cover the following during the meeting:

• Provide an introduction to the meeting, including the purpose of the meeting.

• Indicate to all team members that it is important for them to take an active role

in the planning meeting so that their ideas for implementing the strategic plan
and associated goals for the upcoming 12 months will be taken into
consideration and included in the team performance planning framework.

• Ensure that all team members have read the Operational Plan that you sent in
the email.

• Run through the Operational Plan and make sure that your team understand:

o its purpose

o their role, responsibilities and accountabilities over the next 12 months

• Based on the information/results documented in the Operational Plan, provide
positive feedback to your team in regards to where their efforts and
contributions have been well received by the community.

• Give them the opportunity to ask questions if anyone needs clarification. You
should explain to the team any parts of the Operational Plan that are not
understood.

• Listen to your Operations Manager and team and discuss the concerns or
issues they raise.

• Work with your team on each section of the performance planning template.
Ask your team for ideas and write them up on the whiteboard.

• End the meeting on a ‘high note’, by making sure they feel encouraged,
supported and ready to move ahead with their jobs for the next 12 months.

You will also need to demonstrate the following skills and techniques:

• Team building techniques including clear explanation of goals and outcomes

• An understanding of your role as the Marketing and Communications Manager
and how you play a role in meeting the strategic and operational plan of the
organisation

• Role modelling behaviour appropriate of a leader, including respecting and
acknowledging the views of others

• Asking questions and listening to responses to:

o make sure your team understand what you are discussing and their roles,
responsibilities and accountabilities

o that you have also understood what your team and the Operations
Manager are discussing

o engage the team in planning activities

• Application of effective active listening skills

• Communicating with your team and your superior/supervisor (Operations
Manager) by using appropriate protocols and conventions

• Ability to deal with conflict in a professional manner

• Non-verbal communication skills that encourage discussion and feedback, for
example, nodding, smiling, eye contact

• The ability to encourage and motivate your team.

No written submission requirement for this part.

3. Send an email to the General Manager (your assessor).

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

It should summarise the meeting, and explain the workplace concerns in a few
paragraphs.

Provide your solutions in an appropriate way.

The assessor will respond to the concern in a return email.

As for the workplace concern, the following are some points that students
have to pay attention to:

The following two issues have been raised during the meeting:

• While the team works well together, there have been some
communication issues in the past. Some verbal instructions/guidance etc
has been given and either forgotten or misinterpreted.

• There is some concern about the special event days for girls – is there a
way to perhaps avoid having a gender-specific event (there is an
objective to increase the participation of girls, however are there other
ways to do this that still encourages others to participate and not
‘discriminate’ in terms of gender).

Choose at least one Workplace concerns from the list below for yourself:

• The allocated budget is too low to achieve the required marketing
outcomes. There are not enough staff to fulfil the operational plan
requirements.

• Job descriptions are outdated and do not clearly reflect tasks to be
completed by each staff member.

• The staff feel that the General Manager is not sharing information from
meetings that he regularly attends with other football associations to get
ideas. Staff would like to know more.

So when you summarise the workplace concerns, you are supposed to summarise these
thee issues and your solutions.

4. Complete your team performance plan.

Following the meeting, complete the Team Performance Plan Template,
incorporating the feedback that you received from the other meeting participants.
Provide detailed information at each section – bullet points are not acceptable.

Team Performance Plan

Name of Team
FSEC work team

Plan timeframe
12 months

Name of Manager
Student name

Date of performance planning discussion
Insert relevant date

Date of mid cycle review discussion
6 months after the date of performance planning discussion

Date of end cycle review discussion
12 months after the date of performance planning discussion

Complete the following table to identify how the team will achieve the strategies as set out in the
Operational Plan.
This information will relate to the discussions held during the meeting at Assessment Task 2. Sample
responses have been provided below based on information as per the Operational Plan and the
scenario information. For each Kea Result Area(1.Membership Growth 2.Programs and Events
3.Volunteer Development), an objective and KPI is required.

Goals and objectives KPIs

1.To increase participation of girls
in community football (5–18 years)

Members in this demographic to increase by 2%

1. Outputs, projects and deliverables: What will your main work be this year?
What elements of your work area’s Operational Plan will you be responsible for or contribute to?
Assist in achieving strategic goals of increasing total number of players by 4% through strategies to
grow members including:

• Conducting market research to better understand population demographics and conduct
targeted marketing based on identification of key target groups.

• Increase participation of girls at the club
• …………

For Q2-Q5, in terms of answer length, two or three sentences are sufficient

2. Conduct and behaviours: How will you do your work and interact with others this year?
Organisation values are respect, collaboration and innovation.
We will respect all other staff by listening to their views, regardless of whether we agree with them or
not.
…………

3. Knowledge and skills: What do you need to do your job well this year?
What learning and development activities will you undertake this year and how will your new skills and
knowledge be applied on the job?
e.g.
Social media marketing training

Two or three activities at least.

4. Support needed to do my job well?
Are there any changes to the work environment or arrangements that would assist you to do your job?
e.g.
Increase in budget

Human resources and physical resources can also be in discussion.

5. How do I know if I am performing well?
What will be happening if you are performing well? (e.g. my customers are happy, I have good
working relationships, my work is completed on time, my work is accurate)

• We achieve positive trends in participation in soccer
• ……

5. Send an email to the 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 attachment.

The email text should also include:

• A request for feedback on the team performance plan.

• A schedule of meetings for the next 12 months to support the implementation
of the actions documented in the performance plan. The schedule should
commence following the meeting date and for the next 12 months. You can
decide on the frequency of the meeting(meeting can be on monthly basis, or
quarterly basis).

• An outline of the actions you intend to take to address workplace concerns,
including the feedback that you received from the General Manager.

• A brief overview of the training and development activities that you intend to
implement over the next 12 months to address training needs identified in the
team performance plan. You should include the details of at least two activities
that you have identified for the team as a whole and include the title of the
activity, as well as the date and location and outcomes of completing the
activity.

Attach your team performance plan to the email.

Assessment Task 3: Professional development policy and procedure
project
Submit

• Email to your assessor with your professional development policy and procedures attached.

Scenario

Football South East Coast does not currently have a professional development process in place and
would like to introduce one to ensure the professional development of all staff members.

A budget of $1,000 per annum is to be allocated to professional development for each staff
member.

1. Develop professional development policy and procedures for Football South East Coast.

Conduct research by identifying and reviewing a range of professional development
policies and procedures that have been developed in similar scenarios.

The document should be approximately 2 pages.

Your policy and procedures should include, as a minimum, the following:

• Purpose of the policy

For example, to support and assist employees in their professional
development as an integral part of their employment with FSEC.

• Scope of the policy – who it applies to

You have done this a lot before

• Types of professional development that may be undertaken

For example, workshops, conferences, short courses, mentoring.

• Process for identifying professional development needs

For example, through an individual performance review, or by completing a
professional development plan.

• Criteria for determining whether the professional development opportunity is
appropriate

Relevant criteria could be the relevance of the professional development
opportunity to the staff member’s roles, the value of the investment given the
available funds and workforce needs. Budget allocated to each staff member

$1,000 per annum

• Process for documenting and evaluating outcomes from professional
development

For example, document on professional development register that requires
employee to evaluate outcomes.

2. Send an email to the 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 attachment, and the benefits
to the team of participating in professional development.

Attach your professional development policy and procedures to the email.

Assessment Task 4: Reward and recognition project
Submit

• Email requesting approval of a reward and recognition scheme.

• Email giving details of the reward and recognition scheme.

Scenario

After 12 months, data shows that your team has exceeded the percentage increase
in the number of new football players, and you have decided to recognise your
team for their efforts.

1. Select reward and recognition schemes.

Using the Internet, research both informal and formal staff reward and recognition
schemes and make notes on what you find.

Choose and develop at least five examples that would be appropriate for your team
in the case study.

For example, post thanks note, gift cards, movie tickets, name a continuing
recognition award after an outstanding employee, etc.

2. Send an email to the General Manager (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 reward and recognition schemes that you
have identified, and seek their feedback and approval to move forward with the
project.

Indicate which of the schemes you think would be most appropriate for the FSEC
team as per the scenario and why.

You will be assessed on whether your email addresses the required content as
described, as well as the clarity of your email.

The General Manager will reply to your email with authority to implement one of the
schemes that you have selected.

3. Send an email to the team (your assessor).

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

It should thank them for their efforts in achieving the strategic goals, and give the
details of the reward and recognition scheme that you are introducing.

Assessment Task 5: Managing underperformance project

Submit
• Email inviting Jackie to a meeting.

• Email to Jackie summarising the outcomes of the meeting.

Scenario: please refer to p.27 of student assessment task.

1. Send an email to Jackie (your assessor).

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

It should request her to attend a meeting with you to discuss the work performance
issue.

Include the date and time of the meeting and summarise the issue.

Read the following guide about managing underperformance.

For this task you will be assessed on your demonstration of the skills referred to
under ‘key points for employers to remember’.

http://www.fairwork.gov.au/about-us/policies-and-guides/best-practice-
guides/managing-underperformance

2. Conduct the meeting with the Communications Officer (your assessor).

Conduct the meeting with Jackie, explaining to her what the problem is, why it is a
problem, how it impacts on the workplace and why there is a concern.

At the meeting, you are required to:

• Role model behaviour appropriate of a leader

• Clearly explain the purpose of the meeting

• Explain to Jackie what the problem is by providing her with feedback

• Outline her work responsibilities and the need to achieve these

• Explain how this behaviour impacts on the workplace and why it is a concern.
Ensure that you focus on the issue, not the person.

• Demonstrate your interpersonal and communication skills by:

o Keeping your communication open and clear.

o Carefully listening to Jackie and confirming and clarifying information
shared

o Asking questions to confirm information gathered

o Use your interpersonal skills to gain her trust

o Emphasising Jackie’s strengths as set out in the scenario information

• Discuss and agree on a solution/s, using your skills to come up with realistic
solutions that respect Jackie’s needs and those of the team, in order to
maintain a cohesive workplace.

http://www.fairwork.gov.au/about-us/policies-and-guides/best-practice-guides/managing-underperformance

3. Send an email to the Communications Officer (your assessor).

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

The email text should summarise the meeting, and the solution agreed to.

The email should be sent to Jackie within 1 day of the meeting.

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