Assessment - Transtutors...Use the Risk Management Plan Template (Appendix 4 of this Assessment Task) to guide your work. 3. Consult on draft Plans. This part of the assessment requires

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International College of Australia Pty Ltd T/A Western Sydney College

RTO: 45360 | CRICOS: 03690M

Assessment

BSBMGT517 Manage Operational Plan



RTO: 45360 | CRICOS: 03690M

Assessment Task Requirements

You are required to complete and pass every task in the assessment in order to be deemed competent.

Assessment Schedule

Due dates are subject to the unit commencement week.

Task Due Date

Task 1 Week 2

Task 2 Week 3

Task 3 Week 4

Task 4 Week 5



RTO: 45360 | CRICOS: 03690M

Assessment Task 1: Written Questions

Submission Detailed of Assessment

The assessment task is due on the date specified by your assessor. Any variations to this

arrangement must be approved in writing by your assessor.

Save your completed work with the following naming procedure:

Name_studentID_UnitCode_TaskNumber (e.g. JohnSmith_123456_BSBSUS501_T1)

Submit your assessment to WSC Moodle.

Purpose of the Assessment

This task will indicate the underlying knowledge necessary to achieve competence in this unit.

Assessment Description

Answer all questions in a MS Word document and submit the document to your assessor.

Instructions

Answer the following questions:

a. Explain the purpose of a Strategic Plan and an Operational Plan, and the role of an

Operational Plan in achieving the organisation’s objectives.

b. Outline the organisation’s policies, practices and procedures that directly relate to the

operational plan.

c. Outline the information that is usually included in an Operational Plan.

d. Explain a typical process for developing an Operational Plan.

e. Explain the purpose of a budget.

f. Explain a typical budgeting process.

g. Explain the purpose of key performance indicators.

h. Discuss four approaches to developing key performance indicators.



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i. Discuss the concept of a balanced scorecard as an alternative approach to measuring

business performance through key performance indicators.

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

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

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

What your assessor will be looking for as evidence:

Evidence checklist:

Evidence MUST be submitted Tick off Items When Submitted

Word document with satisfactorily answered questions

Your assessor will be looking for:

● Writing skills to ensure that vocabulary, grammatical structures and conventions are

appropriate for the context

● Knowledge of models and methods for operational plans

● Knowledge of the role of an operational plan in achieving the organisation’s objectives

● Knowledge of budgeting processes

● Knowledge of alternative approaches to developing key performance indicators to meet

business objectives

● Knowledge of the legislative and regulatory context relevant to the operational plan of the

organisation

● knowledge of the organisation’s policies, practices and procedures that directly relate to

the operational plan



RTO: 45360 | CRICOS: 03690M

Assessment Task 2: Develop Operational Plan








This task provides you with the opportunity to demonstrate that you have the skills and

knowledge to develop an operational plan.


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.

Instructions

1. Develop a draft Operational Plan

Review the scenario information (Appendix 1 of this Assessment Task) and the Strategic Plan

(Appendix 2 of this Assessment Task) 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 (Appendix 3 of this Assessment Task) to guide your work.

As a minimum, your Operational Plan must address:

Renting of suitable commercial properties

Staffing requirements

Fitting out of the campus



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Equipment requirements

Marketing requirements

Monitoring Processes

The need for the protection of intellectual property

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.

2. Develop a draft Risk Management Plan.

As set out in the company’s organisational processes, you are also required to develop a risk

management plan to ensure that plans are in place to address operational contingencies.

You must identify at least three potential risks associated with the College’s establishment of the

new campuses and determine appropriate risk management strategies/contingencies.

Use the Risk Management Plan Template (Appendix 4 of this Assessment Task) to guide your

work.

3. Consult on draft Plans.

This part of the assessment requires you to meet with the senior management team

(represented by your assessor) and discuss the operational plan and risk management plan that

you have developed.

Go through each part of your operational plan, explaining the activities to be completed,

resource requirements, timelines and key performance indicators.



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Outline the organisation’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 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.

You will receive feedback from the team (your assessor), which you must incorporate into your

draft plans. Make notes on these suggested changes.

You must submit your notes from the meeting as well as updated drafts of both plans.

What your assessor will be looking for as evidence

Evidence checklist:


Draft Operational Plan which meets all requirements

Draft Risk Management Plan which meets all requirements

Notes from consultation senior management team (assessor)

Updated draft Operational Plan

Updated draft Risk Management Plan


● Reading skills to identify and interpret information from organisational documentation

● Writing skills to address context, purpose and audience when creating documents and

communications



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● Numeracy skills to recognise and interpret numerical information related to timeframes

and budgets

● Oral communication skills to present information, listen and comprehend information and

confirm understanding

● Interact with others skills to collaborate and achieve joint outcomes



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Appendix 1 Workplace Scenario

King Edward VII College has been operating for 5 years. The College is based in the Melbourne

CBD and offers a range of courses in management, marketing, human resources and

international business and currently has around has around 500 students enrolled across all of

its courses. Courses are offered at all levels from Certificate II to Graduate Diploma. The

College is very popular due to its competitive pricing structure, innovative teaching methods and

state of the art facilities.

The College currently employs 24 staff members that include the CEO, a Marketing Manager

and Marketing Assistant, Human Resources Manager, Operations and Finance Manager,

Administration Manager, Office Assistant, Receptionist, Academic Manager, Student Services

Officer and approximately 14 trainers.

Due to its success, the College plans to establish two additional campuses, one in Brisbane and

one in Sydney. The plan is for the Brisbane campus to commence operating in January 2018

and Sydney in April 2018. Ideally campuses will be located close to the CBD. A maximum rental

budget of $500,000 per annum in Sydney and $400,000 in Brisbane has been allocated. The

desired floor area for each campus is at least 500 square metres.

With regard to staffing at each campus, the following should be noted. It is anticipated that

initially each campus will require a receptionist and a student services officer. The receptionist

and student services officer positions will be permanent, full-time staff. It is anticipated that

maximum student numbers at the new campuses will be up to 60 students per campus in the

first 12 months of operations. The College’s requirements for trainers is that there must be at

least 1 trainer per 20 students.

Existing staff at the Melbourne campus will complete all other staff functions until such time as

student numbers increase substantially. It is expected that this would occur after the first two

years.

The College will also need to purchase a range of office equipment, as well as furniture for at

least 100 students, at each campus.



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Appendix 2 Strategic Plan 2018 – 2020

Executive Summary

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

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

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

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

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

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

Mission

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

Strategic Objectives

1. To be a leader in vocational education and training

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

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

4. To develop our people and resources

Values

The core values underpinning our activities are:

Sustain excellence in training and assessment

Promote innovation across all of our business operations

Be a collaborative and caring community

Embrace difference and diversity

Demonstrate integrity and equality of opportunity in all activities

Operate with openness and accountability



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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



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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



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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



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Operational Priorities

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

Date Priorities Key performance indicators

June 18 Improve web site information to attract

more students

10% increase in students by June

2016

Improve market share by 5%

July 18 Conduct annual internal audit Audit conducted and continuous

improvement identified

Sept 18 Develop and implement workforce plan Workforce plan developed and staff

informed of key strategies.

Oct 18 Develop and implement a cultural

sensitivity and awareness program for

staff

All staff trained in cultural awareness

Nov 18 Implement staff performance

management review system

Staff advised of new system and

performance reviews conducted

across the organisation.

Dec 18 Identify suitable location for Sydney

campus

Location identified and lease taken

out

Jan 19 Provide information sessions showcasing

the College (Melbourne and Sydney)

Fit out Sydney campus ready for student

admissions in February.

Interview staff for commencement in Feb.

Identify at least 50 potential sign ups

Sydney campus ready for operation

March 19 Develop an online learning platform for

all courses

All courses offered on-line by end

2016.

Increase student numbers by 12%

April 19 Identify suitable location for Brisbane

campus

Location identified and lease taken

out

May 19 Fit out Brisbane campus ready for

student admission in June.

Interview staff for commencement in

June.

Brisbane campus ready for operation



Nov 19 Staff performance reviews All staff performance reviews

conducted



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Feb 20 Undertake scoping study for possible

offshore campus

Scoping study completed by June 17

and decision made as to whether to

proceed



Nov 20 Staff performance reviews All staff performance reviews

conducted

Risk Management

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

Strategic Objectives

1. To be a leader in vocational education and training

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

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

4. To develop our people and resources

Risk Australian government changing policy in relation to industry

Accepting policy change will be a constant factor to manage

An understanding of this should be instilled in all staff

Develop ability to foresee and react quickly to change

Maintain effective communication channels with stakeholders

Diversification of source markets

Develop product range

Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager



RTO: 45360 | CRICOS: 03690M

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



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



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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


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


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



Responsibility: CEO



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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


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



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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



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


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





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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




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




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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


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



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





RTO: 45360 | CRICOS: 03690M

Workforce Development

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

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

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

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

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

Enrolments per month

Number of training and assessment staff (FTE)

Number of administration and support staff (FTE)

1-50 1 0.5

51-100 1.5 1

101-150 2 1.25

151-200 2.5 1.5



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Appendix 3 Operation Plan Template

King Edward VII College

Operational Plan

Strategies Actions Details of resources required to achieve actions

Timelines Who KPIs and process for checking



RTO: 45360 | CRICOS: 03690M

Appendix 4 Risk Management Plan Template


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

Definitions

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

Risk

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

Likelihood

A qualitative description or synonym for probability or frequency.

Consequence

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

Risk assessment

The overall process of risk analysis and risk evaluation.

Risk treatment/control methods

Selection and implementation of appropriate options for dealing with risk. Conceptually, treatment options will involve one or a combination of the following five strategies:

Avoid the risk.

Reduce the likelihood of occurrence.

Reduce the consequences of occurrence.

Transfer the risk.

Retain/accept the risk.

Risk management process

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



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Risk assessment legend



RTO: 45360 | CRICOS: 03690M

Risk assessment

Scope of assessment:

Critical success factors:

Internal & external stakeholders:

Risk Consequences Severity Rating

Likelihood Rating

Treatment or control methods

Person responsible

Timelines Priority rating

Monitoring process



RTO: 45360 | CRICOS: 03690M

Task 3: Plan and Manage Resource Acquisition









knowledge to plan and manage resource acquisition.


This assessment task requires you to implement the operational plan by organising human

resources and equipment requirements in accordance with organisational policy and

procedures.

Instructions

1. Implement strategies for recruiting staff

Review the King Edward VII College Recruitment and Selection Policy and Procedures and

implement the actions to ensure the required staff are recruited (Appendix 1 of this Assessment

Task).

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.

You must submit:

A list of the positions required for the expansion as per the scenario information

An outline of the position descriptions for all required positions



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A report detailing the recruitment, selection, induction and ongoing training requirements

relevant to all positions

2. Implement strategies for purchasing equipment.

Review the King Edward VII College Purchasing Policy and Procedures (Appendix 2 of this

Assessment Task), which has just been developed due to the expansion of the College

Also review the Equipment List (Appendix 3 of this Assessment Task). This shows what

equipment needs to be purchased for each campus.

3. Draft a memo to the Administration Team ensuring that the administration team procures the

equipment required for the new campuses.

The memo 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:

o Description of equipment requirement and number and type to be made as per

existing campus, which will include reference to the attachment.

o Required timelines for the purchase of the equipment.

o 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.



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Evidence checklist:


List of required positions

Outline of position descriptions for all the positions

Report detailing recruitment, selection, induction and ongoing

training requirements

Resource acquisition memo containing all requirements


Reading skills to identify and interpret information from organisational documentation

Writing skills to address context, purpose and audience when creating documents and

communications

Numeracy skills to recognise and interpret numerical information related to timeframes

and budgets

Get the work done skills to take responsibility for developing and implementing systems

and processes to achieve organisational objectives



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Appendix 1 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.



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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.



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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.



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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.



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Appendix 2 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.



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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.



RTO: 45360 | CRICOS: 03690M

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.



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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.



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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



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Appendix 3 Equipment List

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



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Assessment Task 4: Monitor and Review Operational Performance









knowledge to monitor and review operational performance.


This assessment task requires you to monitor and review the operational performance for

King Edward VII College and provide a report to the CEO.

Instructions

Carefully read the following information:

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.



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Complete the following activities:

1. Write an operational performance report.

Analyse the Performance Information (Appendix 1 of this Assessment Task) relating to the

new campuses.

Based on your analysis of the Performance Information, develop a short 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.

Suggested variances to the Operational Plan.

Use the Operational Performance Report Template to guide your work (Appendix 2 of

this Assessment Task).

2. Develop a procedure that could be used to assess progress in achieving profit and

productivity plans and targets.

3. Draft an internal memo to all staff.

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.

http://yourenergysavings.gov.au/guides/work-what-can-we-do

4. Develop a policy to ensure that mentoring and coaching are provided to support

individuals and teams to effectively, economically and safely use resources.



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5. 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.

6. Develop a system to ensure that procedures and records associated with documenting

performance are managed in accordance with organisational requirements. Write a brief

outline and explanation of the system you have devised.


Evidence checklist:


Operational performance report

Procedure to assess progress

Internal memo

Policy about mentoring and coaching

Screen shot of filing system

Outline of system for management of performance related

documents and procedures


Reading skills to identify and interpret information from organisational documentation

● Writing skills to address context, purpose and audience when creating documents and

communications

● Numeracy skills to recognise and interpret numerical information related to timeframes

and budgets

● Get the work done skills to take responsibility for developing and implementing

systems and processes to achieve organisational objectives



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Appendix 1 Performance Information


Profit and Loss six months to Dec 2020 Sydney

Income Budget Actual

Sales $450,000 $475,000

Expenses

Electricity and gas $1,500 $3,000

Internet $1,000 $1,100

Office supplies $700 $1,200

Rent $225,000 $220,000

Stationary $800 $1,300

Wages and salaries $115,000 $117,000

Superannuation $15,000 $16,000

Travel and accommodation

$2,500 $2,700

Water $2,000 $2,600

Work cover insurance $900 $900

Total expense

Net Profit



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Profit and Loss six months to Dec 2020 Brisbane

Income Budget Actuals

Sales $350,000 $410,000

Expenses

Electricity and gas $1,200 $2,800

Internet $1,100 $1,100

Office supplies $650 $1,300

Rent $185,000 $190,000

Stationary $700 $1,250

Wages and salaries $115,000 $117,000

Superannuation $15,000 $16,000


$2,100 $2,300

Water $1,900 $2,100

Work cover insurance $870 $870

Total expense

Net Profit



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Appendix 2 Operational Performance Report Template


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


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



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Stationary

Wages and salaries

Superannuation


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



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Reference/ Recommended Resources for this unit:

J&S Learningwork

Documents

Assessment - Transtutors...Use the Risk Management Plan Template (Appendix 4 of this Assessment Task) to guide your work. 3. Consult on draft Plans. This part of the assessment requires