BSBLDR812 Assessment and Change Management Resources

Case Study

King Edward VII College has been operating since 2010. The College is based in Melbourne CBD and has an additional campus in Sydney. The College offers a range of courses in management, marketing, human resources and international business. It currently has 195 students enrolled across all of its courses and both campuses. Courses are offered at all levels, from Certificate II to Graduate Diploma.

King Edward VII College is very popular due to its competitive pricing structure, innovative teaching methods and state of the art facilities.

The College currently employs 25 staff members that include the CEO, a Finance manager, Sales and Marketing Manager and Sales and Marketing Assistant, Promotions Officer, Human Resources Manager, Operations Manager, Administration Manager, Office Assistant, Receptionist, Academic Manager, Student Services Officer and approximately 14 trainers and assessors. There is also a Board of Directors consisting of the four owners of the company.

Information required to complete Section 1 and 2

You are the Academic Manager at the College. This role includes overseeing and managing all staff and student academic activities required 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.

Despite the Colleges healthy enrolment levels, management is aware that they must be prepared to adapt to new trends and ideas, in particular improved online learning experiences. They would also like to future-proof the organisation against campus shut-downs (as experienced during the COVD-19 pandemic). As such, you have been asked by the CEO to establish a collaborative partnership with an eLearning specialist. In particular, the CEO envisages a relationship where King Edward VII College provides valuable insight and knowledge to the eLearning specialist about mandatory government VET requirements (www.training.gov.au) and in turn, the eLearning specialist advises and consults about eLearning best practices. He would like to see monthly reports about eLearn trends and best-practise.

The board of directors require that all formal partnership agreements are subject to a legal review by an external legal contractor. This is to minimise the risk of being sued. Furthermore, the board of directors need to approve all partners before they are established.

The College already has an informal relationship with Absolute Learning Services (a small consultancy business owned and operated by the CEOs nephew). Absolute Learning services provides advice and guidance to the Academic Manager about current and emerging education best-practice (but not online learning). In return, the College shares some academic material with Absolute Learning. Absolute Learning Solutions envisages a future where every person has access to education, but because they are still a small consultancy business, they do not have any formal values and objectives.

To help you establish a new mutually beneficial partnership with an eLearning specialist, the CEO has provided you with the following description of activities he would like to see take place within the partnership:

At a recent executive team meeting, costs and benefits associated with the potential partnership wee brainstormed. At the meeting, the Finance manager was concerned about the Colleges cashflow situation due to the drop in international student enrolments (as a result of COVID-19 border closures). He was concerned about the capital expenditure required to introduce eLearning. The CEO however felt confident that any expenditure would be recovered. He wanted the eLearning rollout to occur as soon as possible. Estimated financial information is summarised below:

After the executive team meeting:

• the Academic manager made initial contact with a variety of potential partners. All of the potential partnership organisations CEOs expressed interest but were adamant that they would only consider the partnership if they benefited financially (e.g. received a percentage of the enrolment fees.).
• The CEO made an announcement in the staff bulletin to alert staff of the upcoming online learning changes. Assessors and trainers were concerned about their job security and requested more detail about how their jobs would be affected.
• THE CEO would like a report about potential partners to provide to the board of directors.
• The CEO has requested that the Academic manager creates a communication strategy in consultation with the new partner. He would like to review the strategy before it is approved.
• The CEO approved the appointment of an assistant to help the academic manager with the technical administration of the partnership.

Information required to complete Section 3

date, project number, name of reviewer, person receiving feedback, comments and actionAfter a period of 6 months, the first eLearning courses have been introduced at the college. An internal audit was conducted and all courses meet the ASQ requirements.

Student feedback form online surveys have been recorded in a feedback register:

A recent staff survey showed that the trainers felt excluded from the eLearning partnership and had not input other than providing what was asked of them. They requested to be part of the communication between the College and the eLearning partner.

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 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 be a leader in innovation in the vocational education and training sector.
3. To establish and maintain high quality infrastructure supporting clients and staff.
4. To be well led, high performing, profitable and accountable.
5. 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.

Overview

This new business plan reflects our approach to the coming years. We commenced operations in 2010 with relatively low student numbers which then increased significantly.

We do not expect these numbers to increase significantly over the period 2020 2022 as we are currently nearing capacity in our Melbourne and Sydney campuses.

We also expect stable costs for our existing campuses with no major increases expected. However, there will be significant financial investment required for the new campuses.

Resourcing

Financial

Due to the success of the College to date, there are significant cash reserves to fund the new campuses, plus general initiatives, including quality training and assessment and continuous improvement and innovation.

Staffing

Regarding staffing, existing staff will perform key functions across the new campuses such as human resources and marketing. They will also perform any new functions arising such as responsibility for quality and innovation.

Operational Objectives

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

The Market

Market characteristics & conditions

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.

Workforce needs for this sector have been identified as the need to develop an adaptive, responsive and diverse workforce, keep up with technology and to build effective leadership and management skills.

This has informed King Edward VIIs choice of course delivery.

We also intend to capitalise on market needs for delivery of blended (classroom and online), as well as online 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.

Although we will be setting up new campuses in Brisbane and Adelaide in mid 2021 and commencing in the new financial year (July 1) we expect these to be loss leaders initially. Our main aim is to build our brand. We do not expect there to be more than 50 students in each campus in the first year, as these locations are less popular than Sydney and Melbourne but are important for building our brand.

Situation Analysis

Marketing Strategies

Potential students make their 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 other sources.

We plan to develop our market share by:

• offering online and 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 industrymaintaining effective communication channels with all stakeholders to ascertain industry requirements and then develop products and manage services accordinglycontinually improving communication channels with all our stakeholders, ensuring a flow of timely and accurate information to facilitate effective planning and decision makingconsistently satisfying individual client needs and demands at the same time as developing the knowledge and skills required by industrytargeting identified growth markets with planned, market appropriate campaigns employing a variety of promotional strategies and advertising mediums
• offering attractive fee structures to our clients
• continually improving the skills, knowledge and effectiveness of king edward vii college through our commitment to training and development
• regularly reviewing the effectiveness of all our operations and making improvements when and where necessary.

Record Keeping Policy and Procedures

Purpose

This policy describes guidelines to create, preserve and access King Edward VIIs records. Its purpose is to ensure that all records are accurate and secure.

Scope

A record is any type of file (document, spreadsheet, database entries) that King Edward VII stores in its systems. This includes files both employees and external sources create, all legal and business documents and formal internal and external communications.

This policy applies to employees who may create, access and manage records. The HR and finance departments, which manage sensitive and critical information, are primarily responsible for keeping accurate and secure records.

What records do employees need to create?

Creating and storing certain types of records are mandatory. Employees should keep records that:

• are mandated by law
• are necessary for them or other employees to perform their jobsindicate internal or external changes that affect operations, employees, partners or customersinclude decisions, reports, data and activities that are important to the businessdescribe business ventures, deals and communication with regulatory bodies or the public.
• Employees, teams and departments may keep other records if they decide theyre useful to their jobs.
• Employees should:
• ensure that information is accurate and completestore records in appropriate mediums
• name, categorize and share records properlymark appropriate records as confidential
• clarify whos authorized to access records.

Authorisation

Records may have different levels of authorization that limit their accessibility. The authorisation level is determined by the employee who create the records and the law where the law always take precedence.

The following records are strictly confidential and require a high-level authorization:

• Employment records e.g. remuneration, performance review, skills assessment.
• Unpublished financial data.
• Customer/ vendor/ partner/ job applicant information and contracts.

Other types of records, like company performance metrics and internal policies, may be accessible by all permanent employees. Employees must not disclose records to people outside of our company, unless authorized.

Physical records

Printed records must be stored safely in filing cabinets or closed offices. Important, confidential files mustnt be left in open office areas.

Electronic records

Electronic records will be protected by passwords, firewalls and other security settings (both locally and in the cloud.)

Employees are responsible for keeping these records intact. For example, if an employee shares a Google spreadsheet, they must decide whether to give colleagues permission to edit, view or comment.

Also, when employees access electronic, confidential records outside of our offices, they should ensure that both their devices and networks are secure. They should not leave their screens and devices unattended while logged in to our companys accounts.

Data retention period

As a general rule, King Edward VII will keep all records for a minimum of three years unless otherwise stated by law. The following records must be preserved indefinitely:

• Internal policies
• Employment contracts
• Partnership and vendor contracts
• Financial statements and annual reports
• Results of audits and legal investigations.

Discarding records

Records may also be discarded upon request from a stakeholder.

Naming convention

All employees are required to use King Edward VIIs templates for all workplace documentation.

Documents should be named [Department_Type_Detail_Version]

Documents are to be saved using King Edward VIIs cloud-based storage system.

Feedback

In-built software review functionality should be used, and all comments recorded in a feedback register. Feedback register should contain the date, project number, name of reviewer, person receiving feedback, comments and action required.

Courses should be reviewed by students through an online survey. The feedback from this review should also be stored in a feedback register and regularly assessed.

Communication Policy and Procedures

King Edward VII aims to enhance and streamline communications (internal and external) to reinforce the vision and strategic priorities. As such, we will continue to develop and trial new communication platforms, channels, and tools to improve information sharing and collaboration between all staff members.

This policy is to be implemented in a way that ensures compliance with relevant legislative requirements and standards of best practice.

King Edward VII expects that staff will use the channels and for business purposes only and comply with all relevant policies and procedures, the Code of Conduct.

Internal Communication channels

King Edward VII has a number of internal communication channels available, including:

Channel Purpose

Staff bulletin This contains Information from the executive to staff which is important and relevant to their interests, including training, employment vacancies and important announcements.

Contributions for the Staff Bulletin must be approved in advance by the contributors relevant manager before being sent to the communications officer for review and inclusion.

Staff surveys These are used to gather information and feedback from all staff members. Surveys should be sent to staff via email link.

King Edward VII intranet The intranet provides important information for staff in an easily accessible location.

The intranet is to be used for conveying information which is important and relevant from the executive team to staff. It is the responsibility of the person contributing the content to ensure the content is factually correct. All contributions must be approved in advance by the contributors relevant manager.

Enterprise social networks (e.g. Yammer, Facebook) These may be used by groups of staff to collaborate and communicate on projects online (e.g. to share and comment on work-related ideas, news and activities). Personal use of these platforms may not be used during work hours. Use of these networks must comply with the Social Media Policy.

All Staff emails Emails are used for messages to and between staff. Staff are required to read all their work-related emails.

Email distribution lists Email distribution lists may only be used by the executive team and should adhere to the Privacy policy.

Verbal communication As far as possible, all business-related conversations should first take place either face-to-face or via a telephone call. All verbal conversations should be followed up with a summary email or text message (whichever is more applicable to the situation).

External Communication channels

A communication with external parties must occur within the boundaries of responsibility. Unless specified in a job description (e.g. trainers to communicate with students about course related issues), only management may communicate with external parties.

All external communication must be summarised in an email to the relevant party.

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