Section 1: Determine partnership outcomesDescribe the organisation you are basing this project on.
Section 1: Determine partnership outcomesDescribe the organisation you are basing this project on.
What is the name of the organisation?
King Edward VII College
What are the main activities of the organisation?
The College offers a range of courses in management, marketing, human resources and international business.Courses are offered at all levels, from Certificate II to Graduate Diploma.
Describe the vision, mission, purpose and values of your organisation.
Vision: King Edward VII College is committed to provide excellent educational experiences that are targeted to the needs of its students, helping them to meet and exceed difficulties and actively participate in determining the course of the future of the global community.
Mission: High-quality industry training is offered by King Edward VII College, encouraging involvement and success.
Values: Maintain quality in training and assessment are the guiding principles for all of our actions.
Encourage innovation throughout every aspect of our operations.
Be a cooperative and considerate neighborhood.
Value diversity and individuality.
Integrity and fair opportunity must be displayed in all actions.
Act in a transparent and accountable manner.
What are the strategic objectives and goals of your organisation?
Objectives:
To be a leader in vocational education and training.
To be a leader in innovation in the vocational education and training sector.
To establish and maintain high quality infrastructure supporting clients and staff.
To be well led, high performing, profitable and accountable.
To develop our people and resources.
Goals: to make certain that our courses are suitable for our customers' needs and constantly live up to their expectations.
What is your role in the organisation?
Academic Manager
How does your role contribute towards the broader organisation objectives and goals?
Supervising and managing all academic staff and student activities necessary to help clients get the information and abilities they need to be job-ready and successfully perform their chosen roles across a wide range of business domains.
Explain why a new collaborative partnership is required.
Note: You are required to establish one collaborative partnership/relationship to achieve a specific purpose.
Why is a collaborative partnership (and relationship) required in your organisation?
To adapt to new trends and ideas, in particular improved online learning experiences. The virtual classroom is also available anywhere theres an internet connection, and a good way to take advantage of this is to travel.
Describe at least three task objectives for establishing the collaborative partnership.
Helps Optimize the Courses and Training Programs
Bridges the Skills Gap
Obtain Support For Research and Development
Helps in Expansion and Growth
How will your role contribute towards the development and cultivation of the collaborative partnership?
To creates a communication strategy which can ensure that important information is relayed to the right people, through internal and external communication. it Can help College improve the overall productivity of the workforce, create a positive presence for the students and instil a sense of trust among colleagues.
Summarise the requirements for establishing collaborative partnerships and relationships.
Summarise any relevant legal requirements for partnerships and relationships, including:
legislation and regulations
Government legislation and regulations form the foundation for the operation of the international university.This includes national regulations governing the provision of foreign education and international visa policies.
These laws ensure the ongoing viability of international education and research in Australia and help assure the Australian institutions' already strong commitment to excellence.
Disability Discrimination Act which requires organisations providing education to not discriminate those who experience disabilities, and to create opportunities for inclusion for all those with disabilities
Childrens Protection Act 1993 (SA) which mandates staff in education and care environments to report child abuse and neglect and requires all organisations providing education wholly or partly for children to comply with principles of child safe environments
Teacher Registration and Standards Act 2004 (SA) which established and maintains a teacher registration system and professional standards for teachers
standards and codes of practice
The National Code 2018 is a legislative instrument, legally enforceable under the ESOS Act.The National Code 2018 has 11 standards and is divided into two parts:
Part A provides an overview of the Australian international education sector and the ESOS framework, as well as a summary of the National Code 2018.
Part B provides details of the 11 standards that providers must meet in their engagements with international students.
relevant legal frameworks and processes.
One of the key components of Australias reputation for high-quality foreign education is the ESOS Framework.It is also a powerful and thorough collection of legislative tools that help in settling a variety of situations, including:The percentage of unused pre-paid fees in cases where a provider defaults or a student is unable to secure a visa; the notification that a provider must offer; the standards to be used when determining whether a course qualifies as a suitable alternative course.
Which organisational documents are available to inform and guide collaborative partnerships in your organisation?
The business partnership agreement, sets out what is expected from each of the partners, how key decisions are made, and how profits (and liabilities) are divided. Legal documents for partnership business should cover who the partners are, their rights and responsibilities, who owns what, and what will happen if and when partners decide to leave the partnership or new ones join.
Letter of Intent,normally contains information about the proposed agreement, prerequisites, significant commitments, the following processes, and the anticipated signing date. It can be used as a guide for future discussions and to more quickly reach a conclusion. Although certain legally binding provisions, including secrecy, may be included in this document, it is not legally enforceable.
Summarise any organisational requirements (e.g. from business plan or other policies and procedures) for establishing and maintaining collaborative partnerships and relationships.
Note: As a minimum, you are required to provide proof of your organisations strategic plan and at least one policy or procedure related to partnership processes.
10001254847590
King Edward VII College
Strategic Business Plan
2020 2022
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King Edward VII College
Strategic Business Plan
2020 2022
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
To be a leader in vocational education and training.
To be a leader in innovation in the vocational education and training sector.
To establish and maintain high quality infrastructure supporting clients and staff.
To be well led, high performing, profitable and accountable.
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.
2020 Priorities Key performance indicators
July Improve web site information to attract more students 10% increase in students by June 2021
Improve market share by 5%
September Conduct annual internal audit Audit conducted, and continuous improvement identified
October Develop and implement a cultural sensitivity and awareness program for staff All staff trained in cultural awareness
December Staff performance reviews All staff performance reviews conducted
2021 Priorities Key performance indicators
January Identify staff required for new campuses Staff recruited and in place
January Provide information sessions showcasing the College (existing campuses) Identify at least 50 potential sign ups
March Develop online learning for all courses All courses offered online by end 2021
July Conduct annual internal audit Audit conducted, and continuous improvement identified
Increase student numbers by 12% by June 2021
November Staff performance reviews All staff performance reviews conducted
2022 Priorities Key performance indicators
February Undertake scoping study for possible offshore campus Scoping study completed by June 22 and decision made as to whether to proceed
July Conduct annual internal audit Audit conducted, and continuous improvement identified
November Staff performance reviews All staff performance reviews conducted
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
Strengths Weaknesses
Price, value and quality
Clear understanding of student requirements
Delivery mode suitable for client requirements
High quality learning & 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 Brisbane and Adelaide meaning large financial outlay
High staff turnover of trainers
Lack of diversity in workforce
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
Explore innovative processes and product offerings Changes in Industry/ Government legislation affecting students
Adverse effects of government policies
High level of competition
Other RTOs bad/ malpractice creating poor perception of training providers to clients
Predicted uncertainties in the world economy impacting level of demand for training
Low price competitors
Failing to satisfy clients demands
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 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 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 jobs
indicate internal or external changes that affect operations, employees, partners or customers
include decisions, reports, data and activities that are important to the business
describe 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 complete
store records in appropriate mediums
name, categorize and share records properly
mark 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.
Describe potential partnerships.
Which collaborative partnerships already exist in your organisation (identify at least one)?
Do research related to establishing a potential partnership using at least one source of written information.
List your sources of information (e.g. ABS website).
Ey Parthenon
How to make partner
Forbes
Summarise your research.
A partnership is formed when between 2 and 20 people go into business together. Partnerships are governed by the Partnership Act 1958. Regular conversations among organizations on and off campus are what initially build good working connections. Potential partners get to know one another through these conversations, discover one another's areas of competence and interests, and start to lay the fundamental foundation of respect and trust.Managers should take the collaborations time horizon and degree of openness into account while organizing it. The most advantageous model of industry-university partnership will rely on the objectives and capacities of both parties. Each model has advantages and disadvantages.
Giving students the necessary workplace skills is one way to ensure their success. The correct organization can assist students succeed long-term after graduation and in their professions by providing them with chances for employment. When operating in a partnership its crucial that all partners agree on business decisions, otherwise complicated and unpleasant situations can arise. In a worst-case scenario, these can lead to business and personal relationships failing.
Attach proof of your information to this section of your portfolio.
Identify at least two potential partnerships.
Summarise each partnership organisations mission, purpose, values, objectives and strategies.
Note: Your information source should include complex textual information.
Choose a partner to meet task objectives and strategic objectives:
Assess the partnerships (existing and potential) according to:
the task objectives (established in question 3)
Identify Learners Challenges
Using the latest technology
Improve web site
Provide information sessions showcasing the college
Incorporate social media and other forms of digital communication.
your organisations strategic objectives (listed in question 1).
To be a leader in vocational education and training.
To be a leader in innovation in the vocational education and training sector.
To establish and maintain high quality infrastructure supporting clients and staff.
To be well led, high performing, profitable and accountable.
To develop our people and resources.
Note: You may use any appropriate method, tool or technique to assess the partnerships.
Select one partner.
E-learning partner, Alex Smith
Describe at least three techniques that may be used to cultivate the collaborative partnership with your chosen partner.
Will use collaborative technologies to create a collaborative environment so that we may share information and files, assign and monitor projects, and brainstorm online with one another.
Will define each others contributions and clearly convey the colleges vision and goals, which can serve as a drive to get things moving. Each will then be prepared to accomplish the shared objective.
In my role as academic Manager, Ill show Alex how to work effectively in a team environment. All efforts to foster a collaborative culture may easily be ineffective without it.
Describe all activities that will take place within the partnership, including:
Which activities/operations are required to meet the task objectives?
Which resources are required to accomplish the activity within the partnership?
Human resources
Physical resource
Use a familiar mathematical technique (e.g. cost-benefit analysis) to determine the costs and benefits associated with the partnerships activities and required resources.
Cost Benefit
Human resource cost $90 000 per year Increased enrolments $150 000 per year
Physical resource cost $40 000 once off, $10 000 per year Staff retention $60 000 once off, $20 000 per year
Legal cost $20 000 one off Competitive advantage $30 000 for the first year, $20 000 for subsequent years.
Establish at least three key indicators for evaluating the partnership once it has been established.
Assess the risk associated with establishing new partnership.
Identify at least one risk associated with establishing a new partnership and its objectives.
Complete the table to assess the risk.
Risk Consequence Severity/damage
(scale of 1 4) Likelihood
(scale of 1 4) Risk rating
(severity x likelihood) Control actions Resource requirements
Present the work youve done in this section as a written report to a relevant internal stakeholder (e.g. the Board of directors, CEO etc). Use the space below to list which stakeholders will receive the report. Your report must contain:
Rationale for establishing a partnership
Legal and organisational requirements for establishing a partnership
Assessment of partnership alternatives
Information about the recommended partner organisation
A description of the proposed partnership activities, including key performance indicators.
Cost/benefit analysis for the proposed partnership
Risk assessment.
Attach your report to this section of your portfolio.
Note: As you write your report:
Adhere to any organisational requirements (e.g. templates, document naming conventions etc.)
Use specialised and detailed language.
61859414351000 Attach: Proof of organisational documentation (e.g. business plan)
Proof of complex textual information
Written report
Section 2: Establish partnership through activityUse the work you completed in Section 1 of your Project Portfolio and if relevant, the additional information in the Simulation Pack to help you complete this section.
For the remainder of the assessment, assume that your recommended partnership has been approved and partnership activities can commence.
Complete the table to summarise the partnerships stakeholder requirements.
Identify at least two internal stakeholders and at least one external stakeholder.
Summarise any relevant stakeholder requirements or demands.
Explain how emotional intelligence is relevant for the specific stakeholder and how it can be used for individual and partnerships effectiveness.
For each stakeholder, identify appropriate communication conventions and protocols for how you should communicate to/with them.
For each stakeholder, identify strategies to ensure commitment and contribution to the partnership (e.g. remuneration increases, mandatory meetings, intrinsic motivation etc.).
Note: You must select a diverse range of stakeholders who may have potentially competing demands (e.g. the CFO of your organisation may demand minimal capital expenditure, whilst the CEO of the partner organisation demands the use of new technology.) You must identify at least two different conventions or protocols for communication.
Stakeholder Requirements/demands Role and use of emotional intelligence Appropriate conventions and protocols Strategies to ensure commitment and contribution
Internal stakeholder 1:
The school board member Is liable for providing kids in their school district with high-quality instruction and educational resources. It also guarantees teachers and the rest of the school staff comfortable working conditions. Additionally, it engages with several regional authorities and upholds its standing as an industry authority. Establishing non-negotiable goals in at least two areas: student achievement and classroom instruction
Using resources to support achievements and instruction goals.
Internal stakeholder 2:
Teacher Make plans for the daily, weekly, and yearly lessons. Children are taught what they need to know this year, and their knowledge is advanced to the point where they can move on to the following year. Children benefit from their assistance in adapting and resolving conflicts between various members of the class. Utilizing interactive whiteboards or tablets with fun games and publishing classwork online for easy access.
Offer one-on-one after-school help to students encountering challenges
Exercises in self-evaluation and various approaches of summarizing a subject.
External stakeholder 1:
The government They oversee and manage the overall educational approach, advocate for school health and nutrition on a national and regional level, encourage stakeholder involvement, and form alliances with important parties. Establish processes to resolve potential conflict.
Establish at least one process that should be followed to resolve conflict between the stakeholders within the partnership.
Explain how your process resolves the conflict in a fair, equitable and collaborative manner between the partners.
Plan to meet with your chosen partner organisation. At least one external stakeholder (i.e. your partner) and one internal stakeholder should be present.
Who will you meet with?
Identify and describe at least three potential communication techniques for fostering the partnership and conducting stakeholder consultations.
If not already viewed in person by your assessor, attach proof of your meeting to this section of your portfolio.
Summarise the communication strategy agreed on by stakeholders at your meeting.
Describe the communication strategy.
Create a written document to convey the strategys context, intent and requirements.
Who is the document for (e.g. partnership stakeholders, employees, board of directors etc.)?
Attach the written document to this section of your portfolio.
Note: As you write your document:
Adhere to any organisational requirements (e.g. policies and procedures)
Use specialised and detailed language.
Allocate resources to accomplish the partnership activity.
Completing the table below to allocate resources.
Use the space provided to explain how competing demands on resources will be managed.
Remember: You identified resources and activities in Section 1.
Partnership activity Resources
How competing demands on resources will be managed:
Complete the table to plan and implement reporting systems.
Describe three common methods you can use to collect data.
What information and feedback is required to evaluate the ongoing activities of the partnership (e.g. meeting attendees, sales data etc.)? (Think back to the activities and key performance indicators identified in Section 1).
Plan the reporting systems required to review the results of all partnership activity. (e.g. feedback register, meeting agendas/minutes, financial reporting etc.)
Implement one of the reporting systems (e.g. create a feedback register and save it to the organisations cloud-based document storage system).
Note: Attach proof of your implemented system (e.g. feedback register and screen shot of the document saved in the correct location using correct naming conventions) to this section of your portfolio.
Common Data collection methods:
Activity Related KPIs Feedback required Reporting system description
Manage organisational transformation.
Summarise two models/methods that may be used to manage organisational change
Identify at least one change that must take place due to your new partnership.
How will you manage the change?
Implement at least one strategy to ensure staff commitment and contribution to the new partnership (identified in question 1).
Note: Attach proof of the implemented strategy to this section of your portfolio (e.g. email to staff members explaining the strategy, updated performance review template, new job description etc.).
Implement at least one strategy to ensure external stakeholder commitment and contribution to the new partnership (identified in question 1)
Note: Attach proof of the implemented strategy to this section of your portfolio (e.g. meeting schedule emailed to stakeholders).
If the strategy to ensure staff commitment and contribution is the same as the strategy to ensure external stakeholder contribution, you may complete 8.4 and 8.5 together.
61859414351000 Attach: Proof of stakeholder meeting
Written communication strategy document
Implemented reporting system
Proof of the implemented staff commitment strategy
Proof of the implemented external stakeholder commitment strategy
Section 3: Cultivate partnership performance
Assume that a period of time has passed. Partnership activity has commenced and data related to partnership activity is available. This data has been obtained from the reporting system you implemented in Section 2. Your data should indicate that at least one improvement and adjustment is required.
Use the work you completed in Section 1 and 2 of your Project Portfolio and if relevant, the additional information in the Simulation Pack to help you complete this section.
Analyse your established partnership activity.
Use any appropriate method, tool or technique to analyse your reporting system data against the key indicators established in Section 1.
Summarise any strengths and weaknesses of the partnership.
Seek stakeholder input about any improvements that should be made to:
the partnership
partnership activities
the related reporting systems.
You may use any communication format to seek input from the stakeholders (e.g. face to face discussion, email, online survey etc.)
Summarise the feedback received.
Attach proof of how you collaborated with the stakeholders to this section of your portfolio (e.g. complete online survey, email trail etc.).
Implement at least one of your identified improvement requirements to the partnership operations.
Which improvement will be made?
How will you implement the improvement (e.g. adapt the communication strategy)?
Attach proof of the implemented improvement to this section of your project portfolio (e.g. updated communication strategy).
61859414351000 Attach: Proof of seeking stakeholder feedback
Proof of implemented improvement
