Strategic Plan
2019 – 2021
King Edward VII College
Executive Summary
Established in 2010, King Edward VII College is a Registered Training Organisation (RTO) that provides training to students in business and management.
Our principal purpose is to provide high quality training services to satisfy students’ needs.
Our training is nationally recognised and accredited to meet vocational and educational standards. Courses are designed by highly qualified staff with extensive industry and training experience to achieve teaching and learning excellence, flexibility and personal satisfaction.
We draw on our established relationships with industry and other stakeholders to ensure that our courses are appropriate to the demands of our clients and consistently meet their expectations.
Quality is maintained in compliance with the national VET Quality Framework and through our continuous improvement system.
A key objective is to develop the required knowledge and skills for clients to be job ready and competently undertake their chosen role in a wide range of business areas.
Mission
King Edward VII College provides high quality industry training that engenders participation and achievement.
Strategic Objectives
- To be a leader in vocational education and training
- 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
Target Market
King Edward VII College has two broad segments to its target market, consisting of people wishing to gain entry to the industry, as well as people already working in business and management who want to formalise or develop their skills.
Building effective leadership and management skills of managers has been identified as particularly important. We also intend to capitalise on market needs for delivery of blended (classroom and online), as well as on-line courses.
There are many training providers in our sector and King Edward VII seeks to offer a point of difference through our competitive pricing structure, innovative teaching methods and state of the art facilities.
Marketing Strategies
Students make their RTO selection decisions based on the reputation of the organisation, quality of courses, pricing, employment options and personal recommendations, amongst other factors.
Our strong vocational emphasis and continual industry consultation will ensure our courses are appropriate to develop the skills and knowledge currently demanded by employers and students.
Our market decisions are based on extensive and continuous market research, targeting market segments and clients within industry. We collect our data from a variety of sources, including current and potential clients, VET and business sectors, competitors, media and government along with many others.
Market share development
We plan to increase our market share by:
- Establishing two new campuses
- Offering online blended learning
- Providing face to face information sessions
- Improving our web site
- Continually improving the quality of service given to clients’ pre-enrolment, during course delivery and through the provision of support services while remaining price competitive
- Focusing on the provision of courses required by industry
- Maintaining effective communication channels with all stakeholders to ascertain industry requirements and then develop products and manage services accordingly
- Continually improving communication channels with all our stakeholders, ensuring a flow of timely and accurate information to facilitate effective planning and decision making
- Consistently satisfying individual client needs and demands at the same time as developing the knowledge and skills required by industry
- Targeting identified growth markets with planned, market appropriate campaigns, employing a variety of promotional strategies and advertising media
- Offering attractive fee structures
- Continually improving the skills, knowledge and effectiveness of King Edward VII College management and staff through our commitment to training and development
- Regularly reviewing the effectiveness of all our operations and making improvements when and where necessary
Situation Analysis
| Strengths | Weaknesses |
| Price, value and qualityClear understanding of student requirementsDelivery mode suitable for client requirements High quality learning and assessment materialsCommitted to quality ethical practiceAbility to adapt to changing market conditionsEffective and practical policies and proceduresCompetitive pricingFriendly organisational culture Level of available finance for investment | Focus on business and management courses onlySubstantial investment in Sydney and Brisbane meaning large financial outlayAgeing workforce for senior management positionsHigh staff turnover of trainersDifficulty 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 deliveryTarget market experiencing growthTo target other States and Territories Current portfolio of courses popular in target marketsPotential to apply for Government funding | Changes in Industry legislation affecting studentsPossible adverse effects of government policy changesHigh level of competition from other training providers in relation to target market plus competition for staffInstances of other RTO’s bad practice creating poor perception of training providers to clientsPredicted uncertainties in the world economy impacting level of demand for trainingLow price courses offered by competitorsFailing to satisfy clients’ demandsUnskilled trainers Ageing workforce |
Operational Priorities
The following table identifies the operational priorities we plan to achieve in pursuit of our strategic objectives.
| Date | Priorities | Key performance indicators |
| June 19 | Improve web site information to attract more students | 10% increase in students by June 2020 Improve market share by 5% |
| July 19 | Conduct annual internal audit | Audit conducted and continuous improvement identified |
| Sept 19 | Develop and implement workforce plan | Workforce plan developed and staff informed of key strategies. |
| Oct 19 | Develop and implement a cultural sensitivity and awareness program for staff | All staff trained in cultural awareness |
| Nov 19 | Implement staff performance management review system | Staff advised of new system and performance reviews conducted across the organisation. |
| Dec 19 | Identify suitable location for Sydney campus | Location identified and lease taken out |
| Jan 20 | Provide information sessions showcasing the College (Melbourne and Sydney) Fit out Sydney campus ready for student admissions in February. Interview staff for commencement in Feb. | Identify at least 50 potential sign ups Sydney campus ready for operation |
| March 20 | Develop an online learning platform for all courses | All courses offered on-line by end 2020. Increase student numbers by 12% |
| April 20 | Identify suitable location for Brisbane campus | Location identified and lease taken out |
| May 20 | Fit out Brisbane campus ready for student admission in June. Interview staff for commencement in June. | Brisbane campus ready for operation |
| July 20 | Conduct annual internal audit | Audit conducted and continuous improvement identified |
| Nov 20 | Staff performance reviews | All staff performance reviews conducted |
| Feb 21 | Undertake scoping study for possible offshore campus | Scoping study completed by June 21 and decision made as to whether to proceed |
| July 21 | Conduct annual internal audit | Audit conducted and continuous improvement identified |
| Nov 21 | Staff performance reviews | All staff performance reviews conducted |
Risk Management
The following section identifies the associated risks in pursuit of our strategic objectives and how we will deal with them.
Strategic Objectives
- To be a leader in vocational education and training
- 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
| 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 staffDevelop ability to foresee and react quickly to changeMaintain effective communication channels with stakeholdersDiversification of source marketsDevelop product range | |
| Related to Strategic Objectives: All Responsibility: CEO & Administration Manager |
| Risk | Significant drop in cash flow |
| Identify operating costs as per future plans and past performanceIdentify available finance Efficient invoicing and debt recoveryAccurate income projectionsClose monitoring of expenditureArrange overdraft facilitiesScenario planning | |
| Related to Strategic Objectives: All Responsibility: CEO & Administration Manager |
| Risk | Failure to recruit planned number of clients |
| High quality delivery of all servicesSwift reaction to feedbackSkilled, motivated staffAttractive fee structuresEffective market researchDevelop plans for each marketAllocate finance for each marketMonitor performanceTake early corrective action if not meeting targets or expectationsMaintaining effective relationships with clientsMaintaining effective communication channels with all stakeholders | |
| Related to Strategic Objectives: 1, 2, 3 Responsibility: CEO |
| Risk | The world recession and the domino effect |
| Diversification of source marketsTarget markets with strong growth forecastedMonitor the economic trendsRegularly review performance in line with anticipated market conditionsDevelop culture of accepting continual changeReact quickly to changeScenario planningMaintaining effective communication channels with all stakeholders | |
| Related to Strategic Objectives: 1, 3 Responsibility: CEO |
| Risk | Over committing resources |
| Balance activities with the amount of finance available for investmentFinancial planningMonitoring of cash flowReview invoicing and debt recovery systemSwift response to identified issuesAccessing financial advice | |
| Related to Strategic Objectives: 1, 3 Responsibility: CEO & Administration Manager |
| Risk | Adverse changes in market conditions |
| Effective communication channelsContinuous market researchMonitor new markets and overall recruitments trends for all market segmentsScenario planningDevelop working knowledge of potential marketsNetworking Maintaining effective communication channels with all stakeholders | |
| Related to Strategic Objectives: 1, 2, 3 Responsibility: CEO |
| Risk | Changes to relevant legislation |
| Emphasis on professional, ethical practices with all stakeholdersStaff trainingLeading by examplePolicy implementation and monitoringEffective communication channels with all stakeholdersAbility to manage changeManaging available finance for re-investment | |
| Related to Strategic Objectives: All Responsibility:CEO |
| Risk | Shortage of, and difficulty in recruiting, appropriate qualified, skilled trainers and assessors and other key staff |
| Development of workforce planOffer attractive salary packages, including full-time contracts to trainers and assessorsDevelopment of further HR policies and proceduresProvide opportunities for career progressionDevelop stimulating and enjoyable working environmentsCommitment to training and developmentCommitment to professional developmentSuccession 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 clientsManagement of recruitment activitiesContinuous improvement systemRegularly review learning and teaching approaches, resources, structure and systemsClient management policies in academic and support servicesIndustry liaisonReviewing effectiveness of communication channels with clientsEmploying a continuous improvement approach to all operationsContinuous market research and actionSystematic feedback on management performance and personal reflection | |
| Related to Strategic Objectives: All Responsibility: CEO & Administration Manager |
| Risk | Failure to comply with legislation |
| Consistently implement compliant policies and proceduresContinuous improvement systemCommitment to training and developmentSystematic review of policies and proceduresRegular reviews of all operations | |
| Related to Strategic Objectives: All Responsibility:CEO& Administration Manager |
| Risk | Competitors undercutting prices |
| Maintain competitive pricing policyMonitor competitors’ prices and qualityRegularly review financial management models and processesContinue focusing on qualityContinue strategy of quality brand promotion | |
| Related to Strategic Objectives: All Responsibility: CEO |
| Risk | Failure to control expenditure |
| Effective financial planning and reviewCo-ordination of activitiesSystematic review of practiceFinancial management and control systemsFacilities managementImplementation of efficient processesEfficient procurement of products and services Cost comparisons prior to purchasing | |
| Related to Strategic Objectives: 1, 2, 3 Responsibility: CEO & Administration Manager |
| Risk | Only providing business and management courses |
| Weighing the relative advantages of diversification and specialisationMonitor recruitment trends in the marketForecastingMatch new and planned courses to market demandCost benefit analysisDeveloping reputation for being a specialist in business and management coursesDeveloping market share for delivery of business and management courses | |
| Related to Strategic Objectives: 1 Responsibility: CEO |
| Risk | Ineffective planning |
| Experienced management teamContinuous market researchPlanning systemOrganisation structure and systemsRegular review of structure, systems and proceduresExternal liaisonMaintaining effective communication channels with all stakeholders | |
| Related to Strategic Objectives: All Responsibility: CEO & Administration Manager |
| Risk | Non-payment of course fees |
| Effective recruitment policiesReview of recruitment policies and market segmentsEfficient invoicingAttractive payment structuresPayment plansCash flow managementTiming of collecting fees | |
| Related to Strategic Objectives: 4 Responsibility: CEO & Administration Manager |
| Risk | Rate of growth in client numbers |
| Systematic review of systems and practiceBuying in knowledge and skillsSourcing reliable market informationStrategic and operational planningReview and, if indicated, amend management structureDevelop policies and proceduresRegular reviews of capacity and operation of all functional and curriculum areasGood communication channels with stakeholdersRecruitment policyFinance available for expansion | |
| Related to Strategic Objectives: 1, 3 & 4 Responsibility: CEO & Administration Manager |
| Risk | Unethical or unprofessional practices of staff (when employed) |
| Staff selection processes Staff monitoring systemsPrevious experience of managing staffSwift reaction to feedbackTermination of agreementsMaintain currency of market recruitment trendsMaintain relationships with HR organisations | |
| Related to Strategic Objectives: All Responsibility: CEO & Administration Manager |
| Risk | Small staff team |
| Identify and source potential casual staff to call on in times of sickness and holidaysPlanning for holidays and leaveMaintain relationships with HR organisations Offer incentivised pay structure for casual staff | |
| Related to Strategic Objectives: All Responsibility: CEO & Administration Manager |
Workforce Development
Over the duration of this plan it is projected that student enrolments will increase at least 10% per annum. It is anticipated that the increase in enrolments will be accommodated by employing extra human resources. Appropriately qualified and experienced training and assessment as well as support and administration staff will be appointed.
Enrolments will be monitored on an ongoing basis and a formal review of this plan will be undertaken every six months. During review the management will decide if the levels of human resources are appropriate for the level of enrolments.
Trainers and assessors as well as administrative and support staff will be employed part time on casual contracts initially. However, as it has been difficult to find appropriately skilled trainers and assessors, it is hoped to offer at least two full-time contracts in the near future.
Lack of skilled trainers and assessors is a key issue. Key skills required are high level knowledge and skills in adult learning and the design and development of assessment tools.
The following criteria will be employed as a guide for deciding the level of human resources compared to enrolments. These projections are a guide only and may be adjusted through time.
| Enrolments per month | Number of training and assessment staff (FTE) | Number of administration and support staff (FTE) |
| 1-50 | 1 | 0.5 |
| 51-100 | 1.5 | 1 |
| 101-150 | 2 | 1.25 |
| 151-200 | 2.5 | 1.5 |
Get expert help for Strategic Plan 2019 – 2021 and many more. 24X7 help, plag free solution. Order online now!
