Strategic Plan
2019 - 2021
King Edward VII College
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
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
© J&S Learningwork 2019 2
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
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
© J&S Learningwork 2019 3
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
© J&S Learningwork 2019 4
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
Situation Analysis
Strengths Weaknesses
Price, value and quality Focus on business and management courses only
Clear understanding of student Substantial investment in Sydney and Brisbane
requirements meaning large financial outlay
Delivery mode suitable for client Ageing workforce for senior management positions
requirements High staff turnover of trainers
High quality learning and assessment Difficulty in finding skilled trainers and assessors
materials Lack of leadership and management skills of
Committed to quality ethical practice existing workforce
Ability to adapt to changing market Lack of diversity in workforce
conditions Human resources policies still in their infancy, for
Effective and practical policies and example, recruitment process not making full use
procedures of technology advances e.g. social media, no
Competitive pricing formal performance management system in place,
Friendly organisational culture no employer branding/employer of choice
Level of available finance for investment initiatives.
Opportunities Threats
Potential for offshore delivery Changes in Industry legislation affecting students
Target market experiencing growth Possible adverse effects of government policy
To target other States and Territories changes
Current portfolio of courses popular in High level of competition from other training
target markets providers in relation to target market plus
Potential to apply for Government funding 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
© J&S Learningwork 2019 5
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
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 10% increase in students by June 2020
students 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 All staff trained in cultural awareness
and awareness program for staff
Nov 19 Implement staff performance management Staff advised of new system and
review system 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 Identify at least 50 potential sign ups
College (Melbourne and Sydney)
Fit out Sydney campus ready for student Sydney campus ready for operation
admissions in February.
Interview staff for commencement in Feb.
March 20 Develop an online learning platform for all All courses offered on-line by end 2020.
courses 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 Brisbane campus ready for operation
admission in June.
Interview staff for commencement in June.
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 Scoping study completed by June 21 and
offshore campus 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
© J&S Learningwork 2019 6
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
Risk Management
The following section identifies the associated risks in pursuit of our strategic objectives and how we will
deal with them.
Strategic Objectives
1. To be a leader in vocational education and training
2. To establish and maintain high quality infrastructure supporting clients and staff
3. To be well led, high performing, profitable and accountable
4. To develop our people and resources
Risk Australian government changing policy in relation to industry
Accepting policy change will be a constant factor to manage
An understanding of this should be instilled in all staff
Develop ability to foresee and react quickly to change
Maintain effective communication channels with stakeholders
Diversification of source markets
Develop product range
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager
Risk Significant drop in cash flow
Identify operating costs as per future plans and past performance
Identify available finance
Efficient invoicing and debt recovery
Accurate income projections
Close monitoring of expenditure
Arrange overdraft facilities
Scenario planning
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager
© J&S Learningwork 2019 7
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
Risk Failure to recruit planned number of clients
High quality delivery of all services
Swift reaction to feedback
Skilled, motivated staff
Attractive fee structures
Effective market research
Develop plans for each market
Allocate finance for each market
Monitor performance
Take early corrective action if not meeting targets or expectations
Maintaining effective relationships with clients
Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: 1, 2, 3
Responsibility: CEO
Risk The world recession and the domino effect
Diversification of source markets
Target markets with strong growth forecasted
Monitor the economic trends
Regularly review performance in line with anticipated market conditions
Develop culture of accepting continual change
React quickly to change
Scenario planning
Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: 1, 3
Responsibility: CEO
© J&S Learningwork 2019 8
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
Risk Over committing resources
Balance activities with the amount of finance available for investment
Financial planning
Monitoring of cash flow
Review invoicing and debt recovery system
Swift response to identified issues
Accessing financial advice
Related to Strategic Objectives: 1, 3
Responsibility: CEO & Administration Manager
Risk Adverse changes in market conditions
Effective communication channels
Continuous market research
Monitor new markets and overall recruitments trends for all market segments
Scenario planning
Develop working knowledge of potential markets
Networking
Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: 1, 2, 3
Responsibility: CEO
Risk Changes to relevant legislation
Emphasis on professional, ethical practices with all stakeholders
Staff training
Leading by example
Policy implementation and monitoring
Effective communication channels with all stakeholders
Ability to manage change
Managing available finance for re-investment
Related to Strategic Objectives: All
Responsibility: CEO
© J&S Learningwork 2019 9
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
Risk Shortage of, and difficulty in recruiting, appropriate qualified, skilled trainers and assessors
and other key staff
Development of workforce plan
Offer attractive salary packages, including full-time contracts to trainers and assessors
Development of further HR policies and procedures
Provide opportunities for career progression
Develop stimulating and enjoyable working environments
Commitment to training and development
Commitment to professional development
Succession planning to deal with ageing workforce
Related to Strategic Objectives: 1 & 4
Responsibility: CEO
Risk Failure to meet and manage client’s expectations
Accurate and timely communication with potential and current clients
Management of recruitment activities
Continuous improvement system
Regularly review learning and teaching approaches, resources, structure and systems
Client management policies in academic and support services
Industry liaison
Reviewing effectiveness of communication channels with clients
Employing a continuous improvement approach to all operations
Continuous market research and action
Systematic feedback on management performance and personal reflection
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager
Risk Failure to comply with legislation
Consistently implement compliant policies and procedures
Continuous improvement system
Commitment to training and development
Systematic review of policies and procedures
Regular reviews of all operations
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager
© J&S Learningwork 2019 10
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
Risk Competitors undercutting prices
Maintain competitive pricing policy
Monitor competitors’ prices and quality
Regularly review financial management models and processes
Continue focusing on quality
Continue strategy of quality brand promotion
Related to Strategic Objectives: All
Responsibility: CEO
Risk Failure to control expenditure
Effective financial planning and review
Co-ordination of activities
Systematic review of practice
Financial management and control systems
Facilities management
Implementation of efficient processes
Efficient procurement of products and services
Cost comparisons prior to purchasing
Related to Strategic Objectives: 1, 2, 3
Responsibility: CEO & Administration Manager
Risk Only providing business and management courses
Weighing the relative advantages of diversification and specialisation
Monitor recruitment trends in the market
Forecasting
Match new and planned courses to market demand
Cost benefit analysis
Developing reputation for being a specialist in business and management courses
Developing market share for delivery of business and management courses
Related to Strategic Objectives: 1
Responsibility: CEO
© J&S Learningwork 2019 11
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
Risk Ineffective planning
Experienced management team
Continuous market research
Planning system
Organisation structure and systems
Regular review of structure, systems and procedures
External liaison
Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager
Risk Non-payment of course fees
Effective recruitment policies
Review of recruitment policies and market segments
Efficient invoicing
Attractive payment structures
Payment plans
Cash flow management
Timing of collecting fees
Related to Strategic Objectives: 4
Responsibility: CEO & Administration Manager
Risk Rate of growth in client numbers
Systematic review of systems and practice
Buying in knowledge and skills
Sourcing reliable market information
Strategic and operational planning
Review and, if indicated, amend management structure
Develop policies and procedures
Regular reviews of capacity and operation of all functional and curriculum areas
Good communication channels with stakeholders
Recruitment policy
Finance available for expansion
Related to Strategic Objectives: 1, 3 & 4
Responsibility: CEO & Administration Manager
© J&S Learningwork 2019 12
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
Risk Unethical or unprofessional practices of staff (when employed)
Staff selection processes
Staff monitoring systems
Previous experience of managing staff
Swift reaction to feedback
Termination of agreements
Maintain currency of market recruitment trends
Maintain relationships with HR organisations
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager
Risk Small staff team
Identify and source potential casual staff to call on in times of sickness and holidays
Planning for holidays and leave
Maintain relationships with HR organisations
Offer incentivised pay structure for casual staff
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager
© J&S Learningwork 2019 13
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBMGT517.
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 Number of administration and
assessment staff (FTE) support staff (FTE)
1-50 1 0.5
51-100 1.5 1
101-150 2 1.25
151-200 2.5 1.5
© J&S Learningwork 2019 14
