my assignment
Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 ASSESSMENT Unit description: Qualification Title SIT50416 Diploma of Hospitality Management Unit of Competency BSBMGT517 Manage operational plan Assessment Tool Knowledge Test/Project Student must fill this section: Candidate Name: Candidate ID: Privacy Release Clause: “I give my permission for my assessment material to be used in the auditing, assessment validation & moderation Process” Plagiarism and Collusion: “I acknowledge that entire assessment work is done by me” Student signature: _________________ Date: _____________ Feedback to student: Assessment Completion Status Attempt Satisfactory Non-Satisfactory Date Assessor’s Signature Initial attempt 2nd attempt/Re-assessment Information for Candidate: · All work is to be entirely of the candidate. General Information for this assessment: · Read the instructions for each question very carefully. · Be sure to PRINT your FULL name & LAST name in every place that is provided. · Short questions must be answered in the spaces provided. · For those activities requesting extra evidence such as: research reports, ESSAY reports, etc. The student must attach its own work formatted in double space, Arial 12 pts. · All activities must be addressed correctly in order to obtain a competence for the unit of competency. · If the candidate doesn’t understand the assessment, they can request help from the assessor to interpret the assessment. Re-assessment of Result & Academic Appeal procedures: If a student at Canterbury Business College is not happy with his/ her results, the student may appeal against their result via a written letter, clearly stating the grounds of appeal to the MSS / DSS. This should be submitted after completion of the subject and within 14 days of commencement of the new term. Re-assessment Process: · An appeal in writing is made to the ACC / MSS providing reasons for re-assessment /appeal. · ACC / MSS will delegate another faculty member of CBC to review the assessment. · The student will be advised of the review result done by another assessor. · If the student is still not satisfied and further challenges the decision, then a review panel is formed comprising the lecturer/trainer in charge, the ACC, the MSS and the DSS OR if need be an external assessor. · The Institute will advise the student of the appeal decision within 14 days from the submission date of the appeal. The decision of the panel will be deemed to be final. · If the student is still not satisfied with the result, the he / she has the right to seek independent advice or follow external mediation option with CBC’s nominated mediation agency. · Any student who fails a compulsory subject or appeals unsuccessfully will be required to re-enrol in that subject. The cost of reassessment will be borne by the Institute. The external assessor will base his/her judgement based on principles of assessment. These principles require assessment to be reliable, fair, practical and valid. Academic Appeals: · If the student is dissatisfied with the outcome of the assessment marking process, he/she has a right to appeal the assessment results. · The notice of appeal should be in writing addressed to the MSS / ACC and submitted within seven days of notification of the assessment results. · If the appeal is not lodged in the specified time, the result will stand as marked. · In emergency circumstances, such as in cases of serious illness or injury, the student must forward a medical certificate in support of a deferred appeal. The notice of appeal must be made within three working days of the concluding date shown on the medical certificate. · The decision of MSS / ACC will be discussed with the DSS and will be final. For further information please refer to Student Handbook. “I acknowledge that I have understood all the above rules and guidelines for the assessment Full Name Signature Date (dd/mm/yyyy) Assessment Guidelines What will be assessed The purpose of this assessment is to assess you underpinning knowledge to complete the tasks outlined in the elements and performance criteria for this unit of competency. To complete the unit requirements safely and effectively, the individual must: describe models and methods for operational plans explain the role of an operational plan in achieving the organisation’s objectives explain budgeting processes list alternative approaches to developing key performance indicators to meet business objectives outline the legislative and regulatory context relevant to the operational plan of the organisation outline the organisation’s policies, practices and procedures that directly relate to the operational plan. develop and implement an operational plan using a variety of information sources and consultation (including using specialist advice if required) which includes: · resource requirements · key performance indicators · monitoring processes · contingency plans communicate effectively with relevant stakeholders to explain the plan and supporting information, seek approvals, negotiate variations and engage work teams develop and implement strategies to achieve the operational plan within the organisation’s policies, practices and procedures including: · recruiting, inducting and developing personnel · acquiring physical resources and services · protecting intellectual property · making variations to the plan · monitoring and documenting performance. Resource Requirements Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to: relevant legislation and regulations workplace documentation and resources case studies and, where possible, real situations interaction with others. Assessment Part A Knowledge Test Your task: Answer the following questions. Each question must be completed. Question 1: What is the purpose of operational plans? What are these based on? Question 2: List 6 situations that will require an initial, or an adjustment to an existing, operational plan. 1. 2. 3. 4. 5. 6. Question 3: List the key legislative requirements which must be considered in operational plans across organisations operating in the Tourism, travel, hospitality and event industries: Question 4: Give 2 examples of source documents which would help in researching staffing requirements for an operation. 1. 2. Question 5: Give 2 examples of source documents which would help in researching production requirements for an operation. 1. 2. Question 6: Give 2 examples of source documents which would help in researching finance requirements for an operation. 1. 2. Question 7: What are the principles of budgeting you will need to consider when developing any operational plan? List 5 factors this would commonly include (but not limited to): Response: Factors: 1. 2. 3. 4. 5. Question8: List 4 stakeholders with whom you would discuss research and analysis of resource requirements. 1. 2. 3. 4. Question 9: Give 2 examples of source documents which would help in researching resource (stock) requirements. 1. 2. Question 10: Which aspects relating to intellectual property must be considered when planning projects as part of operational planning activities? Question 11: List 2 ways in which consultation with stakeholders may occur. 1. 2. Question 12: How does developing KPIs help with the development of the operational plan? List 2 options how KPIs can be set or determined. Response: Options: 1. 2. Question 13: How will you plan a budget for a plan to deal with any unforseen incidents or unforseen expenses? Which provisions can you employ to deal with cost blow outs due to contractors not meeting their contractual schedules or obligations? Question 14: Give 3 examples of strategies you can use when developing contingency plans. 1. 2. 3. Question 15: Why must your operational plan be approved before being implemented? Question 16: What needs to be considered when employing new staff or inducting staff into new roles to meet organisational requirements? List 5 items you would include in an induction pack. Response: Inclusions: 1. 2. 3. 4. 5. Question 17: Give 3 examples of monitoring methods to ensure the work is proceeding on time, within budget, and being conducted safely. 1. 2. 3. Question 18: Give 2 examples of financial reports you can use to monitor profitability. 1. 2. Question 19: The first 3 steps in managing under-performance are: 1. Identify the problem 2. Assess and analyse the problem 3. Meet with the employee to discuss the problem What are the last 2 steps? 4. 5. Question 20: List 5 benefits to businesses of coaching and mentoring programs. 1. 2. 3. 4. 5. Question 21: Why is it important to notify managers and other upper level stakeholders as soon as possible when variations are discovered? What would this need to include accordingly? Question 22: Do operational plans cover the short to medium, or medium to long term business goals? Question 23: Give 5 examples of alternative resource usage, efficiency and waste programs you should investigate when creating your operational plan 1. 2. 3. 4. 5. Part B Project Part A Develop operational plan The Hotel Futura management has adopted a proposal to utilise a sunny indoor section of the lobby as a service point for morning and afternoon teas. It fits all the legal requirements regarding the serving of food and after a cost-benefit analysis, it was seen to potentially create a lucrative new revenue stream in a previously revenue-neutral floor space. As the Financial Controller, the next part of the operational planning phase requires you to do an analysis on the financial positions of two different options. The first option is to install a full espresso coffee service station in the designated area and the second option is to utilise the existing coffee facilities inside the busy 24 hour coffee shop outlet, situated 30 meters diagonally across the foyer. Among other evaluation activities in the initial planning phase, a guest marketing survey was conducted, the trading figures for the coffee shop were analysed and the following data emerged: · Initial estimated covers per lobby tea service per week = 250 customers · Budgeted average spend per cover excluding including GST = $18.50 · Two existing food service attendants are allocated for 2.5 hours for each service period. · One food service attendant will need to be hired to ensure the operation can operate 7 days a week. · Each tea service operates for 2 hours only i.e. 10.00am-12.00pm and 2:30-4:30pm · The existing low tables and comfortable lobby style seating are to be used so no other capital outlay is required to establish the revenue stream · The room service kitchen prepares the sandwiches and delivers them to the pass in the pastry section of the main production