5. Email the Operations Manager

Write an email to the Operation's Manager (your assessor) outlining the following:

- A summary of the option you have decided on from the meeting

- Main reasons for selecting this option

- Request for approval of your action plan.

Attach the completed Team Plan to the email. Make sure you meet all requirements in relation to timeframes as outlined in the policy

8:35 74 Appendix 1 - Football South East Coast Case Study Footbal South East Coast (FSEC) is a sporting association based in a small town on the NSW South Coast and is responsible for administration and development of football for the NSW South East Coast. The association employs a number of staff but also relies on volunteers. FSEC's Vision is to be the number one sport played through South East NSW. FSEC's Mission is to grow football by supporting members and the football community through strong leadership, sound communication and the provision of a clear strategic direction that secures the sport's longterm prosperity. Values listed in the association's current Strategic Plan include: - Operating with trust and integrity with each other, as well as with members and the general community. - Customer focus through appreciation of interests and passion of our members and the broader football community. - Camaraderie through recognising the superior strength and efficiencies of good teamwork - Innovation through best practice and change - Openness and transparency in communicating with our members, customers and the broader community. As the newly employed Marketing and Communications Manager, you report to the Operations Manager. You are responsible for the following key result area: Volunteer Development. You have had a meeting with the Operations Manager and they have advised you of the following: Although volunteers are said to be valued, there hasn't been any indication of this as there is no recognition or rewards scheme. A scheme should have been developed and implemented by the previous person in your role. There has been a very poor volunteering culture within some of the local junior clubs for quite some time. The trend for some of the clubs is that a handful of parents are always volunteering each week and they have started to complain to club managers about most parents who just sit and watch each week. As a result of poor volunteering numbers, it is taking the parents who do volunteer longer to get duties completed and training is becoming long and drawn out, and there are otten issues in being unprepared for matches. This has caused some of the parents to consider leaving ii elearning.via.edu.au - Privale 8:36 ,1Il %74 has caused some of the parents to consider leaving those clubs next season and considering other sports in the area that are more organised. There are three unpaid Junior Coordinators of these clubs and they are also becoming disheartened about the situation and one of them wants to give up her position. They have been doing a great job with little direction from the previous Marketing and Communications Manager and have been doing the best they could in the circumstances that were present. Appendix 3-New Programs Policy and Procedure Purpose Football South East Coast recognises that growth and change are constant and are part of the process of continuous improvement and adjustment to changing internal and external factors. Change occurs to organisations continuously, and this document gives some direction to the introduction of new programs within our association. This policy and its associated procedures apply to all programs carried out by all FSEC personnel. Principles - Effective programs cannot take place without clarity about why they are needed and what is to be achieved by the program. - An understanding of the cost of the implementation - An understanding of the cost of the implementation and its likely benefits are essential if the proposal for a new program is to be authorised. - All stakeholders are to be involved in the process of initiating and implementing the program. - A planned approach to the introduction of a new program is essential. The plan should ensure that there are clear procedures for decision making. responsibilities and timelines. - During implementation, feedback is to be encouraged so all questions can be answered as promptly as possible. Procedures Preparation: - Identify why the program is required and what outcomes are to be achieved - Evaluate risks and benefits - Estimate costs. Planning: - Decide how the program will be implemented - Identify the stakeholders - Consult with the stakeholders - Write an Action Plan - Have the Action Plan approved by the relevant Manager within two business days Implementation: - Tasks must be carried out according to the Action Plan - Ensure that all stakeholders are informed and advised of tasks they need to complete - Support staff to adopt changes positively - Monitor progress and resolve any issues that arise - Manage costs. Evaluation: - Assess whether the new program has been incorporated into business as planned - Evaluate the success of the program - Evaluate process and refine documentation as required. 8:36 ,1 7 Documentation Action Plan An Action Plan should be submitted to Senior Management for approval prior to implementation. The Action Plan is included in the Team Plan Template must be used. Changes to the Action Plan section of the Team Plan Template can be suggested as part of the evaluation. Any changes to the Action Plan section of the Team Plan Template must be approved by Senior Management and communicated to all staff. Changes Changes to the New Programs Policy and Procedures can be suggested as part of business function evaluation. Any changes to the New Management Policy and Procedures must be approved by Senior Management and communicated to all staff. Communication It is very important that all stakeholders are involved in the change process. To ensure this, communication must be effective and inclusive. A number of media should be used to communicate with stakeholders. These can include, but are not limited to: - Regular meetings of staff and/or management - Regular emails to stakeholders - A newsletter that keeps stakeholders informed of progress where necessary. Processes for communication when questioning standards, values or courses of action that have been taken: - Communication must be in written form to the relevant immediate manager. The relevant manager will raise with senior management or the board as necessary, but in all instances, any issues raised must be in writing via email to your direct manager. Appendix 4-Personal Performance Plan Name of Employee: Position of Employee: Plan timeframe: Name of Manager: 1. Outputs, projects and deliverables: What will vour main work be this vear? ie elearning.via.edu.au - Privale Appendix 4 - Personal Performance Plan Name of Employee: Position of Employee: Plan timeframe: Name of Manager: 1. Outputs, projects and deliverables: What will your main work be this year? Develop objectives, projects and deliverables for your role based on the information you have received. 2. Conduct and behaviours: How will you do your work and interact with others this year? Organisation values are respect, collaboration and innovation. 3. Knowledge and skills: What do you need to do your job well this year? What leaming and development activities will you undertake this year and how will your new skills and knowledge be applied on the job? 4. Support: What support do you need to do your job well? Are there any changes to the work environment or arrangements that would assist you to do your job? 5. How do I know if I am performing well? Develop some key performance indicators so you can measure your performance. Appendix 5 - Team Plan 1. Summary of FSEC's Values Outline the organisation's standards and values to discuss with the Junior Coordinators, Include information from the policy and procedures about the process for raising questions about standards and vaives of the organisation if they have the need. 2. Summary of the issues in relation to volunteering trends in some of the junior clubs Outline the issues based on the information in the case study and outline why these trends are damaging to the organisation - and how these could be perceived as implied values of the organisation if recognition schemes are not put in place. 3. Strategies as stated in the Operational Plan Outline the three main action items you want to achieve with the help of the Junior Coordinators, as outlined in the Operational Plan Extract. 4. Brainstorming session Provide at least one idea for each of the three items above