Assessment Task 2 Checklist

Student’s name:
Did the student:	Completed successfully	Comments
Yes	No
Formulate and define a vision for the program:Formulate the program vision statementDescribe how the program vision aligns with the sponsoring organisation strategic direction, mission and values (Min. 70 words)Outline how ongoing negotiations will be conducted with stakeholders (specify stakeholder) to maintain the program vision (Min. 100 words)
PART 1: Socially responsible practice – planningPlan for socially responsible practice in the program. In the form of personal planning notes, address all the following:Formulate explicit expectations for socially responsible practice in the programDevelop strategies to communicate explicit expectations for socially responsible practice to program staff in constituent projects and components, and to relevant stakeholdersDevelop strategies to identify and address effectively threats to socially responsible practice within the program(Word count of 200 words is met ) PART 2: Socially responsible practice – policy and procedures sampleDevelop a high-level policy and procedures for individuals to safely report breaches of socially responsible practice within the program, without fear of retaliation. Submit the policy with your assessment.
PART 1: Project Managers Team – behavioural expectationsEstablish and list team behavioural expectations for the project management team in the program. Are there any individual expectations for constituent project managers in the program? This may be due to, for example, the nature of the project or the composition of the project team. (List individual expectations for at least one project manager and explain why those expectations are set).

PART 2: Communication – behavioural expectations In the form of personal planning notes, outline how behavioural expectations will be communicated to the team of project managers and to individual project managers.  Word count of 100 words is met. PART 3: Behavioural expectations – strategies In the form of personal planning notes, outline strategies to encourage desirable behaviour and discourage undesirable behaviour in program personnel.  Word count of 100 words is met
Define and document individual program roles and responsibilities. Use the table provided. Student can group roles, for example project team member, and be more specific where required for example: risk management officer. (Min. 15 roles)
Address the following:In the form of personal planning notes, outline an issue management strategy to manage issues and concerns in a timely and effective manner. (Min. 100 words)Develop an issue escalation process (you can use a step by step approach or use a chart for a visual representation).
In the form of personal planning notes, develop a strategy to support the creation of a program environment of confidence, trust and open discussion. Focus on strategies and practices that will be implemented to:Treat stakeholders fairly and equitablyEncourage and facilitate open discussion among program team members and other pertinent stakeholders in the sponsoring organisationSupport commitment of the program team to the program vision and the program plan’s implementationManage differences among the program team members constructivelyWord count of 200 words is met.
Task Outcome:	Satisfactory   ¨	Not Satisfactory   ¨
Assessor signature
Assessor name
Date

Task 2: Planning for leadership in the program

Assessment description

This assessment task comprises of a different planning documents to demonstrate your ability to:

1. Formulate a program vision and maintain alignment between the vision and the sponsoring organisation mission and values
2. Develop explicit expectations for socially responsible practice in the program
3. Design policies and procedures to allow individuals to safely report breaches of socially responsible practice without fear of retaliation
4. Establish team and individual behavioural expectations for constituent project managers
5. Define and document agreed individual program roles
6. Build an environment of confidence and trust for the program

Performance objective  

You are required to address the following:

• Section 1: Program Vision

 Formulate a vision for the program and outline how the vision will align to the sponsoring organisation strategic direction, mission and values, and how it will be maintained

• Section 2: Socially responsible practice – planning
• Plan for socially responsible practice in the program  •  Section 3: Behavioural expectations

 Establish behavioural expectations for the program

• Section 4: Program roles

 Define and document individual program roles and responsibilities  

• Section 5: Issue management

 Outline an issue management plan

• Section 6: Environment of confidence and trust

 Develop a plan to support the creation of a program environment of confidence, trust and open discussion

Specifications

You are required to:

• Submit the completed assessment tasks
• Complete the tasks with sufficient detail and present them in a professional manner
• Use your own words and reference sources appropriately
• Meet the word count where required •  Apply critical thinking

As

sessment Evidence Requirements Checklist

Assessment Task 2

Program vision formulation Socially responsible practice -planning notes Socially responsible practice -policy and procedures Behavioural expectations – project team Behavioural expectations – individual project managers Behavioural expectations – communication strategy Behavioural expectations – strategies to encourage good behaviours and discourage bad behaviours Program roles and responsibilities – table Issue management -strategy with chart Strategy to build an environment of confidence and trust in the program

It is advisable to:

• Review each section carefully
• Further research the topics addressed in each assessment task

Your assessor will be looking for demonstrated evidence of your ability to address specific tasks related to key topics covered in this unit.

Section 1: Program vision

  Formulate and define a vision for the program:

• Formulate the program vision statement for your program

Program Vision i) Vision Statement: Empowering every individual for achieving more in his or her work.

• Describe how the program vision aligns with the sponsoring organisation strategic direction, mission and values. – Min. 70 words

Description of the Statement: When every individual or team member would work efficiently, it is evident that the company would be gaining profit and there would be an alignment in the organizational strategic direction, values and mission. The company is focusing on different attributes, so that every customer and employee is able to gain knowledge about the operations and processes of the business and they obtain maximum success without much complexity or issue in the work.

• Outline how ongoing negotiations will be conducted with stakeholders (specify stakeholders) to maintain the program vision – Min. 100 words.

Negotiations to be conducted with Stakeholders: The program managers can involve negotiation program with other stakeholders like clients and management for ensuring that the program vision is highly effective and efficient in respect to other aspects. It can be done by justifying the position and proper communication with the other stakeholders, so that they obtain significant knowledge about the requirement or need to be fulfilled under every circumstance. Moreover, a compromising approach to negotiation or compromising negotiation style would also be effective for executing the program vision easily and promptly. As a result, proper strategies should be incorporated within the organization and program vision is maintained eventually.

Section 2: Socially responsible practice

PART 1: Socially responsible practice – planning

Plan for socially responsible practice in the program. In the form of personal planning notes, address all the following:

• Formulate explicit expectations for socially responsible practice in the program
• Develop strategies to communicate explicit expectations for socially responsible practice to program staff in constituent projects and components, and to relevant stakeholders
• Develop strategies to identify and address effectively threats to socially responsible practice within the program

(Min. 200 words)

Socially responsible practice Planning: Different explicit expectations for socially responsible practice in the program include working with the third parties for ensuring safer working environment and creation of an environmentally friendly industrial procedures. Few strategies to communicate these expectations to the program staff and relevant stakeholders include identification and understanding the organizational aspects and proper reposition for a broad social good. Moreover, few meetings and conference calls should be incorporated for ensuring a motivational and meaningful framework. It would not involve strict compliance, however, employee perceptions and customer experiences would be met. Lack of compliance issue would also eradicated on a priority basis and different issues related to such situation would be solved eventually. The threats could be identified and addressed in the program by incorporation of few strategies, such as implementation of a risk management process or framework, taking consultation from an expert, being positive, conducting internal research about the individuals and their vital moves, conduction of external research regarding their competitors, seeking regular employees’ feedback, making proper analysis of the customers’ complaints and even utilization of different software or models. These distinct above mentioned strategies would also ensure that the respective compliance issues are being resolved successfully.

PART 2: Socially responsible practice – policy and procedures sample

Develop a high-level policy and procedures for individuals to safely report breaches of socially responsible practice within the program, without fear of retaliation. Submit the policy with your assessment.

A policy should include, at a minimum:

• Title
• Purpose of the policy
• Scope of the policy
• Policy content with key performance indicators and high-level procedures
• Version control
• Policy and Procedure: Title: Safety report Breach of the Leadership Program
• Purpose of the policy: The main purpose is to highlight the safety breaches within the program for ensuring socially responsible practice.
• Scope of the policy: The scope of the policy is to increase the chance for better security and safety of the attributes and aspects.
• Policy content: The KPIs include eradicating every means of data security and involving high level processes of net sales as well as hours of resources being utilized.
• Version control: The version control of the policy includes involvement of new aspects and features related to program management and legislations for ensuring safety.

Section 3: Behavioural expectations

PART 1: Project Managers Team – behavioural expectations

Establish and list team behavioural expectations for the project management team in your program. (Min. 5)

 i) Behavioural Expectations: 5 behavioural expectations are:

a) Respecting their own weaknesses and strengths for ensuring that the project is getting executed successfully.

b) Understanding that social and technological growth is a never ending procedure for the program.

c) Clear communication of the rules, expectations and objectives.

d) Responding to subsequent behaviours predictably and consistently.

e) Discrimination amongst issues of problem ownership and responsibility.

Are there any individual expectations for constituent project managers in the program? This may be due to, for example, the nature of the project or the composition of the project team. (List individual expectations for at least one project manager and explain why those expectations are set).

Expectations of a Project Manager: The main expectations of a project manager are: a) They should exhibit higher degree of self efficacy and empathy, so that it becomes easier for them to execute the project work without much complexity. b) The project manager should anticipate the probable problems and then react quickly for avoiding them. It is required since any type of sudden issue can include within the project.

PART 2: Communication – behavioural expectations

In the form of personal planning notes, outline how behavioural expectations will be communicated to the team of project managers and to individual project managers. (Min. 100 words)

Behavioural Expectations with communication: Different behavioural expectations eventually point to the core capability of a project manager for the core purpose of motivating different individuals within the team towards the achievement of a common goal (Herman 2016). These expectations can be communicated to the team of project managers by few strategies like meetings and conference calls. It would ensure that every member of the team is aware of the expectations and hence they are able to deal with the complexities and difficult situations easily and promptly for the business. As a result, the business would get better outcomes without any issue.

PART 3: Behavioural expectations – strategies

In the form of personal planning notes, outline strategies to encourage desirable behaviour and discourage undesirable behaviour in program personnel. (Min. 100 words)

Strategies for Behavioural Expectations: Few strategies for encouraging proper behaviour and also discouraging undesirable behaviour within program personnel include: a) Hiring people with correct values and attitudes to ensure that the behaviour is proper and effective. b) It is needed to communicate the respective behaviour that is desired by the management to the program staff and team members. c) It is also effective to reinforce the most appropriate behaviours and then understand the cause as well as motive of the behaviour. d) The next distinct and important strategy is to respond to the behaviour consistently and paying attention to the employees’ behaviour.

Section 4: Program roles

Define and document key program roles and responsibilities. Use the table below (add additional rows if needed).  

You can group roles, for example project team member, and be more specific where required for example: risk management officer. (Min. 15 roles)

The key program roles and responsibilities are:

Program Components	Roles	Key Responsibilities
Scope	Project manager	i) Creating scope statement.ii) Checking overall progress.
Critical Success factors	Strategist	i) Ensuring that CSFs are fulfilled.ii) Implementing plans for meeting the goals.
Deliverables	Content Creator	i) Checking the probable output.ii) Creating content for the program.
Work breakdown structure	Coordinator	i) Breaking the project into parts.ii) Reducing complexity.
Risk register	Risk manager	i) Identifying the main risks.ii) Providing solutions for the risks.
Schedule	Project Schedule manager	i) Ensuring project is completed within time.ii) Not wasting time.
Budget	Financial manager	i) Ensuring budget is not overshot.ii) Every aspect followed in the budget.
Quality	Quality Coordinator	i) Ensuring project quality is maintained.ii) Focusing on scope statement.
Human Resources Plan	HR manager	i) Every team member is included in the team.ii) Individuals getting payment.
Stakeholder list	Project evaluator	i) Checking if all the stakeholders are included.ii) Proper evaluation of the work is done.
Communication	Communication manager	i) Communicating with all stakeholders.ii) Involving different approaches of communication.
Procurement plan	Procurement manager	i) Checking if project procurement is proper and appropriate.ii) Procurement of different resources.
Output	Client	i) Ensuring plan is not changed drastically.ii) Checking if output is proper.
Overall success attribute	CEO	i) Checking the entire output of the work.ii) Providing feedback on the work.
Negotiation	Resource Investigator	i) Negotiating with the client.ii) Finally fixing a budget for the project.

Section 5: Issue management

Address the following:

1. In the form of personal planning notes, outline an issue management strategy to manage issues and concerns in a timely and effective manner. (Min. 100 words)

Issue Management Strategy: This type of strategy eventually sets the major expectation, by which issues would be prioritized, managed as well as escalated as per the rules agreed by the project stakeholders and hence ensuring better effectiveness. The most effective strategy for issue management in this scenario would be integrating scanning of issues into the regular works. The project manager should be aiming to make the project work a successful one. When a challenging issue would strike, a proper scanning would help in responding by drawing on the developed understanding of major players, pressure issues and influencers in the work.

• Develop an issue escalation process (you can use a step by step approach or use a chart for a visual representation).

 Issue Escalation Process: The steps are as follows:

a) Identification of the issue.

b) Validation and prioritization of the issue.

c) Analysis of the issue highlighted.

d) Proper tracking and reporting of the issue highlighted.

e) Understanding the process of escalation.

f) Proper resolution and closure of the issue.

Section 6: Environment of confidence and trust

In the form of personal planning notes, develop a strategy to support the creation of a program environment of confidence, trust and open discussion.  

Focus on strategies and practices that will be implemented to:

• Treat stakeholders fairly and equitably
• Encourage and facilitate open discussion among program team members and other pertinent stakeholders in the sponsoring organisation
• Support commitment of the program team to the program vision and the program plan’s implementation

 (Min. 200 words)

A significant strategy is required to be developed for supporting the creation of a program environment of confidence, open discussion and trust. It is extremely important and significant to treat the stakeholders equally and fairly, so that no stakeholder or member has a feeling that he or she is avoided and proper suggestions are not undertaken from them. It also helps in ensuring that the stakeholders are getting trust and confidence amongst the team members or stakeholders and also recognizing high excellence. Moreover, challenge stress is also reduced in this aspect and the business would gain maximum effectiveness.

For the purpose of encouraging and facilitating an open discussion amongst the team members as well as other pertinent stakeholders within the sponsoring company can be done with the help of a proper communication amongst the team members and senior management. It would be extremely effective for the organizational members to ensure that the project leader is getting maximum success in their business and company, only when the stakeholders are satisfied. A proper commitment of the program team to the program vision as well as implementation of the program plan could be done by one to one interaction with the rest of the members and understanding their weaknesses and difficulties eventually.

Our Company History

The story of Fáilte Events starts in January 2001 in Australia’s events capital of Melbourne, Victoria, when two friends Ava Walsh and Aurnia O’Sullivan sat down in Ava’s kitchen for a round of tea and a long overdue catch up. With more than twenty years’ combined experience in events management between them, The A-Team (as the duo are fondly nicknamed) began discussing the growing demand for a unique and innovative, quality- focussed events management approach in the burgeoning events industry in Australia.

In the Irish language the word Fáilte (pronounced fall-cha) means ‘Welcome’, and the cultural habits of welcoming visitors are so deeply ingrained they can be found in Irish homes and businesses across the world. Both Irish emigrants, Ava and Aurnia felt that the hospitable mindset of their homeland could offer that extra element of personalised care and needs management their clients were looking for, and so in late 2001, Fáilte Events was born.

Since then the organisation has grown and expanded, providing perfectly tailored events services ranging from wedding packages to corporate exhibitions and training events, to concerts, festivals and other large events. We continue to focus on delivering that warm Irish welcome to all our clients, and our extended business and community networks, from initial contact with a prospective client until the last guest leaves our expertly delivered events.

Due to the growth of the company, in 2017 we moved our base of operations to our new custom-built site in Alphington, comprising of our warehouse and offices.

From effective client consultation and collaborative events planning, to thoughtful and attentive management and delivery, we support our clients, guests, artists and

exhibitors, and collaborate effectively with suppliers, contractors, and our own colleagues and volunteers, ensuring the feel that welcoming, caring culture at every step of the way.

What We Do

At Failte Events we provide the following first-class event management services to our clients:

• Corporate Events

• Meetings

• Networking

• Conference

• Weddings

• Large Events

• Concerts

• Sports events

• Exhibitions

• Community events

Our mission, vision & values

Mission Statement:

Failte Events mission is to create meaningful experiences for our clients; a mesmerizing, flawless and fresh experience for their guests and building long term relationships.

Vision Statement:

Our aim is to be:

• Be leader in the event industry for providing first class services

• Be renown for our creativity, innovation and perfect execution

Values:

• Creativity

• Think outside the box

• Quality first

• Respect

• Responsive

• Engaging

• Attention to detail

• Integrity

• Diversity

Fáilte Events Organisational Chart

Fáilte Events Departments

Board of Directors

 

Finance Department

 

Duties include strategic financial management, risk management, accounts receivable, accounts payable, invoicing, payroll, financial record keeping and reporting, preparation and payment of taxes/fees, cash flow management, external contract management and all elements of financial and legal compliance.

Human Resources Department

 

Duties include strategic HR planning, recruitment and selection, compensation and benefits, employee relations and support, training and development, internal communications management, performance management support, termination of employment, record keeping and reporting, safety including OHNS and fair work law compliance, facilities and maintenance management, procurement, stock control/warehousing, legal compliance,

industrial relations, policies and procedures management, and IT contract management and support.

IT services (contracted)

 

IT services include server hosting, network installation and management, provision, maintenance and update of all software and licenses, database administration (inventory and staff files), data management, data protection compliance and systems security, and technical support and maintenance/repair of software and hardware.

Note: Ad-hoc IT support including software and hardware maintenance is included in the role of the Maintenance Officer.

Marketing Department

 

Duties include strategic marketing management, external communications management, graphic design, social media management and content creation, market research and public relations, customer relationship management, management of office reception and face-to- face customer service.

Events Department

 

Duties include events project management, scheduling, client services and relationship management, procurement and logistics relationship management, supplier and venue relationship management, artist, exhibitor and special guest management, temporary staff and volunteer management, management of catering contract.

Note: All three teams use temporary staff and volunteers depending on the needs of the event.

Catering services

 

Fáilte teams and roles profiles

Team: Finance Department
CFO	Competency	Skills	Gaps in competency and skills
Leadership Vision GovernanceStrategic managementStakeholder ManagementStaff planning Critical thinking Professional ethicsFinancial managementAudit and taxation Legal compliance	Analytical Adaptable Manage risk Manage people Effective decision makerUnderstand business driversInnovation Problem solvingTechnical knowledge	Lambert Gosling	Innovation Problem solving Broad technical knowledge
Finance Officer	Competency	Skills	Gaps in competency and skills
Knowledge of finance regulationsUse of financial software Finance and accounting proceduresProcess financial transactionsPrepare BAS, Payroll and Superannuation Reconciliations	Written and oral communication Initiative Problem solving AnalyticalWork in a team Finance reporting Attention to detail Cash flow Accounts payableAccounts receivable	FO1	InitiativeWork in a team
FO2	Written and oral communication Problem solving

Team: Marketing
Marketing Manager	Competency	Skills	Gaps in competencyand skills
Leadership VisionStrategic Management Staff planningStakeholder ManagementCritical thinking Professional ethics Strategic marketing plansDevelop marketing strategiesDevelop marketing materialsManage marketing budgetMeasure and report on performance of campaignsManage crisis situations	Excellent written and oral communication Manage team Organisational and planningSocial media Sales Design Creativity InnovationBuild strategic relationships with industry agencies, vendorsUp to date with latest trends and best practice	M1	Build strategic relationships Manage teams
MarketingOfficer	Competency	Skills	Gaps in competencyand skills
Market research Marketing strategies Public relations Leadership Planning and organisingManage crisis situationsBudgeting and Financial Management	Work with various forms of media Work in a team Build customer relationsManage projects Cost analysisUse social media as a marketing tool Excellent interpersonal skillsTime management Manage project budget Creativity	MO	Time management Cost analysis
Social Media Officer (PT)	Competency	Skills	Gaps in competencyand skills
Develop brand awarenessContent management Identify target markets Visual design and web development CopyrightSocial Media Optimisation Identify customerneeds and gaps	TechnicalSocial media specialist SalesTactical execution Customer service focusedCreativity Analytical ResourcefulOrganised Efficient	SMO	Sales Analytical

Team: Marketing
	Researching and reporting on relevant industry trends andbest practices	Collaborate with team
Content Writer (contractor)	Competency	Skills	Gaps in competencyand skills
Can work to brief Different writing styles Content sourcing experienceStrategic thinking Digital communication Analytical	Social media specialist Excellent written and oral communication MultitaskingAttention to detail Deliver to deadlines Innovative and engaging content ListeningCreativity OriginalWriting and editing Time management	CWO	Multitasking Time management
Front Desk Officer	Competency	Skills	Gaps in competencyand skills
Reception/front desk coordination Planning and organisationAdministration support EfficiencyVerbal and written communication Stress tolerance Information management Excellent customer service skills	Excellent interpersonal skillsExcellent communication skills Superior administration skills including IT Stock management of office supplies MultitaskingSupport clients, suppliers and staff CourteousAttentive to enquires Co-ordinate room bookings Organisational diarymanagement Attention to detail	REC1	Excellent interpersonalskills
REC2	Attention to detail Multitasking

Team: HR
HR Officer	Competency	Skills	Gaps in competency
Report to			and skills
CEO	Strategic HR planning	Influencer	HRO1	Assist in
	Analytical	Attention to detail		interview
	Review training needs	Discretion		process
	Problem solving	Multitasking		Attention to
	Stakeholder	Excellent		detail
	Management	communication	HRO2	Read and
	Ethical	Assist in interview		interpret
	Compiling reports	process		information

Team: HR
	Preparing	Answer payroll		Answer payroll
spreadsheets	questions	questions
Process payroll	Maintain current HR
Perform audits	files and databases
Compliance	Prioritise and plan
Risk Management	Organised and
Professional	accurate
development and	Read and interpret
training strategies	information
Confidentiality and
discretion
Budgeting and
Financial Management
Maintenance	Competency	Skills	Gaps in competency
Officer			and skills
	Warehouse	Arrange maintenance,	MO	Invigorated by
	management	servicing, delivery and		learning and
	Up to date knowledge	pick up		continuous
	of building practices	Undertake building		improvement
	Up to date knowledge	repair work		Risk
	of property	Assist in ongoing		assessment
	maintenance	security
	Hazard identification	Stock-take of assets
	and problem-solving	IT troubleshooting
	Up to date knowledge	Implement preventative
	in all OHNS legislative	measures
	requirements	Adaptable
	Build productive	Planning and
	relationships	organisational skills
	Evacuation and	Flexible to changing
	emergency procedures	environment
	IT support	Invigorated by learning
		and continuous
		improvement
		Risk assessment

Team: Events
Events	Competency	Skills	Gaps in competency
Manager			and skills
	Stakeholder	Excellent Written and Verbal Communication SkillsHigh level negotiation skillsSound decision-making and problem solving Multi-taskingHighly developed interpersonal skills Superior time management andorganisational skills	E1	Assist in interview process Attention to detail
	Management
	Strategic
	organisational
	planning
	In-depth
	understanding of
	event/project
	management
	principles
	In-depth
	understanding of risk

Team: Events
	management	Ability to use initiative
procedures	Conceptual and Analytical
Stakeholder	Skills
Management
Client Management
Budgeting and
Financial
Management
Excellent Customer
Service
Ability to lead and
motivate a team
Attention to detail
Relationship Building
Assist in interview
process
Team	Competency	Skills	Gaps in competency
Leader			and skills
(Corporate	Understanding of	Highly developed	TLCo	Highly
Events)	event/project	interpersonal skills		developed
	management	Ability to lead and		interpersonal
	principles and	motivate a team		skills
	differing requirements	Excellent Written and		Written and
	for small, medium and	Verbal		Verbal
	large events	Communication Skills		Communication
	Understanding of risk	Time management		Skills
	management	and organisational
	procedures	skills
	Client Management	Ability to use initiative
	Team management	Sound decision
	Budgeting and	making under
	Financial	pressure
	Management	Excellent Customer
	Stakeholder	Service
	Management	Problem solving
	Understanding of the	Negotiation skills
	Corporate
	environment and
	specific challenges
	Attention to detail
Team	Competency	Skills	Gaps in competency
Leader			and skills
(Weddings)	Understanding of	Highly developed	TLW	Stakeholder
	event/project	interpersonal skills		management
	management	Ability to lead and		Ability to use
	principles and	motivate a team		initiative
	differing requirements	Excellent Written and
	for small, medium and	Verbal
	large events	Communication Skills
	Understanding of risk	Time management
	management	and organisational
	procedures	skills
		Ability to use initiative

Team: Events
	Stakeholder	Sound decision
Management	making under
Client Management	pressure
Team management	Excellent Customer
Understanding of	Service
professional	Problem solving
development and	Negotiation skills
training methods
Budgeting and
Financial
Management
Stakeholder
Management
Understanding of the
Wedding industry and
specific challenges
Attention to detail
Team	Competency	Skills	Gaps in competency
Leader			and skills
(Large	Understanding of	Highly developed	TLlg	Written and
Events)	event/project	interpersonal skills		Verbal
	management	Ability to lead and		Communication
	principles and	motivate a team		Ability to lead
	differing requirements	Excellent Written and		and motivate a
	for small, medium and	Verbal		team
	large events	Communication Skills
	Understanding of risk	Time management
	management	and organisational
	procedures	skills Ability to
	Client Management	use initiative
	Team management	Sound decision
	Understanding of	making under
	professional	pressure Excellent
	development and	Customer Service
	training methods	Problem solving
	Budgeting and	Negotiation skills
	Financial
	Management
	Stakeholder
	Management
	Understanding of
	large/major events
	and specific
	challenges
	Attention to detail
Events	Competency	Skills	Gaps in competency
Officer			and skills
(Corporate	Stakeholder	Highly developed	EOCo	Time
Events)	management	interpersonal skills	1	management
		Superior time		and

Team: Events
	Understanding of Event Management principles and differing requirements for small, medium and large eventsExcellent Customer Service Understanding of corporate environment and specific challenges Team Management Budgeting and Financial ManagementProject management	management and organisational skills Sound decision making under pressure Ability to use initiative Problem solving Excellent Written and Verbal Communication Skills Presentation and adherence to social convention		organisationalskills
EOCo 2	Budgeting and Financial ManagementProblem Solving
EOCo 3	Presentation and adherence to social convention
Events Officer (Weddings)	Competency	Skills	Gaps in competency and skills
Stakeholder management Understanding of Event Management principles and differing requirements for small, medium and large eventsExcellent Customer Service Understanding of the Wedding industry and specific challenges Team Management Budgeting and Financial ManagementProject management	Highly developed interpersonal skills Superior time management and organisational skills Sound decision making under pressureAbility to use initiative Problem solving Excellent Written and Verbal Communication SkillsPresentation and adherence to social convention	EOW 1	Interpersonalskills Communication
EOW 2	Stakeholder management ProblemSolving
EOW 3	Understanding of the Wedding industry and specific challenges Team Management
Events Officer (Large Events)	Competency	Skills	Gaps in competencyand skills
Stakeholder management Understanding of Event Management principles and differing requirements for small, medium and large eventsExcellent Customer Service	Highly developed interpersonal skills Superior time management and organisational skills Sound decision making under pressureAbility to use initiative Problem solving	EOlg1	Event Management principles and differing requirements for small, medium and large events Time Managementand organisation

Team: Events
	Understanding of	Excellent Written and	EOlg2	Problem
large events and	Verbal		solving
specific challenges	Communication Skills		Decision
Team Management	Presentation and		making under
Budgeting and	adherence to social		pressure
Financial	convention	EOlg3	Customer
Management			Service
Project management			Written
			Communication
		EOlg4	Financial
			Management
			and Budgeting
		EOlg5	Event
			Management
			principles and
			differing
			requirements
			for small,
			medium and
			large events
Temp Teams	Competency	Skills
Catering – FoH	Previous FoH experience	Communication
Wait staff	Customer Service	High Energy
	Food preparation	Professional
	RSA	Multi-tasking
	Bartending experience	Positive
		Well-presented
Catering – BOH	Dependent on event but at	Customer service
Head Chef	minimum:	Works well under pressure
	Written recommendation from	Problem solving
	Catering agency or previous	Personable
	employer	Positive
	Previous event experience	Creative
	Previous experience in head	Well-presented
	chef role	Good hygiene
	Team Management
	Ability to design on menu
	Budget management
	Food preparation and RSA
	certification
Catering – BoH	Food preparation including	Customer service
Kitchen Hand	sandwich making	Works well under pressure
	Maintenance of service areas	Problem solving
	and general cleaning	Personable
	Understanding of OHS & food	Positive
	hygiene	Well-presented
	Ability to take direction & work	Good hygiene
	unsupervised
	RSA
	FoH experience

Scenario to develop the program

Failte Events has hired you as a Program Manager to help them achieve their strategic goals through the planning and implementation of a Program.

The strategic and operational goals for the next 5 years are as follows:

• Become the preferred event company in Victoria and New South Wales (5 years goal)
• Increase corporate events by 45% in the next 5 years
• Open a second site in Sydney which would mirror the one in Melbourne (1.5 years goal):
  • The Executive team will remain in Melbourne
  • The operational team in Sydney will mirror the Melbourne’s structure
  • A General Manager will be appointed in Sydney
  • The location of the site (to be leased and refurbished) to be in Sidney CBD and able to:
    • Accommodate all staff
    • Provide event facilities (3 x boardroom; 1 x conference room with 50 seats capacity; 4 x workshop rooms with 25 seats capacity; kitchenette facilities x 2 to accommodate catering needs – catering services will be outsourced)
  • Agreements with selected event venues in Sydney will have to be sought and signed
  • Business networking and promotional activities will have to focus in establishing the brand and an initial client base prior to opening of the new site
• The web site to be re-designed (to be completed prior the opening of the Sydney’s site), to:
  • Build dedicated areas for Melbourne and Sydney
  • Add an online booking system
• Review of the marketing planning activities with a view to decrease promotional costs (ongoing)
  • Focus on digital marketing over printed ads
  • Increase in business networking activities
  • Use viral marketing strategies
• Develop and implement effective sustainability practices across the business (1-year goal)
• Decrease operational costs by 15% (5 years goal):
  • Using continuous improvement practices for business processes
  • Reviewing agreements with suppliers to negotiate better deals
• Evaluate options for strategic alliances to support business growth

Staff feedback-summary

• Induction practices are excellent but not enough time is dedicated to train new temp and volunteer staff
• Permanent staff feels overworked due to the increasing number of events that the organization organises
• Counselling service to support staff are currently not available
• High turnover of temp staff prevents the teams to perform at full potential

Stakeholder – overview

• The Board of directors is committed to sustainable growth and has expressed trust in the CEO to carry out the strategic plan of the company.
• The CFO is concerned about over-exposing the company to financial loans to fund the program.
• The IT contracting company has advised to explore new technology (trends) to implement before competitors do.
• The HR manager has expressed concern about the high turnover of temp staff and low morale in the teams.
• The Event Manager is concerned about the opening the second site in Sydney as she has been asked to closely work with the program manager. She feels she would be overstretched between the two roles (assisting the Program Manager and her role as Event Manager), also she does not have a former qualification in project management and never worked on major projects.
• The Marketing Manager is very pleased for the opportunity to improve the marketing strategy for Failte.

Budget

The budget for the program is: $ 8,000,000.00. Funds have been sourced as followed:

• Bank loan 40%
• Equity 30%
• Silent investor 30%

Funds will be allocated to each program component as follows:

• 30% prior the beginning of a project and the rest allocated progressively at the achievement of a milestone as per relevant project plan and as approved by the Program Board
• Other program component will be funded with ongoing allocation of funds
• Wages of Failte current staff that will work on the program will be paid as follows: 30% by the program budget and 70% by Failte

Program Board:

• Claire Fountain
• Jacob Lane
• Lambert Gosling

Program Sponsor:

• Claire Fountain

You should develop a framework for your program so that you can complete all assessments in a more cohesive way:

• Review Failte’s profile and the strategic and operational goals of the company
• Determine what program components will be included in the program (at least 4 projects should be included)
• Determine what will be excluded from the scope of the program
• Consider when using internal staff and when hiring new staff to work on the program components
• Develop a high-level milestone chart for the program
• Once you have developed your framework, make time with the trainer and assessor to review your work. This will ensure that you are on the right track when working on your assessment and developing your program plans.