The UYCH Community College Business and Operations Plan

Transcription

1 Upper Yarra Community College Business Plan January 2013

2 Introduction About the Upper Yarra Community House The Upper Yarra Community House (UYCH) is a provider of education, childcare services and community living activities for older residents. UYCH was established about 25 years ago and continues to grow to meet demand, as well as initiate projects that benefit and enhance its community. It has delivered services within the Yarra Ranges Shire area. UYCH offers services to business and local government and has partnerships with local schools, businesses, agencies and government departments. The purpose of the business and operations plan The purpose of the plan was to develop recommendations for the consideration of the UYCH Board of Management and the CEO regarding the education offerings and the sustainability of UYCH Community College. Specifically, to develop a business plan to: o o o o implement education and training services. maximize and define growth opportunities resulting from the state government education policy, and other relevant market conditions maximize and define growth opportunities resulting from additional premises, particularly the new facilities in Little Yarra Road provide advice on any organisational changes needed to implement education and training services, particularly attracting and retaining a suitably skilled workforce. Preliminary activity Prior to commencing the business and operations plan, UYCH Community College began preliminary work to enable the program to commence as required on 1 January This preliminary work comprised: A half day workshop with the senior management team to: Refine the education provision vision Review the priority programs to be delivered Consider venue requirements Consider staffing arrangements, including priority areas of staff training

3 The business plan To develop the business plan we: Undertook desk research using available materials from UYCH Community College, including budget and marketing information Conducted a half- day workshop with the senior management team and education program assistant managers Conducted other individual interviews as necessary Drafted the business plan, using information provided by UYCH Community College Validated the business plan draft with the workshop participants Service Overview Upper Yarra Community College service offerings Upper Yarra Community House is a Registered Training Organisation (TOID 4150). In 2012, UYCH Community College delivered education and youth services to over 1,000 individuals, approximately 10% (n=116) were young people aged between 14 and 24. UYCH Community College provides the following education and youth services: Adults: Over 40 VET programs for adult learners. This includes: Young people: Critical Partnerships: accredited courses such as aged care, training and assessment, children s services, community services horticulture, several work skill courses traineeships a range of hobby and leisure programs, and literacy and study skills programs. Delivery of specific programs - Victorian Certificate of Adult Learning (VCAL), VCAL Young Mums VCAL and Parenting Program, STEP ahead based on the Certificate of General Education for Adults (CGEA), Ela- Murramb- In Project incorporating intensive case management and an educational Aboriginal VCAL program.) Education and training services under the Job Services contract Case management, tailored activities, referral, outreach, advocacy and other forms of support to young people and those who work with at risk young people under the Youth Connections Program Literacy and study skills programs. Participation in various networks and committees to increase the capacity of UYCH and other providers or systems responses to disengaged learners.

4 Business model UYCH is funded through a range of state and federal programs and by direct fee for service activity. State government funding is through the Higher Education and Skills Group, and is generated by the Skills Victoria contract, subject to the conditions outlined in the Service Agreement. Funding for Youth Education Services is included in the Skills Victoria contract. This also includes contractual arrangements with secondary schools (for individual students who have disengaged from traditional school settings) and with the Adult Community and Further Education Board for delivery of student contact hours to post- compulsory school aged students engaged in pre- accredited courses. In 2010, state government funding arrangements changed, so that UYCH Community College receives funding from Skills Victoria (Higher Education and Skills Group) for individual learners who enrol in approved courses at or above the foundation level. UYCH Community College has now been operating within this funding system for three years, with increased levels of sustainability being recorded per annum. UYCH Community College delivers services as a sole party or as part of a consortium. Partnership models are determined in a range of ways, and comply with the Skills Victoria Service Agreement specifications. The Youth Connections program is delivered through a partnership with EMR Options (trading as Croydon Community Schools). The Youth Connections program is funded by the federal Department of Education, Employment and Workplace Relations (DEEWR). This program has been funded for four years, with current contracts due to finish in December At the point of writing it is unknown if contracts will be issued. The current contract spans three LGAs, Yarra Ranges, Knox and Maroondah. Current funding sources include: Higher Education and Skills Group DEECD Participation Branch (ACFE) DEEWR Youth Connections Program and Job Services Youth Partnerships Program Various secondary schools Individual participants (eg recreational programs) DHS - Neighbourhood House Coordination Program Individual one- off government grants,e.g. DPCD and small donations through philanthropic support, LUCRF Fee for service activity (accredited and non- accredited delivery).

5 Strategic direction Vision, Mission and Values of UYCH Community College Vision: Connecting people to learning and life Mission: The Upper Yarra Community House Inc. will, through the provision of quality community based educational programs, offer information and support to assist the people of Upper Yarra meet their own cultural, economic, health and social needs. VALUES 1. We do what we say We make clear promises that include content and timing with all colleagues and stakeholders. We deliver on our promises. We will be proactive if we can t deliver on promises committed to. 2. Pursuit of Excellence and Best Practices We are proficient in all that we do. 3. Respect for the Individual and the Environment We honour and care for the natural world and embody human rights into everything we do Goals and Objectives: Program delivery Innovation Goal To deliver education and learning programs that meet the needs of young people, adults and industry To value- add to products and respond to existing and new markets with new offerings. Objectives Deliver a range of programs that is based on current market research and data to meet stakeholder needs. partnership arrangements that are compliant and complementary Identify and plan for business opportunities Business capacity enhanced in line with market trends. Increased range of learners attracted to program offerings.

6 Brand Stakeholders (including learners and partners) People Financial Corporate Goal To build the Community College brand, creating recognition in the three LGAs and across Victoria. To develop and maintain high quality relationships with all stakeholders. Products and services meet the needs of all stakeholders. To recruit and retain staff and volunteers who are capable, motivated and innovative. To ensure the organisation structure supports delivery of the strategic and business plans. To secure sufficient funding from a range of sources to support: the development and delivery of programs that meet the needs of identified learners growth and maintenance of the UYCH Community College s infrastructure. To maintain policies, procedures and systems required to support the development and delivery of education and learning programs. Objectives UYCH Community College brand well recognized as delivering high quality, affordable and appropriate community- based education and training programs. Increased student satisfaction. Partnerships continue to be effective. Communications strategy effective. Increased staff satisfaction and morale. Increased staff retention. Professional development results in improved performance. Staff report good communication across the organisation Staff report appropriate reporting relationships, workloads and levels of responsibility. Growth of learner base, including into industry. Growth of utilization of facilities. Identification of new funding sources that builds the capacity of the organisation as a whole to ensure financial sustainability. Leverage of Youth Connections funding. Improved systems, procedures and policies Improved knowledge management strategies Implementation of risk management plan in the context of current and new business. Effective Committee of Management.

7 Strategies Program delivery - To deliver education and learning programs that meet the needs of young people, adults and industry We will: Strive to undertake best practice in our delivery that meets all relevant standards and contract requirements. Innovation - To value- add to products and respond to existing and new markets with new offerings. We will: Seek to continually look for new opportunities that builds UYCH is a sustainable way Brand - To build the Community College brand, creating recognition across Victoria We will: Develop partnerships with key stakeholders that promote Community Colleges as a serious option for achieving careers pathways of students Stakeholders (including learners and partners) - To develop and maintain high quality relationships with all stakeholders and ensure products and services meet the needs of all stakeholders. We will: With reference to our values, develop mutually beneficial partnerships that are relevant to our core business People - To recruit and retain staff and volunteers who are capable, motivated and innovative and ensure the organisation structure supports delivery of the strategic and business plans. We will: Strategically work towards a HR model that will ensure increased productivity that supports the individual needs of our workers Financial To secure sufficient funding from a range of sources to support the development and delivery of programs and growth and maintenance of the College s infrastructure. We will: Ensure that we work towards a sustainable economic model that supports the ongoing monthly operations of our business that investigates and predicts cash flow issues/tensions that are then responded to in a timely manner

8 Corporate - To maintain policies, procedures and systems required to support the development and delivery of education and learning programs. We will: We will ensure that all policies, procedures and systems are well developed and embedded into our corporate function to ensure appropriate compliance. Action Plan: Goals Business Goals: Achieve $ in revenue in Increase revenue by 5% in 2014 to $ Increase revenue by a further 5% in 2015 to $ Achieve compliance across the following audits: o HESG o Re registration o Additions to scope. Increase participation in Hobby & Leisure and short courses generally. Tactical Goals: Increase student enrolments to 220 in 2013 Increase student completions to 80% Increase Education & Training staff by 2FTE (or equivalent). o One for development and writing of assessment materials o One for promotions & Business Development Improve employee conditions by o Moving RTO to LYR site. o Adopting flexi time or RDO o Investigating 48/52 employment opportunities. o Salary sacrifice arrangements Improve youth student welfare response by increasing staff by 1FTE Make Step Ahead sustainable in its own right Secure Redwood and Cerini sites on long- term leases that support UYCH youth programs Appropriate site and transport requirements to maximise enrolments that support operations and staff in a sustainable fashion Strategic Goals: Increase student satisfaction outcomes to 95% Increase tutor satisfaction outcomes to 98% Increase scope of registration in 2013 to include an additional 4 qualifications Investigate an alternative model of operation for youth, apply to be an independent specialist school.

9 Environmental Assessment External Environment A scan of the external environment indicates there are a number of social, political, technological and social factors influencing education and youth services. Key influences include: Federal Government policy reform Youth Connections Program contract due to finish in December 2013, no indication of government intentions at this stage Job Services Australia UYCH has strong relationships, partnership with Sarina Russo (Hot desk in Healesville in exchange for use of facilities in Lilydale). A national focus on skills development and economic stimulus, particularly through the VET sector and the Federal Government s Investing in Community Education and Training Fund. Introduction of a national curriculum, which may support UYCH Community College providing services to those who do not 'fit' in mainstream schools or who prefer different learning styles A shortage of skilled workers across a range of industries which constrains economic capacity, slows growth and restricts the ability of businesses to stay competitive in a global economy. State Government policy reform: 2012 Cuts to government subsidized training in key industry areas resulting in removal of programs from RTO Scope of Registration due to non- viability Increased focus on industry related training which has led to a significant reduction in opportunities for funding engagement activities Reduction of regions from eight to four to align with other government departments, centralization of ACFE representation Compulsory school- leaving age is 17 result is an outdated memorandum of understanding ACE Schools Partnerships doc urgently needs revision, does not meet the needs of organizations teaching compulsory aged school students (include in Risks) New and emerging technologies Infrastructure and delivery technologies are now major drivers of economic and social change. A range of key advances include: Increasing availability of broadband worldwide, further supported by the Federal Government s $43 billion National Broadband Network. Increased connectedness due to development of mobile technologies Increasing use of social networking technologies

10 Increased delivery of education and training via the Internet Increasing use of interactive technologies that enable face- to- face teaching and assessment in an online environment. Market analysis Factors influencing growth The external environment shows a number of factors that will provide UYCH Community College with strong opportunities for growth. These include: Increasing skills shortages in growth VET categories, such as care for seniors and children Closure of Swinburne campus at Lilydale at end of 2013 due to government TAFE cuts, uncertain as to the future delivery from that site, or its future generally Increasing competition as ACE organisations compete directly for individual learners with TAFE and private RTOs for accredited programs. It should also be noted that pre- accredited delivery by ACE providers is quarantined from the contestable market. New innovative technologies that can enhance online and blended learning options, thereby opening up opportunities to learners outside the traditional catchment area of UYCH Community College Changing expectations from learners, as Generation X and Y seek to retrain or broaden their skills sets in new and emerging industries, such as environmental sustainability. Within the Eastern metropolitan area, 2012 data 1 indicates that: Knox and Yarra Ranges region have very similar skill needs for pre- accredited courses. There appears to opportunity in Maroondah for pre- accredited adult literacy and numeracy courses. The take- up for accredited courses varies across each region, but none have received interest for skills deepening courses (Diplomas and Advanced Diplomas) New areas under consideration and/or development include: Certificate III Horticulture Certificate III Community Services Certificate IV Disability Certificate IV in Alcohol & other Drugs Student Tuition Fees: A table of these fees is on our website. 1 See Appendix 1 for more detail on each LGA

11 Skill shortages In Australia, the skills shortage remains a critical issue, notwithstanding the global financial crisis, and will be the main business driver for UYCC in the foreseeable future. Skills Victoria (HESG) identified that: If training delivery continues at the current level, Victoria is facing a projected shortfall of over 120,000 VET graduates at the highest skill levels Diploma and Advanced Diploma by million adult Victorians have no post- school qualification The current system is not client- centered enough. The two key clients individuals and businesses - both experience barriers and complexities in accessing training. The system needs to be more easily understood. A new culture of lifelong skills development is required. Individuals need to think they require a qualification, and then they need to progressively build on that with more skill development throughout their lives. Research undertaken by the Centre for the Economics of Education and Training (2006) shows the projected extent of the gap between the skills needed by industry and the skills held in the workforce over the next decade: In the period between the VET sector will be required to supply 2.47 million qualified people; Of this total, 1.73 million people, or 70%, will be required at Certificate III, Diploma and Advanced Diploma levels which are the trade and post- trade levels; Based on current supply and factoring in new entrants and skilled migration, there will be a projected shortfall of 240,000 people with VET qualifications; As a result, one in seven jobs requiring VET qualifications will be either unfilled or filled with an inappropriately skilled person (Shah & Bourke, 2006); There is a strong skill shortage in trades particularly in metal, electrical and electronics, construction, automotive, cabinet making, hairdressing, labourers and factory and machine workers and some shortages appearing in the IT industry (DIAC, 2008b); Food, Hospitality and Tourism (8,265) and Sales Assistants and Storepersons (5,432) were amongst the highest industry groups experiencing skills shortages in January There were also almost 3,000 vacancies in health, fitness, hair and beauty occupations (Service Skills Australia, 2008); Shortages also exist in the mining industry (predominantly because of shortage in Trades (Donaldson, 2008) and human resource professionals (Donaldson, 2007); Other industries include aerospace, building and construction, electro technology, emerging technologies, food (commercial cookery), marine manufacture, forestry, mining, retail, retail motor, road freight and rural (DEEWR, 2005); Professional occupations suffering shortages including child care, engineers, accountants, registered nurses, health specialists, teachers, management, hospitality and urban and regional planners (ibid).

12 Educational attainment is also closely associated with employment and productivity and essential for growth in wages and standards of living. In Australia, it is estimated that: A shortage of vocational qualifications currently exists with 87 percent of available jobs requiring a post- school qualification, but only 50 percent of the population meeting this criteria (National Skills Policy Collaboration, 2008); There is also increasing focus on the importance of developing employability skills such as literacy and numeracy in the workforce. In Australia, approximately 46 percent of Australian adults have poor or very poor skills across one or more of the five skill domains of prose literacy, document literacy, numeracy, problem- solving and health literacy (Shah & Burke, 2007). The compliance regime that has emerged in the VET sector does not support disengaged high needs learners well, particularly youth. There is an increasing tension around the requirements of VCAL to complete 300 hours at senior level of VET and how the VET sector now operates. Organisations are increasing moving away from full certificates to VET taster courses which are challenging in terms of full cost recovery. New and emerging technologies The Internet and broadband are now driving major economic and social change, particularly through electronic commerce, e- government, consumer- to- consumer commerce (e- bay) and social networking technologies. These advances have resulted in: Increasing availability of Broadband worldwide; Increasing connectedness anywhere and anytime due to developments in mobile technologies (currently 3 billion users globally); Increasing use of individual portal and social networking technologies such as face book; Increased delivery of education and training via the Internet Increasing opportunities for e- learning and blended learning. Changing demographics Changes in demographics are influenced chiefly by: Aging workforce; Declining youth cohort, although this will reverse as the current baby boomers come to maturity in 20 years time (Largest ever population increase in 2008 aided by the highest number of births and level of immigration) Global economic crisis

13 Impact of climate change and environmental sustainability; Changing patterns of migration Increasing choice and changing consumer demands. TAFE sector campus closures to support larger educational hubs. In the Eastern Metropolitan region 2012, the following demographic characteristics have been listed in the Evidence Guide: Increased numbers of CALD, particularly new arrivals and humanitarian settlers across all ages. Over the last 18 months 13% of humanitarian arrivals settled in the EMR. A large 27% settled in Maroondah between April and June The largest numbers were from Myanmar (Burma), then Sudan. An increase in ESL classes would assist in servicing these communities. Pockets of particular education and socioeconomic disadvantage were identified in the Bayswater area, Boronia, The Basin and Scoresby and the outer regions of the Shire of Yarra Ranges. An increase in Literacy and Numeracy skills, and employment skills would benefit these particular communities. Under- employment due to lack of qualifications and skills across many occupations, age groups, backgrounds, and locations has been identified. The over 50s who are under- employed and would like to gain more work and training, have identified a lack of up- to- date skills and access to affordable training. Youth unemployment (aged 15-19) is currently 24% in the EMR. The unemployment rate in the EMR is approximately 5.2% as of July Employment statistics count those who are working one or more hours per week. The underemployed rate across Australia was 7.9% in August 2012, up from 5.9% in May Underemployment identifies those who would like to work more hours than they currently work. The unemployment rate combined with the underemployment rate equates to 13.1% of the population seeking employment or increased employment.14 Providers in the EMR have recently reported greater enrolments from those who identify as unemployed and underemployed, particularly from mature- age and sole parent residents. These characteristics provide opportunities for UYCH Community College. The main industries and growth industries EMR, as listed in the 2012 Evidence Guide, are identified below. Those industries highlighted in bold align with UYCH Community College current product offerings: Inner Eastern (Boroondara, Manningham, Monash, Whitehorse) Professional, Scientific and Technical Services 39% Retail Trades 38%

14 Education and Training 35% - a growth industry Health Care and Social Assistance 29% - growth industries Manufacturing 26% Accommodation and Food Services 21% - growth industries Construction 18% - a growth industry Wholesale Trade 15% Public Administration and Safety 15% - a growth industry Financial and Insurance Services 14% Transport, Postal and Warehousing 13% - growth industries Information Media and Telecommunications 11% - growth industries Other Services 10% Administrative and Support Services 8% Arts and Recreation Services 7% - growth industries Outer Eastern (Knox, Maroondah, Yarra Ranges): Manufacturing 29% Construction 26% - a growth industry Retail Trade 25% Health Care and Social Assistance 22% - growth industries Education and Training 17% - a growth industry Wholesale Trade 14% Professional, Scientific and Technical Services 13% Other Services 14% Public Administration and Safety 10% - a growth industry Accommodation and Food Services 9% - growth industries Transport, Postal and Warehousing 8% - growth industries Administrative and Support Services 6% Arts and Recreation Services 6% - growth industries Utilities, Forestry, Agriculture and Fishing 5% - growth industries

15 Competitors Overview of main competitors for each product offering Product/service Main competitor Competitor strengths UYCH Competitive Actions Accredited programs Aged Care Replay Employees Agile industry based (eg in aged care facilities in Healesville) Noted for high standards in training, excellent reputation for quality Children s services Morrisons Community based, strong values and learner centred approaches. Morrisons has a childcare facility and leads the kindergarten cluster for its local area. Horticulture/ Environment Community College Gippsland (CCG) Large, well- established community college of excellent reputation, specialising in horticulture and agriculture. Hospitality Morrisons Morrisons operates a café in Mt Evelyn as a social enterprise. Business/ Management Healesville Living and Learning Centre (Cert III) Morrisons (Cert III) Healesville offers a Cert III in Business Management and a Cert II in Business. Morrisons operates Cert II and III in Business and a Diploma in Management. Construction None locally Morrisons offers a white card for Work Safety in the Construction Industry and has a Men's Shed, but no certified courses. Pricing, investing in content experts, marketing, leverage of workforce, capital upgrade to ensure facilities are appropriate, small class sizes, flexible learning. Room in the market place for both UYCH & Morrisons Small local target markets and/or partner with CCG Taster program for young people in VET eg VCAL Targeted training. Build traineeship offer Taster program for young people in VET eg VCAL Animal studies Box Hill TAFE Reputation and large offering Only local training developed for VETiS Workplace training and assessment None local Quality of course and build- on reputations

16 Product/service Main competitor Competitor strengths UYCH Competitive Actions Youth Programs VCAL Morrisons Offered through various intakes during the year Reputation; quality of course continue to refine model continue to participate in research projects VCAL Young Mums None regionally Continue to grow and develop program STEP Ahead None Regionally. Very few providers for the cohort (Refresh and Renew programs in Maroondah) Mainstream schools Major provider of choice for most schools. Program needs to improve in terms of sustainability and best practice as schools/deecd will become more demanding Ela Murrambin In (Aboriginal VCAL) Nil Regionally Well supported by local aboriginal community, organisations and elders Well supported by local aboriginal community, organisations and elders.currently a trial only. The continuation of the program will depend on student numbers.

17 Internal Environment Competitive advantage The strategic competitive advantage of UYCH is high quality education and training that meets the needs of local and regional diverse communities. This is achieved by understanding how to reach all learners through direct communication and through our partnerships with complementary service provider. It is also achieved by developing high quality, targeted, innovative programs. UYCH Community College: Is well known and regarded in its geographic area. Has the infrastructure (buildings and premises) to grow Is seen as a viable alternative school provider. This particularly important in the context of more uniform approaches to school curriculum and measuring school performance. These arrangements may not be suitable to the learning and development needs of all students.

18 Business Strategies Current product characteristics The life cycle stage of UYCH Community College s main products The table below shows the stage in the life cycle of UYCH Community College s products and services being considered for development. It shows that UYCH Community College has a high proportion of products in the development and growth phases, which will be difficult to manage and could pose some risk to the organisation. In the following table, the column Level of return provides an analysis of the likely size of the market to UYCH Community College, where High = $500,000 + per annum ; Medium = Between $100,000 and $500,000 ; Low = under $100,000 income expected in Product life cycle stage Products Comments Level of return Development Youth Connections established product, but future is uncertain beyond 2013 Unknown Children s Services (childcare) development of Advanced Diploma. Environment Some opportunity with increasing skills requirements being mandated by government, going from Cert III to Diploma (Child Care) and to Bachelor s Degree (Kindergarten). Likely increase in Diploma, but reduction in Cert III. Advanced Diploma may not be as successful as expected, since most students are expected to go from Diploma straight to Bachelor. Additional numbers of Diploma students may be generated in the new LGAs. Also opportunity to become area s lead agency to provide PD for workers (eg protective services, cultural awareness). Needs further work to dimension likely student numbers. A product has been developed, but is small and needs additional units. Seen as umbrella for a range of other products, such as building, animal care, hospitality, small business all with sustainability component. Opportunity to partner with Yarra Valley Low, may grow to medium.

19 Product life cycle stage Products Comments Level of return ECOSS expected to draw participants from expanded catchment. Building and Construction New product proposed in Upper Yarra. Needs to bed down before being rolled out further. Low New/small business Being delivered for NIES, can expand to deliver at UYCH Community College sites and online. Development needed. Competition high. Price sensitivity of students and difficulty of attracting this market. Low Growth Children s services components such as anaphylaxis, asthma and first aid training could be separated. Existing product known in existing market. Units included can be separated for additional sales. Low On- line learning option. Animal Studies Develop existing Cert III into new, youth market, possible link to Youth Connections program. Build for VETiS High Mature VCAL, Step Ahead, Indigenous ACE schools partnership Significant portion of market. Can easily move into new geographic areas (existing product, new market) High Indigenous, Knowing the Story and Ela- Marramb- In Existing program, new markets (both geographic and age range previously only youth) Low Children s services (childcare) Existing program, new geographic area. Low Aged care training Existing product. Enhance pathways to Cert IVs Low Extend geographic areas. Possible on- line delivery. Possible additional products (eg palliative care). Hospitality (back of house) Existing Cert II. Need to upgrade facilities. Low Decline None listed.

20 Product and Service Development Tensions and challenges in growth: There is a tension between servicing local needs and expanding into new areas. To deliver new programs to new markets is a significant challenge needs to be carefully managed. There is a need for careful staging of the rollout and for development of criteria to prioritise expansion activities. Tension between servicing business demands versus providing important community- based programs Tension between focusing on providing pre- vocational and vocational training to people to equip them to enter the workforce, or training to improve practices and skill levels of people already within a profession. Ensuring systems and practices keep up with growth. UYCH participation and membership with Community Colleges Australia provides opportunities for professional development, quality assurance and continuous improvement through formal and informal partnerships, opportunities for business development and networking. Outer East Youth Connections (OEYC) UYCH Community College has entered into a partnership with EMR Options (trading as Croydon Community School) to deliver the Youth Connections program, with UYCH being the lead partner. This was a new partnership. EMR Options operates alternative school settings for young people who are at risk of or who have disengaged from school. It operates two secondary school development centers, two primary school development centers and one secondary farm school. EMR Options is funded by the Department of Education and Early Childhood Development (DEECD), and can only deliver to government school sector students. EMR Options also delivers professional development to teachers (including independent school teachers as fee- for- service activity) to assist them to improve their engagement strategies with at- risk young people. The Croydon Community School is funded according to the DEECD school funding formula, with funding linked to students enrolled on census day (28 February). Under the school development centre program, students are only eligible for one term at the centres per year. Funding of $1.3m is provided to run this program, with schools contributing $800 per student. EMR Options has developed an alternative delivery model which involves intensive work within a school, with a group of students one day a week for a term, integrated with an adventure camping experience of approximately one week. This program not only results in lasting change in the students, it also includes eight professional development sessions for the entire teaching staff of the school. EMR Options considers this program could be adapted to run under the Youth Connections program.

21 Roles of the partners EMR Options brings experience working with young people at risk of leaving school and who have recently left. Its school development centres can be a first step for young people who may subsequently be diverted to UYCC rather than returning to mainstream schools. Similarly, EMR Options school- based programs may identify young people who would be more successful in the community college setting. EMR Options adventure- based programs could be offered to students at the community college (funding would need to be secured for this component). Governance The partnership between UYCC and EMR Options (Trading as Croydon Community School) is governed by a steering committee. The membership of this committee includes: The UYCH CEO and Manager, UYCH Youth Education Services UYCH Assistant Manager, Youth Connections The CEO EMR Options Representative from Outer East LLEN Member CEECD Participation Branch (ACFE) Centrelink Marketing As the main RTO in the Upper Yarra area, Upper Yarra Community House has a strong presence among its traditional markets. It is a well- known and regarded provider of not only education and learning services, but also childcare and in- home care to older residents. In the past, this brand presence has served UYCH well, enabling the organisation to grow to its current size. However, new funding arrangements and the opportunity to move into new geographic locations means a new marketing environment for UYCH. Marketing approach A key marketing strategy for UYCH is the implementation of the Community College brand. Benefits for this branding in the longer term may include: Increased profile due to familiar brand (eg halo effect from overseas community college branding) Ability to share best practice ideas with other Community Colleges (which include leading ACE organisations) Implied quality standards through membership May change learner perspectives on UYCH Community College's programs and support UYCH Community College move from community perception as an alternative

22 provider. Brand may help to build legitimacy in the marketplace (UYCH Community College is increasingly seen as first choice, not last resort) Enhanced branding should attract business partners and provide students with leverage into industry following completion The brand implies greater pathways Driver for high quality standards of materials and teachers There may be a greater sense of belonging through Community College platform potential for a student card to link students across Community Colleges. May improve link to more advanced qualifications and diplomas. Marketing objectives and actions Objective Action Timeframe Building Brand Knowing our markets Informing, educating and communicating with our clients Growing business Identifying ourselves as UYCH Community College and leveraging of the Community College brand. Seeking verbal feedback from staff and stakeholders regarding perceptions associated with the Community College brand Introduce UYCH Community College brand on all corporate materials UYCH Community College have internal capabilities to undertake research activities. Disseminated data from Quality Indicators Report. Implement learner engagement survey twice per course delivery at beginning and mid- point. Recruit business development capability into substantive structure Consider introducing incentive/commission scheme Increase traineeship offer Increase VETiS offer Already occurred. Manager, Operations (or compliance and administration) to coordinate collection of feedback on quarterly basis and advise CEO and other senior management members. Already occurred Ongoing

23 UYCH COMMUNITY COLLEGE - MARKETING Local Paper UYCH Website Word of Mouth UYCH Community College actively promotes training and courses through a range of media. The following methods provide potential students with the relevant information to make an informed decision of what, when and where they can study with UYCH Community College. o o o o o o Bi annual (semester) programs are circulated across the entire Yarra Valley and surrounding areas. The UYCH website is regularly updated to ensure student have access to current information. Face book social media providing interactive methods to source and convey information to students. Course flyers provided specific details for each course. Newspaper advertisements promotes the release of semester programs, information sessions, courses and venues. Career s Expo s provides an opportunity for students to discuss their options with UYCH Community College staff. Workforce Management (Please refer to our Workforce Development Plan which is on our Website)

24 Organisation Structure Corporate/Governance UYCH Community College is governed by the Upper Yarra Community House Inc. Board of Management. UYCH is Incorporated under the Associations Incorporated Act 1981 The CEO Advisory Board, for organisational review meets monthly, prior to Board of Management meetings and consists of some Board members and Senior Management. This meeting is externally facilitated. Managers meet monthly Departmental staff meet as directed by Management

25 UYCH Organisational Chart: