royal brisbane international college royal brisbane institute of … · 2011. 8. 19. · royal...

Royal Brisbane International College

Royal Brisbane Institute of Technology

Staff Handbook

Information for Employees Of

DYNAMIC MANAGEMENT GROUP P/L

Prepared by: Dynamic Management Group Pty. Ltd.

Date: 8th June 2010

©Dynamic Management Group Pty Ltd T/A Royal Brisbane Institute of Technology (RBIT) / Royal Brisbane International College (RBIC)

RBIT CBD Campus, 1F, 99 Creek Street, Brisbane QLD. 4000 Australia P.O. Box 12998 George St. Post Shop Brisbane QLD. 4003 Australia

Tel: (07)3010 3888 Fax: (07) 3010 3883 Email: [email protected] Web: www.rbit.qld.edu.au CRICOS Provider Code 02370B National Organisation Number: 30807

________________________________________________________RBIC/RBIT_STAFF HANDBOOK

___________________________________________________________________________ ©Royal Brisbane Institute of Technology 2 20100712_DMG_Staff Handbook V13.5

CONFIDENTIALITY The information, ideas and concepts contained in this Handbook are the property of Dynamic Management Group Pty. Ltd. T/A Royal Brisbane International College / Royal Brisbane Institute of Technology (hereinafter referred to as “RBIC/RBIT”) The information in this Staff Handbook is provided to all staff members for the purposes of advising them of the structure of RBIC/RBIT and also providing all staff members with the information needed to carry out their responsibilities and duties as staff members. It is important that you read and understand the Staff Handbook. There are also important provisions relating to the confidentiality of the information provided. The recipient accepting the information acknowledges and agrees that it is confidential and agrees not to disclose by any means what so ever any of the information to any person or entity or to use directly or indirectly any of the information for any purpose other than for the college and not for personal gain or for the interests of any other organisation If the recipient breaches the confidentiality of this agreement, which causes RBIC/RBIT any loss or damage, then RBIC/RBIT shall take legal action against the recipient for such loss or damage as appropriate in the circumstances. I agree to be bound by and abide by the Confidentiality Statement above. Signed: _____ Date: ______ Royal Brisbane International College/ Royal Brisbane Institute of Technology Staff Handbook 2010 Published by: Royal Brisbane International College / Royal Brisbane Institute of Technology Level 1, 99 Creek Street Brisbane Qld. 4000 Australia Level 1, 99 Creek Street Brisbane Qld. 4000 Australia Phone: (07) 3010 3888 Fax: (07) 3010 3883 Web: http://www.rbit.qld.edu.au Email: [email protected] Copyright © 2010 by Dynamic Management Group Pty. Ltd. T/A Royal Brisbane International College / Royal Brisbane Institute of Technology. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system without the prior written permission of Dynamic Management Group Company unless such copying is expressly permitted by federal copyright law. Address inquires to Royal Brisbane International College/Royal Brisbane Institute of Technology, Level 1 99 Creek Street Brisbane Qld. 4000 Australia Information in this publication was subject to change at time of printing



Welcome Dear New Staff Member: I would like to take this opportunity to extend my warmest welcome to you from the staff of Dynamic Management Group (DMG) Pty Ltd and in particular, to the staff of RBIC/RBIT. RBIC/RBIT is a young and dynamic private Registered Training Organisation (RTO) providing Nationally Accredited Courses at Vocational Graduate Diploma, Vocational Graduate Certificate, Advanced Diploma, Diploma and Certificate levels. As a global educator we deliver our programs both in Australia and internationally. In 2006, we are proud to become the first postgraduate accredited VET provider in Queensland and only the second in Australia. We have more than 6,500 students from more than 38 countries that have completed courses within the last seven years at RBIC – Brisbane, and Hong Kong campus. In 2008, we also won the Queensland China Trade Ambassador’s award. In 2009, we had partnership with global institutes and industries to set up the RBIT Satellite Training Centres (STC) in Korea, Taiwan and China. RBIT-STC offers a range of business and management related programs around the world. In 2010, we will expand our footprint to India, UAE, Vienna, Malaysia, Europe and South America. As a staff member, you will be part of a successful and professional team who are committed to providing excellence in the training of students in a variety of fields, especially in the management areas of Business, Hospitality, Tourism, Project and Logistics Management, Community Service, Patisserie and English Language. The ongoing success of our Company depends on our global team work – to share our knowledge, effectiveness, efficiency, enthusiasm and drive to succeed in the education and training industry, our commitment to our students, staff, our clients and our business. As a new staff member, these handbooks will be used during the induction by the Senior Management Team (SMT). Our SMT members will assist you in the understanding of our Policies and Procedures, and your responsibilities and duties as a valued member of RBIC/RBIT. The Staff Handbook and the induction will clearly guide you to follow the organizational directions which have been set by the Board of Directors which must be adhered to and followed by all staff members. RBIC/RBIT encourages all staff to participate and become an effective member of the RBIC/RBIT global networking team to serve our clients and ensure the most effective management of the RBIC/RBIT organization. In this regard effective management means complying with our best practice performance and outcomes. Finally, RBIC/RBIT staff and SMT members are there to assist you with any questions you may have. I would like to again wish a warm welcome to you from our team of professionals.

WÜA `|v{xÄÄx _xx Dr. Michelle Lee DBA Chief Executive Officer / President Dynamic Management Group Pty Ltd



Table of Contents CONFIDENTIALITY ........................................................................................................................... 2 Welcome .................................................................................................................................................. 3 List of Abbreviations: ............................................................................................................................ 7 1.0. Organisation Framework ............................................................................................................ 8

1.1. RBIC/RBIT Mission Objectives ......................................................................................8 1.2. DMG Organizational HRM Structure Chart – 2010 ........................................................9 1.3. Role, Responsibilities and Duties ....................................................................................9 1.4. Global Management Team .............................................................................................14

2.0. Organisation Policy and Procedure .......................................................................................... 15 2.1. Staff Policy and Procedure .............................................................................................15 2.2. Comply with relevant Legislation and Registration ......................................................16 2.3. Confidentiality and Intellectual Property Rights ...........................................................17 2.4. Organisational Direction ................................................................................................18 2.5. Employment contracts....................................................................................................18 2.6. Position Description - Responsibilities and Duties ........................................................18 2.7. Staff Recruitment ...........................................................................................................19 2.8. Roster, Timesheets and Reporting’s ..............................................................................20 2.9. Review and Performance Appraisals .............................................................................22 2.10. Staff Award and Warning System .................................................................................23 2.11. Staff Code of Ethics .......................................................................................................25 2.12. Dress Code .....................................................................................................................26 2.13. Updating of Details ........................................................................................................26 2.14. Accreditation ..................................................................................................................26 2.15. Professional Development .............................................................................................26

3.0. Operational Guide ...................................................................................................................... 28 3.1. Quality Assurance Systems ............................................................................................28 3.2. Standard Template, Version Control & Filing ...............................................................29 3.3. The Monitoring Progress Report ....................................................................................29 3.4. Harvard Referencing System .........................................................................................29 3.5. Corporate Style Guide ....................................................................................................30 3.6. Meeting Agenda and Procedures ...................................................................................30

4.0. Departmental Procedures .......................................................................................................... 32 4.1. Student Admission and Records System Procedures .....................................................32 4.2. Student Monitoring Management ..................................................................................32 4.3. Student Archive Management System ...........................................................................36 4.4. Marketing Management System Procedures ..................................................................37 4.5. Financial Management System Procedures ...................................................................39 4.6. Information Management System Procedures ...............................................................39 4.7. Asset and Resource Management System .....................................................................40

5.0. Workplace Health & Safety ....................................................................................................... 44 5.1. Meaning of Workplace health and safety ......................................................................44 5.2. Emergencies and First Aid .............................................................................................45 5.3. Security ..........................................................................................................................45 5.4. Incident and Accident Reporting ...................................................................................45

6.0. Staff Code of Conduct ................................................................................................................ 46 6.1. Compliance with Guidelines ..........................................................................................47 6.2. Conflict of Interest .........................................................................................................48 6.3. Access and Equity policy ...............................................................................................49 6.4. Personal Behaviour ........................................................................................................50



6.5. Mobile Phone Usage ......................................................................................................50 6.6. Use of company resources and assets ............................................................................51 6.7. Public Comment .............................................................................................................51 6.8. Gifts, Benefits and Sponsorship .....................................................................................51 6.9. Smoking, Alcohol and Substance Abuse .......................................................................52 6.10. Harassment .....................................................................................................................52 6.11. Slander ...........................................................................................................................52

7.0. Remuneration – Fulltime and Casual Staff ............................................................................. 53 7.1. Income Tax Instalments .................................................................................................53 7.2. Superannuation ..............................................................................................................53 7.3. Leave ..............................................................................................................................53

8.0. Breaches of Code of Conduct and disciplinary actions ........................................................... 55 8.1. Administration Staff .......................................................................................................55 8.2. Academic Staff ...............................................................................................................55 8.3. SMT ...............................................................................................................................55

9.0. Staff Grievances .......................................................................................................................... 55 9.1. Administration Staff .......................................................................................................55 9.2. Academic Staff ...............................................................................................................55 9.3. SMT ...............................................................................................................................56 9.4. Proviso ...........................................................................................................................56

10.0. Termination................................................................................................................................. 57 10.1. Termination Form ..........................................................................................................58 10.2. Return the Corporate Asset ............................................................................................58 10.3. Return the Organisational IP ..........................................................................................58

11.0. Campus Map ............................................................................................................................... 59 12.0. Standard Template and Related Document ............................................................................. 60

12.1. Generic Operational Administrative Template and Report ...........................................60 A1 – Weekly Meeting Agenda Template .........................................................................60 A2 – Meeting Attendance Template ................................................................................61 A3 – Meeting Minutes Template ......................................................................................62 A4 – Collaboration Cover Sheet ......................................................................................63 A5 – Progress Management Report ..................................................................................64 B1 – Total Quality Management System .........................................................................65 B2 – Continue Improvement Process ...............................................................................66 B3 – TQM Quality Assurance Audit System ...................................................................67 B4 – Yearly Calendar .......................................................................................................68

12.2. Position Descriptions .....................................................................................................69 C1 – Chief Executive Officer ...........................................................................................69 C2 – Board of Directors ...................................................................................................70 C3 – Principle Administrative Officer .............................................................................71 C4 – Executive Director by Project ..................................................................................72 C5 – Chief Financial Officer ............................................................................................73 C6 – Operational Manager ...............................................................................................74 C7 – Administrative Officer – Registrar ..........................................................................75 C8 – Administrative Officer – Accounts ..........................................................................76 C9 – Administrative Officer – Marketing Consultant ......................................................77 C10 – Administrative Officer – IT, I-KMS ......................................................................78 C11 – Administrative Officer - Project Coordinator and Assistant .................................79 C12 – Academic Department – VET Trainers, Lecture, Teachers and Assessors ...........80 C13 – International Campus – Global - Principal Administrative Officer .......................81

12.3. Staff Operation Template and Reports...........................................................................82 D1 – Acknowledgement of Understanding ......................................................................82 D2 – Management Induction Form ..................................................................................83



D3 – Staff Roster ..............................................................................................................84 D4 – Staff Timesheet ........................................................................................................85 D5 – Staff Daily Completion Report ................................................................................86 D6 – Staff Weekly Check List Report ..............................................................................87 D7 – Monthly Review Report ..........................................................................................88 D8 – Quarterly SWOT Review Report ............................................................................89 D9 – Yearly PERT Review Report ..................................................................................90 D10 – Internal Audit .........................................................................................................91 D11 – Staff Q & A Menu .................................................................................................92 D12 – Staff Request for Assistance / Stationary / Asset Application Form .....................94 D13 – Staff Leave Application Form ...............................................................................95 D14 – Incident Report ......................................................................................................96 D15 – Termination Report ...............................................................................................97



List of Abbreviations: AC Academic ACPET Australian Council for Private Education and Training AD Administration AEI Australia Education International AGM Annual General Meeting AQF Australian Quality Framework AQTF Australian Quality Training Framework ATO Australian Taxation Office CCS Collaboration Cover Sheet CEO Chief Executive Officer CFO Chief Financial Officer CRICOS Commonwealth Register of Institutions and Courses for Overseas Students DC Daily Completion DEEWR Department of Education, Employment and Workplace Relations DET Department of Education and Training DFO Deputy to Financial Officer DoS Director of Studies DMG Dynamic Management Group Pty. Ltd. EAP English for Academic Purposes EBP English for Business Purposes EEP English for Employment Purposes ESOS Education Services for Overseas Students e~ TQMS e~ Total Quality Management System GEC Global Education Centre HQ Head Quarters HR Human Resources HRM Human Resource Management IS Information System IT Information Technology ITAB Industry Training Advisory Board KPI Key Performance Indicator Mgt Management NPO Non Profit Organisation OHS Occupational Health and Safety PAO Principal Administration Officer PRISMS Provider Registration and International Student Management System RBIC: Royal Brisbane International College RBIT: Royal Brisbane Institute of Technology RTO: Registered Training Organization PERT Performance Evaluation Review Tactic SMT: Senior Management Team STC Satellite Training Centre SWOT Strength, Weakness, Opportunities, Threats TAA Training and Assessment VET Vocational Education Training



1.0. Organisation Framework 1.1. RBIC/RBIT Mission Objectives

RBIC/RBIT as a young and dynamic global Educator is strongly committed to the export of Queensland VET. It aims to become the biggest Global educator in the next ten years and endeavours to collaborate with governments, industries, institutes and communities (GIIC), to identify the gaps between different corporation’s needs, to strategically carry on flexible quality training with support; to sustain the competitive Advantage and to meet the mutual benefits of stakeholders. 1.1.1. Mission a. Equipping graduates with dynamic capability through RBIC/RBIT innovative synthesis

of Skills plus Knowledge programs, combining the practical and theoretical application training model, enhancing graduates with a sustained and greater competitive advantage;

b. Accomplishing holistic management, learning and assessing integrated systems for the future VET training needs, ensuring ongoing monitoring for quality assurance of the VET learning process to increase effectiveness and efficiency;

c. Global Alliance partnerships with corporate networking to support RBIT-GIIC projects to ‘Go Global’ agenda, coalescing GIIC to create a vital environment for future sophisticated challenges;

d. Logistic Training Hub located in Queensland to lead global logistics training, employing FEE-HELP to upgrade domestic industry, utilising Human Capital Resource for further export prospects;

e. E~ 21st Century requires e~Skills, e~Competence, e~Portfolio, effective guidance, implementation and evaluation to support eco training’s sustainability for global social society - these knowledge assets are fostering competitiveness, Growth and Create jobs opportunity.

1.1.2. Vision RBIT’s vision is to be the largest Cyber RTO in Australia; through our global STC to support flexible learning needs; to equip the Global Human Capital Bank for future leaders and entrepreneurs. 1.1.3. Objectives a. SpK innovative training model to bridge the industrial skills and Knowledge gaps and

tailor-made corporate needs; b. Managing corporation KPI to sustain organisation for best practice outcome to boost the

export of Queensland VET; c. Alliances with Government, Industries, Institutes and Community together to achieve

the aims of RBIT-GIIC; d. Reinforce flexible managing, learning and assessing integrated systems, uphold quality

VET Training e. Trending to equip RBIT graduates for the Human Capital Resource Bank in 2012 to

ensure the RBIT-GIIC project’s success



1.2. DMG Organizational HRM Structure Chart – 2010

1.3. Role, Responsibilities and Duties

1.3.1. Board of Shareholders

Role and Responsibilities:

a. Inject Capital for company starting operations; b. Ensure Company has enough Capital for running the business; c. Set up organisational vision and missions d. Check the Annual financial statement and attend an annual shareholders meeting; e. Appoint the CEO and Board of Directors to manage and govern the organization in

accordance with the organisational constitution f. Elect President to chair the AGM g. Attend Annual General Meeting (AGM) or appoint a proxy in accordance with the

organisational constitution when unable to attend the AGM

Duties: Attend Annual General Meeting (AGM) or appoint a proxy in accordance with the organisational constitution when unable to attend the AGM.



1.3.2. Board of Directors


a. Board of Directors will appoint an Executive Director to authorize and issue the CoE and appoint the person or persons who are authorised signatories to the company and may appoint various Directors as Executive Directors to execute the Legal, HR, Marketing, Compliance, Finance and other critical affairs of the organization

b. Board of Directors will appoint a Chief Financial Officer (CFO) / Deputy Financial Officer (DFO) to manage and monitor financial matters.

c. To set and approve the authorisation of expenses limits which exceed $3,000 d. Board of Directors will assist & support the CEO and provide advice on major

directions and strategic decisions e. Contribute to Continuous Improvement through positive engagement and application

of industry best practice. f. Act in strict accordance with all relevant laws governing the company; to ensure

compliance g. Annually review all policies and procedures to meet all legislative and regulatory

standards; h. Attend all Board meetings, non-attendance for three consecutive meetings during the

course of a year may result in the position being declared vacant and such vacancy will be filled by the Board of Directors who will appoint a replacement

i. The Board of Directors will develop the five yearly strategic directions with budgetary projections, authorise the appropriate person to implement the agreed operational and budgetary directions;

j. The Board of Directors will also develop and set KPI systems to monitor operational performance to ensure effective and efficient team work to achieve sustainability with competitive advantage

Duties

a. A Board Meeting will be held every two months or more frequently if requested by the Board of Shareholders;

b. The CEO will set up an annual schedule for meetings of the Board of Directors to monitor the operational progress;

c. The PAO/CFO will send the Notice of Meeting together the Meeting Agenda to the stakeholders one week prior to the date on which the meeting will be held;

d. The PAO/CFO must compile the operational data, KPI achievement, and financial reports and provide these to the Board meeting in the Agenda Papers and organize the preparation of the Minutes of Meeting as a record of the meeting;

e. The CEO shall Chair all Board meetings and the Board of Directors will review all of the operational performance reports and shall make such recommendations and decisions on all matters and solve all critical issues before it.

f. Following the Board meeting the PAO shall circulate the Minutes of Meeting to all members of the Board of Directors and will implement the decisions and corporate directions of the Board of Directors.



1.3.3. Advisory Boards

(i) Administrative Advisory Board Role and Responsibilities:

a. Provide advice to the Board of Directors in regard to HR and administrative operational issues

b. Review and implement administrative processes to ensure productivity and efficient systems;

c. Review and report on quality indicator data and other evaluation data collected d. Implement, monitor and report on marketing activities e. Monitor and maintain compliance with AQTF and other relevant State and Federal

legislation. f. Monitor and maintain RBIC/RBIT policies and procedures as directed by the Board of

Directors g. Monitor and maintain Education Agent and Partnering Agreements in accordance

with RBIC/RBIT Policies and procedures h. Monitor infrastructure needs and make recommendations if requested by the Board of

Directors Duties: To meet every 12 months or as requested by the Board of Directors

(ii) Academic Advisory Board


a. Provide advice to the Board of Directors in regard to academic operational issues b. To liaise with the training industry to help ensure RBIC operates under industry best

practice. c. Provide industry advice to ensure RBIC/RBIT are current and relevant to industry d. To consolidate and network the social resources of Queensland and Australian

businesses in order to improve RBIC/RBIT links with the global business and academic community;

e. To linking with Australian entrepreneurs and to provide RBIC/RBIT students with a wider range of business associates to network with the worldwide.

f. Attend Board of Director meetings as requested g. Advise RBIC/RBIT on continuing improvement needs

Duties:

To meet every 12 months or as requested by the Board of Directors



1.3.4. Senior Management Team


a. Senior Management Team (SMT) Undertake daily operational management responsibilities at RBIC/RBIT

b. Monitor individual and corporate KPIs and report to the Board of Directors and CEO c. Ensure projects are delivered on time and on budget d. Monitor and review daily processes to ensure productivity, efficiency and compliance

with internal and external regulations. Duties:

a. Carry out duties as directed by the Board of Directors or the CEO b. Daily administrative and academic functions and reports c. Special projects as directed by the Board of Director and/or the CEO d. The SMT reports to the Board of Directors through the CEO

1.3.5. All Staff All staff should be aware from this Staff Handbook and the contracts that have been signed that RBIC/RBIT requires all staff to meet the KPI’s and regulatory standards that apply to each position. There are only three forms of employment within RBIC/RBIT – full time, casual and on a project contract: all three forms may apply whether the position is for administrative or academic purposes. All personnel, whether full time, casual or contract based, are required to meet both KPI and all established procedures and programs and all other matters referred to in this Staff Handbook. In most cases the Staff Handbook forms part of the Contract of employment for all three forms of employment. (i) Full Time Staff Role and Responsibilities: The responsibilities of all full time, casual and contract personnel are set out both in the Employment Contract, or Project Contract. In addition all Full time personnel responsibilities and duties are set out in the Handbook at Section 12.2 – Position Descriptions. All staff members should become familiar with these and for those who hold these positions the Position Description and the responsibilities and duties in the Handbook and your contract of employment should be almost identical. Where there are any differences your contract of employment will have precedence. Duties: Monitoring, evaluation and reporting requirements are fully and clear set out in Section 12.2, which also specifies the KPI regimen, and the reporting responsibilities attaching to all of these positions. For Full Time personnel they should have regard to their individual contract clauses which will outline their required KPI and reporting responsibilities.



(ii) Casual Staff

Role and Responsibilities: The responsibilities of all full time, casual and contract personnel are set out both in the Employment Contract, or Project Contract. In addition all Casual personnel responsibilities and duties are set out in the Handbook at Section 12.2 – Position Descriptions. All staff members should become familiar with these and for those who hold these positions the Position Description and the responsibilities and duties in the Handbook and your contract of employment should be almost identical. Where there are any differences your contract of employment will have precedence.

Duties: Monitoring, evaluation and reporting requirements are fully and clear set out in Section 12.2, which also specifies the KPI regimen, and the reporting responsibilities attaching to all of these positions. For Casual personnel they should have regard to their individual contract clauses which will outline their required KPI and reporting responsibilities.

(iii) Contractor by Project

Role and Responsibilities: The responsibilities of all full time, casual and contract personnel are set out both in the Employment Contract, or Project Contract. As of 1st July 2010, all Trainers, Lecturers, Teachers and Assessors are classified as contractors. Contractors are to supply an ABN, and submit invoices fortnightly for payment. In addition all Contractor by Project personnel responsibilities and duties are set out in the Handbook at Section 12.2 – Position Descriptions. All staff members should become familiar with these and for those who hold these positions the Position Description and the responsibilities and duties in the Handbook and your contract of employment should be almost identical. Where there are any differences your contact of employment will have precedence.

Duties: Monitoring, evaluation and reporting requirements are fully and clear set out in Section 12.2, which also specifies the KPI regimen, and the reporting responsibilities attaching to all of these positions. For Project Contract personnel they should have regard to their individual contract clauses which will outline their required KPI and reporting responsibilities.



1.4. Global Management Team

The Global Management Team (GMT) is constituted by the Global – Principal Administrative Officer and such of his deputed officers, and the RBIC/RBIT officers who have responsibility for the development, liaison and overview of RBIC/RBIT’s Global network of STC’s and partners operating under a mix of MOU’s, Franchise arrangements and Joint Venture Agreements.

All staff needs to be aware of the importance of this GMT in the context of the continued development and expansion of RBIC/RBIT structure and development.

1.4.1. Global - Satellite Training Centre

All Global – Satellite Training Centre (G-STC) must comply with the local legislation and regulations relating to their registration, licensing and approvals. In addition, each centre must comply with RBIC/RBIT annual internal audit and reporting requirements. The Responsibilities, Duties and Reporting responsibilities of the GMT in respect of the promotion, recruitment and delivery of the quality VET program in conjunction with RBIC/RBIT are set out in the Franchise Agreement. 1.4.2. Strategic Alliance Partners All Strategic alliance partners must comply with the local legislation and regulations relating to their registration, licensing and approvals. In addition, each centre must comply with RBIC/RBIT annual internal audit and reporting requirement as well as any relevant Australian regulations that may apply to offshore campuses. The Responsibilities, Duties and Reporting responsibilities of the GMT in respect of the promotion, recruitment and deliver the quality VET program in conjunction with RBIC/RBIT are set out in the Memorandum of Understanding. 1.4.3. Global Principle Administration Officer The Global Principle Administration Officer’s (G-PAO) responsibilities, duties and Reporting responsibilities of the G-STC in respect of the promotion, recruitment and delivery of the quality VET programs in RBIC/RBIT are more particularly set out in individual Franchise Agreement or a Memorandum of Understanding. The G-PAO is also responsible to comply with the local legislation and regulations relating to their registration, licensing and approvals. In addition, each centre must comply with RBIC/RBIT annual internal audit and reporting requirement. Any administrative fees occur according to the agreement must have the project plan and projection outcome prior to the event and approved by the board of directors and CFO; all the project must work according to the legislation, regulation and commercial practice along with the monitoring progress report, supervised by the CFO with KPI assessment to ensure achievement of best practice.



2.0. Organisation Policy and Procedure 2.1. Staff Policy and Procedure

2.1.1. The Staff handbook and Policy & Procedure Guide (including the Progress Intervention & Monitoring Procedure – PIM)

i. Staff Handbook This Handbook should be read in conjunction with:

a. Your employment contract, which will incorporate:

1. Terms of your employment, including KPI’s 2. Your position description, including roles and responsibilities

b. All relevant Federal and State Legislations, and. c. The Policy and Procedure Manual.

Copies of the information listed above are readily available through the assigned Senior Management Team member. This Handbook is also available on e~TQM or Wise.Net (www.mywisenet.com.au). Please note that content of this handbook forms part your employment contract. Any failure to comply with the provisions of this Handbook may result in disciplinary action.

ii. Policy & Procedure Guide All trainers, teachers, lecturers and assessors should be read the Policy & Procedure Guide in conjunction with:

a. Your employment contract, which will incorporate:

1. Terms of your employment, including KPI’s 2. Your position description, including roles and responsibilities

b. All relevant Federal and State Legislations, and. c. Related course lecture guides.



2.2. Comply with relevant Legislation and Registration

It is the Staff members responsibility to maintain a knowledge and fully understands and ensures that he / she complies with all State and Federal Legislation relevant to the businesses and operations of RBIC/RBIT at all times. Staff will be regularly audited to ensure that their duties under RBIT/RBIC Polices and external regulatory regimes are carried out in a compliant fashion. Staff who are found to have breached RBIT/RBIC Policies and/or external regulatory regimes must undertake internal training to ensure any non-compliance does not occur again. Staff who continue to be found non-compliant in their duties may be dismissed. 2.2.1. Relevant Legislation

a. Education Services for Overseas Student Act 2000 and Regulations b. Training and Employment Act 2000 and Regulations (Qld) c. Education (Overseas Student) Act 2000 and Regulations (Qld) d. Industrial Relations Act 1999 and Regulations (Qld) e. Workplace Health and Safety Act 1995 and Regulations (Qld) f. Antidiscrimination Act 1991 g. Freedom of Information Regulations 1992 h. VET Regulations ( 1991) i. Privacy Act (1998)

2.2.2. The Registration and Authorized organisations

j. Department of Education, Employment and Workplace Relations (DEEWR) k. AQTF 2007 Essential Standards for Registration l. Department of Immigration and Citizenship (DIAC) m. Commonwealth Register of Institutions and Courses for Overseas Students (CRICOS) n. Provider Registration and International Students Management System (PRISMS) o. Australian Council for Private Education and Training (ACPET) and OSTAS cover

Staff members may view the relevant legislation at anytime via the following avenues: Copies of the legislation kept on CD-Rom by the Course Coordinator; OR Electronic Reprints available on the internet –

1. For Queensland Legislations –www.legislation.qld.gov.au/Legislation.htm

2. For Commonwealth Legislations –

scaleplus.law.gov.au/html/pasteact/browse/TOC.htm Staff members should maintain a sound understanding of the structure and operation of the Australian Qualification Framework (AQF), and ensure that he / she complies fully with the requirements of the AQF. Information relating to AQF is available at www.aqf.edu.au.



2.3. Confidentiality and Intellectual Property Rights

There are very clear provisions in your contract of employment that relates to the confidentiality of all information belonging to RBIC/RBIT, as well as to the protection of the intellectual property rights of RBIC/RBIT. 2.3.1. Confidentiality Where there is a breach of confidentiality or intellectual property rights it is possible that RBIC/RBIT may take legal action to preserve confidentiality and protect its intellectual property rights. “Confidential information” means any trade secret, technical knowledge, inventions, data bases, date surveys, customer lists or information, sales plans or marketing plans, research, software, records or other information concerning RBIC/RBIT ,any of its customers or suppliers. 2.3.2. The Contract of Employment All staff are reminded that the contract of employment with RBIC/RBIT also contains confidential information that should remain absolutely confidential between you and your employer. You are reminded that you should not discuss such confidential information such as your salary and benefits that are provided to you under your contract. Internet access is strictly for organizational work use. Use of official working hours undertake personal activities is prohibited All communication conducted at RBIC/RBIT is confidential and must not be discussed with third parties unless they are authorized by the Board of Directors to discuss matters with you. 2.3.3. Intellectual property rights Intellectual property rights include, but are not limited to paper, electronic, audio and video content. In the case of any breach of intellectual property rights RBIC/RBIT reserves the right to take legal action at any time during or after your employment, if you:

(i) Attempt to prevent RBIC/RBIT or its authorized officers from gaining access to RBIC/RBIT documents or material (e.g. by unauthorized encryption or ‘locking’ of computer files.)

(ii) Fail to deliver RBIC/RBIT document or material back into the possession of RBIC/RBIT upon request.

(iii)Fail to properly destroy RBIC/RBIT document or material upon request.

(iv) Use RBIT/RBIC documents or material for any purposes other than in the course of employment with RBIC/RBIT.



2.4. Organisational Direction

As a staff member you must follow these directions and work as a valued member of the RBIC/RBIT team. At your staff induction you will be shown the Keys of Performance Index and a full explanation of the organization. SMT must at all times follow the directions from the CEO and Board of Directors as well as provide advice to this board as directed. The SMT must ensure that all staff are fully aware of these directions and will be supervised in respect of their performance and completion of tasks 2.5. Employment contracts

You will receive an employment contract on or before commencement of your employment. You must abide by the agreed terms and conditions outlined in the contract and provided in detail through this Staff Handbook. All RBIC/RBIT staff must comply with the integrated Quality Assurance System. (Refer to Section 12.1 B3) Please ensure that you read your contract of employment and this Handbook carefully and seek explanation from the relevant line manager if required. 2.6. Position Description - Responsibilities and Duties

Please ensure that you read and fully understand the responsibilities and duties contained in your Position Description, which is incorporated in your employment contract. Also please see Section 12.0 Standard Template and Related Document C for the responsibilities and duties for each RBIC/RBIT position. However, if there are differences between the 12.0 in this Handbook and the PD in your contract of employment, the role, responsibilities and duties should follow the staff handbook. Please note that under your contract you may be assigned to undertake responsibilities and duties relating to another position as required by RBIC/RBIT. This will be advised by the CEO if required. Your responsibilities and duties are specified in your Position Description. Your contract of employment will also indicate your Key Performance Indicator (KPI) requirements. Your performance will be assessed against the defined KPI outcome.



2.7. Staff Recruitment

2.7.1. Staff Recruitment Process

Selection criteria for individual positions will be based on the Position Description. Positions will be advertised at the direction of the CEO, Legal Director and HR Director. New Positions will be based on operational needs and advertised through www.seek.com or other relevant means. Organise and schedule all the interviews with the CEO, Legal and HR Director or a delegate person to conduct the interview. All candidates must complete the RBIC/RBIT Staff application form. The interview assessment must be conducted by at least two persons from the CEO, Legal and HR Director or delegate person. Following the interview, the delegated person shall contact all the interview candidates, to advise the outcome of the interview. The successful candidate should be advised of a job offer within 24 hours of a decision have been made in that regard and seek their confirmation or acceptance. Where the offer is accepted then the Principle Administrative Officer should schedule the Staff Induction. Recruitment Flow Chart:



Staff Induction Procedures: The authorised member of the RBIC/RBIT Senior Management Team (SMT) for Administrative inductions shall be responsible to ensure that new staff recruitment and induction procedures are carried out. The new staff member will receive their induction on their first day at work. It is the SMT’s responsibility to arrange all the relevant and up-to-date paperwork ready for inducting new employees. After completing the RBIC/RBIT recruitment procedure, an official induction will be scheduled by the HR Manager or assigned SMT which will

(i) Introduce The Campus environment and issue a Staff ID card and computer access password.

(ii) The new staff member will be refer to his/her department head:

1. The Principle Administration Officer (PAO) will brief administration staff 2. Director of Studies or Registrar will brief Academic staff.

All incoming staff will be introduced to the CEO, Board of Directors and all departments for further collaboration. After you complete the induction you would be required to sign the Acknowledgement of Understanding at the conclusion of the induction and the SMT inductor MUST sign the induction checklist. (Refer Section 12.3 D2) 2.8. Roster, Timesheets and Reporting’s

RBIC/RBIT staff will complete the following reports 2.8.1. Staff Roster The PAO / Registrar must consult with the CFO, work according to organisational budgeting and KPI to organise and provide the weekly staff roster one week prior to the week for which the roster is compiled. All rostered staff are required to work in accordance with the staff roster as provided. All activities completed/undertaken/pending (email to PAO, CFO and SMT at the end of the day) setting out –

a. Any absences b. Attendance times c. Lunch hours

You MUST complete and circulate the daily email report to all staff for team communication and collaboration before leaving the office.



2.8.2. Trading Hours The official business hours are from 08:00am to 8:00pm Monday to Friday. However, a roster for staff will be advised prior to commencement on a weekly basis or as provided under the contract of employment, provided that the normal hours of work being 37.5 hours will be strictly adhere to. The Casual staff will be rostered for duties in accordance with the contract of employment and the organisational operation needs.

2.8.3. Staff Timesheets and Sign in – Sign out All staff who are required to complete a Timesheet for each day for which the time sheet needs to be provided (daily sign in and sign out), and must also complete your Daily Completion Report (DCR) (Refer to Section 12.3 D6) on a daily basis. The Weekly self-assessment Checklist Report (WCR) must also be provided on a weekly basis in the last day of the week then email to CEO and SMT, which shall include the following information: The payroll is calculated and paid once every fortnight on a Wednesday. For permanent employees you must submit your timesheet by NO LATER THAN 5:00pm on the Tuesday prior and for casuals at the end of your shift on Tuesday. Failure to fulfill this responsibility will result in deferment until the next Payroll cycle. PAO must sign for the supervision of this. 2.8.4. Staff DCR and WCR It is compulsory for all staff to complete the DCR before you finish your days work and leave the work premises – any overdue DCR will be classified and entered as not having completed your daily role and responsibility. The Weekly review checklist is a self-assessment tool to ensure all staff meets their individual KPI. This must be sent to the CEO with a copy to SMT before close of business at 5:00pm each Friday 2.8.5. Incident Reports All staff, whether academic or administrative, must compile an incident report whenever an incident occurs which creates an actual, or a potential, conflict that may have negative consequences in relation to the people involved. “An Incident” maybe, but is not limited to, any occurrence that involves any conflict, disagreement or major argument or physical threat to RBIC/RBIT, staff or student. The reference to “incident” must therefore be understood in its widest possible sense: whether the incident is between staff members, academic staff, students or any combination of these. The incident report must be compiled immediately when the incident occurs. The incident report must include all supporting documents that are available to substantiate and prove the occurrence of the incident, including statements relating to whatever action was taken to resolve the problem or matter that gave rise to the incident. It is the responsibility of every staff member who is involved in any incident to compile a full report and report the matter immediately to the PAO/CFO and one SMT member, liaise with and find the solution for solving the problem. If it is a major incident it will need to be reported to the Board of



Directors and the CEO, or an assigned Board of Directors member, if the incident is of serious nature. The incident report must be compiled within 24 hours of the occurrence of the incident and bound in yearly incident archive reports (Refer to Section 12.3 D14 for the incident report form). 2.9. Review and Performance Appraisals

A monthly self assessment review MUST be conducted by all staff, on the last day of each month; the content of the self assessment review report is clearly set out in the template which is attached in Section 12.3 D8. On completion the monthly review report MUST be forwarded to the CEO, Legal and HR Director or Chief Financial Officer (CFO) for KPI assessment; Failure to complete and forwarded the report on time to the Board members may result in disciplinary action. 2.9.1. Staff Monthly Report The Monthly Report is to help you ensure you follow the organizational direction and you must complete and sign at the end of each month, email to the CEO and SMT for collaboration recording. You will be assessed on your KPI performance and the assessment may confirm or otherwise your continued employment or may result in other arrangements on the basis of the assessment. 2.9.2. Staff Quarterly SWOT Review and Report The CEO must delegate SMT to coordinate with the Legal and HR Director to schedule a quarterly review and advise staff involved of the date and time of the review. Every quarter you will be assessed on your performance and will be expected to complete a self assessment using the Staff’s Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis Review Form (Section 12.3 D9) prior to, and ready for, the quarterly review assessment. At the conclusion of the quarterly review process, the Legal and HR Director must inform in writing to each staff member of their individual results in relation to the KPI performance. 2.9.3. Yearly PERT Review and Report The CEO must delegate SMT to coordinate with the Legal and HR Director to schedule a yearly review and advise staff involved of the date and time. At the Staff Performance Evaluation Review Tactic (PERT) Review you will be assessed on your KPI performance and the assessment may confirm or otherwise your continued employment or may result in other arrangements on the basis of the assessment. See attached of the PERT Review form. (Section 12.3 D10) This review will be conducted by the Legal and HR Director accompanied by the CEO and/or a delegate SMT appointed by the CEO. After the yearly PERT review, the Legal, HR Director and PAO must follow up, including the preparation and signing off any contract of employment, which MUST be completed and signed within ten (10) working days of the review. At the conclusion of the PERT review



process, the Legal and HR Director and PAO must inform in writing to each staff member of their individual results in relation to the KPI performance. The PERT reviews will enable the Legal and HR Director and CEO or the delegate to:

a. Discuss your strengths and weaknesses; AND b. Offer professional advice. c. The review is an interactive process – during the course of the review, you are

encouraged to:

1. Provide comments and feedback; AND 2. Continuous improvement action needs; 3. Voice any concerns you may have

Information provided in reviews will be used to inform the RBIT/RBIC continuous improvement processes for future employment reference. 2.10. Staff Award and Warning System

2.10.1. Staff Award System Recognition motivates people. The Staff award system (STARS) is designed for recognition of staff that have shown special effort in their hard work and the motivation to continuously improve staff and collaborate more effectively and efficiently with their colleagues and employers. In this mode it is seeking staff to go the extra mile, the system becomes self-perpetuating. Various methods have been used to help motivate staff in the workplace to achieve goals, reach targets and generally enhance performance. The STARS performance team’s work process embraces and administers a new approach. The difference lies in the recognition of valuable behaviour, behaviour that organisations wish to encourage but which may not be immediately apparent.

Category Nomination Vote by election KPI Review Decision Making Assessment Scale

Only 100% attendance staff legible to be nominated by PAO

30% staff election resort

70% Board of Director review performance and analysis the result

Board of Director approve on the Board meeting

The Staff of the month The Staff of the year The Trainer of the year The Agent of the year

The Staff of the Month Reward Where a staff member is nominated as the “Staff Member of the Month” that staff member after being recommend by the PAO, approved by the HR Director and awarded by the CEO, that staff member is to be rewarded for their performance with the provision of “Award Remuneration” of $100.00



High KPI Achievement Where a staff member is nominated for a high KPI achievement but has not been nominated as “Staff of the Month“ that staff member after recommend by the PAO, approved by the HR Director and the CFO and awarded with a certification of “High KPI Achievement” by the CEO for their above the KPI performance. 2.10.2. Staff Warning System CEO, PAO/CFO and all senior executives will monitor, manage and evaluate staff performance; to ensure KPI’s are met and organisational standards achieve industry best practice. Tracking and monitoring the operational activities of staff will identify the critical issues for continuous improvement. Staff must endeavour to: - a. notify relevant staff if work does not comply with Legislation and Regulation, notify

relevant staff if work does not comply with Registration; b. maintain quality services and notify staff if the organisational Policy and Procedures

are not implemented, notify the working direction and record system is not complied with; the standard or professional code of conduct is not consequent with organisational direction;

c. Take advice and direction from senior staff to ensure compliance and meet KPI’s requirements; the first warning reminds the staff member the need to improve their performance, in the second warning, the senior HR manager will need to arrange a Staff Appraisal Meeting to review the performance outcome.

Warning “Unsatisfactory” There are 5 key areas of performance which may result in a warning if they are not carried out efficiently and effectively. These include:

Non Compliance with Legislation and Regulation Not Implementing defined Organizational Policies & Procedures Breaches of Code of Conduct Do not Pass the internal audit Not willing to undertake continuous improvement activities

The receipt of TWO “Unsatisfactory” warning reports will result with disciplinary action being taken which could result in the termination of your contract.



2.11. Staff Code of Ethics

RBIC/RBIT staff, trainers, teachers, lectures, contractors and volunteers shall: Promote the Ethics of good conduct by seeking to ensure the physical and emotional safety, security, and integrity and in particular protect all staff from abuse and neglect.

The Code of Ethical Conduct includes but not limited to:

Taking active steps to ensure that clients and stakeholders are safe.

Reporting all incidents of suspected abuse or neglect to the proper agencies

Actively participate with colleagues and stakeholders in determining a course of action that will ensure the physical and emotional safety of the person(s) to whom RBIC/RBIT owes a duty of care.

Promote the physical, emotional, intellectual development of stakeholders.

Including but not limited to:

Working from the belief that all people are capable of positive change.

Respect the intrinsic dignity and worth of persons served.


Providing service without prejudice or regard for ethnic origin, status, gender, sexual orientation, age, religion, or personal beliefs.

Recognize that the relationship with stakeholders is one that carries special responsibility and does not exploit that relationship for private advantage or personal gain.


Ensuring that the difference between professional and personal relationships with clients and stakeholders is clearly understood and respected

Staff shall not exploit relationships with stakeholders, supervisors, students, or employees sexually or otherwise. Staff will not condone or engage in sexual harassment.

Protect the confidentiality of all professionally acquired information and disclose such information only when properly authorized.


Disclosure of information necessary to prevent serious crime, or to prevent clients doing harm to themselves or others is justified.



2.12. Dress Code

All RBIC/RBIT staff must wear smart business attire as follows:

a. All male staff should wear the RBIC/RBIT tie with business suit in the winter and RBIC/RBIT tie with white, cream or blue shirt in the summer.

b. All female staff should wear smart business attire with business scarf at all times, low

cut or revealing attire, body piercing is not appropriate. All staff must wear their staff ID card, RBIC/RBIT badge while at RBIC/RBIT premises.

2.13. Updating of Details

Should you change address, phone numbers, emergency contact details, personal status, pay account details or any other relevant personal details you must advise PAO or SMT by writing and the PAO must amended and update RBIC/RBIT staff contact list within 5 working days.

2.14. Accreditation

You are required to maintain any industry accreditation that is relevant to your position with RBIC/RBIT. It is your own responsibility to maintain current accreditation. Failure to do so may result in disciplinary action being taken. Review of evidence of maintaining industry accreditations will be held annually. The onus is on you to maintain currency of your accreditations to the satisfaction of any relevant Industry Bodies and RBIC/RBIT. Any failure to maintain such accreditation may result in disciplinary action. If you are a lecturer or trainer, you have a specific responsibility to maintain currency with RBIC’s Recognition of Prior Learning (RPL) Policy and Procedures and Mutual Recognition Policy and Procedures. Additionally, a lecturer or trainer must conduct training sessions which adhere to the Australian Qualifications Framework (AQF), and Australian Quality Training Framework (AQTF) standards. In addition, if you are a trainer and lecturer, you must continue with your own learning and development, to ensure you comply the RBIC/RBIT organisational training strategy. Trainers and lecturers must update their skills, to ensure they keep abreast of changes affecting your specialty or areas of interest and comply with industry accreditation requirements. Failure to comply may result in disciplinary action being taken. 2.15. Professional Development

i. Internal RBIC/RBIT professional development activities will be provided on the basis of prior assessment by the CEO or assigned SMT member as to the need for such training. Prior approval by the CEO or assigned SMT must be sought to undertake such training. Where RBIC/RBIT conducts any internal professional training for its own staff, or pays for the attendance of staff at any external training or coaching programs such training shall be



itemized with the cost of providing such training. All internal and external training costs shall be recorded in the RBIC/RBIT financial report. The Academic Advisory Board will on a yearly basis convene a meeting of all academic staff, including industry stakeholders, to discuss and review such matters as student progress course updating resources, OHS, ATQF, assessment moderation, vocational currency, curriculum development and such other matters as are pertinent to industry best practice. Identified changes and improvements will be communicated to the Director of Studies for implementation in the next offering of the course.

ii. External RBIC/RBIT encourages staff to undertake external Professional Development activities relevant to their position within RBIC/RBIT. A professional development register must be completed by all academic and administrative staff for review by the CEO or assigned SMT member. These professional development activities are requirements of the AQTF and, according to RBIC/RBIT’s policy, must be undertaken out of normal working hours and at the participant’s expense. All RBIC/RBIT’s academic staff are required to undertake at least 2 different professional developments activities per year. Non-compliance with this directive may result disciplinary action being taken. All RBIC/RBIT’s Administrative staff are required to undertake at least 1 professional development activity per year, non compliance with this may result in disciplinary action being taken. Professional Development support can include, but is not limited to:

a. Attendance at workshops, seminars, conferences and courses to develop or improve the level of knowledge, skill and expertise required for the effective and efficient operation or performance of organizational activities or functions;

b. Attendance at workshops, seminars, conferences and courses for self development or skills development, where such attendance is necessary to maintain a high level of competence.

c. Attend functions to assist specific groups of staff in the maintenance of relevancy and currency of knowledge for industry-accredited courses or attendance at the scheduled academic meeting.

You will be supported through a variety of options and may, from time to time, be required to undertake such education or training outside your normal working hours. Please direct any staff enquiries regarding education and training for Professional Development to the CEO.



3.0. Operational Guide RBIT/RBIC has developed a comprehensive and effective system for organizational management. This Total Quality Management System (TQMS) sets out clear guidelines for all staff to follow: All staff must comply with these operational systems at all times. All staff should be familiar with the various components of the TQMS which will be outlined as part of the staff induction process. This Staff Handbook identifies each of these components and provides further information to assist you in achieving industry best practice. 3.1. Quality Assurance Systems

The Quality Assurance process documents can be accessed by all staff on the Quality Assurance webpage; (http://192.168.0.240:5599). It also contains the three important components, TQMS, Wise.Net Student Management System and dedicated eLearning system. However, before you can do this you must obtain a delegated username and password from the IT department. All student records must be entered into RBIC/RBIT Systems. 3.1.1. TQMS – Total Quality Management System The TQMS gives comprehensive guidelines for RBIC/RBIT’s organizational Policies and Procedures. Processes and Procedures specifically for RBIC/RBIT’s operational management are designed to effectively manage compliance and contractual obligations and continuously improve RBIC/RBIT’s practices. TQMS maintains strong communication with the VET industry, stakeholders; and Government information for organizational and operational decisions and guides for solution development. TQMS ensures the Senior Management Team delivers maximum return and cost effective solutions that provide competitive advantage and positive outcomes. 3.1.2. Wise.Net – Students Management System Wise.Net is Australia's leading web-based student management system for the VET Sector. Wise.Net is supported with by a comprehensive user guide and instructions for implementation. RBIC/RBIT will hold regular training sessions in these systems to ensure that staff are compliant and using the systems efficiently. 3.1.3. RBIC eLearning System RBIC/RBIT also maintains a dedicated eLearning System to support students undertaking off campus activities. This system is used to deliver content, manage online assessment submissions, provide student feedback and monitor student progress. Training manuals are available on the systems website or can be accessed on the RBIC/RBIT network.



3.2. Standard Template, Version Control & Filing

3.2.1. Standard Template All RBIC/RBIT operational standard templates are located in H drive, all staff member must adopt, implement and use the relevant template when preparing any correspondence or document for their task or project. 3.2.2. Document Version Control Headers and Footers must be used to include document information. File names must include the date (YYYYMMDD), department (RBIC, DMG), descriptive name and version number. EG. 20100313_DMG_Staff-Handbook_V10.12 Older versions of documents must be moved to archive folders for permanent storage. 3.2.3. Filing System The version control enables the monitoring and management of changes to documents, programs, and other information stored as computer files or archived in the RBIC/RBIT system. Based on AQTF best practice RBIC/RBIT has a very clear and a precise filing system so that all files, documents, forms and reports can be clearly identified and retrieved in an effective and efficient manner. All RBIC/RBIT staff MUST follow this system. 3.3. The Monitoring Progress Report

3.3.1. The Collaboration Cover Sheet (CCS) All assigned tasks or projects MUST have the Collaboration Cover Sheet. The assigned person responsible for the task or project must sign off on the CCS and have clear expected completion dates with task completion or non-completion indicated. This document must be maintained until the Task or Project is successfully completed. (Section 12.1 A4) 3.3.2. Project/Progress Monitoring Report Wherever an RBIC/RBIT meeting requires a course of action to be undertaken the assigned responsible person shall have the responsibility to monitor the progress of that action and report on all future outcomes to any future meeting where that matter is on the agenda for further report and or consideration. Refer to Section 12.1 A4 and A5 for the template for monitoring and progress reports. 3.3.3. The Marketing Progress Monitoring Report The marketing team member MUST have the marketing progress monitoring report on a weekly basis and submit it to the SMT for KPI review 3.4. Harvard Referencing System

Any referencing and citation must be acknowledged in any proposal, project plan and report. This is the standard practice in a learning organization. It also means whenever you write any Proposal, project plan and report MUST indicate the source of that information.



The Harvard Referencing System is RBIC/RBIT standard practice on how these source/sources are identified and refers to in the document (Proposal, project plan and report) that you may prepare or draft. “Plagiarism” is prohibited at RBIC/RIBT and is not accepted at any level whatsoever. Staff who has been found to have plagiarized will face disciplinary action. 3.5. Corporate Style Guide

All RBIC/RBIT documents must use:

a. Times New Roman font for all sections and headings b. Document headings can be from 12 to 16 point c. body text at 12 point black d. Where possible existing templates and master documents should be used.

3.6. Meeting Agenda and Procedures

There are a number of key meetings which you must attend. Meeting requests will be sent out at least 48 hours before any meeting to ensure staff are aware of the meeting and can attend. An apology must be sent if you are unable to attend a designated meeting. 3.6.1. The Weekly Operational Meetings Senior Management Team Meeting The CEO or assigned Board of Directors member shall be responsible in convening the SMT meeting on a weekly basis. The SMT meeting will address all SMT staff member’s weekly progress and actions. All matters to be discussed must be itemized in the meeting agenda and minutes must be completed in accordance with clause 13.2 as set out as above. General Operational Staff Meeting The CEO or assigned SMT member shall be responsible in convening the weekly general staff meeting every Monday. The weekly staff meeting will address all staff member’s weekly progress and issues. All matters to be discussed must be itemized in the weekly staff meeting agenda and minutes must be completed in accordance with clause 13.2 as set out as above. All invited staff members are required to present their weekly progress or issues as a power point presentation for the meeting. Weekly Marketing Meeting The Marketing Manager or assigned SMT shall be responsible for convening the Marketing sub-committee meeting. The Marketing meeting will address all marketing staff’s weekly progress and short, medium and long-term plans. All matters to be discussed must be itemized in the marketing meeting agenda and minutes must be completed in accordance with clause 13.2



3.6.2. Meeting Agenda Every meeting MUST have an agenda to clearly indicate the items for discussion. The meeting agenda template sets out the What, Who, When, Where, Which, How; it MUST include the attendance record and circulate the meeting agenda prior the meeting (Section 12.1 A1 and A2) 3.6.3. Meeting and Meeting minutes Meetings MUST be chaired by the CEO or assigned SMT member. All meetings MUST have assigned staff responsible for the meeting minutes. No meeting shall proceed without a delegated person to record the minutes . A template for the meeting minutes is at (Section 12.1 A3) All meeting minutes must be completed at the conclusion of the meeting and circulated by email to those participants for review. At the next meeting the Chair shall seek a motion for the approval of those minutes. All minutes must be approved by at least two members who participated in the meeting.



4.0. Departmental Procedures

4.1. Student Admission and Records System Procedures

RBIC/RBIT is committed to providing a fair equitable admissions and enrolment process which does not disadvantage any students who are seeking entry into formal training and education. For a student to be admitted all enrolments must be confirmed in writing by RBIC/RBIT or an authorised representative. Under Standard 2 and 3 of the National Code 2007 all students (or the student’s parent or legal guardian if the student is under 18 years of age) enrolled with RBIC/RBIT must enter into written agreements with RBIC/RBIT before, or at the same time, as they give the course money to RBIC/RBIT. The written agreement must be signed or otherwise accepted. If paperwork is incomplete or fees not paid DO NOT issue eCoE until paperwork has been correctly provided and fees paid. A student paper-based file is then created to include all returned paperwork. The student details are then entered into electronic eTQM; the student management system. Confirmation of attendance at an Orientation Session must then be recorded with the additional paperwork completed and filed. Please refer to the Admission Policy (POL09_10_1) and the Admission and Acceptance Procedure (PROC09_7_1) for full requirements and further information. 4.2. Student Monitoring Management

4.2.1. Student Admission Management Student ID and eCoE Procedures The student’s enrollment will be checked to comply with the course requirements (English level, Previous Qualification, Passport and etc). Student ID number will be created in our eTQM system. eCoE will be issued once the student has paid the minimum fee of $1,000 for each course. The student folder will be organized for the whole study period and will be archived after course is finished.



RBIT – eCoE Flow Chart and Procedures Check List

4.2.2. Student Ongoing Monitoring Management Quality Monitoring Process When students commence their courses they will receive the Study Plan to schedule their studying at RBIT. Students attendance will be marked by the trainer/lecturer in class; students will be assessed during the study period, and the results feedback will be released from the trainer/lecturer. Student results will be recorded individually into the Student Assessment Checklist. The Course Progress will be monitored by the end of each study period, any student who does not meet satisfactory progress will be warned in writing of the intention to report them to DIAC and arrange an interview with the DoS for Intervention Strategies. The student will be put on the list of intention to report to DIAC if he/she has been warned for poor progress in 2 consecutive study periods, and then the student will be reported to DIAC after 21 working days for appeal without compassionate or compelling reasons, Certificate II courses (e.g Business)

a. Students Study Plan b. Student Attendance Monitor c. Student Assessments Feedback d. Student Assessment Checklist e. The Warning of Intention to Report for unsatisfactory Academic Progress

(attached) f. The Final Warning of Intention to Report for unsatisfactory Academic

Progress (attached) g. Interview Record h. Interview Record (Final) i. List of Intention to Report to DIAC



4.2.3. Student Reporting System RBIT – The Monitoring and Reporting Procedures Flow Chart



4.2.4. Student Graduation Management Issuing of Qualification and Graduation When the trainer/lecturer provides the Assessment Feedback Form, the eligibility of Graduation of students and payments will be checked. The Certificates/Transcripts will be printed and signed if the tuition fee is balanced.

a. Application of Graduation Form b. Document/Tasks/Project Collaboration Cover Sheet

RBIT – Graduation Procedure Flow Chart



4.3. Student Archive Management System

All student management documentation must be archived both as a hard copy and soft copy. The soft copy must be at all times located outside the physical location of the campus. All hard and soft copies must be archived and retained in an accessible form and placed for the period according to the information set out as below:

i. The ESOS 2000 & 2001 requires that documents related to the amounts of course money, copies of written agreements to which the provider and student are parties MUST be kept for at least 2 years after the person ceases to be an accepted student. a. The documents will be collected at the beginning of enrolment and scanned to keep e-

files on S drive b. The hard copy of documents will be allocated into student folders individually c. When the course finished, the student profile will be archived and retained in the

archiving room

ii. The retention of student results policy requires that RBIC/RBIT will keep all student results for 30 years a. All student files will be scanned and retained b. 10% of student’s work in the past year will be kept as hard copy and e-file, and the

remainder will be retained as e-files only

iii. The retention of student assessment work, 10% of cohort graduates’ assessments must be kept for at least 5 years after completion a. RBIC/RBIT will collect student assessments and scan after each study period b. RBIC/RBIT will keep the last 2 year’s student assessments as hard copy and e-files



4.4. Marketing Management System Procedures

Marketing Management Systems under the ESOS Act requires that where the education provider wishes to appoint educational agents to recruit students, whether overseas or in Australia, that they appoint ethical and well qualified agents to undertake marketing activities on behalf of the education provider. It is important that all of the requirements that are set out and provided for under the ESOS Act and the National Guidelines are followed and implemented with regard to ethical marketing practice and policies. In this regard it is imperative that the Marketing team is fully aware of the requirements and provisions of the Act and the National Code of Conduct. It is also important that the marketing department fully sets out the recruitment, refunds policies as well as the enrolment policies from the submissions of enrolment application through to the Offer of a placement, and the issue of CoE’s; eCoE’s (refer to chart at P XX) as they apply to both paper and eVisa applications – where eVisa applications are possible. Not to fully and clearly itemise or publish these is to invite potential audit action for breaches of the ESOS Act and the National Code. All RBIT/RBIC education agents must have a current signed agreement with RBIC/RBIT before acting on the colleges behalf. A list of approved agents must be published on the RBIT/RBIC website



The Agent Monitoring & Reporting Procedures (ESOS Act 2000) The Admission Procedures – Agent and Student Policy and Procedure



4.5. Financial Management System Procedures

According to RBIC/RBIT policy and procedures, our account philosophy is to maximise the income and minimise expenses. This can be achieved by keeping a close control on KPI performance and review. All administrative staff shall conduct the ethical code of conduct to give the correct information to students and stakeholders with regard to the handling and accounting for fees paid to RBIC/RBIT in respect of enrolment. All students’ enrolment fees MUST be credited to the “Royal Brisbane International College Trust Account”. Where refund issues arise the established refund policy and procedures which are fully itemised and printed in the student enrolment form MUST be faithfully followed and implemented. All payment are made on a fortnightly basis, employees should submit their timesheets by 5pm every second Tuesday with payment being made electronically by 5pm Thursday. Remittance advices/Pay slips will be emailed after payment has been processed. A full financial report shall be prepared and submitted to the Board of Directors for consideration and approval. All accounting systems must also be audited on the quarterly basis by the appointed RBIC/RBIT Charted Accountant. 4.6. Information Management System Procedures

4.6.1. Issue Staff ID RBIT/RBIC staff identification cards are compulsory for all staff except those employed on a casual basis. Each organisational unit also has its own policy on the wearing of identification cards. The policy of staff ID card is to ensure a safe and secure workplace, all officers and students are required to wear a photo identification card which:

a) indicates the individual's name, department, and college or unit

b) promotes a positive public image

c) is consistently displayed throughout RBIT/RBIC and overseas co-operation campus

Individuals who are providing a service on campus and who are not members of the workforce should have identification cards. It is the department’s responsibility to ensure appropriate identification is utilized.

4.6.2. Login Password New staff members of RBIT/RBIC require a password to access the data system (e-TQM). The staff password will be given after completing the computer account request form. Refer to Section 12.3 D3.



4.6.3. Corporate Email Address RBIT/RBIC email outlook can be very flexible to access from everywhere over the internet. The account is only available for RBIT/RBIC staff for communication between internal staff and external clients. The RBIT/RBIC email is not to be used for personal reasons. 4.6.4. Request and Enquiry RBIT/RBIC staff needs to hand in the request and enquiry form for any issues/problems they find while undertaking their job. These could include:

a) PDF document converting b) e-TQM data searching problem c) Computer break down service d) Internet connecting problem e) Website updating

4.7. Asset and Resource Management System

4.7.1. Asset Management Procedures Manage the Asset When the procurement order is received and declared as an asset (c.f. stationary):

i. Whenever an asset arrives, the procurement division will code the asset and record the asset in the asset card and database.

ii. The asset will be assigned to different departments or users. Each department or user will be response to monitor the asset.

iii. All RBIC/RBIT assets MUST be registered on the “asset register”. The assess register is managed and keep by the Operational Manager, any staff member needing to access or use the asset must register on the “out transaction record” in the book and upon return of the asset and sign in on the register.

iv. All the ‘Asset Card’, ‘Asset Transfer Card’, and ‘Asset Lost Report Card’ will be submitted to the General Affairs Department for Asset Control Management. ‘Asset Borrowing Card’ is managed by the responsible party.

Bar code standard The bar code will use the encode system – Code128-B Test ok with all Capital/small case of English letters, 0-9 numbers, and ‘-‘, ‘+’ symbols.

Sample Image:



Record / Report on the Asset

i. The asset will be coded according to the coding format and pre-defined code in Section 12.

ii. Procurement Division record the asset using the ‘Asset Card’, and database upon received the asset.

iii. Every month, the General Affairs department runs a quick check-up and report any urgent procurement.

iv. In the end of each year, General Affair department runs a detailed check-up and reports any replacement procurement.

v. When reporting a lost to the asset, the ‘Asset Lost Report Card’ will be used and submit to the head office.

vi. When the asset is replaced, the exact same code will be re-used; however, the new asset record card will be attached to original asset card

When the asset has transferred it’s ownership status, the ‘Asset Transfer Card’ will be attached to the original asset card.



PROCEDURAL MAPPING Process Diagram Department in Charge

Procurement Dept Procurement / General Affair Dept General Affair Dept Procurement / responsible Party Hold/ Receiver party Hold/ Receiver party and General Affair General Affair Dept General Affair Dept/ Head Office General Affair/ Procurement Dept All Party in Charge

Received Asset

Record Asset (Asset Card)

Delivery to responsible Party

Submit Asset Card to General Affair

Asset Management

Record and Trace(Asset Borrowing Card)

Borrowing

Record and submit to General Affair (Asset Transfer Card)

Transfer Ownership

When lost assets

Submit Lost Report to Head Office

(Asset Lost Report Card)

Security Issue meeting

Regular Checking

Submit Lost Report to Head Office

(Asset Lost Report Card)

Replacing Action



4.7.2. Resource Management Procedures

Stationary Policy

The stationery and resource management is the responsibility of the Operation Manager. All RBIC/RBIT stationery MUST be registered on the “Stationery register”, the Stationery register is managed and kept by the Operational Manager. Any staff member needing to access or use stationery must register on the “out transaction record” in the book. RBIC/RBIT provides all departments and staff of the campus with official stationary to be used for all official correspondence representing the institution. No other styles or design may be used without the review and recommendation of the CEO or Board of Directors and implemented by the Operational Manager. Stationary Ordering All requests for stationary must be accompanied by three quotes before any order is placed by the Operation Manager and supported and accompanied by the order request form. Orders are expected to arrive by Friday of the same week, but please keep in mind that non-standard items may not always be in stock with suppliers. Therefore, all staff please inform the help desk staff before Wednesday by email. The Operational Manager can be finalize the order form on Wednesday and make an order.



5.0. Workplace Health & Safety 5.1. Meaning of Workplace health and safety

State and Federal Law places a responsibility upon employers, or representatives of employers, to ensure that all employees are safe from injury and risks to health while in the workplace. There are penalties enshrined in the legislation for non-compliance. RBIC/RBIT seeks to ensure a safe and healthy work place. Staff members must abide by all requirements of established RBIC/RBIT policies for guidelines and safety, and ensure that no unsafe areas or practices go unreported. Supervisors are responsible for safety in their work areas and ensure full compliance with the relevant legal requirements at all times. The Principle Administration Officer is the Workplace Health & Safety Officer (WHSO) and has responsibility for workplace health and safety, and for ensuring that resources are allocated to ensure health and safety laws are complied with. This includes ensuring that a system is implemented which is directed at the ongoing identification and rectification of any hazard in the workplace. It is the responsibility of all employees to ensure that they undertake activities in a safe and appropriate manner at all times. This includes observing safe work practices and not wilfully misuse, damage or interfere with devices, equipment and materials to the detriment of health and safety.

a) All staff have initial responsibility for ensuring the health and safety of visitors and students whilst on the premises and / or engaged in activities associated with RBIC.

b) All staff have the authority to halt unsafe practices. c) All staff have the authority to challenge unknown or unauthorized persons found on the

premises. d) All staff are reminded of legislative provisions which specifically refer to the consumption

of alcohol or a drug such that an employee may endanger his / her safety or that of others.



5.2. Emergencies and First Aid

Please ensure that you read and understand the Fire and Evacuation Procedures. A fire drill will be undertaken at least twice a year to help ensure all staff and students can effectively evacuate the building. For assistance regarding emergency situations and / or first aid, please seek assistance of another staff member who can activate alarms or seek additional assistance on your behalf or notify the Receptionist and he / she will locate one of the staff members who has a current first aid qualification to come to your aid. They can also contact ambulance or emergency services should these be required. First aid kits are held at:

a) Reception Desk Please ensure that you note what items have been used from the first aid kit so that stock replenishment can occur. 5.3. Security

The safety and security of students, staff and visitors is paramount. It is important that you keep in mind the following:

a) Provide safe systems and procedures within the classroom and elsewhere. b) Undertake appropriate preventative activities to avoid situations which compromise you or

anyone else. c) Ensure only authorized students, staff and visitors on the premises follow building security

rules, particularly for evening classes. d) Report suspicious situations to the Principle Administration Officer, and when necessary, to

the Police.

5.4. Incident and Accident Reporting

Please ensure prompt reporting to administration staff or the Principle Administration Officer of any incidents which could have resulted in more serious situations arising and / or the reporting of any accidents should injury or damage occur. Please ensure the completion of an Incident / Accident Reporting Form so that the matter can be investigated and rectified. See the administration staff for a reporting form.



6.0. Staff Code of Conduct

The Code of Conduct requires that an employee must:

a) behave honestly and with integrity in the course of your employment with RBIT/RBIC; b) act with care and diligence in the course of their employment with RBIT/RBIC; c) when acting in the course of their employment with RBIT/RBIC, treat everyone with respect

and courtesy, and without harassment; d) when acting in the course of their employment with RBIT/RBIC, comply with all applicable

Australian laws; e) comply with any lawful and reasonable direction given by someone in the employee's

Agency who has authority to give the direction; f) maintain appropriate confidentiality about dealings that the employee has with any

government representative; g) disclose, and take reasonable steps to avoid, any conflict of interest (real or apparent) in

connection with their employment with RBIT/RBIC; h) use RBIT/RBIC resources in a proper manner; i) not provide false or misleading information in response to a request for information that is

made for official purposes in connection with the employee's employment with RBIT/RBIC; j) not make improper use of:

i. inside information, or ii. the employee's duties, status, power or authority,

in order to gain, or seek to gain, a benefit or advantage for the employee or for any other person;

k) at all times behave in a way that upholds the RBIT/RBIC Values and the integrity and good reputation of RBIT/RBIC;

l) while on duty overseas, at all times behave in a way that upholds the good reputation of RBIT/RBIC; and comply with any other conduct requirement that is prescribed by the regulations

m) This section sets out the ethical principles and compliance procedures underlying professional performance and attitudes at RBIC/RBIT. This code of conduct provides guidance to staff members regarding their professional responsibilities.

Where a staff member is assigned a project or task the responsibilities and duties assigned cannot be resigned to any other subordinate staff member – the completion of an assigned project or task will be assessed as completion or otherwise of your KPI. Staff member of RBIC/RBIT must at all times:

a) Carry out the duties described by the staff member’s position description to the best of his / her ability in a professional, fair, impartial and honest way.

b) Undertake such courses of study and do all other things as are necessary to maintain the highest level of professional competence.

c) Obey all reasonable and lawful work instructions from senior staff. d) Act ethically and honestly and not defame or seek to defame by any means whatsoever

RBIC/RBIT its associates, partners, services and/or programs.



6.1. Compliance with Guidelines

Staff should familiarise themselves with all relevant statutes, laws and regulations including:

a) Education Services for Overseas Students ESOS Act 2000 b) Australian Quality Training Framework (AQTF) c) Commonwealth Register of Institutions and Courses for Overseas Students CRICOS d) RBIC/RBIT policies and procedures e) and other relevant regulations

When in doubt, staff should at the earliest possible opportunity refer matters to the relevant senior staff member for independent guidance and, hopefully, for resolution. Staff who become aware of breaches of legislation and established RBIC/RBIT policies and/or ethical codes by other staff must first inform the CEO, PAO or their supervisor or line manager of the breach for intervention. Should such a breach continue, staff should then bring that information in writing to the attention of the appropriate SMT member. Staff should also be aware that in certain circumstances, breaches of ethical guidelines in this document and RBIC/RBIT’s Code of Conduct may also involve breaches of other legislation and established RBIC/RBIT policies. This may result in legal action or internal disciplinary action being taken by DMG. In serious cases, this may involve the dismissal of the offending staff. If staff becomes aware of situations inadequately or inappropriately covered by the existing legislation and established RBIC/RBIT policies, they have a responsibility to take positive action to bring the matter to the attention of SMT through senior staff and / or Board of Directors, to remedy such situations. All staff are required to ensure compliance with AQTF Standards and the ESOS Act 2000 at all times during their employment at RBIC/RBIT. All non-compliance is to be reported to the CEO, PAO or your direct supervisor immediately.



6.2. Conflict of Interest

Employees shall not enter into any relationship, hold any direct or indirect outside interest, or accept outside employment that would conflict with or have the appearance of interfering or conflicting with, their corporate responsibilities and duties, as set forth as examples in the following:

a) Outside Board Service b) Ownership Interests. c) Business Interests d) Paid Outside Appearances, Outside Employment and Compensation e) Gifts and Business Courtesies

A conflict of interest exists when a staff member’s private interests have the potential to interfere or conflict with the proper performance of the staff member’s official duties. In the event of a situation which may entail a conflict of interest, the staff member must declare to his supervisor any personal or immediate family interests that are significant and relevant in writing at the soonest possible time that is reasonable. In particular, RBIC/RBIT expects staff not to place themselves in a position where it could be construed that they have:

a) Used RBIC/RBIT assets or confidential RBIC/RBIT information for personal gain or to obtain a benefit for themselves, their family or friends; or

b) Without RBIT/RBIC’s approval, enter into any contractual agreement to supply goods or services in addition to their normal contract of employment.

6.2.1. Disclosure of Official RBIT/RBIC Information Staff should disclose official information or documents acquired through his / her work only when:

a) Required by law in the course of his / her duty b) Properly authorised by his / her supervising staff. c) If a staff member is unsure whether disclosure is appropriate, he / she must discuss his / her

concerns with his / her supervising staff before making any disclosures. 6.2.2. Duty of Confidentiality Staff may sometimes have access to information of a personal, commercial or strategic nature that is not available to people outside RBIC/RBIT; Staff must respect the rights of RBIC/RBIT and the provider of the information to keep this information and knowledge confidential. Upon termination of employment, staff members have an obligation to either:

a) Return all confidential information in his / her possession back to RBIT/RBIC; or b) Destroy all confidential information in his / her possession upon request by RBIT/RBIC

Any breach of duty of confidentiality will attract serious disciplinary actions including dismissal, and where appropriate, legal actions will be taken.



6.2.3. Reconciling competing legitimate obligations RBIC/RBIT recognizes that some of the most difficult ethical dilemmas confronting staff may arise because of the staffs sometimes competing, but legitimate, obligations or duties to others, including government departments or official requests for information. Should you be confronted with such a situation you should report the full information to the CEO. Some of the clearest obligations of staff which may sometimes compete in this respect include staff obligations to DMG as an incorporated entity, to other staff members and to outside stakeholders. RBIT/RBIC will continue to develop the Codes of Conduct in specific areas of RBIT/RBIC’s activities with a view to enable staff to best reconcile the sometimes conflicting legitimate objects of RBIT/RBIC and of its stakeholders. 6.3. Access and Equity policy

RBIC/RBIT is committed to a work environment free from discrimination on the grounds of race, gender, religion, disability, age or political or sexual preference, and decisions on employment and promotion are made on the basis of merit and assessment. It is the spirit and goal of RBIC/RBIT to ensure that all groups in society, irrespective of their age, gender, cultural and ethnic background, and socio-economic status have an equal opportunity to become a member of its learning community. RBIC/RBIT will ensure that its Access and Equity policies are fully implemented and clearly understood by all members of the campus community. RBIC/RBIT is committed to a policy of equal opportunity in employment and education. RBIC/RBIT affirms its continuing opposition to unfair discrimination in employment and education on the grounds of age, race, nationality, ethnic origin, qualifications or experience gained outside Australia, sex, pregnancy, marital or family status, political or religious affiliation, physical or intellectual impairment, sexual preference or social or economic circumstances. Such discrimination is inequitable and therefore is totally unacceptable. It is an objective of RBIC/RBIT to:

a) Continue to consolidate and enhance its positions within the context of equal employment opportunity;

b) Continue to appoint the best available candidate to any vacant position in RBIC/RBIT, but reserve the right to make no appointment if no candidate is deemed appropriate;

c) Promote equal employment opportunities as an integral part of good management practice. d) Enhance the operation of the merit principle by eliminating any present unfair

discrimination in relation to-

i. The recruitment, selection and advancement of staff ii. Employment practices, conditions and benefits (taking into account the requirements

of the relevant industrial awards) iii. Daily routine and organization or work iv. Systematic practices which disadvantage by restricting information and access to

resources;



RBIC/RBIT regards as inappropriate the use of written or spoken language which makes denigrating, offensive, or defamatory reference to an individual’s race or sex or any other personal characteristic. Sexual harassment, as described in the Sex Discrimination Act 1984, is a form of sexual discrimination, is illegal and formally opposed by RBIC/RBIT. RBIC/RBIT will continue its efforts to enhance physical access to campus facilities, for people with disabilities, as resources permit. RBIC/RBIT is aware that the ability to communicate effectively in English plays a major role in the work situation, and will endeavour to assist all staff who wish to do so to have the opportunity to improve their skills in this regard, insofar as resources will permit. RBIC/RBIT acknowledges that people who have experienced disadvantage in the wider social system may be affected still by the legacy of past injustice and continuing social inequities. RBIC/RBIT affirms that particular account needs to be taken of their cultural and historical backgrounds when determining measures designed to promote equality of opportunity for these groups, for example, in relation to Aboriginals and Torres Strait Islanders, to people of different national or ethnic origins, and so on. Thus it will ensure that members of such groups are consulted in the development of Equal Employment Opportunity policy and practice at this Institute. RBIC/RBIT will review its practices in relation to the employment of part-time staff to ensure that there is no unfair discrimination, particularly with regard to conditions of service. 6.4. Personal Behaviour

Staff are expected to at all times to:

a) Perform their official duties with care, skill, fairness and diligence and to exercise their given powers on a bona fide basis and for the purposes for which those powers have been granted;

b) Perform their duties professionally and efficiently; c) Not assault or insult, threaten or malign other RBIC/RBIT staff, or behave in a manner that

brings RBIC/RBIT into disrepute; d) Not make comments, either oral or written, that may defame or injure the reputation of

RBIC/RBIT; e) Not undertake any non-work-related personal conversations and activities during official

work time. f) Treat everyone with courtesy, and with respect to their rights, duties and aspirations.

Inappropriate or disgraceful personal behaviour in the workplace will result in severe disciplinary actions, including dismissal. 6.5. Mobile Phone Usage

Personal mobile phones must be turned off while working at the RBIC/RBIT campus. RBIC/RBIT supplied mobiles may be used although discretion is advised at meetings and in the classroom.



6.6. Use of company resources and assets

All RBIC/RBIT staff have a general responsibility to:

a) Safeguard, properly use, and care for RBIC/RBIT resources and assets. b) Maintain and protect RBIC/RBIT properties c) Ensure proper expenditure of RBIC/RBIT funds.

Financial procedures and policies are designed to ensure that RBIC/RBIT is accountable for expenditure of monies entrusted to it by the shareholders. Fraud or theft by staff members will attract severe disciplinary actions including dismissal, and where appropriate, legal action will be taken. Staff have a general responsibility to use RBIC/RBIT resources only for official RBIC/RBIT business. RBIC/RBIT facilities are provided in an accessible manner on trust to all staff and it is their responsibility not to abuse that implied trust. All RBIC/RBIT equipment, including computers and communication equipment, is for official use by staff only. Use of equipment by persons who are not staff of RBIC/RBIT, must be within the established RBIC/RBIT policies and must be undertaken only with the approval of a duly authorised RBIC/RBIT SMT member. Unauthorised use of official RBIC/RBIT equipment and assets will attract severe disciplinary actions. When Staff members require the utilisation of RBIC/RBIT facilities, equipment or services, he/she must first register such request at the front counter for the necessary approvals and authorisations before commencing such utilisation. 6.7. Public Comment

Staff may make public comment and enter into public debate on political and social issues, but must make clear that his / her personal views are not official views of RBIC/RBIT. Public comment includes public speaking engagements, comments on radio and television, and expressing views in letters to the newspapers or books, journals, notices or websites. 6.8. Gifts, Benefits and Sponsorship

Use of their official position by a staff member to seek and encourage the offer of any form of personal benefit or gift in connection with their duties may compromise, or be seen to compromise, the staff’s capacity to perform his / her duty impartially. Normal customary hospitality or the giving of gifts in accordance with social custom, such as gifts from other staff members at Christmas, or when a staff member retire or leaves the work place, are token gifts of appreciation or gifts of symbolic nature. As they are usually of nominal value (less than $100) and do not suggest any future obligation, they can be accepted. Where a gift is of more than nominal value (more than $100), such as free travel and accommodation, there is a potential to compromise the staff member’s integrity and therefore that of RBIC/RBIT and should be declared to the Board of Studies.



Where a staff member is unsure whether a gift is of nominal or registrable value, he / she must discuss it with his / her supervisor. Staff may still be able to accept a gift of more than nominal value if he / she can demonstrate that there is no expectation of future benefit to the giver. 6.9. Smoking, Alcohol and Substance Abuse

Smoking and consumption of alcohol is strictly prohibited within the confines of the Campus at all times. The consumption or use of any form of illegal / non-prescribed drugs is strictly prohibited at all times and the company reserves the right to take disciplinary action if you are ever found to be under the influence of such substances. 6.10. Harassment

All staff members have an important role to play in preventing harassment from occurring at the College whether to other staff or students. Harassment is defined as offensive behaviour, hostility, intimidation, unfair discrimination or sexual harassment in the workplace and may include any one or more of the following:

a) Offensive Behaviour – insulting language that is intended to offend, hurt, annoy, anger, humiliate … etc. or aggressive physical actions in the form of an attack.

b) Hostility – unfriendly behaviour or active dislike of another person which causes that person to feel great discomfort in the offending person’s presence and which consequently affects work performance and satisfaction.

c) Intimidation – any behaviour by a person which intends to inspire fear in another person in order to influence conduct.

d) Unfair Discrimination – behaviour which repeatedly singles out a person for the purpose of creating situations to cause extreme feelings of embarrassment, belittlement, hurt or upset.

e) Sexual Harassment – any form of sexual attention that is uninvited and unwelcomed. This includes uninvited and unwelcomed physical contact, remarks, behaviours, offensive materials and demands or requests for sexual favours. Sexual harassment can be single incidents or a series of repeated incidents. It will depend on circumstances as to what may or may not constitute sexual harassment.

Any behaviour that constitutes harassment is unacceptable and will be dealt with severely and carries a maximum penalty of dismissal and may result in legal action in some cases. Staff are required to comply at all times with the legislation and established RBIC/RBIT policies in these matters. 6.11. Slander

Slander is another form of Defamation. You cannot and should not defame or slander the organization, any colleagues and in particular DMG and or RBIC/RBIT or the services or products that are provided by RMIC/RBIT.



7.0. Remuneration – Fulltime and Casual Staff 7.1. Income Tax Instalments

Income tax instalments will be deducted from your salary as per Australian Taxation Office requirements. The tax scale is based on ATO income tax schedules and in accordance with the taxation forms lodged by you on commencement of employment. Group Certificates will be issued within 30 days of the end of the financial year in a format approved by the ATO. 7.2. Superannuation

All employees, including any contractors treated as employees will be entitled to employer superannuation payments. The current superannuation granted is 9% of your gross salary towards your nominated superannuation account. Employees may identify a Superannuation Fund of choice upon commencement of employment or a default fund will be used. You are able to contribute additional amounts towards your requirement benefits – please direct all enquiries to the Accounting Officer. 7.3. Leave

7.3.1. Annual Leave All leave, whether Annual, Long Service or Sick, can only be taken after application for leave and prior approval by the CEO (if it’s SMT or above position) or the PAO or CFO (if in the operational team). Where leave is taken without the prior approval loss of leave entitlements may result from such failure to follow established policy guidelines". Full time employees will accrue four (4) weeks leave annually, to be taken in accordance with RBIT/RBIC policy, which shall not be taken until the employee has completed one full year’s employment, at a time agreed between the Employee and his / her supervisors. Generally, no more than one (1) week may be taken at one time without prior approval of the CEO or his/her delegates. Where a full time employee converts to casual employment during the period of this Agreement, no annual leave will be accrued from and after the day of the conversion. Any annual leave accrued prior to the conversion remains applicable. Casual employees do not accrue any annual leave. 7.3.2. Long Service Leave Long service leave will accrue and be paid in accordance with RBIT/RBIC policy subject to any minimum requirements under applicable legislation. Currently, RBIT/RBIC policy provides for eight (8) weeks and five (5) days long service leave after ten (10) years continued full time employment with RBIT/RBIC. Where a full time employee coverts to casual employment during the period of this Agreement, no long service leave will be accrued from and after the day of the conversion. Any long service leave accrued prior to the conversion remains applicable. Casual employee does not accrue any long service leave.



7.3.3. Sick Leave Sick leave must be by agreement with the CEO or PAO/CFO. The provision of sick leave is based on ensuring that all employees receive adequate paid leave when they are unable to attend work as a result of genuine illness. Full time employees are entitled to up to eight (8) working days of sick leave on full pay per year. Casual employees are not entitled to any paid sick leave. When an Employee requires sick leave, he / she must:

a) Notify the Chief Executive Officer or the Principal Administration Officer of the nature of the illness and the estimated period of absence at the earliest possible opportunity, but no later than 8:00am on the day of work; AND

b) Undertake a medical examination on the first day the Employee takes leave; AND c) Obtain a Doctors Certificate from the Doctor, outlining the nature of the illness and the

estimated period of absence; AND d) Present the certificate to the Chief Executive Officer or the Principle Administration Officer

on the first day the Employee returns to work. Where the Employee becomes aware that he / she will be required to take sick leave for more than one (1) day they must notify the Chief Executive Officer or the Principle Administration Officer of the estimated period of absence as outlined in the certificate before the close of business on the first day of leave. The Employee will NOT be entitled to receive any remuneration for any sick leave taken where:

a) The Employee has failed to supply a Doctors Certificate for the time of the illness b) This does not apply where the Employee:

i. Has been hospitalized; AND

ii. Is in such condition which prevents him / her from supplying a doctor’s certificate.

c) The Employee hereby acknowledges that taking sick leave without a genuine illness constitutes serious misconduct and disciplinary action may be taken.



8.0. Breaches of Code of Conduct and disciplinary actions Any breaches of the Code of Conduct by an employee should be reported to SMT and/or Director/HR and Legal as soon as the breach arises. 8.1. Administration Staff

It is imperative that the Principal Administrator Officer be made aware of situations so that the matter can be dealt with swiftly and appropriately. 8.2. Academic Staff

It is imperative that the Director of Studies be made aware of situations so that the matter can be dealt with swiftly and appropriately. 8.3. SMT

It is imperative that the Director/HR and Legal be made aware of situations so that the matter can be dealt with swiftly and appropriately. The CEO and Board of Directors may become involved in the process of disciplinary action of breach of code of conduct. The employee in breach, who shall be offered an opportunity to put forward his / her explanation, will be held in a private and discrete environment. All disciplinary actions must be approved by the CEO and Board of Directors prior to its execution. Any breaches of the Code of Conduct by an employee must be directed and reported to the immediate supervisor and the employee may be warned according to the following criteria:

a) 1st Warning – Written warning, made by the PAO/supervisor or superior depending on the gravity of the breach.

b) 2nd Warning – Written warning, made by the PAO. c) KPI Appraisal – Review by CEO, CFO and PAO.

Depending on the gravity of the breach it may result in the termination of their contract. All disciplinary actions must be approved by the CEO prior to its execution.

9.0. Staff Grievances All complaints and/or grievances should be managed according RBIC/RBIT Grievance policy and procedures, directed to your immediate SMT or Director/HR and Legal in the first instance for resolution. In addition, the Grievances progress reports will be archived. 9.1. Administration Staff

It is imperative that the PAO and CFO be made aware of situations so that the micro matter can be dealt with swiftly and appropriately. 9.2. Academic Staff

It is imperative that the PAO and CFO be made aware of situations so that the micro matter can be dealt with swiftly and appropriately.



9.3. SMT

It is imperative that the Director/HR and Legal is made aware of situations so that the macro matter can be dealt with swiftly and appropriately. The CEO and Board of Directors may become involved in the macro process of grievance resolution should circumstances warrant such involvement. The process of grievance resolution should be carried out in a private and discrete environment – public places, such as the staff common room, building corridors … etc. should not be used to discuss such matters. 9.4. Proviso

It is not intended that this policy attempts to override current legal and industrial requirements, although where inequities are found to exist, RBIC/RBIT Director/HR and Legal, CFO and PAO will support action to achieve appropriate changes.



10.0. Termination All staff members who resign or are terminated shall follow the termination procedure that is set out in the contract employment.



10.1. Termination Form

The authorised Operational Manager of RBIC/RBIT Senior Management Team (SMT) shall be responsible for Administrative induction to ensure that new staff recruitment and induction procedures are carried out. (Section 12.3 D15).

10.2. Return the Corporate Asset

All RBIC/RBIT staff must comply with the established Quality Assurance Systems and HR Processes. Non-compliance may lead to termination of employment in which case Termination will be carried out in accordance with Clauses 17 and 18 in the employment contract. On termination all of the documents and property belonging to RBIC/RBIT must be returned to RBIC/RBIT. 10.3. Return the Organisational IP

You must sign the handover Checklist before final payment of wages will be made; Failure to comply with the termination procedure may result in legal action. If company assets are not returned or there is proof of breach of the company IP, legal action may be taken to recover the asset or seek compensation.



11.0. Campus Map



12.0. Standard Template and Related Document

12.1. Generic Operational Administrative Template and Report

A1 – Weekly Meeting Agenda Template



A2 – Meeting Attendance Template



A3 – Meeting Minutes Template



A4 – Collaboration Cover Sheet



A5 – Progress Management Report



B1 – Total Quality Management System



B2 – Continue Improvement Process



B3 – TQM Quality Assurance Audit System



B4 – Yearly Calendar


______________________________________________________________________________ ©Royal Brisbane Institute of Technology 69 20100712_DMG_Staff Handbook V13.5

12.2. Position Descriptions

C1 – Chief Executive Officer

Role Identity Principal Responsibilities Duties and Interfaces

Chief Executive Officer (CEO) / President Comply to Legislation/Regulation Registration update Implement Organisational Policy & Procedures Networking & PR Set up RBIT Govern Structure Policy & Procedures Guide Departmental SOP Set up RBIT-STC Develop Cyber RTO Integrated Learning, Assessing and Managing system Internal Audit KPSI for Academic Mgt Marketing/Financial & Risk Management Equip team with Greater competitive advantage for Best Practice

Dr. Michelle Lee

1. To be responsible for RBIC/RBIT public relation and networking, overall implementation and R & D, ensure that the company operates in compliance with the ESOS Act (2000), AQTF, DEEWR, PRISMS, etc., and the National Code as amended from time to time, and all other relevant authorities in order to continue and maintain the company’s role as an RTO, and

2. To Chair Board meeting and work with the Board of Directors to develop the Business Plan, Strategy Plan, clearly establish the organisational direction to ensure and maximize the company’s operation and benefit; to ensure organisational sustainability so as to increase the greater competitive advantage of RBIC/RBIT;

3. To Set and review the organizational benchmarks with the Board of Directors and stakeholders; to ensure the organizational operation implements KPI and achieves the yearly goals and reports to the yearly shareholders Annual General Meeting (AGM);

4. To set, monitor and revise the organisation’s vision, business and strategic plans, the company structure, its Policy and Procedures (P & P) and integrated e~ Master Total Quality Management (TQM) system to achieve the AQTF quality training education Best Practice outcomes;

5. To ensure that the RTO’s ongoing monitoring progress systems meet AQTF standards and to

conduct the annual internal audit standards according to legislation and registration and set by organizational P & P for the quality assurance needs, and review these with the Directors on a regular basis;

6. To represent the organization in the development, maintenance and enhancement of its public image relationships (PR) and continue the global network with government, society and industries;

7. To represent the organization to sign all the registration legal documents and to authorise the

delegated person and Senior Management Team (SMT) to comply and keep up to date with ESOS, CRICOS relevant legislation and regulation to graduate RBIT students;

8. To delegate the performance of specified functions to the Principle Administration Officer (PAO) of the organisation’s daily operation; in order to ensure the company as an approved RTO complies, maintains, contacts relevant departments and continues to improve performance outcomes and upholds the AQTF standards;

9. To manage, delegate and lead the SMT for organizational R & D, and direct the organisation to achieve all required external audit requirements set by the relevant authorities bodies and stakeholders;

10. To manage the organisational integrity in all aspects of the institute’s relation to HR, Financial, Marketing, integrated information knowledge management system (included administrative & academic) and Risk management to ensure organisational KPI are met to the organisational best practice standards.

1. Conducting the internal audit and Review the organisational KPI with Board of Directors to ensure, monitor organisation operations comply with all laws;

2. Develop the Business, Strategy and Risk Plans with Board of Directors, clearly point out the organisational directions and future development;

3. Setting budgets with Board of Directors,

maximizing the organizational benefits, holding meetings and reporting to Board of Shareholders at AGM;

4. Setting and reviewing the organisational P & P; continuing to improve the performance outcomes;

5. Conducting the organizational Monthly,

Quarterly, Annual KPI review and Annual Internal Audit, ensuring that the organizational and operational actions comply with legislation and regulation;

6. Representing the organisation for PR and government and industry global networks;

7. Representing and Signing registration related legal documents; to authorise and the Final approval of the organisational policy and procedures

8. Delegate authority to PAO for responsibility of the company’s daily operations, collaborate & responsible for up-to-date legislation and regulation;

9. Conduct Quarterly KPI Reviews with Director

of Legal and HR; continue to innovate the VET creative programs

10. Manage the organisational integrity and identify the Risks; finding the solution and resolution of all issues for continued improvement



C2 – Board of Directors


Director Secretary Director Director Director

Dr. Michelle Lee Mr. Jack Li Mr. Andrew Preece Mr. Bill Chen Mr. Aimo Aho

1. To govern, monitor and oversight the operational integrity of the organisational operations on a monthly basis or as may be decided from time to time to ensure all organizational operations comply with ESOS, CRICOS, AQTF, DEEWR, PRISMS, etc., relevant legislation and regulations; etc.

2. To set out the organisational Policy and Procedures, the company’s goals and directions; setting the Business Plan and Strategic Plan with CEO and to ensure the organisation’s operational team implements organisational Policy and Procedures and progress and review the organizational KPI’s;

3. To develop the Business Plan, Strategy Plan and Budget Projections with the CEO to clearly

point out the organisational direction, to ensure and maximize the company’s operation and benefit; to ensure organisational sustainability could increase the greater competitive advantage of RBIC/RBIT;

4. To attend board meetings and appoint the persons who are authorised signatories to the company’s operational accounts and may appoint one of the directors as Executive Director to execute the Legal, HR and Financial affairs on a project basis or any operational needs to ensure continued improvement in servicing organisational needs;

5. To appoint a Principal Administration Officer (PAO) to manage organisational operations,

authorize and issue the eCoE to ensure organizational operations work effectively according to the legislation, registration and KPI standards;

6. To appoint a Chief Financial Officer (CFO) or delegate a person to manage and monitor financial and account matters to achieve KPI, review departmental benchmarks, maximise revenue, control budgeting to achieve best practice outcomes;

7. To set the authorised expense limits which exceed $3,000 and all bonus schemes and agreements MUST be approved by the Board;

8. To assist & support the CEO and provide advice and review all major directions, decisions and critical problem solving;

9. To assist the CEO to monitor the organisational integrity in all aspects in relation to HR,

Financial, Marketing and Risk Management to ensure organisational KPI’s are met to organisational best practice standards;

10. To represent the organization at all official ceremonies with the CEO, the maintenance and enhancement of its public image relationships (PR) and continue the global network with government, society and industries.

1. Act in strict accordance with all relevant law’s governing the organization and ensure all registrations are up-to-date;

2. Reviewing organisational P & P to meet all legislative and regulatory standards, also ensure operational implementation and integrity;

3. Develop the Business, Strategy, Risk Plan’s and

budgetary projections with the CEO, and clearly point out organisational directions;

4. Attend all Board meetings, non-attendance for three consecutive meetings during the course of a year will result in the position being declared vacant and such vacancy will be filled by the Board of Directors.

5. Appoint the PAO responsible for organisational daily operations; set KPI systems with the CEO and SMT; to monitor operational performance to ensure sustainability;

6. Appoint the CFO or delegated person to control the budgetary process and, to improve effective team work and efficiency;

7. Any two appointed Directors may approve bonus

payouts or expenditure over $3,000.00; 8. Advise and review the organizational directions,

decisions and critical problem solving;

9. Monitoring organizational integrity; 10. Represent the organization at official ceremonies

with CEO and the maintenance of global network partnerships.

Directors by project Mr. Aimo Aho Responsible for all organizational Legal and specific matters Negotiation – Monitoring - Managing

Chief Financial Officer

Mr. John Lin Responsible for all organizational Financial and HR – KPI matters Monitoring – Advising - Auditing



C3 – Principle Administrative Officer


Principal Administrative Officer (PAO) / General Manager (GM) Director of Study (DoS) Role for Comply to Legislation/Regulation Registration update Implement Organisational Policy & Procedures Campus Daily CBD Campus General Management Coordinate Administrative HR & Marketing Team Management & Accreditation Mgt Articulation Mgt Academic HR & Learning/Assessing Courses Management Implement Quality Assurance System, Achieve Best Practice

Mr. Phil Mason

1. To be responsible for organizing daily operations, revenue and KPI; comply, update and keep up to date with ESOS, CRICOS, AQTF, DEEWR, PRISMS etc., and all relevant legislation, standards and relevant laws and all related government departments to ensure, manage, monitor and oversight the operational integrity of organisational operations on a daily basis;

2. To maintain and update the RTO accreditation and university articulation’s alliance partnerships, communication, improve CSR quality service and liaison with authority related departments from time to time;

3. To comply CEO and Board of Director’s direction, collaborate with CFO, to lead management team to implement the organisational Policy and Procedures on an ongoing basis; to review the organisational operations according to the KPI standards; work according to and meet the company’s goals, directions, budgetary projections and achieve best practice;

4. To sign documents as a delegate of the CEO; to manage organisational operations with CFO and team, authorize and issue the eCoE to ensure organizational operations work effectively and efficiently according to legislation, registration requirements and KPI standards;

5. To collaborate with Board of Directors, CFO and SMT, managing the organisational integrity in all aspects of the institute in relation to HR, Financial matters, Marketing, synchronize the integrated information knowledge management system (included administrative & academic integration) and Risk management to ensure organisational KPI are met to AQTF and organisational best practice standards;

6. To develop and implement the Operation Action Plan in conjunction with the CFO; to manage the daily operations according to the organisational directions, to ensure and maximize the company’s operation and benefit; to ensure, increase and improve organisational sustainability to achieve greater competitive advantage for RBIC/RBIT;

7. To attend Board of Director meetings, update the registration status, report on the operational administrative and academic progress along with marketing performance outcomes, collaborate with the Director/Executive Director or CFO to execute all Legal, HR, Finance matters and warning system;

8. To comply with RBIC/RBIT policy and procedures for student’s management (including monitoring attendance and progression) liaison with student’s performance and follow legislated requirement to graduate students according to registration, legislation and organisational policy and procedures;

9. To chair the weekly administrative staff meetings, marketing meetings and participate in the Satellite Training Centre (STC) progress meetings and academic progress meetings; to assess and sign the graduation certificates, organize, manage and hold the graduation ceremonies. Evacuate the Customer Satisfaction Review (CSR) and conflict liaison with critical problem solving strategies;

10. To manage the daily organisational integrity in all aspects of institute’s operational matters. To coordinate the activities of the administration and academic departments and monitor individual departmental benchmarks to achieve KPI standards and review monthly performance to ensure and maximise income resources, and control organizational budgetary processes to minimise outgoings and to achieve best practice performance outcomes;

1. Act in strict accordance with all relevant legislation governing the organization and ensure all registrations are up-to-date;

2. Collaborate with CFO to maintain and update the accreditation procedures and continue to improve articulation arrangements and status;

3. Implement, monitor and review the organisational

P & P to meet all legislative and regulatory standards, and ensure RBIC/RBIT operational implementation;

4. Develop and implement the Business, Strategy, Action Plan and work according to the financial budget projections to carry organisational directions and future development;

5. Attend all Board meetings, report on Monthly, Quarterly and yearly progress effort and performance outcomes;

6. As a PAO be responsible for organisational daily operation, revenue performance, set KPI Action Plans in conjunction with CFO, SMT and monitor operational performance for sustainability;

7. Coordinate with administrative and academic departments and manage and issue staff rosters;

8. Represent and Sign all registration applications and operational related legal documents according to legislation, and update information with relevant departments from time to time;

9. Convene and Chair the weekly staff and marketing

meetings, and monitoring the progress with prove the record reports and Minutes of Meeting; manage and liaise with respect to the Incidents Reports and archiving of all incident record reports;

10. Ensure Weekly, Monthly, Quarterly and Yearly reviews with the SWOT and PERT processes are undertaken for continue improvement to achieve the organisational KPI’s.



C4 – Executive Director by Project


Executive Director or Advise by Project Comply to Legislation/Regulation Registration update Manage RBIT Cyber RTO Project & Logistic Project Monitoring Administrative and Academic Swift Australia Project Ager Care Project Role for Specific Project Collaborations

Dr. Peter Hyde Mr. Bryn Warren-Giles Mr. Andrew Preece Mr. Bill Chen Mr. Aimo Aho Mr. John Lin

1. To be responsible on a Project basis for the daily operations and project based KPI standards; comply, update and keep up to date with ESOS, CRICOS, AQTF, DEEWR, PRISMS etc., and all relevant legislation, standards and relevant laws and all related government departments to ensure, manage, monitor and oversight the operational integrity of the organisational project operations by daily basis;

2. To manage the project in accordance with the RTO’s accreditation and university articulation standards, and communication, improve CSR quality and liaise with all regional stakeholders with regard to project needs;

3. To coordinate and lead the project team members to implement the organisational Policy and

Procedures, and undertake ongoing review of the organisational operations according to the Project KPI standards; work according to and meet the company’s Project goal, directions and budget projections which have been set by the CEO and Board of Directors;

4. To develop the Project Strategy Action Plan in discussion with the CEO and to manage the project according to the organisational directions to ensure and maximize the company’s operation and benefit; ensure organisational sustainability to increase the greater competitive advantage for RBIC/RBIT on the global stage;

5. To collaborate with the Board of Directors and SMT to manage organisational integrity in all

aspects of the institute in relation to the project and Risk management to ensure organisational KPI are met to AQTF and organisational best practice standards;

6. To liaison with STC partners, update the registration status, report on the project progress and marketing performance outcomes in collaboration with the Director or Executive Director to execute and achieve the Legal, HR and Finance Project outcomes;

7. To delegate to the G-PAO according to board of Director’s direction, related to management of

regional organisational operations; to ensure organizational operations global project work effectively and efficiently according to legislation, registration requirements and meet all operational KPI standards;

8. To coordinate the operations of the administration and academic departments and monitor individual departmental benchmarks to achieve the global project industrial KPI standards; review Project monthly performance indicators to ensure and maximise the income resources, control Project organizational budgeting to minimise the outgoings to achieve the best practice performance and outcomes;

9. To oversight the convene and participate in all Satellite Training Centre (STC) progress

meetings and liaise with all parties and stakeholders with regard to critical problem solving strategies for STC quality program delivery;

10. To participate in the annual internal audit process with the CEO to ensure organisational integrity in all aspects of the institute’s Project operations in relation to HR, Financial, Marketing and Risk management to ensure organisational KPIs are met to organisational best practice standards.

1. Act in strict accordance with all relevant legislation’s governing the organization, ensure all registrations are up-to-date;

2. Maintain and update the regional accreditation requirements and continue to improve registration needs;

3. Implement, monitor and review the

organizational and Project based P & P to meet all legislative and regulatory standards, and ensure operational implementation;

4. Develop and implement the Business, Strategy, Risk Plan and Financial budget projections in conjunction with the CEO to clearly point out organisational directions and future collaboration;

5. Attend all Board meetings, report on the Monthly, Quarterly and yearly progress effort and progress outcomes;

6. Collaborate with regional the G-PAO responsible for organisational daily operations; set KPI Action Plans in conjunction with the CEO and SMT and to monitor Project operational performance outcomes for sustainability;

7. Coordinate with administrative and academic departments and to manage STC performance to achieve KPI standards

8. Guard and Harmonize the operational related legal documents and update with relevant departments from time to time;

9. Convene and participate in the weekly progress and marketing meetings, with all Minutes of Meeting and the record reporting; manage and liaise on all matters related to progress reports and records and their archiving;

10. Internal auditing - Weekly, Monthly, Quarterly and Yearly review with the SWOT and PERT processes for continued improvement to achieve the KPI needs and standards.



C5 – Chief Financial Officer


Chief Financial Officer (CFO) Role for Comply to Legislation/Regulation Registration update Financial Management HR Monitoring & KPSI Management Marketing KPI Revenue and KPI Management Liaison and Risk Management Implement Quality Assurance System, Achieve Best Practice

Mr. John Lin

1. To assist the CEO and Board of Director, to be responsible for Financial Management, Revenue, Budgeting and KPI Management, Risk Management and in conjunction with the PAO to manage the daily operations and measure all KPI requirements and standards, comply with and keep up to date with ESOS, CRICOS, AQTF, DEEWR, PRISMS etc all relevant legislation and relevant laws; meet all regulations with related government departments to manage, monitor and oversight the operational integrity of the organisational operations on a daily basis;

2. To monitor the registration and accreditation process, to collaborate with PAO to maintain and update the RTO accreditation, university articulation, improve CSR quality, communication, CSR service outcome and liaison with the relevant authority and or department from time to time;

3. To comply CEO and Board of Director’s direction, collaborate with PAO and SMT to manage the organisational integrity with respect to Financial and Revenue management in all aspects of the institute in relation to HR, Financial, Marketing, and synchronize the integrated information knowledge management system (included administrative & academic integration) and Risk management to ensure organisational KPI’s are met to AQTF and organisational best practice standards;

4. To coordinate the PAO to manage operation and implement the organisational Policy and Procedures relating to Financial and Revenue management and the ongoing review of the organisational operations in these areas according to the KPI standards; work according to and meet the company’s goals, directions and budgetary projections which are set by the CEO and the Board of Directors;

5. To coordinate PAO and SMT to develop and implement the Operation Action Plan, which approved by CEO and Board of directors, to manage the daily operations KPI according to the organisational directions, to ensure and maximize the company’s operation and benefit; to ensure organisational sustainability can increase the greater competitive advantage of RBIC/RBIT;

6. To attend the Board of Director meetings, analyse the financial and revenue status and report on the operational finance administrative progress and marketing performance outcomes, collaborate with the Director or Executive Director to execute the Legal, HR and Finance operational matters in the role of CFO;

7. To assist the PAO to manage the organisational operations, authorize and check the eCoE to ensure organizational operation effectively and efficiently according to legislation, registrations requirements and KPI standards;

8. To manage, coordinate and audit the administration and academic departments, monitor departmental benchmarks, achieve KPI standard, review the daily and monthly staff performance to ensure and maximise income resources, control organizational budgeting to minimise outgoing, authorise to approve for the organisational account and expenses to achieve best performance outcomes;

9. To participate and advise in the weekly administrative staff and marketing meetings; participate in the STC, academic progress meetings; control campus activates KPI and graduation budgeting. Evaluate the CSR and liaison conflicts with critical problem solving strategies;

10. To manage daily organisational integrity issues in all aspects of the institute’s archiving and resource management operational matters and in relation to HR, Financial, Marketing and Risk management to ensure organisational KPI are met to the organisational best practice standards.


2. Maintain and update the Financial and Revenue Management continue monitoring marketing team to improve the articulation status;

3. Monitor and review the organisational P & P to meet all legislative and regulatory standards, and ensure operational financial and revenue meet task goal;

4. Developing the Business, Strategy, Risk Plan and Financial budgetary projections in conjunction with CEO, and clearly point out organisational directions and future development needs;

5. Attend all Board meetings, analysis, report with action plan for the Monthly, Quarterly and yearly progress effort to improve the organisational performance outcomes;

6. Assist the PAO in respect of responsibilities for organisational financial daily operations, set KPI Action Plans in conjunction with the CEO and ensure PAO and team achieve task also monitor operational performance for continued equipped sustainability;

7. Coordinate with administrative and academic departments, manage risk;

8. Represent and Signing – operational financial related legal documents and update with relevant departments from time to time;

9. Convene and Chair the weekly staff and marketing meetings; participate in the progress meetings with all record report needs; manage and liaise with regard to incidents and ensure archive the incidents report records;

10. Attend Weekly, Monthly, Quarterly and Yearly review with the SWOT and PERT processes for continued improvement to achieve the organisational KPI standards.



C6 – Operational Manager


Operational Manager Role for Comply to Legislation/Regulation Registration update Asset and Resource Management Operational Activities and Safety Management Operational Reporting Archive Management IS, IT and Web Maintain Support Occupational Health and Safety Resources/Security Management Implement Quality Assurance System, Achieve Best Practice

Mr. Stanley Liao

1. To assist the PAO and be responsible for Archive and Resource Management and assist the IT Support functions in the daily operations and meet all KPI requirements and standards, comply with and keep up to date with ESOS, CRICOS, AQTF, DEEWR, PRISMS etc all relevant legislation and relevant laws; meet and keep up to date will all regulations with related government departments to manage, monitor and oversight the operational integrity of the organisational operations on a daily basis;

2. To assist the PAO to maintain and update the RTO accreditation and university articulation, communication, improve CSR quality, liaison with the relevant authority and or department from time to time;

3. To assist the PAO to manage and implement the organisational Policy and Procedures relating to

archiving and resource management and the ongoing review of the organisational operations in these areas according to the KPI standards; work according to and meet the company’s goals, directions and budgetary projections which are set by the CEO and the Board of Directors;

4. To assist to develop the Operation Strategy Action Plan in discussions with the PAO to manage the daily operational role according to the organisational directions, to ensure and maximize the company’s operation and benefit; to ensure organisational sustainability can increase the greater competitive advantage of RBIC/RBIT;

5. To assist PAO and SMT according to Board of Director’s direction to manage the organisational integrity with respect to archiving and resource management in all aspects of the institute in relation to HR, Financial, Marketing, and synchronize the integrated information knowledge management system (included administrative & academic integration) and Risk management to ensure organisational KPI’s are met to AQTF and organisational best practice standards;

6. To compile operational record report to the Board meetings, update the registration status, report on the operational administrative progress and marketing performance outcomes, collaborate with the Director or Executive Director to execute the Legal, HR and Finance operational matters in the role of operations manager;

7. To liaise and advise the PAO to manage the organisational operations, related to the

organizational operation effectively and efficiently according to legislation, registrations requirements and KPI standards;

8. To assist CFO coordinate with SMT to manage the administration departments, monitor departmental benchmarks, achieve KPI standard, review the daily and monthly staff performance regard to the OM’s role, to ensure and maximise income resources, control organizational budgeting to minimise outgoing to achieve best performance outcomes;

9. To participate in the weekly administrative staff and marketing meetings; participate in the STC

progress meetings as required; organize, manage and assist SMT for graduation ceremonies. Evacuate the CSR and liaison conflicts with critical problem solving strategies;

10. To manage daily organisational integrity issues in all aspects of the institute’s archiving and resource management operational matters and in relation to HR, Financial, Marketing and Risk management to ensure organisational KPI are met to the organisational best practice standards.


2. Maintain and update the accreditation with PAO and continue to improve the articulation status;

3. Implement, monitor and review organisational and departmental P & P to meet all legislative and regulatory standards, and ensure RBIC/RBIT operational implementation;

4. Developing Operational Action Plan with PAO, and Menu to clearly point out organisational operational policy and procedures, future operational development needs for asset, archive and resource management;

5. Compile the operational report for the Board meetings, report the Monthly, Quarterly and yearly progress effort and performance outcomes;

6. Assist the PAO in respect of responsibilities for organisational daily operations, set KPI Action Plans in conjunction with the CFO and SMT to monitor operational performance for continued operational sustainability; in the absence of registrar issue staff roster;

7. Coordinate with administrative and academic departments, on all the operational resource management responsibility; prepare the operational resource management related documents and update with relevant departments from time to time;

8. Implement departmental procedures, adopt the procumbent procedures and minimise the expense outgoing

9. Attend the weekly staff and marketing meetings; participate in the progress meetings with all record report needs; manage and liaise with regard to incidents and archive the incidents report records;

10. Report and attend the weekly Monthly, Quarterly and Yearly review with the SWOT and PERT processes for continued improvement to achieve the organisational KPI standards.



C7 – Administrative Officer – Registrar


Administrative Officer Registrar / Dep. Registrar Role for Comply to Legislation/Regulation Registration update Admission, Progress Management, Student Study Progress Management, Graduation Management & Archive Management Implement Quality Assurance System, Achieve Best Practice

Mr. Jay Liang

1. To be responsible for student management, archive management and maintain the Legislation and Regulation up-to-date; to monitor the student admission, study progression and student graduation; to ensure the organizational and daily operation and KPI requirements are fulfilled and met in order to comply with legislation and relations and in particular ESOS, CRICOS, AQTF, DEEWR, PRISMS etc. and keep up to date with all relevant legislation standards and relevant laws; to ensure the integrity of all management systems and the monitoring and oversight of the operational integrity of the organisational operations by daily student management systems as the Registrars;

2. To maintain report on and update the PRISMS for RTO accreditation; university articulation’s alliance partnership issues, and communication and liaison with all of the authorized government departments with PAO to oversight of all student progress management from time to time;

3. To manage and lead the management team to implement the organisational and departmental Policy and Procedures,

the ongoing review of the organisational student management progress including the activities and graduation according to the KPI standards, and collaboration to and meet the company’s goals, directions and budget projections which are set by the CFO and the Board of Directors;

4. To develop the Registrar procedures in conjunction with and discussion with the PAO and CFO; to manage the daily student management matters, functions and operations in accordance with organisational directions, to ensure and maximize the company’s operation and benefit; to ensure organisational sustainability and increase the greater competitive advantage of RBIC/RBIT;

5. To collaborate with PAO and SMT to manage the organisational integrity in all aspects of the institute in respect of

the student record management and activities in relation to HR, Financial, Marketing, to synchronize the integrated information knowledge management system (included administrative & academic integration) and Risk management to ensure organisational operational KPI are met to the AQTF and organisational best practice standards;

6. To manage and monitoring the student admission progress, student study progress and graduation process and archive matter from time to time, update the registration status, report outcome to PRISMS and NCVER the operational administrative progress, marketing and HR performance outcome all relating to the organisation;

7. To sign documents as a delegate of the PAO to manage organisational operations with CFO and SMT team, authorize and issue the eCoE to ensure organizational operations work effectively and efficiently according to legislation, registration requirements and KPI standards;

8. To comply with RBIC/RBIT policy and procedures for student’s management (including monitoring attendance and progression) liaison with student’s performance and follow legislated requirement to graduate students according to registration, legislation and organisational policy and procedures;

9. To participate all administrative staff, marketing meetings, the Satellite Training Centre (STC) progress meetings and academic progress meeting; to assess, organize, manage and hold the graduation ceremony. Evaluate the Customer Satisfaction Review (CSR) and liaison on all conflicts with critical problem solving strategies;

10. To manage the daily organisational integrity in all aspects of institute operational matters relating to student management issues and in relation to HR, Financial, Marketing and Risk management to ensure organisational KPI are met to the organisational best practice standards.

1. Act in strict accordance with all relevant legislation’s governing the organization and ensure all registrations are up-to-date;

2. Maintain and update the accreditation and continue improve articulation status;

3. Implementing, monitoring and reviewing the organisational P & P to meet all legislative and regulatory standards, also ensure operational implementation;

4. Developing the Business, Strategy, Risk Plan and Financial budget projection with PAO, clearly point out organisational direction and future development related to the operation;

5. Responsible for all aspect of Board of Director’s meeting (notes, agenda, minutes etc.,)

6. In absence of PAO responsible for organisational daily general operation, to implement the KPI Action Plan set by CFO and SMT to monitor operational performance for sustainability;

7. Coordinating administrative and academic departments related to student management, manage and issue staff roster;

8. Call and Chair the weekly staff meeting and marketing meeting, participate the progress meeting with all the record report; manage and liaison the incidents and archive to the incidents report record;

9. Report the Monthly, Quarterly and yearly progress effort and performance outcome;

10. Report and Attend the weekly, monthly, Quarterly and Yearly review with the SWOT and PERT process for continue improvement to achieve the organisational KPI.



C8 – Administrative Officer – Accounts


Administrative Officer - Accounts Role for Comply to Legislation/Regulation Registration update Bookkeeping, Account, Payroll Managing, Financial reporting ATO/GST, STC accounting, Marketing Grant, FEE-HELP KPI Management HR Mgt Marketing Bench mark Implement Quality Assurance System, Achieve Best Practice

Ms. Judy Li

1. To be responsible for organizational daily accounting, financial management and KPI management functions; be directly responsible and work in close collaboration with CFO and comply and be up to date with ESOS, CRICOS, AQTF, DEEWR, PRISMS, ACPET etc., relevant legislation standards and relevant laws; meet and be up to date with all regulations and relevant government departments to ensure, manage, monitor and oversight the operational integrity of the organisational operations on a daily basis with regard to all financial and accounting and KPI matters.

2. To ensure maintain and update the RTO accreditation (CRICOS, PRISMS, ACPET annual fees) in consultation with the PAO and CFO, and that all registration fees are paid up-to-date; communication and liaison with authority departments from time to time as they relate to the registration.

3. To assist the CFO to manage and lead the team to implement the organisational and departmental

Policy and Procedures, ongoing review of the organisational operation according to the KPI standards, work according to and meet the company’s goals, directions and budgetary projections which are set by the CEO and the Board of Director from time to time.

4. To participate in the implement the Operation Action plan and discuss with the CFO and SMT to manage the daily operation according to the organisational direction, to ensure and maximize the company’s operations and benefits; to ensure organisational sustainability could be increased for the greater competitive advantage of RBIC/RBIT.

5. To comply the CEO and Board of Director’s directions and to work with the CFO and collaborate

with SMT in order to guard and manage the organisational integrity in all aspects of the Institute in relation to the accounts and financial management of RBIC/RBIT in all of its operations to ensure an integrated information knowledge management system (included administrative & academic integration) to achieve organisational KPI to meet AQTF and organisational best practice standards.;

6. To coordinate the administration and academic departments with regard to all functional P&P matters and monitor individual departments’ benchmarks, achieve the KPI standards, discuss and review with CFO the monthly performance of RBIT/RBIC to maximise the income resources, control organisational budgeting to minimise the outgoing and to achieve the best performance outcomes;

7. To collect all the “Project/Task Progress Monitoring Report” as evidence, cross reference from

different division’s progress report to ensure individual KPI and goal achievement are fair; to ensure and maximise the income and minimise the outgoing for best practice outcomes.;

8. To prepare and report in collaboration with the CFO for the operational administrative progress and marketing performance outcomes, collaborate with the CFO, director or Executive Director to execute the Financial matters;

9. To prepare BAS statements, collect the account receivable and Banking, Bank reconciliation, account

reporting etc., according to the departmental policy and procedures; 10. To manage under the supervision of the CFO the daily organisational financial matters to achieve and

ensure the integrity in all aspects of the Institute’s operations in relation to HR, Financial, Marketing and Risk management to ensure organisational KPI are met to organisational best practice standards.


2. Maintain and uphold the organisational financial status with ASIC required from time to time;

3. Implement, monitor and review the financial P & P to meet all legislative, regulatory standards and ensure operational implementation;

4. Prepare the financial report, attend and meeting minutes for Board meetings where requested to do by the CEO or the CFO;

5. Implementing the Financial budgetary projections in conjunction with CFO, and clearly point out organisational directions and future development needs;

6. Assist the CFO in respect of responsibilities for financial daily operations and to set and assess KPI Action Plans with SMT to monitor operational for continued financial sustainability ;

7. In collaboration with the CFO coordinate the accounting functions for the board, administrative and academic departments, and assist with the management and issue of staff Rosters in relation to matters affecting the accounts, budgets and financial performance of RBIC/RBIT;

8. In collaboration with the CFO to assist management to maximise the income and minimise the outgoings; to schedule and collect the outstanding accounts, to ensure the financial health of the organisation.

9. Together with the CFO convene and assist in monitoring the weekly, monthly and quarterly KPI Performance Action Review meetings that may be required for the purposes of the accounts, budgets and financial performance of RBIC/RBIT.

10. Report and Attend Weekly, Monthly, Quarterly and Yearly review with the SWOT and PERT processes for continued improvement to achieve the organisational KPI standards.



C9 – Administrative Officer – Marketing Consultant


Marketing Manager, Representative or Assistants – Marketing Officer Learning Consultant Role for Comply to Legislation/Regulation Registration update Advertising, Promotion, Recruitment, LoO and eCoE, Health cover Student Activities, Student Survey, Student Times, Study Tour support, Counselling, Graduation Event & Agent Monitoring Implement Quality Assurance System, Achieve Best Practice

Ms. Christy Giemsch Mr. Sunil Parmar Mr. Sean Gover Ms. Emalyn Saunders Ms. Jayde Alleece Or Cross function with Project Team

1. To responsible for all marketing and study consultant matters of the organisation and organizational daily operation and KPI for marketing and student activities; comply and be up to date with ESOS, CRICOS, AQTF, DEEWR, PRISMS etc. etc., relevant legislation standards and relevant laws; ensure up to date knowledge of legislation and regulations and with related government departments to ensure effective management, monitoring and oversight of all the marketing, KPI and operational integrity of the organisational operations on a daily basis;

2. To maintain and update the RTO accreditation and university articulation’s alliance partnerships, communication and liaison with authority department from time to time as they relate to the marketing and student activities of the organisation;

3. To comply with organisational direction to manage marketing service, to implement the organisational Policy and Procedures, ongoing to review the organisational marketing division operation according to the KPI standard, work according and meet the company’s goal, directions and budget projection which setting by the CEO, Board of Directors and CEO;

4. To develop the Marketing Action Plan, clearly to direct the divisional policy and procedures, corporate with the PAO and CFO to manage the daily operation according to the organisational direction, to ensure maximize the company’s operation and benefit; to ensure organisational sustainability could increase the greater competitive advantage for RBIC/RBIT;

5. To collaborate with Board of Directors and SMT, managing the organisational integrity in all aspects of institute relation to HR, Financial, Marketing, synchronize the integrated information knowledge management system (included administrative & academic integration) and Risk management to ensure organisational KPI are met to the AQTF and organisational best practice standards;

6. To collaborate with PAO/CFO to manage organisational marketing operation, authorize, and issue the letter of Offer eCoE to ensure organizational operation effectively work according to the legislation, registrations and KPI standard;

7. To serve at front desk to manage the student admission, student activities, student times, student survey in all aspects of institute’s operational marketing matters; to manage organisational frontline operation meet occupational health and safety;

8. To manage the quality agency service, identify the quality agent, agreement accuracy, marketing visit schedule, special promotion activities, monitor agent activities and review the agent performance outcome, in relation to Agent management and Risk management to ensure marketing and organisational KPI are met to the organisational best practice standards;

9. To manage the daily marketing organisational integrity in all aspects of institute’s operational marketing matters and in relation to Agent management and Risk management to ensure marketing and organisational KPI are met to the organisational best practice standards. To coordinate the administration and academic departments and monitor marketing departments’ benchmark, achieve the KPI standard, review the monthly performance to ensure maximise the income resources, control organizational budgeting to minimise the outgoing to achieve the best perform outcome;

10. To participate the weekly marketing meetings, participate the Satellite Training Centre (STC) progress meetings and academic progress meeting as request; to assess the student graduation process, organize, manage and held the graduation ceremony. Evacuate the Customer Satisfaction Review (CSR) and liaison conflicts with critical problem solving strategy with PAO or CFO;




4. Developing the Business, Strategy, Risk Plan and Financial budget projection with CEO, clearly point out organisational direction and future development;

5. Attend all Board meetings, report the Monthly, Quarterly and yearly progress effort and performance outcome;

6. Assist PAO responsible for organisational daily marketing operation, set marketing KPI Action Plan with CFO and SMT to monitor operational performance for sustainability;

7. Serve at help desk to coordinate between the administrative and academic department’s needs, manage and issue staff roster;

8. Prepare for representing and signing MoU according to the legislation and registration – the operational related legal documents and update with relevant department from time to time;

9. Attend the weekly staff meeting and marketing meeting, participate the progress meeting with all the record report; manage and liaison the incidents and archive to the incidents report record;

10. Report and Attend Weekly, Monthly, Quarterly and Yearly review with the SWOT and PERT process for continue improvement to achieve the organisational KPI.



C10 – Administrative Officer – IT, I-KMS


Administrative Officer IT, I-KMS Management Role for Comply Organisational Direction IT management, I-KMS system integration, & Security Management Implement Quality Assurance System, Achieve Best Practice

Mr. Andy Wang Mr. Aaron Lee

1. To be responsible for organizational daily IT operations and KPI, to be aware of and comply and keep up to date with ESOS, CRICOS, AQTF, DEEWR, PRISMS etc relevant legislation standard and relevant laws; ensure update regulations with related government departments to ensure manage, monitor and oversight the operational integrity of the organisational operations on a daily basis;

2. To maintain and update the RTO accreditation and university articulation’s alliance partnership in RBIC/RBIT eTQM system, Wise net system; communication and liaison with authority department from time to time as they relate to all IT matters in the organisation;

3. To collaborate with PAO to implement the organisational Policy and Procedures, ongoing to review the

organisational operational according to the IT and IS department menu to ensure meet up KPI standards, work according the company’s goal, directions and budget projection which setting by the CEO and Board of Directors;

4. To develop the IT/IS division’s Menu and Operation Strategy Action Plan, discuss with the PAO to manage the daily IT/IS operations according to the organisational direction, to ensure maximize the company’s operation and benefit; to ensure organisational sustainability could increase the greater competitive advantage for RBIC/RBIT;

5. To collaborate with PAO and SMT, managing the organisational integrity in all aspects of institute in relation

to IT/IS matters affecting HR, Financial, Marketing, synchronize the integrated information knowledge management system (included administrative & academic integration) and Risk management to ensure organisational KPI are met to the AQTF and organisational best practice standards;

6. To compile the IT/IS SWOT report for Board of Director meeting, update the registration status, report the operational administrative progress and marketing performance outcome in RBIC/RBIT integrated system, collaborating with Director to execute the Legal, HR and Finance matters;

7. To manage organisational asset and station for academic daily operation need, to maintain the organisational

system function in good condition, to assist the authorize and issue the eCoE to ensure organizational operation effectively work according to the legislation, registrations and KPI standard;

8. To coordinate the administration and academic departments and monitor individual departments’ benchmark update to the eTQM system and assist to monitor staff achieve the KPI standard, self review the monthly performance to ensure maximise the income resources, control organizational budgeting to minimise the outgoing to achieve the best perform outcome;

9. To collaborate and attend the administrative staff, marketing meeting, participate the Seattleite Training

Centre (STC) progress meeting and academic progress meeting; to assess and sign the graduation certificate, organize, manage and held the graduation ceremony. Evacuate the Customer Satisfaction Review (CSR) and liaison conflicts with critical problem solving strategy;

10. To manage the daily IT/IS organisational integrity in all aspects of the institute’s operations inl relation to HR, Financial, Marketing and Risk management to ensure organisational KPI are met to the organisational best practice standards.

1. In respect of the position undertake and comply with the following organizational duties- act in strict accordance with all relevant legislation’s governing the organization and ensure all registrations are up-to-date;


3. Implementing, monitoring and reviewing the

organisational P & P to meet all legislative and regulatory standards, also ensure operational implementation;

4. Developing the IS and IT operation policy and procedures and its menu, Strategy, Risk Plan and with CFO, clearly point out departmental direction and future development;

5. Prepare the IS/IT reports for Board meetings,

report the Monthly, Quarterly and yearly progress effort and performance outcome;

6. Assist a PAO responsible for organisational IT and IS operation, collaborate with SMT to monitor operational performance for sustainability;

7. Coordinating administrative and academic

departments needs, manage and IS issue ; 8. Prepare for the representing and signing IT

agreement needs – the operational related information system, documents and update with relevant department from time to time;

9. Participate the weekly meeting and marketing

meeting, participate the progress meeting with all the record report; manage and liaison the incidents and archive to the incidents report record;




C11 – Administrative Officer - Project Coordinator and Assistant


Project Manager/ Coordinator / Assistant Role for Comply to Legislation/Regulation Registration update Explore project Manage, Coordinate, Collaborate, Cooperate & Monitoring, Liaison Project & Review Project Implement Quality Assurance System, Achieve Best Practice

Ms. Jennifer Ah Fork Mr. Jackie Yang Or Cross function with Marketing Team

1. To be responsible for organizational Project Management and HR Recruitment activities and staff Inductions to ensure effective daily operation and KPI, comply and be up to9 date with ESOS, CRICOS, AQTF, DEEWR, PRISMS etc., and all relevant legislation standard and relevant laws; ensure knowledge of up to date regulations with related government departments to ensure effective management , monitoring and oversight of all Projects and HR Recruitment needs and activities to meet the operational integrity of the organisational operations on a daily basis;

2. To maintain and update organizations project based responsibilities in order to meet all RTO accreditation and university articulation’s alliance partnerships, communication and liaison with authorized departments related to project activities, management and HR recruitment from time to time;

3. To manage and lead the Project teams to implement the organisational Policy and Procedures, and undertake

the ongoing review of the organisational operational matters related to project management and HR Recruitment according to the KPI standards, to work according to and meet the company’s goals, directions and budgetary projections set by the CEO and the Board of Directors;

4. To develop the Operation Strategy Action Plan for all projects and discuss with the CEO the management and daily operations according to the organisational directions, to ensure and maximize the company’s operation and benefit; to ensure organisational sustainability can be improved for the greater competitive advantage of RBIC/RBIT;

5. To collaborate with Board of Directors and SMT to manage the organisational integrity in all aspects of the

institute in respect of the project management and HR recruitment in relation to HR, Financial, Marketing, and synchronize the integrated information knowledge management system (included administrative & academic integration) and Risk management to ensure organisational KPI are met to the AQTF and organisational best practice standards;

6. To compile the registrar division report for attend Board of Directors meeting as required and update the registration status, report on the operational administrative progress and marketing performance outcomes, collaborating with director or Executive Director to execute the Legal, HR and Finance matters as they all relate to project management and HR recruitment and staff induction;

7. To sign as a delegate PAO to manage organisational operation, authorize and issue the eCoE to ensure

organizational operation effectively work according to the legislation, registrations and KPI standard; 8. To coordinate the administration and academic departments and monitor individual departments’ benchmark,

achieve the KPI standard as they relate to project management, self review the monthly performance to ensure and maximise the income resources, control organizational budgeting to minimise the outgoing to achieve the best perform outcomes of all projects ;

9. To chair the weekly project administrative staff, marketing meetings, participate the Satellite Training Centre

(STC) progress meetings. Evacuate the Project Customer Satisfaction Review (CSR) and liaise on any conflicts and undertake critical problem solving strategies related to project issues and HR Recruitment activities and staff induction issues;

10. To manage the daily organisational integrity in all aspects of institute operational relation to HR, Financial, Marketing and Risk management to ensure organisational KPI are meet best practice standards.

1. In respect of the position undertake and comply with the following organizational duties - Act in strict accordance with all relevant legislation’s governing the organization and ensure all registrations are up-to-date;



4. Developing the Project Strategy and Action Plan and Financial budget projection with CEO/PAO/CFO to clearly point out organisational direction and future development;

5. Compile the project report for Board meetings, report the Monthly, Quarterly and yearly progress effort and performance outcome;

6. Responsible for organisational daily project operation, set KPI Action Plan with CFO and SMT to monitor project operational performance for sustainability positive outcome;

7. Coordinating with Board and administrative and academic departments to manage project progress and ensure the quality delivery and service;

8. Preparing for the Representing and Signing MoU need document and work according to legislation and registration – the project related legal cost documents and update with relevant department with CFO from time to time;

9. Call and Chair the weekly staff meeting and marketing meeting, participate the progress meeting with all the record report; manage and liaison the incidents and archive to the incidents report record;




C12 – Academic Department – VET Trainers, Lecturers, Teachers and Assessors


Academic Department – Management of Training Programs Lecture/Trainer Role for Comply to Legislation and Regulation Teaching Plans Learning & Assessing Strategy Quality Delivery Coaching Students Training Assessment Assess Competence

Mr. Sabeeta Singh Ms. Karishma Niak Ms. Ramesh Krishna Mr. Brett Morrison Ms. Karishma Niak Ms. Jennifer Ah-fock Mr. Paul Knight Ms. Anne Kearney

1. To responsible for organizational quality program delivery to meet the KPI standards, comply and update with ESOS, CRICOS, AQTF, DEEWR, PRISMS etc., relevant legislation standard and relevant laws; ensure update regulations with related government departments to ensure quality VET program delivery;

2. To responsible for their own TAA qualification and continue professional development to maintain and update their qualification as the trainer, teacher, assessor at their own cost;

3. To act professionally in compliance with the revised ESOS Act 2000, National Code, AQTF, CRICOS Legislation and follow RBIC/RBIT Policy and Procedures, implement and follow the organisational teaching methodology and coaching direction;

4. To provide a fully Training/Teaching Plan incorporating with the work based leaning and competency

training, to cross industry and enterprise standard; the Training/Teaching Plan MUST delivery to the PAO for approval, prior to commencement of the classroom delivery at least five working days;

5. To deliver the innovative quality Training/Teaching, to ensure meeting the AQTF standard, to meet RBIC/RBIT lifelong learning agenda; to ensure combine industrial skills and knowledge to integrate theoretical and practical knowledge to equip RBIC/RBIT graduates to facilitate real-workforce experience;

6. To design and implement the objective assessment guideline incorporated into the Training/Teaching Plan, clear indicate the assessment tool and methods of assessment to assess the students competency in the subject matter; according to RBIC/RBIT open book assessment policy;

7. To collaborate and report to the Registrar with regard to the monitoring of the student’s leaning progress, keep track of and record of the students attendance for the evaluation leaning performance on the weekly base;

8. To continuing improve and update the Training/Teaching Plan, teaching material and programs; to

ensure all teaching materials are state of the art at commence of each academic term;

9. To attend the Quarterly Academic meeting which will be chair by PAO, contribute the feedback for continue improvement needs and continue the Academic improvement according to CSR survey result and industry needs;

10. To comply with RBIC/RBIT staff review policy, have the SWOT form ready and submit to the

quarterly staff review meeting, which schedule by PAO and conduct by CEO and Director for HR and Legal, to ensure RBIC/RBIT delivery the quality VET training to meet to the organisational best practice standards.


2. Maintain and update the TAA qualification to meet the AQTF accreditation standard and continue the self improve status;

3. Implement and follow the organisational teaching

methodology and coaching direction and philosophy;

4. Develop the quality Training/Teaching Plan for

Implementation, monitoring and assess the training program;

5. Submit the teaching plan five working days prior

to the commencement date;

6. Deliver the advanced innovative quality Training/Teaching; Delivery the Quality VET Training according to the Australia Quality Framework;

7. Design Teaching/Coaching Plan and implement

clear guidelines for competency based student assessments; report the assessment to PAO/Registrar within the 5 working days;

8. Meet the all RBIC/RBIT policy and procedure in

timely base; all reporting responsibilities on time and summit all reports by the due date to meet individual KPI;

9. Implement the Progress Monitoring system, Student Coaching, record the student attendance, consult with those with unsatisfactory attendance and progress to ensure improved students completion ratio;

10. Attend the Quarterly and Yearly review with the SWOT and PERT process for continue improvement to achieve the organisational KPI.



C13 – International Campus – Global - Principal Administrative Officer


Global Principal Administrative Officer (G-PAO) : STC – HK_G-PAO STC – KR_G-PAO STC – CN_G-PAO STC – TW_G-PAO

Dr. Richard Wong Dr. Michael Hong Dr. Hong Zhou Mr. Ringo Lee

1. The G-PAO is responsible for organizational daily operations and KPI; comply, update and keep up to date with ESOS, CRICOS, AQTF, DEEWR, PRISMS etc., and all relevant legislation, standards and relevant laws and all related government departments to ensure, manage, monitor and oversight the operational integrity of the organisational operations on a daily basis;

2. The G-PAO will maintain and update the RTO accreditation and university articulation’s alliance partnerships, communication and liaison with authority related departments from time to time;

3. To manage and lead the GMT is to implement the organisational Policy and Procedures on an ongoing basis; to review the organisational operations according to the KPI standards; work according to and meet the company’s goals, directions and budgetary projections which are set by the CEO and Board of Directors;

4. The G-PAO will discuss, develop and implement the Operation Strategy Action Plan in conjunction with the CEO; to manage the daily operations according to the organisational directions, to ensure and maximize the company’s operation and benefit; to ensure, increase and improve organisational sustainability to achieve greater competitive advantage for RBIC/RBIT;

5. the G-PAO will collaborate with Board of Directors to manage the organisational integrity in all aspects of the institute in relation to HR, Financial matters, Marketing, synchronize the integrated information knowledge management system (included administrative & academic integration) and Risk management to ensure organisational KPI are met to AQTF and organisational best practice standards;

6. The G-PAO may attend Board of Director meetings, but shall be responsible to update, maintain and comply with and current registration, licensing and approved status of the organization in the country of domicile and report on the operational administrative progress and marketing performance outcomes, collaborate with the CEO to execute all Legal, HR and Finance matters in accordance with existing MOU’s , Franchise Agreements and or Joint Venture Agreements that are in place from time to time;

7. To sign documents where delegated to do so by the CEO; to manage organisational operations and authorize and issue the eCoE to ensure regional organizational operations work effectively and efficiently according to legislation, registration requirements and organizational KPI standards;

8. To coordinate the activities of the administration and academic departments of the GMT and monitor individual departmental benchmarks to achieve KPI standards and review monthly performance to ensure and maximise income resources, and control organizational budgetary processes to minimise outgoings and to achieve best practice performance outcomes;

9. The G-POA will convene, organize and Chair such meetings as may be required for the conduct of the affairs of the GMT and participate in the Satellite Training Centre (STC) progress meetings and academic progress meetings; to assess and sign the graduation certificates, organize, manage and hold the graduation ceremonies. Evaluate the Customer Satisfaction Review (CSR) and conflict liaison with critical problem solving strategies where these may arise;

10. The G-PAO will manage the daily affairs of the GMT to ensure organisational integrity in all aspects of GMT’s operational matters in relation to HR, Financial, Marketing and Risk management to ensure organisational KPI are met to organisational best practice standards

1. In respect of the position undertake and comply with the following organizational duties – Act in strict accordance with all relevant legislation governing the organization and ensure all registrations are up-to-date;

2. Maintain and update the accreditation procedures and continue to improve articulation arrangements and status;

3. Implement, monitor and review the organisational P & P to meet all legislative and regulatory standards, and ensure their operational implementation;

4. Develop and implement the Business, Strategy, Risk Plan and Financial budget projections in conjunction with the CEO, and to clearly point out organisational directions and future development;

5. Attend all Board meetings if requested to do so , report on Monthly, Quarterly and yearly progress effort and performance outcomes;

6. As a G-PAO be responsible for organisational daily operation, set KPI Action Plans in conjunction with CEO monitor operational performance for sustainability;

7. Coordinate administrative and academic departments and manage and issue staff rosters;

8. Represent and Sign all and registration applications and operational related legal documents according to legislation, and update information with relevant departments from time to time;

9. Convene and Chair the weekly staff and marketing meetings, and participate in the progress meetings with record reports and Minutes of Meeting; manage and liaise with respect to the Incidents Reports and archiving of all incident record reports;

10. Ensure Weekly, Monthly, Quarterly and Yearly reviews with the SWOT and PERT processes are undertaken for continue improvement to achieve the organisational KPI’s.



12.3. Staff Operation Template and Reports

D1 – Acknowledgement of Understanding Date: [____/____/______] Dear _________________,

RE: Acknowledgement of Understanding

I __________________, state that I have received the Staff Handbook and Policy & Procedure Guide. This was issued and introduced by Chief Executive Officer , Executive Director and/or Principle Administration Officer on the [____/____/______]. I understand that I must read the Staff Handbook and obey the Code of Conduct. I state that I followed the steps of the induction listed below:

RBIC – DMG introduction RBIC College Policy and Procedure Induction of RBIC Staff Handbook Timesheet and Monthly report Induction of RBIC Staffs role and responsibility Induction to Version Control Campus induction Program information – Timetable Introduction to Lectures Introduction to class Introduction to the Administrative Staff

Should I have any queries or further problems I will not hesitate to contact my supervisor or the appropriate candidate/Staff Member. Yours sincerely, _____________________ Staff’s Signature _____________________ Staff’s Full Name ________________________ Interviewer’s Name Signature ________________________

Date: ________/_________/________

Date: ________/_________/________



D2 – Management Induction Form



D3 – Staff Roster



D4 – Staff Timesheet



D5 – Staff Daily Completion Report



D6 – Staff Weekly Check List Report No.

RBIT Senior Mgt. Daily Completion Task Progress

Direction Key Task Completion NYC NC

1. Leg & Reg

ESOS - DEEWR - CRICOS AQTF - RTO - PRISM

Internal Audit

Latest Information update

2. Articulation International, National, State Uni.

3. Operation Mgt

External Public Relation

Contract – MOU – Agreement

Internal HRM

Asset Management

Procurement Management

Timetabling Management

4. Administration

AD - IS – KMS Mgt

AD-Mkt Mgt – 8 “P”

AD-Mkt Mgt - Brochure, Flyer

AD-Mkt Mgt – Agent Monitoring

AD – Financial Mgt

AD – Archive Mgt

5. Academic Mgt

Lecture Management

Student Management

Student Graduation Mgt

Resource Management

RBIC – Hong Kong

6. Project Mgt

RBIT – GALA 2009

RBIT – Advance Logistic Mgt LSA

RBIT – STC Mgt – Asia

RBIT – STC Mgt – South America

RBIT – STC Mgt - Europe

7. Risk Mgt Insurance Management

Incident Control Mgt

8. KPI

Marketing Progress Review - In Marketing Progress Review - Out Financial Progress Check – In Financial Progress Check – Out Staff Daily Progress Review

Student Daily Progress Review

9. PERT Review Continue Improvement Time Management, Management Skill, Self Improvement

10. Signature Date



D7 – Monthly Review Report



D8 – Quarterly SWOT Review Report



D9 – Yearly PERT Review Report



D10 – Internal Audit



D11 – Staff Q & A Menu Administrative General - Questions & Answers Academic General - Questions & Answers

Q.1 What kind of course do you have? Q.1 How can I get scholarship for VGC/VGD?

A.1 We have courses ranging from CII all the way up to Vocational Graduate Diploma, majoring in Business, Hospitality, Tourism, and Food Processing. We also have Intensive General English.

A.1

Firstly, check with the DOS if there are any places available for the intake. If there are places available ask the student to fill in a scholarship form. They need to provide original copies or certify copies of their past academic record, work reference, or other documents needed. (Please let students know that scholarship that scholarship outcome will be informed by email from the DOS)

Q.2 What are the English requirements for enrolling into a course? Q.2 Can I get RPL or Cross Credit?

A.2

We have different entry levels for each course. (Ask the student which courses they are interested in) You can open brochure to check the level of English for certain courses. If student are not sure about their English level, they can book in for a placement test. The link for the placement test is as below (H:\2008-2009_RBIC-RBIT_TQM\DMG_08.4_AC_Language School_Dos-CC\RBIC_AC_04_Student Induction) Version 8.2 For the Listening test it is in the big black recorder.

A.2

Ask the student to fill in an RPL or CC form. If the student is a past student of ours getting RPL or CC from his/her previous course, check on the system or ask the Registrar to print a copy of their academic record to attached to the application form. If student is not a past student of RBIC/RBIT, ask them to bring the original copy of their past qualification, then make a copy to attach to the application. (All application are to be handed to Director of Studies to assess.)

Q.3 What are the documents I need to do a course? Q.3 What is my attendance?

A.3 Student would require to provide their past academic transcript (original either sighted by one of our RBIC/RBIT staff or certify copy.)

A.3 We can check student attendance on Wise.Net (when we are hands on) if not they can request for the attendance from their trainers or Registrar.

Q.4 What is the price for certain course? Q.4 Can I have my results? When can I get my results after submitting all my assessments?

A.4

Firstly, ask the student if there are international or domestic. (We have a price list for domestic and international) Usually you have to print out the price list from the below link - H:\2008-2009_RBIC-RBIT_TQM\DMG_07.0_Administration Department\DMG_AD_04.2MAR_Marketing Core Centre) Check with the Marketing Team for any promotional price.

A.4

Usually we allow the trainers to have one to two week to mark the assessments. Results will be emailed to you as soon as the results are finalized by the trainers. (Please ensure to check with the student’s current email, address and contact number.)

Q.5 When can I enroll? Q.5 When can I get my certificate?

A.5 Firstly, ask the student what they intend to enroll. Then check the calendar for enrolment dates.

A.5

Usually we allow the trainers to have one to two week to mark the assessments. Your certificate will be available within 12 days from the day we receive the results from the trainers and in the case that all tuition fees are paid. An emailed will be sent out to you as soon as you certificate is ready to pick up. If students are going overseas, ask them to leave an overseas address so we could post it to them by registered mail. (Please ensure to check with the student’s current email and contact number.)

Q.6 When can I get my CoE? Q.6 Can I ask for leave?

A.6 According to our P&P, student must make payment towards their tuition fees before getting the CoE. The minimum payment is $1000.

A.6

Talk to the student first and ask what is the purpose of the leave. If it’s compassionate and compelling reasons, ask the student to fill in a general request form and provide the relevant documents. (Eg. doctor certificate, death certificate, marriage certificate/invitation –cultural circumstances, etc.)



Administrative General - Questions & Answers Academic General - Questions & Answers Q.7 When can I get my ID card? Q.7 What classes do I have to attend?

A.7 If you are a new student, normally you will get your ID at the end of the week. A.7 (all staff should have a current term timetable) Usually give a copy of the timetable to student. Study plans should have their subjects on it.

Q.8 When can I get my Over Seas Health Cover? Q.8 Re-sit exams or re-submission of assessments

A.8

New students - OSHC has been applied if you applied through the college. Come to check at the reception to see if it has arrived. If it is not at the reception, let the student know that it would arrive within one or two weeks, ask them to come and check next week. (Log on to https://connect.medibank.com.au/ Username: [email protected] Password: rbicuser to see if we have process the OSHC.

A.8 Student will require to pay a fee for re-sit exams or re-submission of assessments.

Q.9 Can I print out some document? Q.9

A.9 Please let student know that there is a printing fee of 10 cent per page. Normally, they would need to buy credit for their account to print in the computer room. (For printing credit please speak to IT department)

A.9

Q.10 Can I speak to….(certain person)? Q.10

A.10 Check if the person is available or not. Ask the student what is the matter is about. Maybe you can help them first, if not book an appointment the person they need to speak to.

A.10

Q.11 How come my account is not working? Q.11

A.11

Check with the student to see if the typed in the correct username and password. Username: S0000XXXX (their student number) Password: 0XXXX (zero and the back four numbers of their student number) If still not accessible, then ask the IT department.

A.11

Q.12 Can I get a release letter from the college?

Q.12

A.12

According to our policy and procedure we do not allow students to transfer to another provider within the 6 month of their first enrolled course. Therefore any student that request to change providers we will not grant a letter of release. (Refer to National Code 2007 Standard 7 for more details)

A.12

Q.13 Request for release letter on PRISMS. Q.13

A.13 When issuing CoEs, sometimes before approving the CoE, the system on PRISMS will ask if the student has a release letter. Always ask for a copy of the release letter before approving the CoE.

A.13



D12 – Staff Request for Assistance / Stationary / Asset Application Form



D13 – Staff Leave Application Form



D14 – Incident Report



D15 – Termination Report

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