Standards

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</td> <td valign="top" height=456 colspan=2 BGCOLOR="#CCFFFF" TEXT="#080000" bgproperties="fixed" background="3a58f723.jpg"> <div>  Standards<B>I</B>| H<A HREF="index.htm" TARGET="_top" TITLE="I"><U>ome</U></A> <A HREF="id131.htm" TARGET="_top" TITLE=" MMSQA "><U>      MMSQA </U></A>   |   <A HREF="id28.htm" TARGET="_top" TITLE="Scope"><U>Scope</U></A>   |   <A HREF="id116.htm" TARGET="_top" TITLE="OHCS"><U>OHCS</U></A>   |   <A HREF="id133.htm" TARGET="_top" TITLE="Contact Us"><U>Contact Us</U></A>   |   <A HREF="id27.htm" TARGET="_top" TITLE="Framework"><U>Framework</U></A>   |   <A HREF="id132.htm" TARGET="_top" TITLE="Assessors"><U>Assessors</U></A>   |   <A HREF="id60.htm" TARGET="_top" TITLE=" Partnership"><U> Partnership</U></A>   |   <A HREF="id18.htm" TARGET="_top" TITLE="Peace"><U>Peace</U></A>   |   <A HREF="id134.htm" TARGET="_top" TITLE="Awaken"><U>Awaken</U></A>   |   <A HREF="id25.htm" TARGET="_top" TITLE="Hapu Links"><U>Hapu Links</U></A>   |    Standards   |   <A 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</B></div> <div> <B>COOPERATIVE SOCIETY LTD </B></div> <div>  <U>OHCS</U></div> <div> MAORI  PARTNERSHIP TRAINING</div> <div> METHODOLOGY STANDARDS</div> <bR> <bR> <div> CRITERIA FOR THE ESTABLISHMENT OF </div> <div> MAINDUSTRY COOPERATIVE TRAINING STANDARDS</div> <bR> <div> Partnership Plan with the  </div> <div> Treaty of Waitangi and the Crown of England</div> <bR> <div> Mission Statement or Quality  Management </div> <div> Management Principles for Training Monitoring & Assessment. for the Maaori Maindustry Training Cooperative group MMTCG.</div> <div>       For indigenous Co-operative  members and training Wananga (Academy)</div> <bR> <div> PURPOSE STATEMENT AND OR DECLARATION:     </div> <div>      To: Promote the foundation of excellence with our Culture towards a strong combination of Multi - Culture Strategies and to unify nga hau e wha  Hapu katoa, to promote  peace, cooperation and  to coordinate the motivation and dedication to that vision.</div> <div>      To: Provide cooperative opportunities for predominantly (while not exclusively).  Maori who seek achievement and are committed towards moving from  dependency to interdependency and in their own Tino rangatiratanga.</div> <div>      The Mission statement and Purpose Statement that has been the desire and  Kaupapa from 1983. It is with these two statements in mind, the current development of cooperatives for accreditation, of  which this has been the  basis since 1992,  the training has concentrated on the empowerment towards Whanau Hapu Iwi and facilitation of learners who were not and are not serviced by traditional institutions, and opted to facilitate change and learning, with the recognition that no knowledge (Taonga ) is secure, that the process of cooperation (Mahinga tahi) seeking knowledge gives a basis for security.</div> <bR> <div> DEVELOPMENT AND EVALUATION OF LEARNER PROGRAMS:</div> <bR> <div> A.1     PROCESS: </div> <div>      Course Choices and Type</div> <div>      The Co-operative Academies will continue to be selective about the type of course produced.  The objective/s will be to bring students to a state of industry work readiness and produce Multi skilled people for a range of industry co-operatives and a higher learning placements.  These courses will offer a mix of structured Maindustry and industry  modules for an existing industry, and components of relevant, practical, transferable and transportable skills, which not only add to the learner's skills and knowledge, but enhances, whanau and Hapu initiatives and innovation for emerging Maindustry.</div> <bR> <div>      Team work and collective learning, rather than individualism will be expected and encouraged as will success in “quality of  life”, and not purely monetarist terms.</div> <div>      The Co-operative academies will offer full time courses, or on a 2 X 24 week ratio, and one year long course.  The courses will have one main base and several other avenues for individual components.</div> <div> A.2     PROCEDURE/S</div> <div> The Head of Training has the overall responsibility for the “course design”  but  will  ensure  contributions  from individual specialist tutors, and the Director are included.  When opportunities arise to include new materials, techniques and methodology  or  current  trends, consultation will take place with all parties directly affected, to analyse the  information and assess the suitability of the same, before inclusion.</div> <div> A.3     EVALUATION:</div> <div>      For External assessment, consultation will take place with the appropriate Industry Training Organisation.  Internal assessment will be covered by a range of options, including student peer evaluation.  Consultation will take place with appropriate bodies to refine or redefine the processes used if the existing processes have weaknesses..</div> <div> B.1     Choice of units and Course Components</div> <div> POLICY:</div> <div>      Courses and their components have been selected on previous success results which met the needs of the targeted client group.  This will continue.  Components will be selected according to the needs of the Academy's target group.  The main purpose of the program is to provide courses which not only enhances the ability of the learner to meet the market or industry requirements.  but also produce the type of market or industry requirements.  but also produce the type of pathway which will assist the learner to meet the needs of the emerging industries  who  will  require  a  flexible  and  adaptable  work  force for  the future. </div> <div>      Where the course has links with an existing Industry Training Organisation, consultation and advice will be sought, as will other stakeholders.</div> <div>      Selection of existing units will be influenced by the availability of suitable units on the national framework, and in co-operation with other training providers.</div> <bR> <div> <B>B.2     COURSE DEVELOPMENT WILL BE IN TWO STAGES:</B></div> <div>      1          Design</div> <div>      2          Implementation</div> <div> In some cases Maindustry Training Organisations will influence design, content, shape.  Delivery will be the responsibility of each Cooperative. </div> <div>      In  regional cases the  concept and course design will be effected by the design and each regions needs, after representatives of the target  group.  A master file will be created for each course by the Head of Training which will include the broad outline.  The base Tutor will be responsible for each course,  where it is appropriate, develop individual lesson plans, and or organises specialist incorporate in the master file, along with hand out material. Lesson plans will include objectives, key topic areas main points covered, processes and activities and stated student outcomes.</div> <div>      The following steps will be taken in developing the overall outline of each course, except where an Industry Training Organisation provides specific objectives, methodology, materials for training.</div> <div> 1     Define objectives</div> <div>      Selective competencies</div> <div>      Completed tasks</div> <div>      Goals list</div> <div> 2     List key topic areas </div> <div>      Time noted to cover topic areas</div> <div> 3     Checklist participant's skills/knowledge</div> <div>      topic areas</div> <div> 4     Specific modules will be arranged into appropriate topic order to allow for.......</div> <div>      progressive intensive learning </div> <div>      student interaction</div> <div>      variety of learning methods</div> <div>      balance theory and practice</div> <div>      other practical issues such as self discipline, intensity of interest</div> <div>      redefinition to improve delivery if required</div> <bR> <div> B.3 </div> <div>      EVALUATION:</div> <div>      Each course design will be appraised by the Director,  Head of Training, base Tutors, an ITO if appropriate, other Stake Holders and representatives of the target group to assess the course for improvement and adjustment.</div> <bR> <div> C.1      ONGOING DEVELOPMENT AND EVALUATION OF LEARNER                PROGRAMS:</div> <div>      POLICY:</div> <div>      Head of Training will maintain a watching brief on the needs of the target group, Base and specialist Tutors, and stakeholders, including ITO to monitor the delivery of the course programs, to ensure delivery schedule is on target, and to offer suggestions on adjustments or variations if required, or appropriate.  Suggestions for major adjustments o variations must be balanced with the original purpose of the course/s and will be discussed with the Director before seeking approval from the funders.  Minor adjustments or variations must be discussed with the Director before new components are added or existing components removed.</div> <bR> <div> C.2     BASE TUTORS</div> <div>      Base Tutors will hold informal meetings, with the Head of Training, Director, and Manager on a weekly basis.</div> <div>      While informal meetings, will not require written reports, there is an expectation that information will be diaried from all parties concerned, and that relevant information can be confirmed by the cross relevant information can be confirmed by the cross referencing of individual diaries.  B/Tutors will provide a written report at the completion of each course, after discussions with each student and their whanau.  The report will include student's progress and outcomes, weaknesses, and suggestions for improvement.  The report should also include further career or tertiary options or directions for the individual student's future.</div> <bR> <div> C.3     SPECIALIST TUTORS</div> <div>      Specialist Tutors will hold informal meetings with the Head of Training at the end of each module.  S/Tutors will keep in touch with current trends, assess the validity of new methods, techniques and processes and incorporate them into their modules as appropriate.  While informal meetings will not require written reports, there is an expectation that the information will be diaried from all parties concerned and that relevant information can be confirmed by the cross referencing of individual diaries.</div> <bR> <div> C.4      H/TRAINING / MANAGER</div> <div>      H/Training Manager will hold formal meetings monthly, to compare course delivery with B/Tutors and available specialist  tutors and will report in writing adjustments with explanations to the Director.  The report will include any problem areas, with suggestions to problem solved, then filed by H/Training.</div> <bR> <div> C.5     PROCEDURE:</div> <div>      B/Tutors and S/Tutors will discuss any adjustments or major variation to the course design, before implementation with the H/Training who will in turn report to the Director.</div> <div>      As the course content, processes or handouts change, the Master file will be updated.</div> <div>      B/Tutors and S/Tutors will be expected to be responsible for accessing relevant or current publications which enhance individual courses.  Recommended resources of aids, will be approved by H/Training provided each are kept within budget constraints.</div> <bR> <div>      Copies of tutor and student evaluation sheets for each individual course will be kept on file for three years.  Expected course changes on outline will forwarded to H/Training with a note of the changes, the reasons, and the expected outcome. H/Training will diary monthly review sessions.</div> <bR> <div> C.6     EVALUATION:</div> <div>      Evaluation Sheets will be evaluated by Students and Tutor, then completed at the end of each module.  Verbal evaluations will take place each morning, with full participation by personnel, student, available stake holders and manuhiri.  Noes will be diaried noting progress, or negative reactions, in preparation for individual student discussion together with whanau each month.</div> <div> Evaluation processes will be monitored and redefined or replaced if existing process shown weaknesses.</div> <bR> <div> C.7     ACCOUNTABILITY:</div> <div> H/Training          <       >     responsible to the Director</div> <div> B/Tutors          <       >     responsible to the H/Training</div> <div> S/Tutors          <       >     responsible to the H/Training</div> <div> Manager          <       >     responsible to the Director</div> <div> Other Auxiliary Staff      <  >     responsible to the Manager</div> <div>      All Agency personnel, including auxiliary staff carry the responsibility of implementing the Mission Statement of promoting a foundation of excellence, unifying strategy and culture and implementing the strategy of nurturing a culture that motivates and dedicates a foundation of excellent service to the client group.</div> <bR> <div> D.1     RECRUITMENT:</div> <div>      POLICY:</div> <div>      Qualifications are considered secondary to the personal qualities and experience gained in each person's specialist or specific field of experience.  Ongoing training and development to gain qualifications will be actively encouraged, with study time allocated during working time, Recognising personal development and growth for the individual is a bonus for the target group whom we serve.</div> <div>      Personnel who have been trained by the agency, or those with whom the Director has had direct contact through national work, who have proven credibility will be considered for contract or specialist training.  Personnel outside of that brief will only be considered in special circumstances and will be shoulder tapped.</div> <bR> <div>      The Academy would only seek personnel who have the following qualities. Predominantly people, preferably Maaori who have earned their living in the market place.  Experienced in generating income based on their own initiative creativity and innovation.</div> <div>      Have the capacity to be flexible and adapt to changing trends,  know how to access information and resources.</div> <div>      Committed to the kaupapa, and have the ability to facilitate, and empower the learner, encourage co-operation and team work.</div> <div>      Have global approach to their work, with the ability to transfer global thinking to local action</div> <div>      The essential ingredient is to possess and project the ability of valuing, the individual, while encouraging team work, and the individual's right to be different.</div> <bR> <div> C.2     SPECIALIST TUTORS</div> <div>      Spec/Tutors will have proven ability and relevant experience to provide specific modules as facilitators or Tutors.  Each must have experience in working with the target group and have the ability to change the methods of delivery, according to the needs of the target group  Each will have had previous tutoring roles, acknowledge the principles of adult learning and recognise the value of prior learning through previous personal and work experience.  Referees will only be consulted in the case of a shoulder tapped position.</div> <bR> <div> D.3     PROCEDURES:</div> <div>      The Director, and or Agency personnel will have confirmation and knowledge of previous background and experience of performance by peers.  The Director will have observed and evaluated performance delivery and gained feedback fm participants in workshops, seminars or class situations.</div> <div>      Interviews are held with specific facilitators, or tutors, to discuss mutual expectations, delivery of techniques, methodology and processes for the target group.  Position papers are issued by auxiliary staff and specialist facilitator or tutor.</div> <div>      Job descriptions or person specifications are considered irrelevant.  A one page profile auxiliary staff and B/Tutor with positions statements are on file.  Additional comments will be added to individual files progressively.</div> <div>      Full time positions are salaried.  Specialist tutors and or facilitators are on contract, at a mutually agreeable rate.</div> <div>      Auxiliary staff are expected to provide support for all base tutors, facilitators or contract specialists.</div> <bR> <div> E.1     KAUPAPA</div> <div>      POSITIVE ACTION POLICY FOR MAAORI:</div> <div>      Base Tutors and Auxiliary staff will have had period of three months training by the Director and have employment opportunities to suitable Maaori.specialist Tutors and or Facilitators will be contracted for their expertise.  This will include non Maaori, however every effort will be made to secure the services of a Maaori specialist in the interim.</div> <div>      We do not have a policy of employing people with disabilities,  but we are open to this direction with sufficient resources and equipment.</div> <bR> <div> E.2     NEW STAFF</div> <div>      new staff member will have a folder which sets out the kaupapa,  included and other company information.  New policies will be circulated and Each as they come to hand. </div> <bR> <div> F.1     STAFF APPRAISAL AND DEVELOPMENT</div> <div>      POLICY:</div> <div> Performance appraisals will be undertaken twice a year.</div> <div>      Training has a high priority.  Discussions  will take place  with all staff members after training needs have been identified and discussed.  Staff members may request specific or Specialised training.  </div> <div> Provided it is  linked  with  personal  growth  and  benefits  to the target  group,  every encouragement   will  be  given  to  pursue  this  direction provided  budget  allows for the  same.  The Agency will  provide  transport, or travel, fees, meals and accommodation.</div> <div> F.3      IN HOUSE </div> <div>      Training will be short one day courses, so as not to interfere with students progress,  or the running of the business.  The preference will be to send staff to external training sessions bring in other staff replacements, and allow our staff to meet and mix with a diverse range of people.</div> <div>      The sharing of information and knowledge with enhances the experiences of agency personnel, particularly the professional linking of association courses.</div> <div>      </div> <div>      AUXILIARY:</div> <div>      Auxiliary and Academy staff are expected to prepare strategic plans, fully participate in the organisational development for growth or consolidation and course planning, along with other linkages.</div> <div>      While Auxiliary staff are paid by the Company and not through Training funds, their personal commitment and desire to see our people succeed, means they see the support as a necessary and vital part of their duties.</div> <div>      Contract specialist tutors are expected to take care of their own training needs, but if the agency identifies benefits to the person or person/s in terms of delivery to the target group the specific training information will be shared, and encouragement to attend.</div> <div> F.4     PEER ASSESSMENT:</div> <div>      Peer Assessment will be encouraged, and the evaluation system of the Workshop Leader will followed, then appraised.</div> <div> F.5     PROCEDURE:</div> <div>      The Manager and the H/Training will work together to organise in house and external training,      after discussion and approval from the Director.</div> <bR> <div> F.6     APPRAISAL:</div> <div>      Peer sessions will be conducted on a weekly informal basis by the Manger and or Director.  These sessions will be diaried, with comments available for formal written appraisals once a month.  A standard form will be used for formal appraisals.  Reviews will take place in two monthly periods, to assess, objectives and goals set, and certain adjustments which may need to take place.</div> <div>      The standard form will be reviewed if the format needs improving.  No form of rating will take place.  The Director takes the view that there are no bad tutors.  There are good Tutors and there are Better Tutors.</div> <div>      TECHNIQUES</div> <div>      Staff will be encouraged to link and visit other organisations and institutions who offer similar courses. but also those who might offer new and exciting techniques, methodologies and processes and who do not usually belong to traditional institutes. e.g. “Global Management Approach” (Agnes Gannon), United Nations Consultant, and the new “literacy Learning Program” for Dyslexic and low literacy learners (Carol Filingeri), an American Programme recently trialied in Paremoremo Prison.  Where finance permits, staff will attain International programs.</div> <div>      SERVICES</div> <div>      It is not envisaged Base Tutors/Head Training, contract tutors and or facilitators will provide anything but excellent service, Contracted people provide a service of no more than three days, with one exception, (computers).  The policies outlined on would be to assist the Monitoring and can stand assessment of personnel.  </div> <div>      SUPPORT</div> <div>      However in the unlikely event, that this should happen, every effort </div> <div>      will be made to identify the cause, at the earliest opportunity, and </div> <div>      provide a support service or services dependent on the type of issue, should it be required.  However in the end, it is the target group whose interests must be served.  Should the issue not be resolved, then that person will not be contracted again.</div> <div>      The Director has a reputation for ethical behaviour, loyalty to the people they employ, honesty, and keeping there word.  and always operated on verbal contracts and sees no reason to have a written contract/s merely to satisfy another body.</div> <div>      In the unlikely event of the Base Tutor/s or Head of Training or Auxiliary staff performances be considered below the expected standard, The Director and Manager will address the issue promptly, to identify the cause, discuss positive options for the facilitator a process whereby the person decides on a person commitment to resolving their own issues.</div> <div> In the case of personal, marital or family issues up to three months paid leave will be granted, with review at the end of that period.  Up to of six months, sick leave with pay, will be granted with a review at the end of that period.  If these processes do not bring about the desired resultant </div> <div> management has exhausted all avenues, then and only then, will the termination process of three written warnings before dismissal take place</div> <div> E.7     ACCOUNTABILITY:</div> <div>           Is the  understanding of becoming independent.</div> <div> E.8     Students               Self</div> <div>                               Tutors</div> <div>                               Base Tutors</div> <div>                               Head of Training</div> <div>                               Whanau</div> <div>                               STUDENTS</div> <bR> <div> F.9     Base Tutors                    Head of Training</div> <div>                               Manager</div> <div>                               Director</div> <div>                               Students</div> <bR> <bR> <div> F.10     S/Tutors               B/Tutor</div> <div>                               H/Training</div> <div>                               Students</div> <div> F.11     H/Training               Manager</div> <div>                               Director</div> <div>                               Students</div> <bR> <div> F.12     Manager               Director</div> <div>                               Students</div> <bR> <div> F.13     Auxiliary Staff          H/Training</div> <div>                               Manager</div> <div>                               Director</div> <div>                               Students</div> <bR> <div> F.14     Manager               Director</div> <bR> <div> F.15     Director               Students</div> <div>                               Auxiliary Staff</div> <div>                               S/Tutors</div> <div>                               B/Tutors</div> <div>                               H/Training</div> <div>                               Manager</div> <bR> <div>      Every member of the organisation takes responsibility for the hiring or new staff.</div> <div>      Staff in consultation with the H/Training and the Manager will identify training needs.  The H/Training will be responsible for the organisation and details of training.  Approval will be granted by the Director, provided the financial details meet the financial constraints of the Company's Financial Controller.</div> <bR> <div> G.1     DOCUMENTATION</div> <div> Position Statements Curriculum Vitaes Appraisal forms Comments on personal development Professional development Documentation will be kept on file for each staff member for a period of two years minimum.  This will include Auxiliary staff, B/tutors, Specialist or Contract staff and Facilitators, the Manager and Director.  Person Specifications and Job Descriptions are not a consideration.  Position Statements are considered to be fare more effective.</div> <bR> <div> G.2     QUALITY MANAGEMENT SYSTEMS:</div> <div>      Policy Reviews will be held on an annual basis for Staff selection, Personal growth and development, and appraisals.  There will be a team approach from all staff to evaluate the effectiveness of current policy, which is still in the interim stage.  Team feedback will assist the process to implement necessary policy for improvement and adjustments.  Quality control is the shared responsibility of the collective, and not allocated to any one person.</div> <div>      Informal comparisons with other Private Training Establishments will assist the analysis for Staff Development</div> <div> H.1      FINANCIAL ADMIN & PHYSICAL RESOURCES:</div> <div>      FINANCIAL RESOURCES:</div> <div>      The Company's (Indigenous Academy) will only run courses, under this present funding operation, where we know the base fee covers sufficient resources.</div> <div>      Market or contract courses will not be run under the same funding structure.  They are completely separate from the Academy.</div> <div>      Current funders pay in arrears.  However, should payments be made in advance, that money will be held in a holding account and transferred into the appropriate monthly account when the courses are in operation.</div> <div>      Although the company has no intention of taking fee paying students under the current funding arrangement, in the event, that this should change, a Trust Account for student fees, will follow the Education Amendment Act No.4 1991, Section 27.</div> <bR> <div> H.2     PROCEDURES:</div> <div>      Budgets are prepared in December of the previous year for the Financial Controller's approval, then reviewed after first month of the training operation.  B/Tutors and G/Training will prepare and adjust monthly budgets, for the Financial Controller's brief.  The Financial Controller will liase with the Company's Accountant for guidance should it be required.  The Director will have a watching brief and will be guided by the Financial Controller's advice.</div> <div>      The Company will not carry or supplement the training budget.  Courses will be stand alone operations.  Course accounts for services owing to the company will be charged and will no longer be waived.  These accounts will be paid in 4 weekly cycles, along with external accounts.</div> <div>      Accounts are balanced each month, and comparisons mad to the actual budget.</div> <div>      The training accounts will audited, along with company's books, at the end of the financial year.</div> <div>      The funding body will directly credit training payments into one specific account, whereby the Financial Controller will transfer by telephone, into separate training accounts for each course.</div> <div>      Four (4) weekly lists of external and internal charges will be prepared and approved for payments by the Financial Controller.</div> <bR> <div> I.1     SALARIES/WAGES</div> <div>      POLICY:</div> <div>      For those funding bodies who pay in arrears, B/tutors and support person/s will receive their fist payment, one week after the fist course payment cycle has been lodged with the bank.  B/Tutor/s are on salary, support persons are on wages.  B.Tutor/s and support persons will be employed for (12) months, (48) weeks of the year with (4) weeks paid holiday @ 6%.  Payments will be one week in arrears, with the week owing, being paid with holiday pay.</div> <bR> <div> I.2     PROCEDURE:</div> <div>      As the funding cycle process comes in two weeks after course commencement, with a four week cycle continuum, salary and wage payments will be adjusted to meet personnel's needs.  Gross cycle payments will be deducted and transferred to the wages account.  GST will be transferred to a separate account.  Salary and wages will be paid weekly by cheque.  Salary and wages will be entered into the wage book, with B/tutors and support staff signatures which acknowledge receipt of payment.</div> <bR> <div> I.3     RESPONSIBILITY:</div> <div>      The financial Controller has complete responsibility for financial control, preparation of wages, transfers of money and authorisation of payment.  In the case of sickness or absence, this will be  delegated to the Manager.  The Financial Controller will seek guidance from the Company's Accountant.</div> <div>      The Financial Controller will report directly to the Director on any matters which require clarification.</div> <bR> <div> I.4     QUALITY MANAGEMENT SYSTEMS:</div> <div>      Policy on all financial processes will be reviewed on an annual basis to determine the effectiveness the process used, however close monitoring and evaluation will be a monthly process, to constantly check for any gaps which need tightening.  </div> <div>      Management will not wait for the yearly review to make adjustments.  The Director will be consulted before any policy changes are put into operation.</div> <bR> <div> J.1     PHYSICAL RESOURCES:</div> <div>      Equipment and resources appropriate to courses are already in place and well maintained.  Requests for new equipment must show a need, and will need the approval of the Financial Controller.</div> <bR> <div> J.2     PROCEDURE:</div> <div>      Staff who request new equipment and in particular major items will discuss the need with the Financial Controller.  Staff must show the benefits expected to students and the organisation, present a number of quotes before approval.</div> <div>      Resource material is considered on an individual basis.  Consideration for relevance, usefulness to the course and budget.</div> <bR> <div> K.1     Existing Physical Resources:</div> <div>      (Inventory on equipment obtained from first advancement)</div> <div>      Review of Current Assets and Resources .  Is the responsibility of the Manager, who is required to seek the approval of the Director, with final approval from the Financial Controller.</div> <bR> <div>      POLICY:</div> <div>      Recognising, administration is the key to smooth and effective management, systems are constantly reviewed and efforts made to redefine to the Co-operative structures to  adjust to the current activity or activities.  The office manual outlines, the processes to follow for reception and management.</div> <div>      The decision to purchase major new capital items, is made by consensus, but the Manager and Financial Controller have the final say, after benefits, and different quotes are obtained.</div> <bR> <div> K.2     Forward Planning:</div> <div>      While the Academy part of the Company is only interested in two courses, because of its commercial objectives, in the event of new program's being proposed, an over all review of existing program/s/s and the company's proposed activities will take place in November or December of the previous year.</div> <div>      PROCEDURE:  </div> <div>      Strategic planning is a collective exercise, of which every member of staff and the Director  learn to co-operate by participation.  The process looks at short term, mid term, long term goals and objectives, the cooperation stage follows.</div> <div>      The collective prepare individual budgets, which are then transferred on to the Company Cashflow.  The budgets will be revised if a new Programme or program's are accepted.</div> <div>      It would not be normal for a new Program or program to be accepted, however should the need be shown, then a decision will be made after all parties have been consulted, leaving the final decision with the Manager and the Financial Consultant.  Need would be determined by client feedback.</div> <div>      A Budget Checklist, is used to monitor and assess the Program/s, current and intended, with a two monthly review.</div> <div>      </div> <div> K.3     Financial Controller; Accountability/Responsibilities:</div> <div>      is responsible for all financial transactions and payments approval for training and company expenditure.  Records of income received and payment s made, with the reconciliation of monthly balances.</div> <bR> <div> K.4     Manager;</div> <div>      keeps a watching brief on processes used, and is responsible for ensuring accounts payable are noted then recorded, and income received is receited, and brought to the notice of the Financial Controller to be auctioned</div> <div>      An income and payments statement, with budget to actual comparison which details bank balances is presented monthly to the Director.</div> <bR> <div> K.5     Director;</div> <div>      and Manager are responsible for the preparation of budget/s which are then submitted to the Financial Controller for alteration and adjustment before approval.</div> <bR> <div> K.6     Staff;</div> <div>      are responsible for ensuring all equipment is kept in good condition, and that requests are made for new equipment and resources when needs are identified.</div> <bR> <div> K.7     Documentation:</div> <div>      Financial</div> <div>      Reports are presented to the Director each month, and noted.</div> <bR> <div>      Purchase</div> <div>      Decisions are consultative, with the Manager, Head of Training Base Tutor, and Director, but final approval must come from the Financial Controller.  These decisions will be recorded, along with monthly </div> <div>      financial reports.</div> <bR> <div>      Quality Management Systems:</div> <div>      The Policy on Financial, Administration and Physical Resources will be reviewed on an annual basis.  The collective will evaluate the effectiveness of current policy, to assess performance to identify weaknesses and make the appropriate adjustments.</div> <bR> <div> L.1     STUDENT ENTRY:</div> <div>      POLICY:</div> <div>      Entry Requirements:</div> <div>      Predominantly (while not exclusively) Maaori, selection will be free from gender bias.  There is no limit on age, however, where a specific Industry Training Organisation has an age preference, entry will be guided by that particular MTC.  The current entry pre requisits require a  commitment on the part of intending students, to state their specific objective and industry preference, whakapapa, and a statement, about outlining personal choices and perceived benefits of that specific choice.  Management will select people who appear most likely to make a commitment to complete the course and put the skills and principles into practice.  Students must meet the criteria relating to that particular funder.</div> <bR> <div> L.2     PROCEDURE WHANAU:</div> <div>      Applicants are interviewed where possible on a whanau basis.  This does not eliminate 1/1 interviews.  There are three stages.</div> <bR> <div>      H/Training or Manager:</div> <div>      Who will seek to identify suitability, whanau links, ability to cope with the Tutor's delivery and high expectations of performance, the Agency's kaupapa, code of disciplines, behaviour and respect for differences. </div> <div>      It is at this stage that some will realise the course is not their best option.  they will be assisted to find a more suitable course, through the local network.  Students will b expected to have gone through the normal processes expected by the finding body to meet their criteria.  </div> <div> Before this interview stage is complete, students will complete the appropriate forms before meeting with the Base Tutor/s.</div> <bR> <div> L.3     BASE TUTORS/S</div> <div>      Provide course details, code of dress, time frames, starting and finishing times.  Discussions on course disciplines, fund raising health, hygiene and travel for industry tours.  The B/tutor/s will take final responsibility to confirm students acceptance.</div> <bR> <div> l.4     DIRECTOR:</div> <div>      The Director's interviews with students and whanau is informal.</div> <bR> <div> M.0     CREDIT TRANSFER:</div> <div>      POLICY:</div> <div>      Credits obtained from officially approved training establishments will be recognised.  It will also be our policy to supply credit transfers to other institutions as instructed by the learnee concerned.</div> <div>      </div> <div> M.1     Recognition of Prior Learning:</div> <div>      POLICY:</div> <div>      The Agency; places priority on prior learning, and will seek appropriate person/s to action credits when required.</div> <bR> <div> M.2     Entry Requirements in Publicity Material:</div> <div>      The pre requisite's of course entry are stated Policy (1) of this section.  They will not appear in publicity material.  Attached are brochures for the current course/s.  Once units of learning are operating,  NZQA's fee information will be included, and the funder's name.</div> <bR> <div> M.3     Accountability/Responsibilities</div> <div>      H/Training or the Manager will be responsible for the fist interview, however the B/tutor/s will confirm and finalise students acceptance for the course/s.</div> <bR> <div>      The H/training or Manager will ensure B;tutor/s complete required documentation, copies kept and filed, with separate copies for the Master file.  The Director will be kept informed a all times.</div> <bR> <div>      The H/Training or Manager, will be responsible for overseeing RPL inquires and liaison with an appropriate RPL tutor to ensure students who have their needs known are enrolled or registered with the appropriate body or institution.</div> <bR> <div> M.4     DOCUMENTATION:</div> <div>      Individual student files will be kept which includes any entry requirement, credit transfer or Recognition of prior learning documentation.</div> <bR> <div> M.5     QUALITY MANAGEMENT SYSTEMS:</div> <div>      Student entry policy and procedures will be reviewed annually.  The Collective will evaluate the effectiveness of current policy,  to identify weaknesses and make the appropriate adjustments to strengthen and improve the same.  The Director will be informed and approval sought before changes are made.  As the process of transferring credits and RPL is new to the agency, change for both, is likely as everyone learns about the involvement.</div> <bR> <div> N.1     STUDENT GUIDANCE AND SUPPORT SYSTEMS:</div> <div>      POLICY:</div> <div>      The Collective works on holistic processes, to encourage personal development and growth.  Students are taught conflict resolution techniques and problem solving in an effort to assist personal self worth.  It is acknowledged, students have issues which hold back personal progress and stifle personal initiative.</div> <bR> <div>      Once specific issues are identified, referrals are made to the Manager who will seek to find the appropriate support system if Agency staff are unable to assist.  In extreme cases, the Director will  be consulted.</div> <div>      Students will develop a career plan before course/s are terminated and will be encouraged to seek information and guidance on other courses, if stair casing is required and terminated and career placements are not obtained.</div> <div>      Students will have access to the Manager to state their concerns, on personal issues, future directions, course concerns, or tutors.</div> <div>      The agency's other activities, bring in resource people from throughout the country and throughout the world.  Students will be encouraged to welcome Manuhiri with Tangata Whenua protocol and the kaupapa of the agency.</div> <bR> <div> N.2     PROCEDURE:</div> <div>      The Hospitality and Tourism Course Tutor has one base tutor who is responsible for the students learning and well being.  The B/Tutor prepares the course in liaison with the Industry Training Provider (MTC).</div> <div>        Other components, not directly attributable to (MTC) are included after consultation with the team and confirmation of approval by the Director.</div> <div>      The Entrepreneurial and business skills course has one B/Tutor, and selected specialist tutors for specific components.  Past students are encouraged to visit the agency informally, and share experiences, the rewards of their career placements, the negatives.</div> <div>      The name of staff members available to students for advice and guidance will be included in the student handbook and literature.</div> <bR> <div> N.3     ACCOUNTABILITY</div> <div>      Tutors and auxiliary staff are responsible to all students for their personal well being, quality learning and for ensuring support systems are in place. </div> <div>      Tutors are responsible to H/Training or Manager. Auxiliary staff to the Manager.</div> <div>      Unless authorised by students, all information given to specific staff members are considered confidential to that person.  If issues require addressing, that particular staff member must take action and bring it to the notice of the Manager.</div> <div>      Wherever possible,  the staff member should do this in a way which involves a meeting of all parties and attempts to find a process which allows the student and the party concerned to find their own solutions.</div> <bR> <div> N.4     QUALITY MANAGEMENT SYSTEMS:</div> <div>      The policy on Student Guidance and Support will be reviewed annually.  The collective will evaluate the effectiveness of current policy to identify weakness and if required make the appropriate adjustments to strengthen the policy.  These adjustments will be put to the Director for approval before being auctioned.</div> <div> O.1     OFF SITE PRACTICAL/WORK BASED COMPONENTS:</div> <div>      POLICY:</div> <div>      The employer must be committed to the student reaching specific learning goals, and willing to give specific and appropriate feedback on students on individual progress. Suitable Employer/s will be approached for "work based training" on behalf of suitable students.  Receptive employers will each receive correspondence introducing the student.</div> <div>      The B/Tutor/s will have built up a good relationship with prospective employers and have a personal insight into the business operations, with regular interaction between the two parties to maintain the relationship/s.</div> <div>      The B/tutor will have assessed students on their competency, for particular sectors within the industry, and will guide students towards the same.</div> <bR> <div> O.2     PROCEDURE<FONT SIZE="3" COLOR="#111111" FACE="Tms Nordic" >:</FONT></div> <div>      The verbal agreement between the two parties, will make it quite clear that even while the student is involved in work based training, the overall responsibility lies with the B/tutor who is responsible to the director for the duration of the placement.  At the end of the work placement.  Employer/s will be asked to complete a questionnaire concerning the student, on behaviour, attitude, punctuality, customer service, interaction with staff, employment possibilities with the Employer, or other options.</div> <div>      Students will be encouraged to search for work based training placements on their own, as it is considered vital to their own personal development and growth.  It is important, that students own the process and responsibility, of career hunting in a competitive market.</div> <div>      The B/Tutor will prepare one page letters of introduction for each student to take to Employer/s, with briefings on the B/tutor's background in the industry and pertinent details of the student concerned</div> <bR> <div> O.3     QUALITY  MANAGEMENT  SYSTEMS</div> <div>      The policy on Off Site/Practical Work Based  Components will be reviewed at the end of each course.  In the case of 2 X 24 week courses, these will be reviewed twice yearly.  </div> <div>      In the case of a year long course this will take place once a year. or at the end of the work placement.  Constant informal monitoring will take place before, during and after the work based training.</div> <bR> <div> P.1     COMPLAINTS PROCEDURES:</div> <div>      POLICY:</div> <div>      The agency has never had a written complaints policy, and it will need to be monitored and assessed.  There have been few complaints.  These have been dealt with quickly with follow up and inquiries, then meeting with the parties concerned to resolve issues.</div> <div>      The current and future policy on complaints will be as follows All complaints will be referred to the Manager. Only in extreme cases will the matter be dealt with by the Director.</div> <bR> <div> P.2     PROCEDURE:</div> <div>      The Manager will assess the nature of the complaint, meet with the complainant and the offending party to discuss the nature of the issue, and mediate the process towards resolving the perceived problem.  In the Matter of a whanau concern, the Manager will try to bring the collective together and work through the mediation process.  Minor issues will be dealt with in the first instance and not be allowed to continue.  </div> <div>      More serious issues will require consultation by all parties concerned with priority dates set for a series of meetings if required.  The Manager will assess the situation, analyse the problem, identify key issues and act as mediator.  If the situation requires an independent facilitator, an approach will be made to the most suitable person outside of the normal networks from which the agency has access.  In the case of a complaint against a tutor or auxiliary staff, every effort will b mad to conduct the mediation without bias or personal judgment; in order for both sides to present their case and to ensure both sides have had a fair hearing.  If the issue cannot be resolved by the Manager, it will then be referred to the Director.  All complaints will be dairied, then written reports will be submitted to the director at the appropriate time.</div> <bR> <div> P.3     QUALITY  MANAGEMENT  SYSTEMS</div> <div>      Although it is not envisaged that management will be dealing with many complaints a review will take place at the completion of each complaint procedure to assess and monitor the effectiveness of the process used, and if required adjustments will be made.</div> <bR> <div> Q.1     RULES AND REGULATIONS:</div> <div>      POLICY:</div> <div>      The Agency has not had a need to have written rules and regulations.  All rules and regulations have been delivered verbally.  The respect for property and personnel, codes of conduct and behaviour have been, in the main, exemplerary with only a few isolated incidents.</div> <div>      Future policy on rules and regulations will be as follows.  A list of written rules and regulations will be issued with each student's handbook.  Students will be encouraged to discuss the list with the Manager or H/Training and encouraged to question any issue, they may not feel comfortable with.  They will also examine the "not negotiable" regulations.</div> <bR> <div> Q.2     PROCEDURE:</div> <div>      The Manager will discuss the policy with each student in the pre-interview stage.  The list will cover the agency's expected code of behaviour and standards, respect for property, code of dress, performance standards in respect to course duration and outcomes.  Daily protocol and manuhiri visits, external industry visits.  The policy will also cover parking and boundaries.</div> <bR> <div> Q.3     QUALITY MANAGEMENT SYSTEMS:</div> <div>      As this is a new procedure, it will require close monitoring to assess the overall effect and will be adjusted should it be required.  A Review will take place twice yearly.</div> <bR> <div> R.1     DISCIPLINE: </div> <div> POLICY:      PROCEDURE:     The agency Kaupapa permeates the Co-operative academies.  Minor or trivial incidents will be brought to the attention of the Manager, after the incident has been dairied.  Staff will b expected to deal with the incident before bringing it to the attention of the Manager.  Every effort will be made to defuse issues before they escalate.  Only in extreme cases, e.g. possible termination, will the issue be directed to the Director's attention.</div> <div> The Manager will discuss the disciplinary action which will take place should students blatantly ignore the rules and regulations of the agency which sets the standards for the Academy.</div> <div>      Minor or trivial offenses will be dealt with as described.</div> <div>      More serious offenses, will have been dairied, by the staff person concerned.  Discussion will take place with the student or students concerned, to identify the underlying reason for such behaviour.  If there are personal or whanau issues, a meeting will be called by the Manager to find ways of resolving the issue.  If the offense concerns health matters, professional advice will be sought.  The student or students concerned will be given a verbal warning and the action dairied.  If the matter continues, a similar process will follow with a final written warning outlining the entails of the offense and termination date.</div> <div>      Students may select an advocate to mediate on their behalf and present options to management.  These will be taken into account when making a final decision.</div> <div>      Degree of  cooperation,  tolerance  % of  Bench Mark Levels</div> <div> a/      Bench Mark</div> <div> b/      Process fixed</div> <div>      Bench Mark</div> <div> Standards Training Measure</div> 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