SBL/JUNE 2021 – NCCP – ANSWER PLAN Compiled by Wong Siew Choo

Date:

Q Requirement Professional Models Ext. Answers

skills

1a. Analysis Report for presentation to the Board

Assesses NCCP’s Mendelow’s
skills
internal and matrix
external Internal stakeholders
stakeholders and ( carefully
recommends consider how
appropriate ways of different Staff
managing them. stakeholders can i. Paid staff ( high interest, low power )
be appropriately
managed ) ii. Unpaid staff ( high interest, low power )

Survey feedback ( 82% )

Board of Trustees ( high power, high interest )

Set up by founder to oversee the executive board

External stakeholders

Donors

i. corporate donors ( high power, varied interest )

ii. personal donors ( high interest, lower power )

Ceeville Council ( high power, high interest )

Provide 31% of NCCP’s funding, will take closer interest

to see how NCCP utilise the funds ( compliance with
funding requirements )

Course participants ( high interest, low power )

Locals who attend the course

The North Ceeville community ( low power, low

interest )

They are those who are currently not related and involved
with NCCP. Recent coverage means…..need to keep them
informed.

1b. Critically assess Evaluation Competitive advantage sees NCCP able to meet and fulfil
NCCP’s sources of the needs of its target market more effectively and
skills
competitive efficiently than other charitable organisations.
advantage.
( in assessing Objective of NCCP to make education affordable to those
NCCP’s most who would not otherwise have this opportunity ( high
important unemployment )
sources of
competitive Sources of competitive advantage
advantage )
1.pricing – but failed to differentiate between those who
can and cannot afford

2.established relationship with corporate donors – they

are friends or colleagues of founder, trustees or executive
directors

3.reputation –‘well respected’ for its good values courses

and social environment
Q Requirement Professional skills Models Ext. Answers

4.experienced, motivated member of staff – according

to Ceeville Echo, NCCP used to be ‘well respected’
but no longer the case! This is reinforced by staff
survey, 31% of staff no longer happy…..likely to affect
level and quality of service. Urgently need to be
addressed

Conclusion

There is a risk that NCCP suffer from ‘stuck in the

middle’, its ability to secure significant funding either
through the founder or Ceeville Council is
REDUCING. Its most influential source of
differentiation would be the social dimension which
means existing participants and attracts new ones.
However, disruption caused by the new CEO….

2a. Evaluate the Communicatio Risk 3, 5 Briefing notes for CEO

executive board’s management
n skills
approach to risk process
management and Evaluation of current risk management process
recommend how it ( in adopting an
could be appropriate tone
improved. Executive board undertook a thorough risk
easily understood by identification exercise which lasted a full day with the
board members ) participation of relevant operational staff. The exercise
was treated as a one – off activity
New CEO is from
commercial sector A list of 150 items require investigation, a large figure,
difficult to prioritise

The process includes: i. for each risk, estimate its

likelihood and impact, ii. Record in risk register and
iii. prioritise it

At present, risk assessment is a poor quality exercise,

hence making risk planning much harder. In addition,
the challenge of sharing 150 items of risk between 4
members of executive board, with 2 weeks deadline to
identify and implement appropriate actions or
strategies ( TARA ). Hence to meet the deadline, there
is a possibility wrong strategy for wrong risk…

NCCP is facing with many uncontrollable risks, for

instance, historically, Ceeville Council’s criteria
changed annually and this trend is expected to
continue.

Actions to improve risk management process

1.Formalise risk management and make it a continuous

formal exercise.

2.Improve risk register – add another column to

identify when each risk should be reviewed. The risk
register should be reviewed monthly by executive
board so not to miss risks which are due.

3.the proposed improvement should be

communicated to all staff and volunteers and
encouraged feedback or dialogue. Given the tension
between the new CEO and some staff and volunteers,
this may be a challenge to implement.
Q Requirement Professional skills Models Ext. Answers

2b. Identify external Internal control = risk

Communicatio
stakeholders with
interest in NCCP’s n skills Many external stakeholders have keen interest in
internal control ( NCCP’s IC for many reasons, thus they need to be kept
IC ) and justify informed, sometimes compulsory.
why information of ( in using compelling
and logical
internal control
arguments to justify Government departments
should be shared
with external why need to share
stakeholders. internal control Data Protection Act 1998, failure to comply could have
information ) serious legal repercussion.

Ceeville Council
CEO to persuade the
board
30% of NCCP’s funding or income is from the Council.
Any request made by the Council, executive board
should be wise to comply as internal controls may arise
as part of its compliance conditions.

Donors

Both corporate donors and individual donors formed

around 30% of NCCP’s funding. By sharing IC
information which is risks related will assure them that
their money is not being abused or misused.

Course participants

They benefited from subsidised education. However,

they may be very concern whether their biodata and
privacy risked being misused by NCCP.

Local community

NCCP has a well – established reputation among the

local people. It would therefore be appropriate to re –
inforce its reputation by demonstrating good
STEWARDSHIP by publishing annual risk report.

Charity regulatory Bodies

3a. Assesses the

Scepticism
Financial Report for CEO
viability of and non –
current range of skills financial
courses offered by Current course offerings
NCCP
( in probing deeply
into the underlying Number of bookings has increased for the past 2 years
Any potential issues relating to the ( up 7.4% ). NCCP is effective in attracting participants
growth for new CEO’s to validate this, need to identify the overall size of the
existing courses proposal ) market and NCCP’s market share ( do noting strategy )

Computers for beginners – unchanged for 20 years,

21% drop this course almost certainly going to be
obsolete.

Web design – dramatic growth ( up 15% ) indicates

strong demand which is relevant to IT related business
environment.
 New business skills course – imposed by Ceeville
Council but presence of low take up ( why? )

Finding a job course – relatively stable, representing

31% of NCCP’s booking. Generate positive
contribution ( run by volunteers, so cost involved ).

Q Requirement Professional skills Models Ext. Answers

3b. Evaluate CEO’s Scepticism Art course

proposal to offer
skills
new art course
Financial factors
Will the proposed ( Professional skills  Upfront investment $20k include design fee and
new art course help marks are available purchase first year’s materials and books ( 42% of
with attainment of to demonstrate NCCP’s cash reserves, $48k )
NCCP’s mission scepticism skills in  Payback - 12 courses ( 12 months ), if have less
and goals ( to probing deeply into than 9 participants, will incur loss
promote well being the CEO’s  Prior to invest, conduct market research to validate
and bring about +ve proposal ) expected sales or number of participants
personal and social  There is a suggestion in newspaper article,
change through Ceeville Council MAY cut funding IF NCCP’s
education and agenda not consistent with Ceeville’s priorities
community )

Non – financial or other relevant factors

 From social aspects, the course is consistent with
NCCP’s mission BUT may not be consistent with
founder’s vision
 If the new course were to be conducted on
weekend, is there sufficient venues?
 The identified tutor came with high referral,
objectivity and fair
 Retaining the copyright – source of competitive
advantage
 Opportunity cost – whether the time and money
would be better spends or invests elsewhere
 Ceeville Echo article reported complaints
regarding the high price, reinforced by staff survey
-> may deter existing participants
 This new course will provoke those who are
concern whether NCCP is losing sight of its
mission
 A dramatic fall ( 80% to 45% ) in levels of
happiness and trust in executive board, will the
new course provoke further unrest and resignation
especially amongst the volunteers?
Q Requirement Professional Models Ext. Answers
skills

4a. Explain the need for Commercial Project Draft sections of a report
cybersecurity at NCCP management
acumen
and recommend actions
the board should take to skills Turnbull The need for cybersecurity
meet its cybersecurity Report Cybersecurity is the promotion of individual and
responsibilities organisation’s technology and data from
( highlighting FINTECH
key benefits to unauthorised access or attack. NCCP relies on
NCCP of technology to operate, it could face these risks.
cybersecurity,
and recommend IC systems will be able to highlight cyber attacks
practical actions and risks and the impacts od these risks are
the board should damaging …..for example ….
take )
Any organisation which has weak cybersecurity
controls likely to be attractive target to the hacker. In
addition, NCCP may be targeted by a disgruntled
staff or participant.

Organisation has a legal and moral duty to protect

the data of their donors, participants and staff. Need
to make sure there is technology to protect this data.

Actions by the board

Board of Trustees collectively responsible for

cybersecurity along with other risks facing NCCP

Steps:
1. Cybersecurity a priority – include in the agenda
of board meetings
2. Seek expert advice where necessary
3. Establish and communicate a clear cyber
security policy
4. Contingency plans
5. Regular review of cybersecurity risks

4b. Explain why it would be Draft email to CEO from operations

appropriate for OD to be
director
project sponsor but not
both project sponsor and
project manager for the Following the best practice of CG, OD’s
cybersecurity project suggestions are justifiable and acceptable where the
operation manager should be the project sponsor
because:

1. The role of project sponsor includes champion

the project and source for funding

2. Project sponsor sets overall direction for

cybersecurity project

3. OD has the seniority, capabilities and authority

to undertake the role of project sponsor
effectively

4. Act as a bridge between the project manager

and the board, feedback on progress of project,
 WIP challenges and issues

5. OD can focus more effectively on the more

senior role. Able to advise the board in terms of
how resources are being deployed

6. Lack of in – depth knowledge of cybersecurity,

difficult for OD to manage the required
operational activities to deliver the project