Assignment 1: Canadian Police Knowledge Network
Canadian Police Knowledge Network
This report is consistent with my signed Academic Integrity Forms on file with the instructor
Maryam Hakem
ENTR 3140 R10
July12th, 2015
Group 1
Critical Issues:
In order for Canadian Police Knowledge Network (CPKN) to eliminate cultural barriers, increase willingness to adopt to e-learning and to improve on their financials, CPKN needs to address the below issues :
How to increase capacity for developing and customizing software so that
CPKN can provide more services and courses
How to convert organization trainers to adopt e-learning courses so that
CPKN can increase the number of police users
How to expand their services of custom design and development so that
CPKN can improve their financial performance …show more content…
Definition of Success:
1-Standardize the police training by adding new courses in Canadian Police Sector
Council (PSC) 14 competency profiles
2-Create additional courses in order for more users to use e-learning as an alternative to classroom training
3-Have status quo trainers to accept e-learning as an alternative
Situation Analysis:
CPKN, a non-profit organization provider e-learning services to the police forces and law enforcements. They are the leading provider for online training, consulting, software development and custom designs. As shown in Exhibit A, e-learning is cost effective and time efficient as it only requires a couple of hours to learn the materials rather than the traditional method of in class training. CPKN is one of the leading providers for e-learning services to the police community. They have been partnered with national and international police forces to create long term relationship and to continue developing their online training. Recently, they have been partnered with Canadian Police
Sector Council (PSC) to standardized e-learning to make it applicable nationwide. As shown in the SWOT analysis in Exhibit B, CPKN has many opportunities to convert the trainers into Using e-learning as they have proof from Alberta Solicitor General and INTERPOL who have also adopted their elearning courses.
Decision Criteria:
1- Increasing e-learning course usage by over 75 %
2- Increasing future purchase of course catalogues and course development
3- Advancing and evolving law enforcement training through e learning courses 4- Moving towards standardization of courses
5- Converting the trainers to accept e-learning
Option 1- Standardizing E-learning on a national level
In order to standardize their policy for training, CPKN has the opportunity to partner with Canadian Police Sector Council (PSC).
CPKN has noted that by having a police user to access their e-learning course, they would become a long term client. This also gives CPKN the benefit of gaining an additional long-term client.
PSC will also give CPKN the task of creating new courses for its 14 competency profiles. CPKN should have Quebec and Ontario and British Columbia design the standardization course as according to the Exhibit D- Community Policing and
RCMP, they make up 21.5%, 30%, and 21% respectively. By having them to create the standardization, they will have the opportunity to influence the training officers to change to e-learning since the standardization of materials is not easy to teach in the classroom.
Option 2- Developing new courses by hiring an additional developer
CPKN faces some challenges in developing more courses for their clients. By hiring an additional developer, they will be able to continue their partnership with
Alberta Solicitor General for designing courses and increasing CPKN’s registered user base. In addition, this will provide CPKN to work with PSC in order for them to standardize their course. CPKN’s 2011 financials show that they …show more content…
have unrestricted funds of over $100,000 which they are able to allocate it for hiring an additional employee. The average cost of a course developer ranges from $46,000 to $50,000 a year (glassdoor, N/A). According to Exhibit C- Revenue Calculation, hiring an additional employee will increase their development revenue by 1% per year and increase their catalogue purchases.
Option 3 – Engaging Training Officers in creation the course
Currently, CPNK finds experts that they can range from low level officers to senior officers depending on whoever is available.
If CPKN uses the classroom training officers instead of random officers to help developing their software, they will be able to integrate what they want to teach in class and combine it with hands on training. This will minimize the time it takes to have the officers trained and standardize the training process.
Option 4 –Status Quo
CPKN can remain Status quo and not change their current method of operations.
According to Exhibit E –User Growth, They continuously see increases in registered users by approximately 80% in 2009. The number of courses completed by 50% in 2009 and doubling their completion by 2010. They continue to see growth in their sales with course catalogues and course development as their main source of income. If CPKN remains status quo, they will not be able to increase the number of users at a faster pace for e-learning and trainer will not be convinced that e-learning actually works.
Recommendation:
It is recommended that CPKN does the following options:
1-Standardize e-learning in order to increase the number of users by over
75%
2-Hire an additional course developer in order to partner with PSC and ASB to create additional courses
3-Engage training officers in order to show how e-learning and class training cab be combined to be most effective
By implementing option 2 and 3 first, CPKN will show training officers and PSC and
ASB the effectiveness of e-learning. Therefore, they have the capacity to develop and improve their courses.
Exhibit A – Pest Analysis
The police users require both hands on and textbook material training. E-learning provides them an option for reducing their costs. Police environment requires proper and accurate training at the fastest rate possible.
Political
CPKN – nonprofit –can get government grants to support their operations LMS provides online security to prevent criminal activities
Economical
The economy is recovering from recession but CPKN will not be affected much by the recession
Social
Police are required to have time efficient and accurate training in order to perform their duties ASAP to be effective Technological
E-learning cuts costs such as travel time, transportation costs
Exhibit B – SWOT Analysis
External
Internal
Opportunities
Increasing number of police users to use elearning
Custom courseware development has potential to raise revenues Standardized police elearning
Converting traditional trainers by having them to create the courses
Threats
Competitors may have the capacity to offer the services they can not
Users may threaten to discontinue using services if services offered is not efficient
Strengths (ability to...)
Many courses offered and several available in both English and French
CPKN is in leading position of online training solutions
Courses are cost efficient and time saving
SO: Leverage
Leading provider for e learning for police training
Providing a variety of services in addition to e-learning
Use of LMS for security
Weaknesses (inability to …)
Limited capacity to take on custom development and/or consulting ST:
Lack of financing due to NPO nature prevents them from growing fast
WT: Address/Avoid
Sustain a good relationship with
CPKN’s stakeholders to avoid possible retrogression on financial Expand the capacity to fit the growth of the CPKN
WO: Constraints:
Traditional trainers not willing to change to e-learning
Cultural barriers such as language prevent users who want to use it
Exhibit C - Revenue
2011
Revenue
Course
Catalogue
Portal Rev
Development
Rev
NRC Grant
Rev
Other Rev
Total Rev
2010
2009
$
Revenue
808,695
% of
Revenue
48%
Change to prior year -2%
$ Revenue
% of Revenue
575,516
148,135
645,176
9%
38%
-2%
2%
123,000
421,538
79,083
1,681,089
5%
100%
2%
25,616
1,145,670
$ Revenue
50%
Change to prior year -5%
398,382
% of
Revenue
55%
11%
37%
5%
1%
41,000
258,649
6%
36%
10,380
1%
12,663
721,074
2%
100%
2%
100%
Exhibit D- Community Policing and RCMP
The target market for CPKN shows that they have large number of community police officer located
Quebec and Ontario both in municipal and provincial. CPKN should focus majority of their efforts into these provinces as they make up majority of the services. CPKN may need to increase the number of bilingual services since Quebec is French speaking majority.
Community Policing
Municipal Serve
Percentage
Newfoundland
RCMP
Provincial
Percentage
383
4%
Municipal
Serve
Percentage
Newfoundland
Provincial
Percentage
Federal
Percentage
402
6.31%
102
2.28%
PEI
91
0.23%
PEI
9
0.19%
100
1.57%
22
0.49%
Nova Scotia
New
Brunswick
880
2.25%
Nova Scotia
64
1.37%
719
11.28%
174
3.88%
464
1.19%
New Brunswick
208
4.45%
519
8.14%
139
3.10%
Quebec
9199
23.50%
5354
54%
Quebec
948
21.15%
Ontario
19967
51.01%
4194
42%
Ontario
1351
30.14%
Manitoba
1516
3.87%
Manitoba
186
Saskatchewan
963
2.46%
Saskatchewan
181
Alberta
3540
9.04%
Alberta
960
BC
2525
6.45%
BC
3066
65.60%
3.98%
519
8.14%
176
3.93%
3.87%
695
10.90%
238
5.31%
20.54%
1289
20.22%
351
7.83%
1749
27.44%
946
21.10%
Yukon
Yukon
99
1.55%
16
0.36%
Northwest
Northwest
173
2.71%
12
0.27%
Nunavut
Nunavut
111
1.74%
8
0.18%
6375
100%
4483
100%
Total
39145
100%
9931
100%
Total
4674
100%
Exhibit E –User Growth
CPKN sees a steading of increase in registered users and number of courses completed. This may be due to the limited capacity of them developing courses. The projection for 2012 of March continue to see increase.
Mar-09
Mar -09
Mar-10
Mar-10
Mar-11
Registered Completed Registered Completed Registered
Users
24,249
52,373
43,781
78,663
60,531
Change
80.50%
50.20%
38.30%
March 2012, increase was calculated based on the average of prior years
References:
Salary: Course Developer. (n.d). Retrieved July 14, 2015 from http:// www.glassdoor.com/Salaries/course-developer-salary-SRCH_KO0,16htm Mar-11
Completed
161,381
105.20%
Mar-12
Registered
96,488
59%
Mar-12
Completed
286,736
78%
This report is consistent with my signed Academic Integrity Forms on file with the instructor
Maryam Hakem
ENTR 3140 R10
July12th, 2015
Group 1
Critical Issues:
In order for Canadian Police Knowledge Network (CPKN) to eliminate cultural barriers, increase willingness to adopt to e-learning and to improve on their financials, CPKN needs to address the below issues :
How to increase capacity for developing and customizing software so that
CPKN can provide more services and courses
How to convert organization trainers to adopt e-learning courses so that
CPKN can increase the number of police users
How to expand their services of custom design and development so that
CPKN can improve their financial performance …show more content…
Definition of Success:
1-Standardize the police training by adding new courses in Canadian Police Sector
Council (PSC) 14 competency profiles
2-Create additional courses in order for more users to use e-learning as an alternative to classroom training
3-Have status quo trainers to accept e-learning as an alternative
Situation Analysis:
CPKN, a non-profit organization provider e-learning services to the police forces and law enforcements. They are the leading provider for online training, consulting, software development and custom designs. As shown in Exhibit A, e-learning is cost effective and time efficient as it only requires a couple of hours to learn the materials rather than the traditional method of in class training. CPKN is one of the leading providers for e-learning services to the police community. They have been partnered with national and international police forces to create long term relationship and to continue developing their online training. Recently, they have been partnered with Canadian Police
Sector Council (PSC) to standardized e-learning to make it applicable nationwide. As shown in the SWOT analysis in Exhibit B, CPKN has many opportunities to convert the trainers into Using e-learning as they have proof from Alberta Solicitor General and INTERPOL who have also adopted their elearning courses.
Decision Criteria:
1- Increasing e-learning course usage by over 75 %
2- Increasing future purchase of course catalogues and course development
3- Advancing and evolving law enforcement training through e learning courses 4- Moving towards standardization of courses
5- Converting the trainers to accept e-learning
Option 1- Standardizing E-learning on a national level
In order to standardize their policy for training, CPKN has the opportunity to partner with Canadian Police Sector Council (PSC).
CPKN has noted that by having a police user to access their e-learning course, they would become a long term client. This also gives CPKN the benefit of gaining an additional long-term client.
PSC will also give CPKN the task of creating new courses for its 14 competency profiles. CPKN should have Quebec and Ontario and British Columbia design the standardization course as according to the Exhibit D- Community Policing and
RCMP, they make up 21.5%, 30%, and 21% respectively. By having them to create the standardization, they will have the opportunity to influence the training officers to change to e-learning since the standardization of materials is not easy to teach in the classroom.
Option 2- Developing new courses by hiring an additional developer
CPKN faces some challenges in developing more courses for their clients. By hiring an additional developer, they will be able to continue their partnership with
Alberta Solicitor General for designing courses and increasing CPKN’s registered user base. In addition, this will provide CPKN to work with PSC in order for them to standardize their course. CPKN’s 2011 financials show that they …show more content…
have unrestricted funds of over $100,000 which they are able to allocate it for hiring an additional employee. The average cost of a course developer ranges from $46,000 to $50,000 a year (glassdoor, N/A). According to Exhibit C- Revenue Calculation, hiring an additional employee will increase their development revenue by 1% per year and increase their catalogue purchases.
Option 3 – Engaging Training Officers in creation the course
Currently, CPNK finds experts that they can range from low level officers to senior officers depending on whoever is available.
If CPKN uses the classroom training officers instead of random officers to help developing their software, they will be able to integrate what they want to teach in class and combine it with hands on training. This will minimize the time it takes to have the officers trained and standardize the training process.
Option 4 –Status Quo
CPKN can remain Status quo and not change their current method of operations.
According to Exhibit E –User Growth, They continuously see increases in registered users by approximately 80% in 2009. The number of courses completed by 50% in 2009 and doubling their completion by 2010. They continue to see growth in their sales with course catalogues and course development as their main source of income. If CPKN remains status quo, they will not be able to increase the number of users at a faster pace for e-learning and trainer will not be convinced that e-learning actually works.
Recommendation:
It is recommended that CPKN does the following options:
1-Standardize e-learning in order to increase the number of users by over
75%
2-Hire an additional course developer in order to partner with PSC and ASB to create additional courses
3-Engage training officers in order to show how e-learning and class training cab be combined to be most effective
By implementing option 2 and 3 first, CPKN will show training officers and PSC and
ASB the effectiveness of e-learning. Therefore, they have the capacity to develop and improve their courses.
Exhibit A – Pest Analysis
The police users require both hands on and textbook material training. E-learning provides them an option for reducing their costs. Police environment requires proper and accurate training at the fastest rate possible.
Political
CPKN – nonprofit –can get government grants to support their operations LMS provides online security to prevent criminal activities
Economical
The economy is recovering from recession but CPKN will not be affected much by the recession
Social
Police are required to have time efficient and accurate training in order to perform their duties ASAP to be effective Technological
E-learning cuts costs such as travel time, transportation costs
Exhibit B – SWOT Analysis
External
Internal
Opportunities
Increasing number of police users to use elearning
Custom courseware development has potential to raise revenues Standardized police elearning
Converting traditional trainers by having them to create the courses
Threats
Competitors may have the capacity to offer the services they can not
Users may threaten to discontinue using services if services offered is not efficient
Strengths (ability to...)
Many courses offered and several available in both English and French
CPKN is in leading position of online training solutions
Courses are cost efficient and time saving
SO: Leverage
Leading provider for e learning for police training
Providing a variety of services in addition to e-learning
Use of LMS for security
Weaknesses (inability to …)
Limited capacity to take on custom development and/or consulting ST:
Lack of financing due to NPO nature prevents them from growing fast
WT: Address/Avoid
Sustain a good relationship with
CPKN’s stakeholders to avoid possible retrogression on financial Expand the capacity to fit the growth of the CPKN
WO: Constraints:
Traditional trainers not willing to change to e-learning
Cultural barriers such as language prevent users who want to use it
Exhibit C - Revenue
2011
Revenue
Course
Catalogue
Portal Rev
Development
Rev
NRC Grant
Rev
Other Rev
Total Rev
2010
2009
$
Revenue
808,695
% of
Revenue
48%
Change to prior year -2%
$ Revenue
% of Revenue
575,516
148,135
645,176
9%
38%
-2%
2%
123,000
421,538
79,083
1,681,089
5%
100%
2%
25,616
1,145,670
$ Revenue
50%
Change to prior year -5%
398,382
% of
Revenue
55%
11%
37%
5%
1%
41,000
258,649
6%
36%
10,380
1%
12,663
721,074
2%
100%
2%
100%
Exhibit D- Community Policing and RCMP
The target market for CPKN shows that they have large number of community police officer located
Quebec and Ontario both in municipal and provincial. CPKN should focus majority of their efforts into these provinces as they make up majority of the services. CPKN may need to increase the number of bilingual services since Quebec is French speaking majority.
Community Policing
Municipal Serve
Percentage
Newfoundland
RCMP
Provincial
Percentage
383
4%
Municipal
Serve
Percentage
Newfoundland
Provincial
Percentage
Federal
Percentage
402
6.31%
102
2.28%
PEI
91
0.23%
PEI
9
0.19%
100
1.57%
22
0.49%
Nova Scotia
New
Brunswick
880
2.25%
Nova Scotia
64
1.37%
719
11.28%
174
3.88%
464
1.19%
New Brunswick
208
4.45%
519
8.14%
139
3.10%
Quebec
9199
23.50%
5354
54%
Quebec
948
21.15%
Ontario
19967
51.01%
4194
42%
Ontario
1351
30.14%
Manitoba
1516
3.87%
Manitoba
186
Saskatchewan
963
2.46%
Saskatchewan
181
Alberta
3540
9.04%
Alberta
960
BC
2525
6.45%
BC
3066
65.60%
3.98%
519
8.14%
176
3.93%
3.87%
695
10.90%
238
5.31%
20.54%
1289
20.22%
351
7.83%
1749
27.44%
946
21.10%
Yukon
Yukon
99
1.55%
16
0.36%
Northwest
Northwest
173
2.71%
12
0.27%
Nunavut
Nunavut
111
1.74%
8
0.18%
6375
100%
4483
100%
Total
39145
100%
9931
100%
Total
4674
100%
Exhibit E –User Growth
CPKN sees a steading of increase in registered users and number of courses completed. This may be due to the limited capacity of them developing courses. The projection for 2012 of March continue to see increase.
Mar-09
Mar -09
Mar-10
Mar-10
Mar-11
Registered Completed Registered Completed Registered
Users
24,249
52,373
43,781
78,663
60,531
Change
80.50%
50.20%
38.30%
March 2012, increase was calculated based on the average of prior years
References:
Salary: Course Developer. (n.d). Retrieved July 14, 2015 from http:// www.glassdoor.com/Salaries/course-developer-salary-SRCH_KO0,16htm Mar-11
Completed
161,381
105.20%
Mar-12
Registered
96,488
59%
Mar-12
Completed
286,736
78%