Organizational Development Plan and Communication Plan for Bounce Fitness

This assessment requires the development of an organizational development plan and communication plan for Bounce Fitness. The plan should be laid out in the appropriate template document available from the Bounce Fitness Simulated Business. The assessment consists of three parts: developing the organizational development plan, implementing organizational development activities, and maintaining the organization development program. The principles of assessment based on ASQA's Standards for Registered Training Organizations 2015 are followed. The assessment deadline penalty and assessment/evidence gathering conditions are also mentioned. Short questions related to organizational development, commitment, data analysis, and change management techniques are included.

Module 4
Term and Year: Term 1 2019
Qualification : BSB60215 Advanced Diploma of Business
Unit Code: BSBMGT615
Unit Title: Contribute to Organization Development
Assessment :
Task 1 Short questions
Task 2 Case study meeting observation/ demonstration
Student Name:
Student ID No:
Assessor’s Name: Dr Eugene Lim/ Andrey Loburets
Student Declaration: I declare that this work has been completed by me honestly and with integrity. I understand that the Elite
Education Vocation Institute’s Student Assessment, Reassessment and Repeating Units of Competency Guidelines apply to these
assessment tasks.
Student Name:
Student Signature: Date:
Assessment submission (new) requirements
Please save this file as PDF format (include your name to the filename) before uploading onto Moodle.
Assessment deadlines penalty
It is expected that unless a simple extension, special consideration or disability services adjustment has been granted, candidates
will submit all assessments for a unit of study on the specified due date. If the assessment is completed or submitted within the
period of extension, no academic penalty will be applied to that piece of assessment.
If an extension is either not sought, not granted or is granted but work is submitted after the extended due date, the late submission
of assessment will result in a late penalty fee. For further information, please refer to the Assessment Policy.
Assessment/evidence gathering conditions
Each assessment component is recorded as either Satisfactory (S) or Not Yet Satisfactory (NYS). A student can only achieve
competence when all assessment components listed under procedures and specifications of the assessment section are
Satisfactory. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYS is
eligible for re-assessment. Should the student fail to submit the assessment, a result outcome of Did Not Submit (DNS) will be
recorded.
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Principles of Assessment
Based on Clauses 1.8 – 1.12 from the Australian Standards Quality Assurance’s (ASQA) Standards for Registered Training
Organizations (RTO) 2015, the learner would be assessed based on the following principles:
Fairness - (1) the individual learner’s needs are considered in the assessment process, (2) where appropriate, reasonable
adjustments are applied by the RTO to take into account the individual leaner’s needs and, (3) the RTO informs the
leaner about the assessment process, and provides the learner with the opportunity to challenge the result of the
assessment and be reassessed if necessary.
Flexibility – assessment is flexible to the individual learner by; (1) reflecting the learner’s needs, (2) assessing competencies held
by the learner no matter how or where they have been acquired and, (3) the unit of competency and associated
assessment requirements, and the individual.
Validity – (1) requires that assessment against the unit/s of competency and the associated assessment requirements covers the
broad range of skills and knowledge, (2) assessment of knowledge and skills is integrated with their practical
application, (3) assessment to be based on evidence that demonstrates that a leaner could demonstrate these skills
and knowledge in other similar situations and, (4) judgement of competence is based on evidence of learner
performance that is aligned to the unit/s of competency and associated assessment requirements.
Reliability – evidence presented for assessment is consistently interpreted and assessment results are comparable irrespective of
the assessor conducting the assessment
Rules of Evidence
Validity – the assessor is assured that the learner has the skills, knowledge and attributes, as described in the module of unit of
competency and associated assessment requirements.
Sufficiency – the assessor is assured that the quality, quantity and relevance of the assessment evidence enables a judgement to
be made of a learner’s competency.
Authenticity – the assessor is assured that the evidence presented for assessment is the learner’s own work. This would mean that
any form of plagiarism or copying of other’s work may not be permitted and would be deemed strictly as a ‘Not Yet
Competent’ grading.
Currency – the assessor is assured that the assessment evidence demonstrates current competency. This requires the
assessment evidence to be from the present or the very recent past.
Resources required for this Assessment
 All documents must be created using Microsoft Office suites i.e., MS Word, Excel, PowerPoint
 Upon completion, ensure that you have completed your coversheet details, i.e. your name, student ID and signature. If these
details are not present, the assessment would need to be resubmitted again.
 The document is then required to be converted to PDF and uploaded to the student learning management system for
assessment.
 Refer the notes on eLearning to answer the tasks or any additional material will be provided by Trainer.
Instructions for Students
Please read the following instructions carefully
 This assessment is to be completed according to the instructions given by your assessor.
 Students are allowed to take this assessment home.
 Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided
with feedback on your work within 2 weeks of the assessment due date.
 Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will
be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.
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 If you are not sure about any aspect of this assessment, please ask for clarification from your assessor.
 Please refer to the College re-assessment and re-enrolment policy for more information.
Procedures and Specifications of the Assessment
Read all materials required for this assessment task: this procedure, the Bounce Fitness Simulated Business and information
supplied in this case study. Write summary of the current status of Bounce fitness.
You will be required to demonstrate the skills and knowledge required to prepare an organizational development plan and
communication plan (use the templates provided) relating to a development in the organization. This assessment consists of 3
parts:
1. Develop organizational development plan
2. Implement organization development activities
3. Maintain organization development program
In developing your plans, ensure they are laid out in the style demonstrated by the appropriate template document available from
the Bounce Fitness Simulated Business and that you access all appropriate report writing format from the simulated business to
assist in the development of your plans.
You must consult with and gain approval from your assessor prior to preparing your plans and ensure that your final plans are
professionally presented and contain no spelling or grammatical errors.
Note: Your assessor will complete the following table as they assess your plans, therefore ensure you meet each requirement in the
table and utilize it as a guide in the development of your plans.
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Task 1
1. Complete the following short questions individually.
a. Why is it important
to analyse strategic
plans in order to
determine the
organization
development
needs?
After completing of the strategic plan, it is significant that different ways to evaluate the results
are found to improve future strategies. The company should evaluate whether the changes
introduced in the process are effective and whether the resources are used in an efficient
manner. After beginning of the organisational development and planning cycle, it is important
that the current position of the company is evaluated to determine its structure and identification
of any redundancies. The culture of the company is evaluated as well to determine whether
customers are satisfied or not. This assists the company in implementing policies for increasing
profits, improving customer services and increasing satisfaction of employees.
b. Why is it important
to profile the
organisation’s
culture and
readiness for
organizational
development?
Organisational readiness is a multi-faceted and multi-level process which is referred to the
members’ ability to commit to change policies and solve the implement of change policies. It
varies based on how many members’ values are changed and how favourable they are to three
key determinants of implementation capability which include situational factors, task demands
and resource availability. The employees are more likely to initiate change, exhibit persistence,
display cooperative behaviour and put greater efforts in their work when the organisational
readiness is high and it leads to effective implementation of policies.
2. Imagine you have identified someone in your organization who should be involved in the OD planning process
due to their technical expertise and skills. However, when you have discussed this with them, they have
complained that they are far too busy and can’t possibly get involved.
a. What steps can you
take to gain their
commitment?
It is important to prepare the employees first before gaining their commitment towards involving
in the OD planning process. The manger should engage with the employees to learn about their
issues to identify the key issues to map out exactly what is needed from the employees to help
them understand the situation. Respecting employee needs is important and developing policies
to meet on the middle ground will assist the leaders in gaining the commitment of their
employees.
b. Why is it important
to determine the
commitment of
people who have
key roles in the OD
planning process?
OD highlights the role of top level management’s support, involvement and commitment towards
the company and employees. They are required to implement a bottom-up approach in order to
improve the culture in the company. Without a strong commitment, employee engagement
increases and the policies are formulated while considering the needs of employees based on
which the commitment plays a crucial role.
3. Imagine that you are in a team of OD consultants working with a furniture manufacturing business. The business
is experiencing difficult trading conditions and has invested heavily in new furniture designs and manufacturing
processes. Sales are 15% lower than in previous years and the number of complaints is rising. The volume of
furniture that has to be reworked or scrapped is unacceptably high.
a. What data would
you look at to
explore this
situation further?
The data will be collected from a wide range of work groups who are consciously designed by
the management in order to maximise efficiency and achieve organisational goals. I will collect
data for evaluating the performance of individual and organisation after the change by looking at
goals set in the planning process. Determine the importance of each individual and process for
achieving corporate goals and how close the company was to meet its goals. After evaluation of
this information, the development cycle starts again with new ideas, change and possibilities.
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4. Explore the following change management techniques and provide a brief discussion for each technique:
a. Business re-
engineering
Business Process Re-engineering (BPR) is referred to the process of radical redesign of the
core business activities of the company in order to achieve dramatic improvements in
productivity. In BPR, the corporation starts by a blank sheet of paper to rethink its existing
processes in order to deliver more value in the business by adopting new value system that
emphasis on customer needs.
b. Consultative
processes
In the case of small business, consultative process is less formal; however, it still took place.
The consultative process assists in guiding what is the issue and how it affects the interest of the
stakeholders. Workplace health and safety is a key agenda in the business and its objectives are
achieved by the company through consultation process by addressing its major issues.
c. Job design
Job design is referred to a core function of the human resource management policies in the
company which relates to specification of contents, methods and relations of jobs in order to
satisfy technological and organisational requirements along with social and personal
requirements which are required for a job holder.
d. Organizational
design
It is referred to a step by step methodology which is used by organisations to identify
dysfunctions aspects relating to work flow, systems, procedures and structures which assist in
realigning them to fit current business goals and develop policies to implement and embrace
change.
e. Systems redesign
It is the process of observing systems for troubleshooting or development purposes in order to
implement relevant policies to improve their operations which leads to achievement of
organisational objectives.
f. Work reorganization
It is referred to the restricting of a company’s operations in order to increase the focus on core
practices and outsource peripheral ones which usually require reduction in workforce.
5. Provide a cost
benefit analysis for
the organization
(including any
opportunity costs) to
evaluate the idea of
considering an OD
program.
Cost
(list 3 limitations)
Benefit
(list 3 merits)
It increases the costs relating to payment of
salaries. It builds strong relationships with employees.
Introduction of new policies makes other
resources obsolete.
It assists in identifying discrepancies in the
operations of the company.
The management has to increase its spending
on the employees and their needs.
It increases overall efficiency and
effectiveness of employees and the
corporation.
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6. Briefly discuss how each of the following intervention may form part of an organizational development plan
(please refer to the supplementary case study materials):
1. Individual
i. Performance
appraisals Assists in identifying the current performance of employees.
ii. Life and career
planning It increases retention rate of employees in the workplace.
iii. Process
improvement It improves efficiency of operations.
d. Team/ unit
i. Quality of work
life It leads to higher customer satisfaction.
ii. Job enrichment Achievement of high employee satisfaction
iii. Process
consultation Identification of key discrepancies in the processes
g. Intergroup
i. Work-flow
planning Assist in overcoming future and current work related issues
ii. Scheduling
review Evaluation of performance of employees to identify gaps in current and desired outcomes
iii. Third-part
intervention Auditing of the effectiveness of current policies of the company
j. Organization
iv. Strategic
planning Developing plans to attain sustainable growth in the business
v. Reengineering Addressing current gaps in the business processes
vi. Structural
change Improvement in policies to achieve corporate goals
7. How can the use of
surveys maintain
support for the OD
program and activities?
Through surveys, the management can collect relevant data from customers and employees
which identify effectiveness of current OD policies and find gaps to improve these programs
and activities.
8. Why is it important to
maintain regular team
meetings and individual
feedback to maintain
the OD program?
The management can easily collect feedback from the employees in regular team meetings
which allow them to determine whether current policies and suitable and what changes are
necessary to make them effective.
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Task 2
1. Read the case study below and acting as an OD consultant, you are required to conduct a meeting to propose an
OD program to a senior management (your trainer would undertake this role) of the Bounce Fitness addressing an
action plan for achieving the organizational development objectives.
Margaret House, CEO of Bounce Fitness and the Board of Directors are keen to have the four Centers registered
with Fitness Australia (www.fitness.org.au). They feel that standards required to be met as a registered fitness center
would not only ensure the credibility of the organization in the eyes of the public but would provide goals for the
Centre Managers and teams.
Registration will require meeting the Code of Conduct for the state in which each Centre is located and ensuring that
all trainers meet, or immediately undertake training to meet, certain standards. Information about the registration can
be obtained by going to the Fitness Australia website and clicking on the Register Your Fitness Business tab. The
Codes of Conduct for each State are also linked here if you scroll down the page.
The minimum educational qualification required by Bounce Fitness for all trainers is the Certificate III in Fitness
Instructing and all trainers must hold this to continue to work as a trainer of classes and individual clients. At this
point in time, this has not been consistently applied. In Cairns all are qualified, in Brisbane two (2) need the basic
training, and in Melbourne there is one (1). It is intended under the change management initiative that all trainers,
once they have completed the basic training will continue to pursue further training, the Certificate IV and Diploma,
annually as personal development.
Bounce Fitness will pay for the training fees and other incidentals such as text book requirements and provide one
(1) paid hour per week for study leave. Bounce Fitness will also reimburse travel and accommodation for compulsory
study attendance sessions. You can get more information on this at the Fitness Australia website under the Fitness
Careers / Get qualified tab.
It is expected that the change management process will be fairly smooth if adequate measures are taken and the
process is well managed. The major resistance will come from the three (3) trainers who do not have this
qualification and have learned through experience. That is why they do not have it now. They will also not want to
participate in the further training initiative.
If the whole standardization process is not managed carefully, there is potential for dissatisfaction and all Centers
may not comply with the standardized procedures. This is a major concern for the Executive; hence your
recommendations are crucial.
In essence, Bounce Fitness’ continuous improvement policy encapsulates the organization’s commitment to ensure
that there is systematic continuous improvement of its operations, management systems, training, life coaching and
activities through consultation with staff, clients, stakeholders and external experts
In addition, the organization believes in the importance of quality to achieved sustained, profitable growth by
providing services that consistently satisfy the needs and expectations of its customers. This level of quality is
achieved through the adoption of a system of procedures that reflect the competence of Bounce Fitness to existing
customers, potential customers and independent auditing authorities.
Apart from that, Bounce Fitness has planned its business strategy to an above-market return on investment through
staff for greater customer service excellence and invest greater time in customer relationship management and
through continued provision of excellence in service and equipment.
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Demonstration/observation checklist
Candidate’s name
Assessor’s name Dr Eugene Lim/ Andrey Loburets
Work activity Conducting a meeting to draft a OD program for the organization
Date
a. Bounce Fitness Management Meeting
i. Meeting activity OD program proposal
ii. Venue
iii. Attendance
CEO Margaret House
General Managers
Marketing Kath Jones
Finance Steve Brinkley
Human Resources Laura Irish
OD Consultant (student’s name)
viii. Absence with
apologies N/A
b. OD Program Plan Proposal (refer to the case study write-up above)
i. Purpose of an OD
document
OD is the practice of planned, systemic change in the beliefs, attitudes and values of employees
for individual and company growth. The purpose of OD is to enable an organization to better
respond and adapt to industry/market changes and technological advances.
ii. Strategic priorities
needed to be
addressed
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2. In order to achieve communication objectives in relation to the desired organizational development activities, your task now is to plan the communication/ engagement plan to
enable affected groups to gain the knowledge they need to prepare and engage in the proposed OD program. You should identify what you think should be communicated, to
whom, by whom, when and using what method/s.
Communications/ engagement plan
Audience
Key message
Communicatio
n methods
(How are we going
to tell them?)
Personnel
(Who is
responsible
for doing it?)
Deadline
(when will
this be
completed?)
Role in OD
(in favor,
neutral or
opposed)
Level of
engagement
(inform, involve,
consult,
collaborate)
Expectations and concerns
(briefly describe what they expect and are
concern with)
Engagement strategies
(What needs to be done to support staff and how
often they would need to participate in a
scheduled meeting?)
Senior management High Consultation Monitoring of the internal and external
environment
Consultation Emails Relation
manager
12 August
2019
Centre managers Moderate Involvement Evaluating the impact on customs Consultation Face-to-face Relation
manager
12 August
2019
Support staff Low Consultation Monitoring of economic environment Consultation Group meeting Relation
manager
12 August
2019
Fitness trainers Low Consultation Monitoring behavior of customers Consultation Group meeting Relation
manager
12 August
2019
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3. As an OD consultant, discuss how to maximize participation in and support for organization development including strategies or techniques for:
Organizational
development
strategies
Identify and implement consultative processes to maximize participation in the organization
development process Proposed OD
intervention
activity
How does it work?
(briefly describe how each OD intervention activity
works)
Type of
consultative
process
How does it work?
(briefly describe how each
consultative process works)
Person in
charge
Implementation timeline
(highlight which months that the OD intervention
activity would implemented)
1 2 3 4 5 6 7 8 9 10 11 12
a. Change
management
Full public
consultation
Full public consultation is
conducted with representative
samples of the citizenry using
standard scientific methods of
random sampling.
CEO
OD
Consultant
Survey
feedback
Data is collected from public through random
sample method.
Cultural
transformation
Cultural factors are considered while determining
selecting the sample for public consultation.
c. Organizational
learning
Focus group
forum
It is a qualitative research
method in the social science
which focuses on a particular
topic and application in the
development program
evaluation sphere.
General
Managers
OD
Consultant
Coaching Members are trained to focus on specific features
and demands of the focus groups.
Sensitivity
training
Sensitivity training is necessary for the protection
of minority group members.
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Organizational
development
strategies
(cont.)
Identify and implement consultative processes to maximize participation in the organization
development process Proposed OD
intervention
activity
How does it work?
(briefly describe how each OD intervention activity
works)
Type of
consultative
process
How does it work?
(briefly describe how each
consultative process works)
Who does
it involved
in taking
lead?
Implementation timeline
(highlight which months that the OD intervention
activity would implemented)
1 2 3 4 5 6 7 8 9 10 11 12
e. Talent
development
Targeted
consultation/
in person
meeting
Target consultation focuses on
receiving stakeholder feedback
through in person meeting to
collect relevant data.
CEO
assisted by
OD
Consultant
Cross-
functional
training
Cross functional training assists members during in
person meeting and target consultation.
Leadership Effective leadership is necessary to ensure
efficiency in target consultation process.
g. Innovation
and creativity
Team
workshops
Team workshops focus on
groups to discuss and agree on
definition and purpose of teams
in the work context.
OD
Consultant
assisted by
General
Manager -
HR
Team building Team workshops facilitate team building among
members.
Quality
circles
Quality members and data can be categorized into
quality circles.
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4. During the meeting discussions, you are of the opinion that the organization should consider embarking on team
development and training activities to facilitate a kick-start off the proposed OD program as it would develop
collaborative approaches to problem-solving and development. As an OD Consultant, your recommendations are as
follows:
a. The importance of
team development
and dynamics for the
organization
Team development assists in building strong relationships with employees to ensure that they
dedicatedly work towards achieving organizational goals. Effective dynamics enables them to stay
relevant even in adverse marketing conditions. Tuckman’s provided different phases which
corporations can follow for group development (Seck and Helton, 2014).
b. What are the stages of group development
i. Forming
The team members should meet to identify relevant opportunities and challenges in which the
leader plays a dominating role to understand the work of each team members.
ii. Storming
In this phrase, people push boundaries and they rely on positive conflict to find different problems
and relevant solutions for those issues.
iii. Norming
In this process, the differences are resolved and parties started appreciating each other’s’
strengths and respects. They give each other constructive feedback to overcome their
weaknesses.
iv. Performing
This is the final stage where the leader delegates the work to achieve team’s goal and appropriate
structures and processes are set up in order to support each other.
v. Reference
(for Q 4b)
Seck, M.M. and Helton, L. (2014) Faculty development of a joint MSW program utilizing
Tuckman's model of stages of group development. Social Work with Groups, 37(2), pp.158-168.
g. Objective for this
program
The objective of this program is to build team spirit and find relevant solutions to business
problems though group development.
h. You are to explain that there are 3 training focus areas for this team development program.
Training focus areas What does it do? How does it help? Training activities
i. Managing conflict
and resolution
It identifies and handles
workplace disputes sensibly,
fairly and efficiently
It increases focus of the
company on core practices
and avoid creating a hostile
working environment
Constructive criticism
between employees and
building team spirit through
group activities (Ji et al, 2012)
ii. Problem-solving
skills
It fosters innovation and
enables employees to find
relevant solutions to
organizational problems.
It enables the company to
stay relevant in adverse
market conditions
Encouraging employees to
contribute their ideas in
decision making (Nda and
Fard, 2013)
iii. Brainstorming
Identify different alternative
solutions to come up with
though and ideas with
address major problems
It assists in formulation of
policies which addresses
issues in the workplace
Group meetings to find
solution to business problems
(Martínez-Ros and Orfila-
Sintes, 2012)
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iv. References
(please list your source of
information for the 3
training focus areas)
Ji, L., Huang, J., Liu, Z., Zhu, H. and Cai, Z. (2012) The effects of employee training on the
relationship between environmental attitude and firms' performance in sustainable development.
The International Journal of Human Resource Management, 23(14), pp.2995-3008.
Nda, M.M. and Fard, R.Y. (2013) The impact of employee training and development on employee
productivity. Global Journal of Commerce and Management Perspective, 2(6), pp.91-93.
Martínez-Ros, E. and Orfila-Sintes, F., 2012. Training plans, manager's characteristics and
innovation in the accommodation industry. International Journal of Hospitality Management, 31(3),
pp.686-694.
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5. Obtain approval from senior management (Your trainer would undertake this role) of Bounce Fitness on how
management support for this OD program based on the following considerations:
Organizational development
strategies
Proposed OD intervention
activity
Approval
(Trainers please  ) Comments
Support Resource
allocation
 Change
management
Survey feedback
Cultural transformation
 Organizational
learning
Coaching
Sensitivity training
 Talent development
Cross-functional training
Leadership
 Innovation and
creativity
Team building
Quality circles
Approved by
Senior Management
(Trainer) Name : Dr Eugene Lim/ Andrey Loburets
Senior
Management(Trainer)
Initials:
Date
6. Attendance sign-off for the Organizational Development Management Meeting
Name Position Signature Date
Margaret House CEO M. House
Kath Jones GM - Marketing Kath
Steve Brinkley GM - Finance Steve Brinkley
Laura Irish GM – Human Resources Laura Irish
OD Consultant
Assessment Submission Checklist to be completed by the Trainer/Assessor
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Unit name: BSBMGT615 Contribute to Organisational Development
Assessment: Task 1
Did the student complete and provide evidence for the following (please  ): Yes No
1. Answered all short questions?
2. Submit within agreed timeframe?
Has the learner proven they can (please  ): Yes No
1.1. Analyse strategic plans to determine organisation development needs and objectives
1.4. Collect and analyse data on areas of the business experiencing problems or that need realignment
1.6. Consider change management techniques required to achieve the workplace culture outcomes and
build them into the organisation development plan
3.3. Set out activities and interventions in the organisation development plan and maintain, evaluate
and modify them as required
3.5. Evaluate organisation development plans in terms of costs and benefits, including opportunity
costs
Feedback and result outcome for Task 1 (please
 )
Satisfactory
Not Yet Satisfactory
Re-assessment
required
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Unit name: BSBINN601 Lead and Manage Organisational Change
Assessment: Task 2
Did the student complete and provide evidence for the following (please  ): Yes No
1. Provide a demonstration of conducting a meeting for the case study
2. Provide a communications plan as well as inputs for the change management for the case study?
3. Submit within agreed timeframe?
Has the learner proven they can (please  ): Yes No
Assessor’s Notes on
demonstration/ observation (if
any)
1.2. Consult with relevant groups and individuals to profile the
organisation's culture and readiness for organisational
development
1.3. Determine who will take key roles in the organisational
development process and confirm their commitment
1.5. Determine and agree on objectives and strategies for
organisational development
1.7. Develop communication/education plans to achieve
communication objectives in relation to the desired work
environment and desired approach to problem-solving and
developmental activities
2.1. Identify and implement consultative processes to maximise
participation in the organisation development process
2.2. Undertake team development and training activities to
develop collaborative approaches to problem-solving and
development
2.3. Facilitate groups to articulate problems and to propose
means for resolving the problems
2.4. Manage conflict between individuals and/or groups to achieve
consensus or agreement
2.5. Undertake interventions in accordance with the organisation
development plan
2.6. Brainstorm alternative proposals, and negotiate and agree on
outcomes
3.1. Undertake surveys to identify any loss of support for
organisation development program and activities
3.2. Maintain regular team meetings and individual feedback in
accordance with communication plan
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3.4. Ensure senior management reinforces organisation
development program by ongoing messages of support and
appropriate resource allocation
Feedback and result outcome for Task 2 (please
 )
Satisfactory
Not Yet Satisfactory
Re-assessment
required
Assessment Summary Result (please
 )
Task 1 Short questions S NYS DNS
Task 2 Case study meeting observation/
demonstration S NYS DNS
Final Assessment Result for this unit C NYC
Feedback is given to the student on each Assessment task YES NO
Feedback is given to the student on final outcome of the unit YES NO
The result of my performance in this unit has been discussed and explained to me (please place signature below)
Student Signature Date
Trainer/ Assessor’s declaration: I hereby certify that the above student has been assessed by myself and all assessments are carried
out as required by the Principles of Assessments (Clause 1.8 of the Standards for RTO 2015).
Trainer/ Assessor’s
Initials
Date
Appeal Process (only for mitigating circumstances)
I would like to appeal the outcome of this assessment as per the appeals procedure in the Student Handbook
Student Signature Date
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