Establishing and Reviewing Business Continuity Management Framework and Strategies - Bounce Fitness Case Study

This document provides a case study of Bounce Fitness and guides the reader on how to establish and review a business continuity management framework and strategies. It includes a demonstration checklist, company background, scope of a BCP, and a process to develop a plan document to manage risks to a business.

Module 8
Term and Year: Term 1 2019
Qualification : BSB60215 Advanced Diploma of Business
Unit Code: BSBCON801
Unit Title: Establish and Review The Business Continuity Management Framework and Strategies
Assessment :
Task 1 Case study and short questions
Task 2 Short questions
Student Name: Usman ali
Student ID No:
Assessor’s Name: Mr 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.
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 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.
 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
The learner would need to relate to a case study of their choice and address the following:
 Consult with others to establish and implement a business continuity framework and system
 Develop and implement a process to review a business continuity management framework in consultation with others
 Analyse, evaluate and update a business continuity management framework
 Demonstrate leadership and authority for embedding business continuity management into corporate and organisational
levels of a business.
Case study
Bounce Fitness comprises of four fitness centers where its head office is currently established in Cairns, Queensland. The other
centers are in Brisbane, (Queensland), Sydney, (New South Wales) and Melbourne, (Victoria). It is the intention of the Board of
Directors that a new center will be opened in Perth, (Western Australia).
It was established in 2001 by Margaret House as a single aerobic studio. After two years’ membership increases demanded the
small leased center be expanded and a new facility was built on land purchased by the organization. In 2004 a second center was
established in leased premises in Brisbane and then Sydney and Melbourne in the subsequent two years.
The Head Office remains in Cairns and a Board of Directors has been established to oversee the function of the business in all of
the centers. Each center has a Manager, who reports to the CEO in Cairns, and a team of permanently employed fitness instructors
and other casual instructors, all of whom report to the Center Manager. The business is operated on best business practice and
complies with all legislative requirements, local by-laws and is registered with the national body.
Bounce Fitness intends to market its brand through excellence in service and expertise to establish itself as a premier provider of
fitness and wellness in Australia. Much time is invested in training the Center staff to upgrade their professional skills and in
customer service to foster a loyal member base. Classes are innovative and varied with regular changes to routines and activities.
Bounce Fitness has developed choreographed fitness moves with accompanying music which is geared to the varying interests,
needs and goals of the member group. It is intended that all around Australia, gym and fitness center members will continue to be
enhancing personal performance through classes designed and produced by this business. Classes are coupled with state-of-the-
art fitness equipment to cater to those who prefer resistance training to aerobic workouts. Additional free weights allow for use by
even die-hard lifters.
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All centers are carpeted in areas used for stationary activities, spacious, well-ventilated and air-conditioned to make the
environment as safe and comfortable as possible. They are light and feature wrap-around mirrored walls. The decor was designed
by a Brisbane firm and is updated every three years. There are showers, toilets, lockers.
Each center features a retail section selling fitness shoes, clothes and other related fitness items. There is a small cafeteria which is
leased to a provider who supplies healthy, low calorie drinks and light food. Each Center has regularly scheduled aerobic classes
ranging from high intensity to low intensity. The scheduling is left to each Center but must sustain a minimum average of twelve in
each class for them to continue to be held. The style of classes changes as new methods are developed to sustain interest and
provide variety.
Circuit classes are also scheduled for groups who move in a circuitous rotation around the different resistance equipment
sequentially as instructed by the Instructor. They are required to complete interval aerobic exercises during the completion of a
class to enhance the value of the workout.
Very low intensity classes are also held in age care facilities to keep residents active and incorporate light weights to keep them
healthy. This exercise contributes to the physical and mental health of participants as well as providing an interest in their day.
Special classes are held in high schools for senior students, sheltered workshops and other special situations as requested and are
operated at minimal or no cost as a community service.
Funding is primarily from memberships. Memberships are sold on one, three, six and twelve monthly basis on a decreasing fee
scale. Casual members are welcome, but the daily rate is a premium one.
Each Center sells memberships to 120%. This means that at peak times it could be quite crowded, but experience demonstrates
that there is a maximum of 80% usage.
The retail arm of the business accounts for about 30% of the takings from each center. The strategic plan for retail is set to increase
investment in sales this year to 35%. Each Center will be given a budget to develop and implement a sales and marketing plan to
trial. The most successful may be implemented nationally and will attract an incentive for the most successful Center.
The catering facilities are currently leased to private operators, and this is reconsidered during each annual planning session by the
Board, which produces 5% of the income, less than the rent off-set.
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Task 1
1. Demonstrate clear sponsorship, responsibility and accountability for the organization by consulting with others to
establish a governance structure for business continuity management framework in line with its business
requirements.
Demonstration/ observation checklist
Candidate’s name
Assessor’s name Mr Andrey Loburets
Work activity Meeting to propose a business continuity plan for the organization
Date
Venue
Attendance
CEO Margaret House
General Managers
Marketing Kath Jones
Finance Steve Brinkley
Human Resources Laura Irish
Centre Managers
Cairns Paul Thomas
Brisbane Ellie Tolle
Sydney Jacinta Scotts
Melbourne John Hyatt
BCM Manager (type your name) Usman ali
Consultant/ expert Mr Andrey Loburets
Absence with apologies N/A
Welcome note
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Business Continuity Management Plan and application of the framework
a. Company details
Name of company Bounce Fitness
Company background
Bounce Fitness has established its operations in Cairns, Brisbane, Sydney and Melbourne
and its head office are situated in Cairns, Queensland. The company started its operations
in 2001 by setting up its single aerobic studio in Margaret House and it opened its second
centre in 2004 in Brisbane. Its third store was opened in Sydney after two years.
Company
performance
The performance of Bounce Fitness is good since the company in all four areas of the
company in which it offers its services to customers. All the members of the company sells
membership to 120% which highlights that the company is able to achieve its set business
goals.
b. Document administration
Version 1.0
Status Draft
Next review Next month
Document owner
(Student’s name)
Role BCM Manager
Signature
Date
Scope of a BCP
This plan is used in the event of a disruption resulting from a prolonged loss or denial of
access to infrastructure and premises at the organization. It applies to all the activities and
resources necessary to ensure the continuity of the organization’s critical functions in the
event normal operations are disrupted or threatened with disruption.
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c. Glossary
Business Continuity
Planning
A process that helps develop a plan document to manage the risks to a business, ensuring that
it can operate to the extent required in the event of a crisis/disaster.
Business Continuity
Plan
A document containing all of the information required to ensure that your business is able to
resume critical business activities should a crisis/disaster occur.
Business Impact
Analysis
The process of gathering information to determine basic recovery requirements for your key
business activities in the event of a crisis/disaster.
Key business
activities Those activities essential to deliver outputs and achievement of business objectives.
Recovery Time
Objective (RTO)
The time from which you declare a crisis/disaster to the time that the critical business functions
must be fully operational in order to avoid serious financial loss.
Resources The means that support delivery of an identifiable output and/or result. Resources may be
money, physical assets, or most importantly, people.
Risk management Is the process of defining and analysing risks, and then deciding on the appropriate course of
action in order to minimise these risks, whilst still achieving business goals.
d. Explain how the Plan-Do-Check-Act (PDCA) Model as a framework
improvement for the Business Continuity Plan
PLAN
(Establish)
Evaluating key opportunties available in the market to form strategies with align with them.
DO
(Implement and operate)
Engaging in a small scale market strudy to identify key policies which are required to change.
CHECK
(Monitor and review)
Engaging in monitoring and reviewing policies to determine whether the set goals are achieved
and what is learned during the process.
ACT
(Maintain and improve)
The information collected through the study is evaluated to sustain future growth of the
company while eliminating procedures that did not work for the company.
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2. Provide a summary on actions taken to reduce or eliminate the likelihood or effects of a disruptive event, as well as
developing capabilities to ensure effective response and recovery (refer to Business Continuity Management Framework
2014-18 on building organizational resilience).
h. An overall view of the business continuity plan process i. Plan and prepare phase
Identify critical
business activities
Identify and prioritise critical business activities, and resources necessary to resume these
activities when they are disrupted.
Identify response
strategies
identify options for maintaining business continuity, covering people, IT systems and networks
and facilities
Develop a Business
Continuity Plan
organise resources to ensure the right people are available to continue critical business
activities and/ or deliver essential services
Training, testing and
maintenance
 train staff involved in delivering critical business activities
 conduct tests or exercises to validate the completeness and accuracy of the plan
 maintain the plan to ensure it remains current
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m. Response phase
Emergency response Initial response to a disruptive event, with the first priority being safety, followed by
securing assets.
Crisis management Strategic management response to the disruptive event, aiming to stabilise the situation
and communicate with stakeholders to limit further deterioration.
o. Recovery phase
Continuity response Processes, controls and resources made available immediately following a disruptive
event to ensure we resume critical functions.
Recovery response
Process, resources and capabilities that help us to resume normal activities. Also
presents an opportunity to assess responses and improve business continuity processes
and capabilities.
q. Monitoring and review
Executive management shall review the BCM plan at scheduled internvals to ensure its
continued suitability/ validity. Such reviews would consider status of actions from
previous reviews, changes in inernal and external issues releavant to the framework,
non-conformities and corrective action strategies, performance measurement results and
audits.
r. Communication
A key part of managing any disruptive event is to develop a clear and effective
communication and consultation strategy. The strategy must be deployed in a manner
that reflects the magnitude of business consequence.
3. Identify the responsibilities for following roles for the Key Contact Sheet to support the sustainability of key critical
business fuctions within their element.
s. Roles and responsibilities
Job roles Key critical business function responsibilities Contact details
Contact list - Internal
CEO Taking important business decisions [e-mail]
General Managers Responsibility of overseeing and managing administrative
functions
[e-mail]
[e-mail]
[e-mail]
Centre Managers Compliance with the orders within the set budget
[e-mail]
[e-mail]
[e-mail]
[e-mail]
BCM Manager Introducing policies to complyw with business strategies. [e-mail]
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k. Roles and responsibilities (Cont.)
Contact list – external
Consultant/ expert Helping the top-level management throught expert
opinion [e-mail]
Insurance
company
Mitigating risks faced by the company and protecting the
interest of the client [e-mail]
Suppliers Adhering to the deadline while delivering goods while
fulfilling set goals
[e-mail]
[e-mail]
[e-mail]
Emergency
services
Taking necessary measures to protect the interest of
general public
[e-mail]
[e-mail]
[e-mail]
4. Other supporting governance structure for the Business Continuity Management framework
l. Other specific deliverables
Event Log Recording, in details, the information about the events conducted by the company to
maintain appropriate records.
Recovery plan A plan which enable the company to overcome its losses and sustain its growth.
Incident recovery checklist Incident recovery checklist contains detailed information about different fields which
companies must focus to recover from accidents.
Insurance coverage Taking adequate insurance cover avoids the risks faced by companies and enables them
to recover their loss suffered during business operations.
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5. It is important to manage the risks to the business by identifying risks and analysing what are the business impact may have on its business.
Risk Management Plan Business Impact Analysis
Risk description
VH = Very High, H =
High, M = Medium, L =
Low
Risk treatment
Critical business
function
(suffer financial loss,
negative reputation,
breach or a legal or
regulatory requirement
or fail to meet
stakeholder
expectations)
Maximum Acceptable
Outage
(maximum period of time a
critical business can be
disrupted before impact is
unacceptable)
Impact of loss
(1 = moderately
significant, 2 =
significant, 3 =
highly significant, , 4
= severe, 5 =
extremely severe)
Recovery time
objectives
(Critical period
before business
losses occur)
Likelihood
Impact
Priority
Preventive action Contingency plans
New governmental
regulations
H
H
M Hiring a law firm to prepare for
future changes
Incorporating new policies
into the business
structure
Violation of legal
policies 2 month 2 2 months
Growth in number of
competitors
VH
VH
VH Improving services and price
structure to build a loyal
customer base
Providing training to
employees to
continuously improve
their skills and knowledge
Reduced customer
base and financial
loss
1 month 5 3 months
Prepared by BCM Manager’s Signature Date
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Consultant/ expert review (Trainer please  )
Areas of discussion Agree Pending Disagree Comments
BCP scope
Business Continuity Management Plan and application of the framework
Glossary
PDCA
Plan and prepare phase
Response phase
Recovery phase
Monitoring and review
Communication
Roles and responsibilities (Key Contact List)
Risk and impact analysis
Risk Management Plan
Business Impact Analysis
Consultant/ expert’s (trainer)
name Mr Andrey Loburets
Trainer’s Initials Date
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6. Attendance sign-off for the BCM 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
Paul Thomas Cairns Center Manager PThomas
Ellie Tolle Brisbane Center Manager Elle
Jacinta Scotts Sydney Center Manager JC
John Hyatt Melbourne Center
Manager John Hyatt
Usman ali BCM Manager
Mr Andrey Loburets Consultant/ Expert Andrey
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Task 2
1. Periodic or ad hoc monitoring and review ensures that strategies are up to date and incorporates lessons from
testing and activation. The BCM plan provides the road map for implementing and navigating through the BC
process, and a means for monitoring status and driving continual improvement. Identify and insert a diagram
which illustrates continual improvement of BCM plan model
a. Monitor and review
Why is it important to
identify improvements to
be made to the business
continuity arrangements?
Identification of improvements in continuity arrangements is importance since it
allows the management to monitor business process and find relevant areas in which
changes are necessary to improve the operations. This also enables them to keep
track of the changes brought due to arrangements to ensure that their business
goals are not lost and the management is still focusing on key goals.
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2. Develop a BCM communication strategy to reflect activation and deployment of plans
b. Communication and consultation
Sequence of events Type of information to be disseminated Prepared by
Participants
(who will be
involved)
Purpose of
communication
(inform, involve,
consult, collaborate)
Frequency
(how often)
Mode of
communication
(email, face-to-
face, skype)
BCM proposal Information regarding formulation and implementation of
business policies CEO and GM Top level
management Inform High Face-to-face
BCM policy development,
expectation &
accountabilities
Statistical data regarding effectiveness of the proposed
changes and accountability of parties CEO and GM Top and Middle
Level management Inform and Consult High Face-to-face
Crisis management team
meeting
Information regarding key risks identified in the business
and current mitigations policies adopted by the company
Crisis management
team members
Crisis management
team members
Consult and
Collaborate High Face-to-face
Education and training Information regarding key threats faced in the workplace
and policies regarding how to mitigate these risks
Crisis management
team members Workers Collaborate Medium Face-to-face
Testing of BCM plan Information of the factors which affects the BCM plan and
identification of policies which are relevant to BCM plan
Crisis management
team members Workers Information High Emails and Skype
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b. Communication and consultation (cont.)
Sequence of events Type of information to be disseminated Prepared by
Participants
(who will be
involved)
Purpose of
communication
(inform, involve,
consult, collaborate)
Frequency
(how often)
Mode of
communication
(email, face-to-
face, skype)
Monitoring and review by
crisis management team
Evaluation of new policies to collect data regarding their
effectiveness and feedback from workers
Crisis management
team members
Crisis management
team members and
workers
Involve Low Emails, Face-to-
face and Skype
Identification of
improvements and updates
Information regarding the gaps which are identified in
current and new policies to determine factors that makes
it difficult to achieve set goals
Crisis management
team members
Crisis management
team members Inform and consult Low Emails and Skype
Crisis management team
meeting
Engagement with other team members to evaluate how
effective the new policies are and what changes are
necessary to achieve desired goals
Crisis management
team members
Crisis management
team members
Consult and
collaborate Medium Face-to-face
Education and training Providing education and training information to workers
so that they are able to adopt as per new changes
Crisis management
team members Workers Inform Medium Face-to-face
Testing of BCM plan
Gathering information regarding the effectiveness of the
plan to evaluate whether it is suitable to achieve the
desired goals
Crisis management
team members
Top level
management and
Crisis management
team members
Consult and
Collaborate Low Face-to-face
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3. Continual improvement and BCP maintenance should reflect changes in the activities, functions, and risks to the
operation of the organization that will affect the management system. Discuss the following:
c. Review and evaluate business continuity management framework and strategies
Role of top management
support is essential to:
To ensure that appropriate policies are implemented in the company which are
focused on achieving the goals of the company
As a measure of continuous
improvement, management
should review BCM plan to
identify:
Various gaps which exist in the policies of the company that makes it difficult to
achieve organisational goals.
Copy and distribute the revised
BCM plan to ensure:
That workers and the management is aware about key discrepancies and they
are aware about new policies which are implemented in the BCM plan.
To conduct a test of the BCM
plan to facilitate:
It is important that the management focuses on identifying the key elements of
effectiveness and determine whether current policies are enough to achieve
these targets.
The need to provide education
and training again to ensure:
To ensure that the members of the company are prepared for the changes
brought by the management and they continue to operate in a productive
manner without hindering the ability of the company to achieve its desired goals.
Devise BCM plan key
performance indicators in order
to:
Ensure that the company is able to evaluate the performance of the BCM plan to
determine whether it is suitable to achieve desired goals implemented by the
company.
Activation and deployment of
plans
In order to improve the efficiency of the operations of the company while
developing policies to improve the effectiveness.
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Assessment Submission Checklist to be completed by the Trainer/Assessor
Unit name: BSBCON801 Establish and Review The Business Continuity Management Framework
and Strategies
Task : One
Did the student complete and provide evidence for the following (please  ): Yes No
1. Provide a discussion on the business continuity management framework?
2. Conducted a BCP management framework meeting?
3. Obtained approval for resources required to implement business continuity management framework?
4. Provide a risk management and business impact analysis?
5. Submit within agreed timeframe?
Has the learner proven they can (please  ): Yes No Assessor’s Notes (if any)
1.1 Gain support for the business continuity management
framework from relevant personnel
1.2 Demonstrate clear sponsorship, responsibility and
accountability for business continuity management framework
1.3 In consultation with others, establish governance structures for
business continuity management framework, in line with size
of organisation
1.4 Determine and seek approval for resources required to
implement business continuity management framework
1.5 Support relevant personnel to implement business continuity
management framework
1.6 Establish a management system for organisation’s business
continuity management program
1.7 Seek management approval of organisation’s business
continuity management framework
2.1 Develop an appropriate cyclical review process for monitoring
business continuity management framework
2.2 Provide relevant personnel with information relating to cyclical
review process for business continuity management
framework
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2.3 Develop and seek approval of tools to verify and validate
business continuity management framework activities,
processes and plans, appropriate to the organisation
2.4 Consult with relevant personnel about the implementation of
business continuity management framework
Feedback and result outcome for Task 1 (please
 )
Satisfactory
Not Yet Satisfactory
Re-assessment required
Unit name: BSBCON801 Establish and Review The Business Continuity Management Framework
and Strategies
Task: Two
Did the student complete and provide evidence for the following (please  ): Yes No
1. Provide a discussion on the short answers?
2. Submit within agreed timeframe?
Has the learner proven they can (please  ): Yes No
2.5 Monitor business continuity management framework learning, development and exercises across
organisation
3.1 Review and analyse reports on business continuity management framework learning and
development exercises
3.2 Review and analyse the organisation’s communication strategy and implement changes
3.3 Review and update the overall business continuity management framework activities, processes,
plans and resources according to results pre- and post-activation
3.4 Analyse and integrate organisation’s business impact
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Feedback and result outcome for Task 2 (please
 )
Satisfactory
Not Yet Satisfactory
Re-assessment required
Assessment Summary Result (please
 )
Task 1 Case study analysis and short
questions S NY
S DNS
Task 2 Short questions S NY
S DNS
Final Assessment Result for this unit C NYC
Feedback is given to the student on each Assessment task on Moodle YE
S NO
Feedback is given to the student on final outcome of the unit on Moodle YE
S NO
The result of my performance in this unit has been discussed and explained to me.
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
I would like to appeal the outcome of this assessment as per the appeals procedure in the Student Handbook
Student Signature Date
V2019.T1. 1.3
BSB60215 Advanced Diploma of Business/ BSBCON801/ 2019/ T1/ Assessment Tool/ Task 1 & 2 Page 20 of 20