Develop and Implement Strategic Plans - Task 1

This task involves validating the organization's vision, mission, and values, and establishing strategic objectives in alignment with the CEO.

Module 7
Term and Year: Term 1 2019
Qualification : BSB61915 Advanced Diploma of Leadership and Management
Unit Code: BSBMGT616
Unit Title: Develop and implement strategic plans
Assessment :
Task 1 Case study and short questions
Task 2 Observation/ demonstration on presentation and short questions
Student Name: Usman shaikh
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
Task 1
You will be required to demonstrate the skills and knowledge required to research planning requirements. You will be also
required to demonstrate the planning skills and knowledge required to develop & implement strategic plans. You will be
required to demonstrate the skills and knowledge required to consult with your Management in the implementation of the
human resources strategic plan, as the organization’s General Manager, Strategic Management.
Read all materials required for this assessment task: this procedure and the Bounce Fitness Simulated Business
In response to the Bounce Fitness Simulated Business (provided). You will conduct research to discover what vision or
mission statements and discuss its coherence toward its business objectives and deliberate in a meeting (simulated), which
addresses all questions in this task and seek feedback from consultant/ expert (trainer) as well as obtaining approval from
Management for the company’s Strategic Plan.
Task 2
You are required to create a PowerPoint presentation to the Board of Directors and Management of Bounce Fitness which relates
to Assessment Week 1. The objectives of this PowerPoint Presentation are:
 Document relevant research and background for inclusion in the strategic plan
 Formulate strategic objectives and strategies needed for the future
 Detail each strategy with an assigned priority, a timeframe, responsible parties and measurable performance indicators
 Circulate strategic plan for comment, support and endorsement
 Communicate strategic plan to all relevant parties
 Brief people with a specific role in relation to strategies
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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.
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. You are required to determine the organization’s vision and mission statement with the CEO (your trainer would
undertake this role) to establish each of the proposed strategic objectives to ensure appropriate alignment or
requiring any amendments/ refinements needed to support this initiative.
Demonstration/ observation checklist
Candidate’s name
Assessor’s name Mr Andrey Loburets
Work activity Validation of Bounce Fitness’ vision, mission and values
Date
Validation of the organization’s vision, mission and values (refer to the Corporate Marketing Plan)
a. Name of company Bounce fitness
b. Mission statement
The Centres will serve the community with quality, comprehensive, unique, and distinctive health
programs and services. The employee team will expand upon the preventive services while
improving the quality of life among participants through health and fitness services utilising state
of the art equipment and practices.
c. Vision statement
The Centres will serve the community with quality, comprehensive, unique, and distinctive health
programs and services. The employee team will expand upon the preventive services while
improving the quality of life among participants through health and fitness services utilising state
of the art equipment and practices.
d. Values
1. Increase the revenue/sales of the bounce fitness corporation by at least
10% in the upcoming year as compared to current year.
2. Increase market penetration every quarter
3. Uphold the image of bounce fitness corporation as the provider of quality
fitness schemes and indulger of wellness of its clientele.
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2. Provide a brief discussion on whether Bounce Fitness would need to make any changes or refinements to its
vision or mission statement in order to achieve its business strategic objectives
Strategic/ business
objectives Evaluate how this objective aligns to the company’s vision or mission statement
a. New Fitness Centre
in Perth within 2
years
Opening a Fitness Centre in Perth within 2 years in Perth would will serve a good number of
community within less time frame
b. Investment through
excellence of
facility, staff and
operational
management
This would ensure that the center is serving the community with quality, comprehensive, unique,
and distinctive health programs and services.
c. Invest greater time
in customer
relationship
management
It would help it in becoming premiere wellness center service provider
d. Increase staff
training in line with
their job roles
This will ensure that the employee team are expanding the preventive services while improving
the quality of life among participants through health and fitness services utilizing state of the art
equipment and practices.
e. Considerations for
franchising or
licensing as options
in the next 5 years
It would allow the center in expanding without any risk of debt or any cost of equity.
Prepared by
Student’s Name
Student’s Signature Date:
Approved by
Trainer’s Name Mr Andrey Loburets
Trainer’s Initials Date:
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3. You are to participate in a meeting simulation activity to discuss in consultation with Bounce Fitness’
managers on the development of the organization’s strategic planning process.
Demonstration/ observation checklist
Candidate’s name
Assessor’s name Mr Andrey Loburets
Work activity Strategic Management Planning Meeting
Date
Meeting Activity Template
i. Meeting activity
ii. Date
iii. Venue
iv. Attendance
CEO Margaret House
General
Managers
Marketing Kath Jones
Finance Steve Brinkley
Human Resources Laura Irish
Strategic management (student’s name)
Consultant/ expert Mr Andrey Loburets
x. Absence with
apologies N/A
xi. Introduction
xii. Meeting objectives Formulating a strategic plan to implement franchising or licensing as options in the next 5 years
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4. Relate in the meeting, what are the consideration for determining information requirements and undertake research
to deliver relevant strategic information
a. Methodology Communication plan would be made for providing information regarding the organisation in
effective manner
b. Accuracy It would be assessed with proper measurement scale
c. Validity The validity of the meeting shall be assessed after attaining feedbacks from the clients
d. Reliability The ability of the system for performing the required functions under the stated conditions for
some specific time shall be assessed.
5. Deliberate briefly the organization’s political, economic, social and technological developments within the fitness
industry in Australia.
a. Politics
i. Fitness Australia, the National Health and Fitness Industry Association, governs and administers the
National Exercise Professional Registration System and its aim of the system is to ensure that registered
exercise professionals practice in accordance with national professional standards and subsequently
safeguard the health and interests of people using exercise professional services. Refer to supplementary
case study material (Fitness Australia Position Statement: Scope of Practice for Registered Exercise
Professionals) Provide an understanding on the following terms:
 The role of a
registered
exercise
professional
The core role of a Registered Exercise Professional is to plan
and deliver safe and effective exercise programs for individuals
and/or groups.
 Qualification
and
continuing
education
Registered Exercise Professionals are required to complete the
minimum level vocational qualification or equivalent higher
education qualification for category specific registration and to
hold current senior level first aid and CPR certifications.
 Professional
scope and
boundaries
 . Pre-exercise health screening
 Safety and risk assessment and management
 Application of first aid to clients where required
 Fitness assessment and analysis in accordance with
 knowledge and skill obtained through qualification and/or
continuing education
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 Professional
and ethical
practice
 Relationship with and responsibilities to clients
 Professional Integrity
 Professional Relationships and Responsibilities
 Professional Standards
a. Politics (cont.)
 List types of
legislation
and
regulations
relating to
the fitness
industry
 Jurisdictional OH&S legislation
 Civil Liability Law
 Privacy Law
 Consumer Law
 Anti-discrimination Law
 Criminal Law – this may include a national criminal history
 record check or working with children check
 Local government policy for the use of public space for
 exercise service delivery
 . Other relevant setting-specific policies or regulations
ii. Business
principles
and guidance
relating to
the fitness
industry
(refer to
Fitness
Australia
Business
Guidelines for
Fitness
Business)
Are design to promote facilitate the activities that fitness business undertake regularly to achieve
good business outcomes.
c. Economic
i. General
market
growth for
Australia
(refer to
Corporate
Marketing
Plan)
The fitness industry has grown strongly over the past five years in Australia. Rising health
consciousness and high levels of obesity have triggered further growth in gym memberships. The
range of products and services provided in the gym and fitness sector is increasing.
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ii. Perth’s
current and
potential
business
growth
The rates of taxes are high. With the same, there are ample of opportunities present in the fitness
industry. The current economy is promoting the level of business by providing a normal rate of
interest.
e. Social
i. Australian
consumer
spending
patterns
The Australian society is becoming more and more inclines towards the health services.
ii. Market trends
(refer to
Corporate
Marketing
Plan)
The range of products and services provided in the gym and fitness sector is
increasing.
The range of products and services provided in the gym and fitness sector is
increasing.
g. Technological i. Growing
popularity of
wearable
fitness
devices
The company is making continuous improvements in the processes that are used across the
companies in Australia.
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ii. Access to
substitute
fitness
services via
the Internet
The R&D team is conducting the research and finding out cheaper and easier ways for
developing fitness and training related programs. With the same, the internal processes are
developing at faster rate for providing improvement in the processes.
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6. Discuss briefly what are the key strengths and weaknesses within the organization, and its opportunities and
threats faced. (Relate to Bounce Fitness Corporate Marketing Plan).
a. SWOT analysis
i. Strengths
 Result-oriented approach to attracting and maintaining costumers.
 A well-researched detailed health wellness program with a long-term focus.
 Intensively trained staff.
ii. Weaknesses  High cost associated with customized personal service.
 The inability to work on a high-volume business model.
iii. Opportunities
 Potential to expand within the growing market.
 A large increase in clients if single cooperate company takes up the Bounce Fitness
program.
iv. Threats  Lack of immunity to an economic downtown.
 Potential competition to larger, well established competitors.
b. Competitors
i. Competitor # 1  Community fitness program and school facilities which appeals to lower income
families and or student who want to affordability from fitness facilities.
ii. Competitor # 2  Forever fit gym services which targeted motivated and dedicated individuals who
workout five to seven times a week.
iii. Competitor # 3  Better bodies which focus on casual fitness seekers who do not workout with high
intensity.
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e. Company outlook analysis
i. Market needs
a) To seek permission from the regulatory bodies in Australia for operating
properly
b) Following the health and safety measures
c) Following the ethics
iv. Service offering
capabilities
a) Increasing the total number of professionals trainers
b) Investors are provided with more attention
c) Seeking more customer attentions through differential promotional metthods
vii. Critical issues
a) Tying with medium scale organization rather than on the small sized ones for
leveraging the funds
b) There is a necessity for driving the total cost that are associated with serving every
customer
ix. Marketing
objectives
a) Increase in total number of joining
b) Building brand awareness
c) Reducing the total number of customer calling for a brochure at least 20% by the
end of the year.
xii. Financial
objectives
a) The whole program that is carried out at the center would help in improving the
viability of finance of the stakeholders.
b) Increasing the annual dividends per share by 5% every year
c) Growing the earnings per share by 15% on an yearly basis
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7. Discuss how Bounce Fitness should consider cooperative ventures that are supported by risk and cost benefit analyses, are consistent with its vision, mission and values and,
provide a due diligence evaluation.
Type of
venture
Plausible risk/s
identified
Likelihood
(L/M/H) Risk impact Mitigation strategy Cost (limitations) Benefits (advantages) Feasibility
(L/M/H)
a. Licensing
License does not
perform Low High Build in some contractual
obligation
Stretch goals
Keeping their exclusivity
within the licensed
category.
Medium
Litigation against the
brand Medium High Contractual indemnification
Misusing and
misrepresentation of the
brand
High High Develop and enforce
brand guidelines.
b. Franchising
franchises don’t
evolve as quickly as
the market trends
medium medium
Follow the system and
engage with head
office
Risk for the franchisor and
damage in brand reputation
Independence of the small
business ownerships LowChange of the franchisor Medium medium Operating the business
ready to sell
Joint employer liability medium High Buying into a franchise
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8. Select strategy with an assigned priority, due diligence review, timeframe for implementation, responsible parties involved, and measurable performance indicators against
milestones.
Type of venture Rank
(1/2)
Due diligence review
(justification)
Timeframe for
implementation
(when)
Responsible
parties involved
(who)
Measurable performance
indicators to be used
Evaluation of achievement of objectives against
milestones
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8
a. Licensing 2
Licensing companies offer very little
or absolutely no support services
after the purchase of the license.
Within 3 months Licensor and licensee Franchisee profit
b. Franchising 1 Franchise offer more well-known
names of brand and support. Within 2 months Franchisor and
franchisee KPI
Prepared by
Student’s Name
Student’s Signature Date
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Consultant/ expert feedback (Trainer please  )
Areas of discussion Agree Pending Disagree Comments
Determining information requirements
 Methodology
 Accuracy
 Validity
 Reliability
PEST analysis
 Politics
 Economics
 Social
 Technology
SWOT analysis
 Strengths
 Weaknesses
 Opportunities
 Threats
 Competitors
Company outlook analysis
 Market summary
 Market needs
 Service offering capabilities
 Critical issues
 Marketing objectives
 Financial objectives
Risk and Cost-benefit Analysis
 Licensing
 Franchising
 Strategy selection
Consultant/ expert approval
Trainer’s Name Mr Andrey Loburets
Trainer’s Initials Date
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Task 2
1. Using the information you have gathered in Assessment Week 1, you now must create a 10-minute PowerPoint
(paste PPT slides in the empty cells below as seen in the sample below) presentation for the company case to
propose to senior management on its strategic management plan.
Demonstration/ observation checklist
Candidate’s name
Assessor’s name Mr Andrey Loburets
Work activity Presentation
Date
Presentation Slide Answer Template
i. Cover page –
name of
company, title
of
presentation
and name of
presenter
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ii. Company
background
iii. Company’s
mission
and vision
statement
iv. Company’s
current
performanc
e
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v. Company’s
business
objectives
vi. Company’s
PEST
analysis
vii. Company’s
SWOT
analysis
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viii. Evaluation
of
cooperative
ventures
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ix. Strategy
selection
x. Questions
& thank you
 Question 2 is located the page after the Presentation Observation/ Demonstration Marking Rubric.
Criterion
Presentation Observation/ Demonstration Marking Rubric (for trainer use)
4 3 2 1 Mark
Visual Appeal
There are no errors in spelling,
grammar and punctuation.
Information is clear and concise
on each slide.
Visually appealing/engaging.
There are some errors in spelling,
grammar and punctuation. Too
much information on two or more
slides.
Significant visual appeal.
There are many errors in spelling,
grammar and punctuation. Too
much information was contained
on many slides.
Minimal effort made to make
slides appealing or too much
going on.
There are many errors in spelling,
grammar and punctuation. The
slides were difficult to read and
too much information had been
copied onto them.
No visual appeal.
Comprehension
Extensive knowledge of topic.
Members showed complete
understanding of assignment.
Accurately answered all
Most showed a good
understanding of topic.
All members able to answer most
of audience questions.
Few members showed good
understanding of some parts of
topic.
Only some members accurately
Presenters didn’t understand
topic.
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questions posed. answered questions. Majority of questions answered
by only one member or majority
of information incorrect.
Presentation
Skills
Regular/constant eye contact,
The audience was engaged, and
presenters held the audience’s
attention.
Appropriate speaking volume &
body language.
Most members spoke to majority
of audience; steady eye contact.
The audience was engaged by
the presentation.
Majority of presenters spoke at a
suitable volume.
Some fidgeting by member(s).
Members focused on only part of
audience.
Sporadic eye contact by more
than one presenter.
The audience was distracted.
Speakers could be heard by only
half of the audience. Body
language was distracting.
Minimal eye contact by more than
one member focusing on small
part of audience. The audience
was not engaged.
Majority of presenters spoke too
quickly or quietly making it difficult
to understand.
Inappropriate/disinterested body
language.
Content
The presentation was a concise
summary of the topic with all
questions answered.
Comprehensive and complete
coverage of information.
The presentation was a good
summary of the topic.
Most important information
covered; little irrelevant info.
The presentation was informative
but several elements went
unanswered.
Much of the information
irrelevant; coverage of some of
major points.
The presentation was a brief look
at the topic but many questions
were left unanswered.
Majority of information irrelevant
and significant points left out.
Total
Comments
Assessor’s name Mr Andrey Loburets
Assessor’s signature
Date
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2. Referencing to Q1, provide a brief discussion on the consideration when implementing a strategic plan on the
following:
i. Why is it important to
review effectiveness of
a strategic plan and
improve on it?
For taking the stock of changes in the external environment as well as to see
whether the assumptions that were in building that are actually holding true
ii. Briefly discuss what are
the performance
metrics used to review
a strategic plan?
Strategy-Based Metrics
It aims towards measuring the success or performance of the strategy on a daily
basis. It further can be classified into policy based and goal based.
iii. Discuss how
continuous
improvement is used to
make necessary
refinements to the
strategic plan.
It is used for improving the quality of the product, decreasing the cost, customer satisfaction,
employee satisfaction and reducing the waste. With the same, it is also used for increasing
the productivity and efficiency of the company and promoting teamwork.
Attendance sign-off for the Organizational Development Management Meeting
Name Position Signature Date
Margaret House CEO M. House
Student’s name GM – Strategic Management Student’s signature
Kath Jones GM - Marketing Kath
Steve Brinkley GM - Finance Steve Brinkley
Laura Irish GM – Human Resources Laura Irish
Mr Andrey Loburets Consultant/ Expert Andrey
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Assessment Submission Checklist to be completed by the Trainer/Assessor
Unit name: BSBMGT616 Develop and implement strategic plans
Task : One
Did the student complete and provide evidence for the following (please  ): Yes No
1. Provide an analysis for a company’s vision and mission?
2. Conducted a preliminary environmental analysis of company’s industry?
3. Conducted a preliminary SWOT analysis of company and its competitor?
4. Provide a risk, cost benefits analysis, due diligence and discuss the type of cooperative venture?
5. Submit within agreed timeframe?
Has the learner proven they can (please  ): Yes No Assessor’s Notes (if any)
1.1 Check with stakeholders that organisational vision and
mission are still held to be current and are supported
1.2 Make any changes or refinements to vision or mission
statement as required
1.3 Review or develop organisational values to support the vision
and mission statement
1.4 Gain support for strategic planning process from all relevant
stakeholders
2.1 Determine information requirements and undertake or
commission research to deliver relevant information
2.2 Analyse political, economic, social, and technological
developments in a global context
2.3 Seek advice from appropriate experts wherever necessary
2.4 Identify and consider strengths and weaknesses of existing
and potential competitors and allies
2.5 Analyse organisation’s strengths, weaknesses, opportunities
and threats
2.6 Consider cooperative ventures that are supported by risk and
cost benefit analyses, are consistent with the organisational
vision, mission and values and provide for due diligence
2.7 Check that analysis of internal and external environment is
consistent with the perspectives of other informed people
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Feedback and result outcome for Task 1 (please
 )
Satisfactory
Not Yet Satisfactory
Re-assessment required
Unit name: BSBMGT616 Develop and implement strategic plans
Task: Two
Did the student complete and provide evidence for the following (please  ): Yes No
1. Provide a presentation?
2. Answered all short questions?
3. Submit within agreed timeframe?
Has the learner proven they can (please  ): Yes No Assessor’s Notes (if any)
3.1 Document relevant research and background for inclusion in
the strategic plan
3.2 Formulate strategic objectives and strategies needed for the
future
3.3 Detail each strategy with an assigned priority, a timeframe,
responsible parties and measurable performance indicators
3.4 Circulate strategic plan for comment, support and
endorsement
4.1 Communicate strategic plan to all relevant parties
4.2 Brief people with a specific role in relation to strategies
4.3 Use performance indicators to monitor progress in
implementing plan
4.4 Make necessary refinements to plan
4.5 Evaluate achievement of objectives at agreed milestones
4.6 Review effectiveness of plan and consider methods for
improving strategic planning processes
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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
observation/ demonstration S NY
S DNS
Task 2 Observation /demonstration and
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
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