Assessment II - Strategic & Business Planning

T-1.8.
Details of Assessment
Term and Year Time allowed 7 Weeks
Assessment No 2 Assessment Weighting 80%
Assessment Type Strategic Business Plan & Presentation
Due Date Week 7 Room TBA
Details of Subject
Qualification BSB61015 Advanced Diploma of Leadership and Management
Subject Name Strategic & Business Planning
Details of Unit(s) of competency

Unit Code (s) and BSBMGT617 Develop and implement a business plan
Names BSBMGT616 Develop and implement strategic plans
Details of Student
Student Name ZESHENG DAI
College Student ID 201735015
Student Declaration: I declare that the work Signature: ___________________________

submitted is my own, and has not been copied or
plagiarised from any person or source. Date: _______/________/_______________
Details of Assessor
Assessor’s Name
Assessment Outcome
/ 80
Results Competent Not Yet Competent Marks
FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
Student Declaration: I declare that I have been Assessor Declaration: I declare that I have
assessed in this unit, and I have been advised of my conducted a fair, valid, reliable and flexible
result. I am also aware of my right to appeal and the assessment with this student, and I have provided
reassessment procedure. appropriate feedback
Signature: ____________________________ Student did not attend the feedback session.

Feedback provided on assessment.
Date: ____/_____/_____
Signature: ____________________________
Date: ____/_____/_____
Strategic & Business Planning, Assessment No.2 Page 1

v1.2, Last updated by MM on 24/01/2019
T-1.8.1
Purpose of the Assessment
The purpose of this assessment is to assess the student in the following Competent Not Yet
learning outcomes: (C) Competent
(NYC)
BSBMGT617 Develop and implement a business plan
1.1 Review and evaluate pre existing strategic, business and operational plan,
if available
1.2 Analyse and interpret business vision, mission, values and objectives
1.3 Consult with key stakeholders
1.4 Review market requirements for the product or service, profile customer
needs and research pricing options
1.5 Develop performance objectives and measures through consultation with
key stakeholders
1.6 Identify financial, human and physical resource requirements for the
business
1.7 Consider any permits or licences that may be required for new activity
1.8 Write business plan
2.1 Communicate business plan to all relevant parties and ensure

understanding of performance requirements and timeframes
2.2 Ensure skilled labour is available to implement plan
2.3 Test performance measurement systems and refine, if necessary
2.4 Ensure timely reports on all key aspects of the business are available, user
friendly and balanced in terms of financial and non financial performance
2.5 Report system failures, product failures and variances to the business plan
as they occur
3.1 Analyse performance reports against planned objectives
3.2 Review performance indicators and refine if necessary
3.3 Ensure groups and individuals contributing to under performance are
coached, and provide training where appropriate
3.4 Review system processes and work methods regularly as part of
continuous improvement
BSBMGT616 Develop and implement strategic plans
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

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2.7 Check that analysis of internal and external environment is consistent with
the perspectives of other informed people
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
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
 Computer with relevant software applications and access to internet

 Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
 This assessment has to be completed In class At home
 The assessment is to be completed according to the instructions given by your assessor.
 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 two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
 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 aspects of this assessment, please ask for clarification from your
assessor.
 Please refer to the College re-assessment for more information (Student Handbook).

T-1.8.1
ASSESSMENT BRIEF
Note: The organisational details used in this assessment have been sourced (and to some extent
paraphrased) from the organisation’s website and other relevant external sources. The information
used here is solely for educational purpose.
This assessment comprises both the report and presentation as a summative assessment. You are
required to prepare a strategic business plan report and perform a presentation for your business
plan. To complete this assessment, you are required to follow the reporting structure as provided to
complete the business plan (PART A) and perform a presentation of your plan (PART B).
PART A – STRATEGIC BUSINESS PLAN REPORT– 70%

Using the Strategic Business Plan template provided in this assessment, develop a strategic
business plan for an enterprise of your choice (within Australia) or use the simulated
organisational context of Academies Australasia Group.
You will be working to develop a strategic business plan for your chosen business to open a new
branch at Hobart. The paper and the presentation should include a well-laid process to actualize the
business idea, strategic financial feasibility, marketing feasibility, and operational feasibility. In order to
open a new branch to offer services at Hobart, the company needs to have the appropriate legal
clearance from the relevant authority. You will also need to conduct an extensive research to identify
the legal requirements and summarize your findings.
To demonstrate competency you will need to consider in your analysis the capabilities and resources
of the new enterprise, vision, mission, trends and developments in the marketplace, comparative
market information, and legal and ethical restraints on the proposed business activity. Finally, the
strategic business plan should provide a forecast for the long-range direction of the business and its
strategic success.
PART B – PRESENTATION OF STRATEGIC BUSINESS PLAN – 10%

In PART B, you are required to prepare a presentation to communicate and consult with relevant
stakeholders on the organisation’s strategic business plan and discuss the critical issues such as
organisational details, business strategies, marketing strategies and analysis, operational plan, and
financial plan.
 Your presentation will be a PowerPoint presentation of 15-20 slides using the critical elements
of the presentation structure. You may not use more than 20 slides.
 Include a list of reference or sources that you may have used to prepare the presentation.
 Marking weights for the presentation is within the marking criteria table.
 You are also required to attach the presentation slides at the end of the report as APPENDIX.

T-1.8.1
SIMULATED CASE ORGANISATION (if not using an organisation of your choice)

(Information about the organisation has been sourced from the organisation’s website and other
relevant internet sources)
Academies Australasia is a leading education provider in Australia offering English language, Senior
High School, Singapore Government School Preparatory Certificate, Diploma, Advanced Diploma,
Bachelor and Master degree courses. They offer more than 100 qualifications to about 5,000 students
across campuses in Sydney, Melbourne, Brisbane, Perth Adelaide, Dubbo and Singapore. Students
to the organisation come from over 129 countries. This diverse student population creates a truly
unique learning experience for the students planning to undertake Australian qualifications. For more
information on Academies Australasia and its operation, please visit the organisation’s website at
http://www.academies.edu.au/.
Organisational mission, vision and core values (sourced)
Vision: To be the provider of choice to a niche market in vocational education and higher education
by offering a select suite of high quality courses that empowers students to flourish and achieve their
career goals. To grow as one of the largest educational institutions in Australia and progressively
expand in overseas markets.
Mission: To provide students with an engaged, high quality academic experience, supported by a
proactive service culture and a personal touch. We will achieve this by identifying, developing and
delivering industry-relevant and academically-rigorous courses in targeted discipline areas to produce
graduates who are work ready.
Core Values:
 “Student-centred”
 Respect for individuals - students, staff, peers, other stakeholders
 Act with integrity
 Uphold equity, access and sustainability principles
 Encourage free intellectual inquiry through scholarly activities
History and Securities Exchange Listing (sourced)

The Academies Australasia brand is now also well regarded internationally. It represents a unique
education group with a wide range of operations, more than 106 years of experience and high
standards. A group established in Australia that does Australia proud. Established in 1908 Academies
Australasia has been operating for 106 years. It has a long and successful experience in education –
going back in excess of 50 years.

T-1.8.1
Listed on the Australian Securities Exchange 37 years ago, it is Australia’s longest listed education
group. Public listed status means that apart from having to meet the well regarded and carefully
supervised standards of the education sector, Academies Australasia colleges must also comply with
the strict financial and reporting regulations of the ASX.
Educational and Corporate Partnerships (sourced)

Academies Australasia has strong alliances with highly regarded education institutions in Australia.
For example, for many years Academies Australasia has collaborated with Blue Mountains
International Hotel Management School to offer programmes for their students before they move on to
specialised hotel management programmes. Below is a list of Australian and overseas partnerships
with Academies Australasia.
Educational Partnerships Corporate Partnerships

Australia - Asia Society Australia
- Blue Mountains International Hotel Management - Australia Taiwan Business Council
School - Australian Council for Private Education and
- Central Queensland University Training (ACPET)
- Charles Darwin University - Council of Private Higher Education (COPHE)
- Charles Sturt University - English Australia (EA)
- Curtin University of Technology - International Education Association Australia
- Deakin University Australia (IEAA)
- Federation University Australia - National ELT Accreditation Scheme (NEAS)
- Griffith University
- James Cook University
- Southern Cross University
- Torrens University
- University of Canberra
- University of Western Australia
- University of Western Sydney
- University of New England
- University of Tasmania
- Victoria University
Netherlands
- Fontys University of Applied Sciences
USA
- California State University, Monterey Bay

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Courses and Qualifications offered (sourced)

Academies Australasia offers a range of courses that are recognised under the Australian
Qualifications Framework (AQF) and that that are accredited by the National VET Regulator and that
are registered on the Commonwealth Register of Institutions and Courses for Overseas Students
(CRICOS). AQF programs are nationally recognised, which means your qualification and skills can be
used anywhere in Australia and also provide you with credit towards further study at University.
Courses are categorised in distinct levels, from the basic Certificate II up to Advanced Diplomas and
Bachelor’s Degrees. Specialisations include Leadership and Management, Travel and Tourism,
Hospitality Management, Information Technology, Accounting and Financial Services, Marketing,
Project Management, Business, Childcare, Agriculture and so on. Details on the courses offered can
be found at http://www.academies.edu.au/our-courses.html#.XEZK61UzbGg.
College / Local Facilities (sourced)

All campuses of the college have:
 classrooms equipped with whiteboards, and access to overhead projectors, data projectors,
televisions, DVD and video recorders;
 computer labs with printers and Internet access; and
 student lounge equipped with kitchen facilities, microwave and vending machines, as well as
additional computers with internet access, printers/copiers, etc
 Wireless internet
Student Support Services (sourced)

The College offers appropriate support services to students to ease the transition into life and study in
Australia and allow access to appropriate assistance as needed. Counselling services are available to
students in order to assist them with their career aspirations and any other matters concerning their
study at the College. Students with issues regarding the transition into life and study in Australia
should contact the Student Support Officer.
The students’ progress is reviewed regularly to ensure that they are progressing in accordance with
their particular program. The College’s Student Support Officer and Course Coordinators are
available for consultation in this matter by appointment (to be organised with Student Services).
Students with any special medical or physical requirements should advise the Student Support
Officer. The College endeavours to assist students with special needs to ensure their comfort and
convenience are optimised. Information regarding available support services is accessible to
students. For the benefit of international students, the College maintains close liaison with
Department of Home Affairs so that applications and any queries can be attended to promptly. Where
it is not appropriate for the College, its trainers or staff to advise on any issue, the student may be
referred to an external party for advice. Where a student requires more formalised assistance,
recommendations can be provided for appropriate language and/or bridging courses.

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Access and Equity Policy (sourced)

The College is committed to ensuring that all eligible students have access to educational
opportunities. The College applies easily defined and tangible rules in support of access and equity,
namely:
 All students are given fair and reasonable opportunity to attend and complete their training
within expected and agreed timeframes.
 Direct or indirect discrimination is not tolerated and will lead to disciplinary action of the
offender if proved.
The College believes that opportunities to participate in education and training ought to be available to
all people on an equitable basis. The potential for education and training to improve a person’s life
chances, and to give them security and satisfaction both in work and in life has positive
consequences for society as well as for the individual. The College is committed to the creation of a
working and learning environment which caters for the culturally diverse society in which we live. The
College supports laws and policies which eliminate discrimination and harassment and promote fair
treatment for all. This policy is in line with best practice management and is cost effective since it aims
to ensure that the community’s entire pool of talent is drawn upon to create and provide services more
representative of, and better suited to, community needs. The College also recognises the need to:
 identify and remove structural barriers to access and equity in education and training; and
 encourage the customisation of training delivery which suits the needs of all students and is
sensitive to cultural differences
Quality Management & Feedback Policy (sourced)

Academies Australasia adopts a quality management policy with the aim to achieve quality through
focusing on customers and continuously improving all processes in its core business of vocational
education. The College is committed to compliance with Australian Government. The College has
deliberately emphasised the principles of customer focus and continuous improvement because they
are:
 core to the requirements of the various accreditation authorities;
 fundamental to the quality management process; and
 helpful, if correctly followed, to achieving our other goals
Customer Focus is a goal or objective and a touchstone for analysing each decision, process or plan.
The emphasis on Customer Focus sends a strong message to the organisation’s customers and to all
staff about the fundamental importance of customers. Continuous Improvement provides an ongoing
strategy for achieving this goal. This also signals to all staff and customers that the College has an
ongoing process of planning, implementation and review. With these core principles in mind, the
College appreciates the feedback that it receives. Students are encouraged to provide feedback on all
aspects of its operations to enhance the quality of service it provides.

T-1.8.1
Diversity Policy (sourced)

Diversity refers to all the characteristics that make individuals different from each other. It includes
characteristics or factors such as religion, race, ethnicity, language, gender, sexual orientation,
disability, age or any other area of potential difference. Academies Australasia is committed to
diversity and inclusiveness, and to providing an environment in which employees have equal access
to opportunities, are treated with fairness and respect, and are not judged by unlawful or irrelevant
reference to their attributes. This commitment enables Academies Australasia to attract and retain
people with the best skills and abilities. The Academies Australasia workforce comprises many
individuals with diverse skills, values, backgrounds and experiences. They have a wide range of
qualifications and experience and come from more than 20 countries.
The Board renews the Company’s policy on diversity, annually. Academies Australasia has a strong
commitment to gender diversity which is demonstrated by an almost equal representation of female
and male employees across the Academies Australasia Group. High female participation is reflected
at all levels of the organisation including among senior group executives and the Board. Academies
Australasia does not favour or discriminate against females. Academies Australasia’s objective is to
have an equal balance of male and female employees (excluding academic staff), and at least about
30% of Board and senior group executives being female. Each year the numbers are assessed
against these targets.
Information Privacy Policy (sourced)

The type of information collected and held by the College includes: personally identifiable information,
including sensitive information, about students (and guardians, where a student is under 18 years of
age) before, during and after the completion of training. Consent for student information is gained at
application via the application and enrolment form. Students are required to declare that they
understood the College’s use of personal information in the student agreement prior to enrolment.
Generally, information is provided to the College by the individuals themselves. Individuals provide
personal information over the phone, in person, online, via email and by completing various forms.
Website: The College website may contain links to other websites. Please be aware that the College
is not responsible for the privacy practices of such other sites. If individuals go to other websites, the
College advises caution and to read the related site’s privacy policy.
Direct Marketing: The College practices ethical direct marketing. Where the College is permitted to
use or disclose personal information for the purpose of direct marketing, it must always: allow an
individual to request not to receive direct marketing communications (also known as ‘opting out’), and
comply with that request. The College will, on request, provide its source for an individual’s personal
information, unless it is impracticable or unreasonable to do so

T-1.8.1
Work Health and Safety Policy (sourced)

The purpose of the New South Wales Work Health and Safety (WHS) Act is to ensure the health,
safety and welfare of all persons at work. The Act protects all persons including visitors, customers
and contractors. WHS is the shared responsibility of all management and staff within an organisation.
To be effective, WHS requires the active participation of both staff and management. At Academies
Australasia, students and staff should avoid whenever possible, or otherwise carry out carefully and
correctly, any lifting.
- They should not leave items/cords or obstructions in walkways or passageways.
- They should wear footwear appropriate for the activities that they expect to undertake.
Incident/Accident Reporting: The College recognises the duty of care owed to its students and that
planning for the management of a critical incident is essential. A critical incident is defined as ‘a
traumatic event, or the threat of such (within or outside Australia), which causes extreme stress, fear
or injury’. The College has in place efficient, sensitive and supportive strategies for dealing with a
critical incident and provides support to members of staff, students and others in the community who
are involved. If the incident is on the College premises, the first action will be to contact the
emergency services - fire, ambulance or police – as would be the case with other WHS matters. The
Managing Director must also be contacted immediately when the incident involves death, serious
injury or a threat to life or property. If the critical incident involves a student or staff member and is off-
campus, the person receiving the information must immediately contact the Managing Director or
person nominated by him who will communicate with other staff as appropriate.
All accidents and injuries must be reported to Student Services and entered in the Critical Incident
Reporting and Investigation forms and Critical Incident Register. The aim of the reporting system is to
prevent accidents from recurring by identifying the problem or hazard.
Additional research links on the case organisation

You are also encouraged to conduct further Internet research on the case organisation for specific
tasks that may require review and analysis of existing organisational information. For example,
organisational mission, vision and objectives can be identified from the organisational website and
from the annual reports. The following are some links to the organisational information.
Organisational website - http://www.academies.edu.au/
Colleges and locations - http://www.academies.edu.au/our-colleges#.XEVLvlUzbGg
Annual Reports - http://www.academies.edu.au/Annual-Reports.html#.XEVOpVUzbGg
AAPOLY website - http://www.aapoly.edu.au/
AAPOLY organisational policies - http://www.aapoly.edu.au/organisational-policies
FAQs for potential students - http://www.academies.edu.au/faqs.html#.XEVawFUzbGg
Corporate Governance Statement and Principles -
http://www.academies.edu.au/Governance/Corporate%20Governance%20Statement%202018.pdf
Student handbook - http://www.academies.edu.au/pdf/F-2.O.6%20ACA%20Student%20Handbook_VET.pdf
Latest news on Academies - http://www.thebull.com.au/premium/a/75690-cashing-in-on-the-international-student-boom-.html

T-1.8.1
CONTEXT & SCENARIO

You have recently joined the case organisation (or the organisation of your choice) as the general
manager, who not only looks after the overall operation of the business but also attends meetings with
the directors and investors when proposing any changes and expansion of the business. You trainer
will act as the director of the organisation for this assessment. You will be progressively completing
tasks one after another within the simulated environment (or your preferred business) to complete this
assessment task.
Currently, the case organisation (or the organisation of your choice) is planning for expansion and
therefore exploring the viability of opening a campus/branch at Hobart, Tasmania or in any other
state. You will be working to develop a business plan for Academies Australasia (or the organisation
of your choice) to open a new campus/branch at Hobart. The marketing agents of the organisation
have already stated you that there are approximately 120 students (or clients) in the pipeline if the
branch can be started from next quarter.
 You will develop a business plan based on the number of students (clients) as suggested by
marketing agents. To initiate this plan you are required to plan for physical resources,
location and rental expenses, staff requirements and expenses, operational resource and
technology requirements, and contingency expenses.
 In addition, you will need to establish the strategic direction of the organisation, sustain
competitive advantage and enhance competitiveness, analyse and interpret relevant markets,
assess the capability of the organisation and analyse the organisation’s existing and potential
competitors.
 You will also cover implementation of the strategic plan and developing specific actions and
initiatives that will be undertaken by people working in various roles.
 Eventually you will communicate, present, and consult various stakeholders using a
presentation.
Stakeholders (for the case organisation Academies Australasia)

 General Manager – You
 Group Director – Your trainer
 Other investors and stakeholders – Your fellow classmates
The paper and the presentation should include a well-laid process to actualize the business idea,
strategic financial feasibility, marketing feasibility, and operational feasibility. In order to open a new
campus to offer vocational education qualification at Hobart, the company needs to have the
appropriate legal clearance and permits from the relevant authority. You will also need to conduct an
extensive research to identify the legal requirements and summarize your findings.
There is no specific word limit on this plan but your report must follow the structure illustrated
next.
T-1.8.1
STRUCTURE & MARKING ALLOCATIONS
PART A: STRATEGIC BUSINESS PLAN (Trainer/Assessor use only for marking purposes)
STRUCTURE & CONTENT MARKS MARKS
ALLOCATED RECEIVED
Executive Summary 4
1. Introduction & Business Plan 2
2. Review Market Requirements in the New Location 6
3. Develop Performance Objectives for the Expansion and 2

Growth
4. Identify Financial, Human and Physical Resource 3

Requirements
5. Permits and License Requirements for Expansion 1
6. Determine Information Requirements 1
7. Internal and External Environmental Analysis 4
8. Seeking Advice from Director on Environmental Analysis 2
9. SWOT Analysis 4
10. Plan for HR/Skilled Workforce Availability and Costs 6
11. Financial Planning (P&L Statement, Cash-flow Statement) 6
12. Simulated Scenario for Business Quarterly Report 4
13. Redesign Performance Indicators for Staff Members of 2

New Branch
14. Communicate & Brief Strategic Business Plan to Staff 2
15. Simulated Scenario for System Failure (WH&S) & Variance 4

Reporting
16. Simulated Scenario for Performance Data Analysis 6
17. Audit of Milestones Achieved 1
18. Cost Benefit & Risk Analysis 6

19. Consideration & Comparison of Ventures with Strategic 1
Plan
20. Communicate Final Strategic Plan to Investors and 1
Stakeholders
APPENDIX 1 (presentation slides) Refer to PART B N/A
APPENDIX 2 (role-play & script) 2
APPENDIX 3 (references and external resources) N/A
TOTAL MARKS 70

T-1.8.1
PART B: PRESENTATION OF STRATEGIC BUSINESS PLAN

(Trainer/Assessor use only for marking purposes)
The learner will be assessed on the following Marks Allocated Marks received
Explain organisational mission, vision and objectives 1
Explain the need for expansion and the strategic business 1
plan
Marketing review on expansion 1
Explanation on financial, human, physical, and other 1
resource requirements
Internal and External Environment (PESTLE) analysis 1
SWOT analysis 1
Financial forecasts and strategies 1
Operational methods & plans 1
WH&S requirements 1
Strategic Business Plan objectives, KPIs, and Milestones 1
TOTAL MARKS 10
Comments by Trainer & Assessor
INSTRUCTIONS ON PRESENTATION
± Presentation should cover all 10 presentation criteria mention in the table above.
± Presentation timeframe is 15 minutes maximum and must be very brief
± If using a different organisation other then the case organisation, an organisational
brief must be presented
± A Q&A session after presentation
± Attach presentation slides in Appendix 1
Strategic Business Plan Template follows next. You are required to complete every section of
the template.

T-1.8.1
Strategic Business Plan

Academies Australasia
Prepared by: ZESHENG DAI

Position: General Manager
Date: 21st February 2019

T-1.8.1
EXECUTIVE SUMMARY
In this section you are required to provide a short summary to your Director (your trainer will act as the
director) on the Strategic Business Plan that you have created. This is an important start to your plan.
Include the following information:
1. Review of the business vision and mission statement and the operational plan. Verify
the existing vision, mission, and operational plan with the stakeholders and suggest
some changes using a 3 minute communication pitch. (1 mark)
2. Analyse the growth strategy and operational plan and provide a business case for
opening a new branch in Hobart, Tasmania. (1 mark)
3. Develop at least 3 new organisational values based your changes to strategies and
operational plan. (1 mark)
4. Consult with stakeholder and gain feedback and support from them. (1 mark)
Communication Pitch on organisational strategy review:
Academies Australasia is a leading education provider in Australia offering varies of course

among vocational education and higher education in a truly unique learning experience for the
students planning to undertake Australian qualifications. We offer students a select suite of
high quality courses that empowers students to flourish and achieve their career goals. One of
the goals is to grow as one of the largest educational institutions in Australia and
progressively expand in overseas markets. Our mission is to provide students with an
engaged, high quality academic experience, supported by a proactive service culture and a
personal touch by identifying, developing and delivering industry=relevant and academically-
rigorous courses in targeted discipline areas to produce graduates who are work ready.
Since we are a “student-centred” educational organization, it would be valuable to focus on

student services and feedbacks by extending the working hours of the Student Services and
providing extra tutoring sessions. It’s also important to keep us sustainable. By doing so, we
remain deeply engaged with communities in Australia’s capital region, serving as a powerful
engine of economic development, social wellbeing, creative thought and public discourse. Our
success and impact have come from the courage to take risks, make considered choices, and
forego the temptation to follow the pack.
Analysis of growth strategy and expansion:
Planning and implementing a growth strategy to develop new markets and expand the
business before the current market flattens out will not only help the business survive tough
times, it could also give us a considerable edge.
The expansion requires comprehensive research on the market and detailed marketing
strategies. As the business matures and our market share steadily increases, it is a good
opportunity to explore the new market in Hobart, Tasmania. This strategic business plan will
take us through the process of new market development. It will provide us with some easy-to-
follow steps on planning and implementing a market expansion strategy before the current
market flattens.

T-1.8.1
Three new organisational values relevant to the strategy and expansion:
Organizational values guide the organization’s thinking and actions. From the financial
dimension’s perspective, with the new strategy and expansion in place, it will enhance the
organization’s fiscal stability.
Public recognition can affirm the organization’s creative activity and external recognition. Both
current and future students will have more options and assistance during their study.
The new compass also provides new opportunities to existing staffs, which will prompt some
of them to move forward and get more training and experience in different areas.
Stakeholder feedback and support (you must take some advice from any of the stakeholders):
The expansion needs to be profitable – which should be the top priority. Therefore a detailed
estimation of profit and budget become essential. Clear goals and objectives are required with
detailed KPI for each department so that the above organizational values could be delivered
and maintained.
Highlights the important financial points of the business including sales, profits, cash flows
and return on investment. Ensure the new campus meets all the relevant compliance and legal
requirements.
We will develop an aggressive growth strategy that causes us to establish a more flexible
organizational structure that can adapt to new markets and rapid growth. Regardless of the
degree of market growth required to meet the particular business goals and objectives, the
need for growth and a plan to accomplish it is fundamental to a successful business venture.
Planning and achieving market growth, whether aggressive or conservative, requires the
application of some fundamental marketing activities and techniques.
Verbally approved by stakeholders: Yes X No

T-1.8.1
TABLE OF CONTENTS
CONTENT PAGES
Executive Summary
Table of Contents
1. Introduction & Business Plan
2. Review Market Requirements in New Location
3. Develop Performance Objectives for the Expansion and Growth
4. Identify Financial, Human and Physical Resource Requirements
5. Permits and License Requirements for Expansion
6. Determine Information Requirements
7. Internal and External Environmental Analysis
8. Seeking Advice from Director on Environmental Analysis
9. SWOT Analysis
10. Plan for HR/Skilled Workforce Availability and Costs
11. Financial Planning (P&L Statement, Cash-flow Statement)
12. Simulated Scenario for Business Quarterly Report
13. Redesign Performance Indicators for Staff Members of New Branch
14. Communicate & Brief Strategic Business Plan to Staff
15. Simulated Scenario for System Failure (WH&S) & Variance Reporting
16. Simulated Scenario for Performance Data Analysis
17. Audit of Milestones Achieved
18. Cost Benefit & Risk Analysis
19. Consideration & Comparison of Ventures with Strategic Plan
20. Communicate Final Strategic Plan to Investors and Stakeholders
The learner is required to update and adjust the page numbers and topics based on the amount of their content
and the responses made to each task.

T-1.8.1
1. INTRODUCTION & BUSINESS PLAN
This section should include organisation descriptions, products and services, location, number of
employees, turnovers and revenues of the last fiscal year, and most importantly why the expansion is
needed in Hobart, Tasmania (or a different state). Your Introduction should be within 300 word limit.
Academies Australasia has been operating for more than 107 years and has been listed on the
Australian Securities Exchange since 1977. With tens of thousands students from over 120
countries, pursing their education at our Sydney campus, and our joint ventures around
Australia and abroad, we pride ourselves on being a beacon of equity, diversity, inclusion and
access. Our success and impact have come from the courage to take risks, make considered
choices, and forego the temptation to follow the pack. Throughout our history, we have
challenged orthodoxy and boldly traced our own distinctive path, leading the way into
uncharted territories and staying the course against significant headwinds.
The teachers are dedicated and passionate with teaching experience at leading universities.
We are committed to quality education and student satisfaction. We offer more than 150
qualifications across campuses in Sydney, Melbourne, Adelaide, Perth, Brisbane, Gold Coast
and Dubbo – in 5 states in Australia. Based on the 2018 financial report, revenue from ordinary
activities increased by 5% to $61.28 million compared to 2017. While FY17 showed a
spectacular turnaround from the results of FY16, FY18 saw even further improvement. Indeed,
FY18 recorded the best results in Academies Australasia’s 110-year history. The earning
before tax reached $6.12 million.
Australia is strong in the area of international education, which is the second largest export
sector, after minerals. But surely there is a need for a long-term road map outlining national
targets, to facilitate better coordination amongst all the participants and address issues that
have nagged the sector for a long time. We have 18 colleges, each with its own licence to
operate as an education institution. With the exceptional performance in FY18, I believe it
would be a good opportunity to explore the market in Tasmania. We have at least one college
in the main cities so Hobart would be on the top list for consideration of expansion.
2. REVIEW MARKET REQUIREMENTS IN THE NEW LOCATION
In this task you will include a “Market Research Analysis” and plan for the organisation. For this task,
you are also required to look strategically so that your new branch can reach the break-even and
move towards a good market share in future.
You are required to provide relevant market research analysis such as
a. Market size (in terms of numbers, amounts, clients, etc) in the area (1 mark)
b. 4Ps analysis (3 marks)
c. Target customers (demographics, characteristics, and their geographic locations) (1 mark)
d. Pricing strategy (low cost, premium, specialised, etc) (1 mark)
Market size & requirements for your business
The total population in Hobart is about 220,000. The population working in Hobart comprises a
skilled and qualified workforce of approximately 51,000 people. 70% of the city based
workforce work in professional, clerical, community or sales based roles, with a further 18%
employed in a trade. 12% of the workforce are in managerial roles (Australian Bureau of
T-1.8.1
Statistics (ABS) census data 2016). There are over 30,000 students, including 5,200
international students of which 3,900 study at the University of Tasmania. Other international
students are in local schools and colleges.
With the new immigration policies in place, there will be more international students choosing
Hobart. In the last 10 years, the global international education market has significantly
expanded, and further growth is expected. Two years ago, UTAS and the State Government
announced plans to double the intake of international students by 2025. To join the market, the
government requires the institution to provide accommodation for any new students for their
first year at least.
4Ps Analysis Template
PRODUCT PRICE PLACE PROMOTION
Tangible product, service, or ‘Costs’ associated with Where the audience performs Outline key messages and
desired behaviour. the product, service, or the desired behaviour. communication channels.
behaviour.
How will you ‘position’ or How will you make this place What promotional activities do
modify it to make it more What will you do to lower more appealing or accessible? you plan for this engagement?
appealing to the target exit costs and
audience? reward/reinforce the new
behaviour?
Provide online resources Establish For students are Need to address and
such as lecture notes and scholarship considered to be the inform prospective
recordings for students programs for product, place should students in such a
manner that the
to have access to the students with aim to develop ways to
educational product is
materials anywhere. Also outstanding embed the student into understood. One
it comes with online performance of the the labour market. New important channel for
tutoring sessions, where year. This will technologies are transferring information
students can ask encourage and considered to be to students is through a
questions online or stimulate the current important since it could web site.
create discussion groups students to transfer knowledge to
for certain topics. participate more in students. Place
the study programs. channels such as radio
and TV are typical
examples of possible
knowledge distributions.
Sourcing teachers with Provide payment The educational product E-mail and advertising
passion and knowledge plans for students should reflect the needs could also function as
about education and with financial and wants of this market. efficient tools for
universities in order to
maintain high quality of hardship. For
Online lectures can be inform and stimulate
teaching at all times. example, the tuition potential students for
Properly train our staff fee is currently operated for students enrollment. Former
including student payable each year. and it can also function students could aid the
services to provide better The strategy is to as a feedback tool. college in providing
experience. By focusing increase the terms to constructive experience
on quality, consistency, 4 times a year to towards prospective
students. They could
and great services we reduce the financial
thereby inform and
will build a steady repeat burden. encourage potential

T-1.8.1
students base. students to enroll, based

on previous successes
as a graduate.
Target customers (demographics, characteristics, and their geographic locations
The contribution of international education to Australia’s economy in FY18 hit a record of $32
billion. Revenue from international business grew by $8.59 million to $47.91 million – a strong
22% increase from that in FY17. This was far greater than the sector growth of 14%. Our target
market is the international student. The National Strategy projects that Australia’s onshore
enrolments will grow by 45% to 2025, equating to about 720,000 students onshore. Australia’s
international student cohort is overwhelmingly from Asia, and this is expected to continue into
the future. A further interested target group would be students who are interested in vocational
and TAFE courses. Furthermore, other target groups could be individuals, academic and
governmental institutions or companies interested in the subject regarding new campus of
attracting and enrolling foreign students by different marketing approaches.
Pricing Strategy (low cost, premium, specialised, etc)
Considering the pricing and profitability in the previous financial year, we can slightly decrease
the tuition fee in the new campus because the labour costs are relatively lower compare to
Sydney and Melbourne etc. Before making any concrete decision on entering this market, we
want to have a clear understanding of the sales and associated costs. Estimate the numbers for
the abbreviated profit and loss statements to get started on the analysis.
We will be focusing on secondary education and vocational education at the new market in
Hobart based on the market demand and future expectation.
3. DEVELOP PERFORMANCE OBJECTIVES FOR THE EXPANSION AND GROWTH
In this section you are required to develop performance objectives and targets to achieve below, in
combination, form a performance scorecard for easily tracking the performance improvements
generated by this plan.
Performance Area Performance Objectives Target to achieve Time Frame
Financial To increase revenue steadily Increase revenue by 10% In the first

Performance each year. in the first year of year of
launching the new launching the
campus new campus
Customer and Improve service approach for Collect feedbacks via Semi-
Market new and existing students online survey – 95% of annually. By
Performance and agents. satisfactory at least. the end of

T-1.8.1
first 6
months.
Internal Efficiency To execute and maintain a Achieve at least 90% of Every quarter
and Effectiveness CRM process that is the task completion. (starting from
producing results. Increase April 2019)
efficiency through use of
wireless or virtual technology.
Long Term To develop the leadership Promote 5 people to the In the first 2
Development and abilities and potential of each manager level. years.
Innovation team.
4. IDENTIFY FINANCIAL, HUMAN AND PHYSICAL RESOURCE REQUIREMENTS
In this section you are required to identify financial, human and physical resource requirements for the
organisation’s expansion.
Financial requirement:
Sound financial planning is required to ensure that all of the resourcing requirements of an
organization are identified. There is insufficient funding provided to manage a specific class
action lawsuit and to fund support services. The adequacy and timing of funding provided is
fundamental to an organization’s ability to achieve desired results. Director reviews the
reports, identifies significant variances, and meets with the relevant legal counsel to obtain
further details on the variances. Based on these discussions, remedial action is taken, as
necessary, to resolve the issues.
The expansion requires financial planning and budgeting, and accounting services from
external provider, who will provide financial input for the annual Business Plan, preparation
and loading of budgets for new campus, and cost recovery forecasting and monitoring.
Human Resource requirement:
Sound human resource planning is fundamental to an organization’s capability and capacity to

effectively deliver services. The appropriate number and mix of resources deployed to work
activities is critical to effective utilization of resources.
The expansion will require appropriate recruitment, hiring, and retention practices as they are
fundamental to ensure that current and future needs are met. For example, an experienced
campus manager will be the one of the top priorities when hiring new people for the new
campus.
Physical Resource requirement:

T-1.8.1
The expansion will require a variety of physical assets in the

conduct of its business. These assets consist primarily of office furniture, computers and
related equipment, phones, printers and other communication devices. Secure the premises
by card access along with camera surveillance to provide additional security to the already
well-secured premises. Precautions are important to protect the physical assets.
5. PERMITS AND LICENSE REQUIREMENTS FOR EXPANSION
In this section you are required to identify permits and licensing requirements for the organisation’s
expansion.
Each States has different requirement. On 10 July 2017, the Education Act 2016 (passed by
Parliament in November 2016) commenced along with the legislative framework of
the Education Regulations 2017, Ministerial Instructions and Secretary’s Instructions detailing
operational matters related to the Education Act. For our business expansion in Hobart, we
need to ensure we follow the below Acts.
 Education Act 2016

 Education Regulations 2017
 Ministerial Instructions – apply to all school sectors
 Secretary’s Instructions – apply to Government Schools only.
Also need to meet and obtain the following requirements and licences:
- Workplace Health and Safety (WHS) – TAS health and safety regulator issues permits
to make the business safer and healthier
- National Quality Standard for Child Care and Education Services
- Registration as an Education Provider for Overseas Students
- Higher Education Threshold Standards
- Application for Approval of Education Authority
- Approval of Courses of Education
- Register as a Higher Education Provider
- National Code of Practice for Registration Authorities and Providers of Education and
Training to Overseas Students
6. DETERMINE INFORMATION REQUIREMENTS
In this section you are required to conduct an environmental analysis using the PESTLE template
provided below.
A business environmental analysis is a process in which we look at the outside factors that
can have an impact on the business Some of the items that could have an impact on the
business are political, economic, social and technical. I will examine each one of these
components individually, and then see how it could affect the success of launching the new
campus in Hobart, Tasmania.

T-1.8.1
7. INTERNAL AND EXTERNAL ENVIRONMENTAL ANALYSIS
In this section you are required to conduct an environmental analysis using the PESTLE template
provided below. You may wish to add/reduce the bullet points depending on the number of factors
identified for the HR planning of the organisation. Refer to factors listed on https://rapidbi.com/pestle-
analysis-hr-department/ for analysing your organisation.
PESTLE Analysis template

Political factors: Economic factors:
 New immigration/visa policy for international  The budgetary position of the strategic
students; business plan has been determined and is
 Tax policies and fiscal policies may change limited;
the entire revenue generation structure;  While international students pay higher tuition
 The political champions of HR may have fee, local students may not be willing to pay
different views on the expansion; the same on the course;
 Shareholders’ views will also impact the  Salary trends in this sector is growing slowly
business decision to some extent. in the industry;
  The financial status of the company will have
an impact on the budget;
 The interest rates and inflation will also have
an impact on the market;

Social factors: Technical / technological factors:
 Population shifts may affect the target  Any new changes or technology may be
market; coming our way;
 People have different level of requirement of  There is no recording of the class at the
education; moment and we may be able to explore
 Different immigration policies in each States; some methods to record attendance and
 Living standards of the population; lectures;
 House trends in the vicinity area.  Communication technologies;
 Attitudes to career may have an impact on  Use of and encourage home studying;
the subjects or course;  Changes to HR software/systems;
  Changes of technology that will
increase/reduce the need for recruitment;

Legal factors: Environmental factors:
 What is happening in our sector that will  Staff engagement;
impact what we do;  Need to reduce storage needs. E.g. use of
 Minimum wage required in TAS may be clouds as oppose to printing papers;
different to other states;  Management attitudes inside the campus;
 Different requirements when hiring people  Use e-marketing approaches rather than
under 18; flyers etc.;
 Occupational/industrial training;  Offer students opportunity to hand-in
 The official working hours and time; assessments online instead;
 
8. SEEKING ADVICE FROM DIRECTOR ON ENVIRONMENTAL ANALYSIS
Based on the Internal and External Environment analysis that you have prepared in the previous
section, in this section you are required to seek advice from your director who will provide you
approval on your completed internal and external environment analysis.
Email Communication Template

T-1.8.1
24th February 2019
Subject: Environmental Analysis – Advice & Approval
To: James Cooper
Dear Director,
As part of the strategic and business plan, I have also completed an internal and external
environmental analysis to keep an eye out for growth opportunities. Accurate evaluation of
environmental factors could be the difference between success and failure when starting a
business. An effective environmental analysis can have a major impact on the strategic plan
for a business. Once the threats and opportunities have been identified, it helps us focus on
our business efforts where they need to be focused. When developing a strategic plan, we
have to look at the outside environmental factors that can have an impact on the business. For
instance, if the economy is weak when we launch the new campus, we may ned to spend more
on advertising or offer more promotion to get people in the door.
Even if some of the environmental factors look discouraging, we may be able to find
opportunities to grow the business. If the technology outside the business is improving, we
may be able to use these technological advances to improve our own business operations.
Lowering our energy costs with improvements in these areas could allow us to focus more
resources on the important areas of the business.
After doing the environmental analysis for Academies Australasia, we may have to make some
tough decisions. If the environmental analysis is overwhelmingly negative, it may force us to
scarp the idea of expanding the business. According to my above analysis, there are some
positive actors, which could encourage us to pursue our expansion planning.
It would be appreciated if you could review and advice on the above PESTLE analysis on the
internal and external environmental analysis. Please let me know whether any changes or
adjustments are required.
Zesheng Dai
General Manager
Approved by Director? Yes X No

If no, Suggestions:
9. SWOT ANALYSIS

T-1.8.1
In this section you are required to conduct an SWOT analysis using the
template provided below. This should include the strengths, weaknesses, opportunities and threats
relevant to your potential competitors and your allies.
a. List each of your businesses strengths, weaknesses, opportunities or threats in the

table below. You may wish to add/reduce the bullet points depending on the number
of factors identified SWOT analysis. (2 marks)
b. Outline how you plan to address each of the weaknesses/threats. (1 mark)
c. Complete the competitor analysis table. (1 mark)
SWOT Analysis Template

Strengths Weaknesses
- The business has a good reputation in the - Lack of financial support for faculty scholarship;
industry with high quality of resources; - Thin on cultural/racial/ethnic diversity;
- Affordable tuition fees; - Underdeveloped campus facilities;
- Location of the campuses in CBD; - Understaffing at many levels;
- Full-time faculty teach most classes, and there
is a strong bond and a high level of interaction
between faculty and students;
Opportunities Threats
[e.g changes in legislation and taxes]

- Continuing education for intellectual - Reduced public funding of higher education;
enrichment and for people for all ages; - Risk of losing prominent faculty and staff for
- Opportunity to build an undergraduate genuinely better opportunities at other institutions;
experience using the best practices from - Growing competition from nearby public
throughout the country; institutions that provides similar courses and
- Educational opportunities related to tourism degrees;
and early childhood education;
- International and off-campus study and
exchange programs
Plans to address SWOT with organisational capabilities: (You may use bullet points)
SWOT analysis for the new campus can be a simple and yet effective way to ensuring that all
appropriate factors are considered. Indeed ensure that under People – teachers, support staff,
parents and children are considered along with third party people (police, local health etc. that can
form a part of the community). This SWOT analysis builds on the strategic planning discussion for the
new campus in Hobart for Academies Australasia. The intention is to help the organization determine
how to use its strengths to take advantage of opportunities and neutralize threats.
 Strengths-Opportunities. Use the internal strengths to take advantage of opportunities;
 Weaknesses-Opportunities. Improve or avoid weaknesses by taking advantage of
opportunities;
 Strengths-Threats. Use the strengths to minimize threats.

T-1.8.1
Competitor Analysis Template
 In order to complete this template you will need to ask yourself these questions. How do you
rate against your competitors? How can your business improve on what they offer?
 List at least 3 competitors of the organisation in the table below along with other details. You
must put at least one information in each section. Use bullet points in the box if you have
more than one input within a section.
Competitor Established Size Market Value to Strengths Weaknesses

date share (%) customers
Berkeley Founded in 2012 30 staffs 6% Newly Offer state-of- Available courses
Business renovated the-art facilities are less than other
Institute modern with a brand institutions
campus with new library,
easy access lounge, kitchen
& classroom etc.
KAPLAN 1987 100 staffs 20% Industry Personalised More expensive

in Sydney partnerships study
experience
Australian Founded in 1993 Over 12% Easy access Provide Lack of marketing
Pacific College 5,000 to all 5 internships
students campuses in opportunities
with 40 Sydney
staffs

T-1.8.1
10. PLAN FOR HUMAN RESOURCES/SKILLED WORKFORCE AVAILABILITY AND COSTS

In this section you are required to mention your predicted or forecasted labour requirements for the
organisation and the options from where you will source for your recruitment. Consider doing an
Internet research on the Hobart city and Tasmanian economy (or your chosen city and state). You
are also required to detail future plan for staffing purposes.
a. Identify the availability of skilled workforce for your expansion to Hobart/chosen city.
b. Identify the staffing requirements for your business along with a table showing the budget
requirements for each position over the next three years.
c. To ensure skilled workforce, write one generic advertisement to be posted at
www.seek.com.au to hire skilled workforce for the positions required. (Case organisation will
need to hire casual teachers, campus managers, academic coordinators, student services
officers, IT support staff, marketing officers, logistics staff and casual cleaners).
Hobart (or chosen) City Review & Skilled Workforce Availability (maximum of 300 words)
The right people at the right place are a key step in order to develop a fruitful education, which is
linked to the staff’s ability to deliver in a correct manger. Even though the supportive functions of a
lecturer may influence students' perception, the management of a single phone call by administrative
staff could impact students’ will to enrol. Administrative staffs are connected with the enrollment
process as they deal with prospective students and their requests. The way administrative staffs
answer these requests could influence students’ first impressions. Even after enrollment,
administrative and teaching staff plays an important role. Thus, staffs are the key factor for the new
campus’ marketing mix.
The population working in Hobart comprises a skilled and qualified workforce of approximately 51,000
people. 70% of the city based workforce work in professional, clerical, community or sales
based roles, with a further 18% employed in a trade. 12% of the workforce are in managerial roles.
There are over 30,000 students, including 5,200 international students of which 3,900 study at the
University of Tasmania. Other international students are in local schools and colleges. 58% of those
aged 15 and higher who live in Hobart hold a bachelors degree or higher. The City of Hobart has a
rich pool of knowledge-based workers from which to recruit. I have done a research around the skilled
workforce in Hobart and listed the required position and its’ correlated wages.
Staffing requirements and forecasted costs

Position/Role No. of staff Year 1 expense Year 2 expense Year 3 expense
required
Campus Manager 1 $95,000 $110,000 $140,000
Marketing Officer 1 $60,000 $80,000 $100,000
HR Manager & 2 $45,000 $60,000 $70,000
Payroll

T-1.8.1
Administrator 3 $35,000 $40,000 $42,000

Vocational 6 $70,000 $80,000 $85,000
Teachers
Accountant 1 $40,000 50,000 $55,000
Total Staffing costs $810,000 $960,000 $1,071,000
Job Advertisement
Modify the whole template according to the organisational requirements. All positions required by the
branch needs to be included in this advertisement. Information within the template is just generic.
Campus Manager, Marketing Officer, HR, Payroll, Administrator, Vocational Teachers &
Accountant
 Permanent full time position

 38 hours per week
 City location, close to public transport
 6 months probation and wages will be reviewed at the start of each financial year
 Remuneration Package for each position (before tax including super):
<Include other details such as:

 A short description of your business
 A description of the job / type of work
 How the job has come about (if relevant)
 Who the person will report to
 List the essential (or desirable) skills, qualifications and experience>
Academies Australasia is proud to be a highly reputable and culturally diverse educational

organisation and is looking for staffs for the new campus in Hobart, Tasmania. With a large
international student base, this vocational educational provider has experienced significant growth
due to their progressive leadership and diverse training offerings. Utilising your educational
background you will be primarily responsible for the new Hobart campus. The role will see you acting
as the face of the organisation and the first point of contact for student related matters. In this fast

T-1.8.1
paced and fluid environment you will easily transition from day to day campus activities. This is a
brilliant time to join this organisation – the long-term opportunities are endless. As they are
experiencing significant growth your role will continue to evolve and grow as this business changes
shape.
Below are the details of the job description and requirements:
- All the roles will be reporting to the campus manager.

- The campus manager needs to have an education background with an expertise in campus
management. You will be a charismatic communicator and a natural born leader. You will thrive in an
autonomously lead yet dynamic environment.
- The marketing officer will be working on marketing plans and responsible for the website design and
updates. Requires IT or Marketing background or working experience.
- The HR manager and payroll will be responsible for recruitment, setting up meetings and schedule
teachers’ class times. Requires at least 3 years’ experience in a similar industry.
- The administrator will be responsible for the day-to-day matters and will be the first point of contact
for students and parents, including responding to the phone calls, emails, maintaining records etc.
Requires attention to details and bachelor degrees.
- The vocational teachers will follow the schedules and attend classes and mark assessments for
each subjects. Requires relevant background and education certificate. Working experience in a
similar industry is also preferred.
- The accountant will look after the bookkeeping, business analysis and financial reports. Requires at
least 3 years’ experience.
The job will be full time, with hours to be worked between 9.00 am and 5.30 pm Monday to Friday.
Successful applicants must have:
 relevant previous experience

 advanced Microsoft Office and typing skills
 strong communication and interpersonal skills
 strong organisational skills and attention to detail
If this role appeals to you and you are looking for a role that is a fantastic opportunity with a leading
educational provider, then please forward you resume onto Zesheng Dai at
zesheng@academies.edu.au. Phone number: 02 8888 9999
Applications close on 1st March 2019
Template Source: https://www.fairwork.gov.au/ArticleDocuments/766/Job-advertisement-template.docx.aspx)
11. FINANCIAL PLANNING (P&L STATEMENT, CASHFLOW STATEMENT)

In this section you are required to prepare the financial plan for the case organisation (or the business
you have selected) and forecast the financial strategy for the next three years.
You are required to prepare:

a. Projected Profit and Loss Statement for three years
b. Cash-flow Statement for three years
Profit and Loss Statement (in $,000)

T-1.8.1
Year 1 Year 2 Year 3
Income
Sales 2,200 4,400 8,000
Cost of Goods Sold 300 500 700
Gross Profit 1,900 3,900 7,300
Expenses
Payroll 1,100 1,500 2,000
Rent 200 200 200
Utilities 10 15 25
Office Expenses 2 5 8
Insurance 102 102 102
Superannuation 150 155 175
Administrative Expenses 50 50 50
Advertising 300 100 30
Misc. Expenses 50 50 20
Total Expenses 2,014 2,177 2,610
Net Profit (114) 1,723 4,690

T-1.8.1
Cash Flow Statement (in $,000)
Year 1 Year 2 Year 3
Cash Received
Cash from Operations
Cash Sales 1,500 3,000 6,400
Cash from Receivables 700 1,400 1,600
Subtotal Cash from Operations 2,200 4,400 8,000
Additional Cash Received
Dividend Received 100 200 300
Realized Gain on Investment 150 300 400
Subtotal Cash Received 2,450 4,900 8,700
Expenditures
Expenditures from Operations
Cash Spent 1,000 1,500 2,000
Premises Paid 200 200 200
Subtotal Spent on Operations 1,200 1,700 2,200
Additional Cash Spent
Finance Costs 400 400 400
Income Taxes Paid 300 300 300
Subtotal Additional Cash Spent 1,900 2,400 2,900
Net Cash Flow 500 2,500 5,800
Cash Balance 1,000 3,500 9,300

T-1.8.1
12. SIMULATED SCENARIO FOR BUSINESS QUARTERLY REPORT

Scenario: Assume you have operated a quarter of a year within the new branch location. Your
director has requested for a quarterly report of the branch activity and review the performance. Based
on previous business analysis and the research, prepare the business quarterly report. This report
should be based on the first quarter of the business operation.
Email to Director Template
24th February 2019
Subject: Quarterly Report (1st Quarter) of Hobart Campus
Dear Director,
As per your request, please find the reports in the following table.
REPORT TYPE DATA
Staff performance data

All staffs have achieved their KPI within the time frame.
Sales data
Total revenue received in the first quarter is $400,000.
Quarterly expenditure data

Total expenses occurred in the first quarter is $500,000.
Staff training data

All staffs attended the trainings provided with no absence.
Market trend data

The total number of international students has increased by 5%
compared to last quarter.
Revenue is recognised over the period of tuition, upon completion of specific performance obligations
of each of the contracts. At the end of the first quarter, the business performance is still on the track
as per the expectation. KPIs have been achieved within the time frame, however, we will review the
KPI at the end of second quarter to check to ensure the KPIs are realistic and achievable. The total
expense is the same as per the budget but the total revenue received is less than what should have
been. This is due to some of the students deferred their letter of offer to the next available term, which
means the total revenue of the second quarter should exceed the expectation as a result of this.
All the training programs provided have been completed without any absence. This shows a strong
motivation and connection between the staffs and the organization. According to the recent research,
the total number of international students has been increasing steadily since 2017 and this is a good
opportunity for marketing to build our reputation etc.
Thanks.
Zesheng Dai
General Manager

T-1.8.1
13. REDESIGN PERFORMANCE INDICATORS FOR STAFF MEMBERS OF NEW BRANCH

In this section you are required to redesign the performance indicators for staff members of the new
branch.
Position Role Key Performance Indicators Acceptable Targeted

standard date/
timeframes
Increase the rate of enrolment By 8% Every
Campus semester.
Manager
Review current market trend and work on social New Every week
Marketing media with updated blogs and marketing materials marketing
Officer plan
HR & Payroll Fortnightly wages should be finalised on time. 0 mistakes Every
Liaising with each department and recruit new staffs and on time fortnight
when requires.
Administrator Communicate with students and parents in a timely 0 mistakes within 24
manner and provide hours
response
Vocational Attend scheduled classes and marking No absence. Within 2
Teachers assessments Finish all weeks after
assessment the final
markings exam
Prepare quarterly BAS and financial report for the Reconcile the Every week.
Accountant campus manager to review accounts BAS every
quarter.
14. COMMUNICATE & BRIEF STRATEGIC BUSINESS PLAN

In this section you are required to communicate and brief the strategic business plan to relevant
stakeholders, parties and new staff members. Modify the email and brief templates according to your
organisational requirements.
You are required to:
a. Communicate the business plan to the new staff members of the new branch using an email
to ensure that they all understand the performance requirements and timeframes. You must
communicate the KPIs, acceptable standards and timeframes that you planned in previous
table along with the organisational strategies. (1 mark)
b. Provide a strategy brief to all individuals/teams on their specific roles in achieving the
strategies. You may wish to explain them about targets and goals. (1 mark)
24th February 2019
Subject: Strategic Business Plan – Brief Summary
Dear New Staff Members,

T-1.8.1
Hope this email finds you all well.
Based on the outstanding performance in the first quarter of this new campus. I am pleased to
announce that we now have a new business plan in place with detailed KPIs for each role. Please
refer to the below table for a brief summary.
The campus manager will be meeting with the head quarter in the next few days to go through the
details. We will be launching a new CRM system to monitor the process and performance of each
department. Trainings will be provided and we will be shifting to the new CRM system by the end of
the second quarter.
If you have any concerns or feedbacks, please do not hesitate to discuss with your campus manager
who will collect and summarise the information for the headquarters to review.
Zesheng Dai
General Manager
Brief Summary
Strategy Brief
James Hudson (campus manager)
To:
Zesheng Dai
From:
All Staffs Hobart Campus
cc:

T-1.8.1
24th February 2019

Date:
Strategy Brief
Re:
The Tasmanian economy is now one of the fastest growing in Australia; underpinned by record levels
of investments, population growth and visitor numbers. By improving access and opportunity,
Academies Australasia at Hobart seeks to enrol, retain, and graduate a larger and more diverse
student body engaged in classroom and technology-enhanced education in a thriving learning
community that meet students’ educational goals. With the increased students in Hobart, mainly
international students, we have recognised the shifted demographics and economics and we would
like to take the opportunity to become a leader in providing access and opportunity for traditional and
non-traditional learners.
Starting from 1st March 2019, we will be launching a new CRM system which will better record and
analysis the performance of each department so that we can point out the area that needs
improvement. Please ensure you attend the training session for the new system, as it’s important that
everyone is using it correctly and efficiently for us to collect valid data. James, as your campus
manager, will be coordinating with each department to ensure you understand your new targets and
goals.
15. SIMULATED SCENARIO FOR SYSTEM FAILURE (WH&S) & VARIANCE REPORTING
Scenario: Assume that there had been several WH&S breaches and minor incidents in the new
organisational premise/branch where there are approximately 40 individuals working on each day.
This is because the new staff members were not trained in regards to Work Health and Safety issues.
In addition, the old members who have transferred from your original office are not practising the
WH&S procedures of the organisation adequately.
a. Based on the WH&S Act 2011, identify the following: What type of training (for example,
refresher course) is required in the new premises/location/branch. How many person needs to
have a first aid certificate? What requirements do you have in regards to safety committee?
What type of safety procedures should you have? Which external organisation (third party)
will you hire for the WH&S training? What would be the costs?
From 1.2.2019, all Health and Safety Representatives (HSRs) must undertake the relevant
approved training course within three months of their election unless a training course is not
reasonably available within this period. Existing HSRs, who have not already completed the
training, must complete the training within the required period. If a worker chooses not to
undertake the training within the time period, they will no longer be eligible to fulfil the role of
HSR and will need to be replaced. The training courses approved under section 21 of the
WH&S Regulation 2011, are:
- an initial five day training course

- a one day refresher course at least every three years. The entitlement to refresher
training begins three years after the initial training.

T-1.8.1
I will engage the training with TasTAFE as it provides a five-day training course with $1,040 per
person.
Providing immediate and effective rst aid to workers or others who have been injured or
become ill at the workplace may reduce the severity of the injury or illness and promote
recovery. In some cases it could mean the difference between life and death. A person
conducting a business or undertaking has the primary duty under the WHS Act to ensure, so
far as is reasonably practicable, that workers and other persons are not exposed to health and
safety risks arising from the business or undertaking.
b. Prepare a 300 report for your Director at Sydney office mentioning the system failures and
WH&S failures and incidents and explain your case for WH&S training and WH&S
Management Systems. You are also required to explain the variances that will be required to
the strategic business due to these additional time, effort and expenses for implementing
Work Health & Safety Management Systems.
Email to Director
24th February 2019
Subject: Hobart Campus – WH&S Failure & Training
Dear Director,
There have been some system failures in regards to WH&S within our new premises. The new staff
members were not trained in regards to Work Health and Safety issues. In addition, the old members
who have transferred from the original office are not practising the WH&S procedures of the
organisation adequately.
Please find the report below:
SYSTEMS FAILURE REPORT

T-1.8.1
We provided a toaster and an egg boiler in the kitchen for the staffs to use. When the last person
finished using the appliance, the switch was left on. When the other staffs went to the kitchen for
something else and they were accidentally burnt by the toaster or egg boiler. When the staffs went
to look for the first-aid, some of the Band-Aids and medicines have expired. This has occurred
several times in the office due to lack of WH&S Training.
We have legal responsibilities to implement health and safety practices in the workplace as soon as
we start the new campus. We need to ensure that the new campus doesn’t create health and
safety problems for the staffs. Knowing and understanding WHS laws and how they apply to
business will help us avoid unnecessary costs and damage to the business caused by workplace
injury and illness.
Under Australian WHS legislation businesses are legally obliged to provide safe work premises,
assess risks and implement appropriate measures for controlling them, provide and maintain safe
machinery and materials. Though it may cost to implement safe practices and install safety
equipment, the effect of not taking action can be severe and costly. Complying with WHS
requirements can prevent you from being prosecuted and fined, and help you to retain skilled staff.
Thanks.
Zesheng Dai
General Manager
16. SIMULATED SCENARIO FOR PERFORMANCE DATA ANALYSIS

This section includes a scenario after the operations have started in Hobart/chosen location.
Scenario: After 4 weeks of operations in Hobart (chosen) branch you have realised that there are
several areas of concerns within the implementation of the business plan. First of all, you find in
performance reports databases that there are several failures in meeting performance objectives.
These include performance failures such as:
 Marketing targets are not being met
 Classrooms (operations, if using a separate organisation) and facilities are not setup in
advance
 Trainers and teachers have not provided adequate support to the students/ CSR have not
provided adequate service to clients
 Classroom punctuality issues / Staff attendance issues
 Enrolment of all student/ clients has not yet being completed in the EMS database
 Inductions for all students/clients are yet to be completed
Based on these performance issues mentioned, you have decided to analyse and review the existing
performance against the objectives that you have set earlier. You have also decided to review the
performance indicators, system processes and work methods.
To complete this section you are required to

T-1.8.1
a. Analyse performance reports against objectives (1 mark)

b. Review performance indicators and refine if necessary (1 mark)
c. Ensure individual and group performance with coaching and training (2 marks)
d. Review system processes and work methods (2 marks)
a) Performance Report Analysis
- The marketing targets are enrolling 300 students in the first year, which is equivalent to 75
students each term. The performance report indicates that we have only enrolled 60 students
in the first term.
- CSR should be providing students with adequate services as part of their job description. The
report indicates that occasionally that the CSR haven’t been able to respond students’ emails
within 24 hours.
-
b) Review of Performance Indicators

(Develop and review at least one KPI for each of the positions mentioned in the template or use at
least 3 positions relevant to the organisation of your choice)
Position Role Previous KPIs Revised KPIs Targeted date/

timeframes
Marketing
Officers
Trainers
Student
Services

T-1.8.1
c) Identify Training Needs, Provide Training and Coaching (ROLE PLAY ON TNA)
Scenario: A student services employee named Mellissa who was responsible for enrolment of all
student/ clients in the EMS database and the inductions had performance issues as she did not
complete the tasks within the timeframe. As she is a new employee it would be reasonable for you to
identify her training needs and gaps and provide her with adequate coaching and training to ensure
she can take on increased responsibilities and new tasks, by her own without missing deadlines.
You will need to complete TNA template below along with a 3 minute role-play session on this
meeting (that you will need to attach in Appendix). You will play the role of general manager and a
fellow classmate can play the role of Mellissa for this Training Needs Analysis Meeting.
Training Needs Analysis (TNA) Template

EMPLOYEE NAME: POSITION:
TNA DONE BY:
Training/skills If yes, How will

Who to
development identify this be
Major organise?
required? what achieved?
tasks of When?
training (eg on the
position Training
Y N needs job, external
provider?
exist training)
<insert <insert <insert how <insert <insert who is
major training this will be when> going to deliver
tasks of needs, if achieved> the training>
position> any> eg on the job,
external
training
Provide your personal feedback on her performance:
Signed by: General Manager Staff Member .

Date:
Attach role-play script in Appendix 2. Role-play carries 2 marks.

T-1.8.1
d) Review system processes and work methods

To complete this task you are required to
Develop at least four system processes and work methods that are relevant to the work/roles in your
organisation.
After you have developed the four system processes and work methods, your director has mentioned
that he/she could not approve them since there had been several incidents and operational failures.
You will now need to review and revise those four system processes and work methods again.
17. AUDIT OF MILESTONES ACHIEVED

Scenario: In this section you are required to evaluate the achievements of the agreed milestones.
The agreed milestones (you will need to decide on agreed milestones if you are using your chosen
organisation) for this new branch were:
 Setup the new premises by 4 weeks for operations
 Complete enrolments for all students by Week 2
 Staff performance levels are around 80% accuracy and timeliness
 Marketing has reached its sales target of 30 students per month
 Teachers and trainers have received a positive feedback of 60% or more
Based on the agreed milestones, you will now need to decide whether these milestones were
achieved or not. If not, mention the discrepancies, recommended mitigation. Completion timeframes
can be identified using the agreed milestone timeframes and your newly decided actual timeframes.

T-1.8.1
Audit of Objectives & Milestones
Recommended Mitigation Agreed Actual

Completion Completion
Discrepancy Timeframe Timeframe
18. COST BENEFIT & RISK ANALYSIS

Scenario: As you have managed the strategic and business plan for this new branch, the investors
and stakeholders are motivated by the prospect o setting up another venture in a different location in
near future. You reporting director have requested you to conduct the following analysis for the next
venture project as you have gained the experience in analysing. Based on the experience you had in
this branch location and strategic project; conduct the following analysis for another venture:
a. Identified Risks
b. Risk Analysis & Assessment
c. Cost Benefit Analysis
Identified Risks
Identify at least 3 potential risks to this project and explain your strategies to reduce/eliminate/control
the risks.
Risk 1:
Risk Management Strategy:
Risk 2:
Risk 3:

T-1.8.1
Risk Assessment
Using the three identified risks, you are now required to assess and manage the risks using the “Risk
Matrix” below. Imaginary samples provided inside matrix.
FREQUENCY CONSEQUENCE
Insignificant Minor Moderate Major Catastrophi
outcome outcome outcome Outcome c outcome
Almost certain Example
Box crusher
Loud Noise
Delete this
Likely Example
Forklift:
May drop
pallets on staff
toes
Delete this
Possibly Example
Product
Shipment
delayed
Delete this
Unlikely
Rare
Cost Benefit Analysis

Conduct a cost-benefit analysis for the new project that your director has assigned you. Imaginary
samples provided inside. Please modify and adjust the highlighted information (in blue) within the
sample template based on your organisational information.
Cost-Benefit Analysis Template
Costs in one year Equipment - $50,000 Total Costs -
Staff -$ 100,000
Rent - $40,000
Utilities - $ 30,000
Benefits in one year (Tangible) Cost savings in training - $ Total Benefits -
20, 000
Cost savings in marketing - $
20,000
Motivated employees due to
Benefits in one year (Intangible) work from home
Comparison of cost and benefits Compare the costs and benefits. Support with calculations and
results.
Overall outcome of analysis In 1 year, the new equipment will pay back its original cost and
generate additional income.
(profit or loss)

T-1.8.1
19. CONSIDERATION & COMPARISON OF VENTURES WITH STRATEGIC PLAN

Based on the cost benefit analysis and risk analysis that you have conducted in previous section, you
are to use the comparison table below to make comparison of your strategic plan with cooperative
ventures. Cooperative joint ventures allow for more flexible agreements between the joint venture
parties. In cooperative joint ventures companies have the choice to organise themselves as a limited
liability company or as a non-legal person in which the partners are subject to unlimited liability. This
means that the partners are entirely liable for losses the joint venture may incur. In practice, the
majority of cooperative joint ventures are set up as limited liability companies.
You are required to list at least four (4) consideration areas and compare those areas between your
strategic plan and cooperative ventures.
Areas of consideration Your Existing Strategic Plan Cooperative Ventures
20. COMMUNICATE ON STRATEGIC PLAN TO INVESTORS AND STAKEHOLDERS

In this section you are required to communicate through email on the strategic business plan and the
presentation that you will deliver to the stakeholders next week. Briefly highlight on the strategic
business plan (especially the mission, objectives, targets, strategies and operational plans) in very
short and mention that details will be discussed during presentation with Q&A session.
<Organisation name>
<Date>
Subject:
Dear All Stakeholders,
<Insert your name>
<Insert your position>

T-1.8.1
APPENDICES
Attach the following appendix documents (Appendix 1 and 2) and list the sources and references in
Appendix 3.
APPENDIX 1: PRESENATION SLIDES
APPENDIX 2: ROLE-PLAY SCRIPT
APPENDIX 3: SOURCES AND REFERENCES
Academies Australasia FY18 Annual Report -

http://www.academies.edu.au/Annual%20Reports/2018AnnualReport.pdf
Australian Bureau of Statistics – http://www.abs.gov.au
ABLIS Tasmania Licence Search - https://ablis.business.gov.au/search/customsearch
City of Hobart - https://www.hobartcity.com.au


Assessment II - Strategic &amp; Business Planning

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T-1.8.

Details of Unit(s) of competency

College Student ID 201735015

Student Declaration: I declare that the work Signature: ___________________________

Signature: ____________________________ Student did not attend the feedback session.

Strategic & Business Planning, Assessment No.2 Page 1

Purpose of the Assessment

1.3 Consult with key stakeholders

1.8 Write business plan

2.1 Communicate business plan to all relevant parties and ensure

Strategic & Business Planning, Assessment No.2 Page 2

Resources required for this Assessment

 Computer with relevant software applications and access to internet

Strategic & Business Planning, Assessment No.2 Page 3

PART A – STRATEGIC BUSINESS PLAN REPORT– 70%

PART B – PRESENTATION OF STRATEGIC BUSINESS PLAN – 10%

Strategic & Business Planning, Assessment No.2 Page 4

SIMULATED CASE ORGANISATION (if not using an organisation of your choice)

Organisational mission, vision and core values (sourced)

History and Securities Exchange Listing (sourced)

Strategic & Business Planning, Assessment No.2 Page 5

Educational and Corporate Partnerships (sourced)

Educational Partnerships Corporate Partnerships

Strategic & Business Planning, Assessment No.2 Page 6

Courses and Qualifications offered (sourced)

College / Local Facilities (sourced)

Student Support Services (sourced)

Strategic & Business Planning, Assessment No.2 Page 7

Access and Equity Policy (sourced)

Quality Management & Feedback Policy (sourced)

Strategic & Business Planning, Assessment No.2 Page 8

Diversity Policy (sourced)

Information Privacy Policy (sourced)

Strategic & Business Planning, Assessment No.2 Page 9

Work Health and Safety Policy (sourced)

Additional research links on the case organisation

Strategic & Business Planning, Assessment No.2 Page 10

CONTEXT & SCENARIO

Stakeholders (for the case organisation Academies Australasia)

STRUCTURE & MARKING ALLOCATIONS

1. Introduction & Business Plan 2

2. Review Market Requirements in the New Location 6

3. Develop Performance Objectives for the Expansion and 2

4. Identify Financial, Human and Physical Resource 3

5. Permits and License Requirements for Expansion 1

6. Determine Information Requirements 1

7. Internal and External Environmental Analysis 4

8. Seeking Advice from Director on Environmental Analysis 2

10. Plan for HR/Skilled Workforce Availability and Costs 6

11. Financial Planning (P&L Statement, Cash-flow Statement) 6

12. Simulated Scenario for Business Quarterly Report 4

13. Redesign Performance Indicators for Staff Members of 2

14. Communicate & Brief Strategic Business Plan to Staff 2

15. Simulated Scenario for System Failure (WH&S) & Variance 4

16. Simulated Scenario for Performance Data Analysis 6

17. Audit of Milestones Achieved 1

18. Cost Benefit & Risk Analysis 6

APPENDIX 1 (presentation slides) Refer to PART B N/A

APPENDIX 2 (role-play & script) 2

APPENDIX 3 (references and external resources) N/A

Strategic & Business Planning, Assessment No.2 Page 12

PART B: PRESENTATION OF STRATEGIC BUSINESS PLAN

Explain organisational mission, vision and objectives 1

Assessment II - Strategic & Business Planning

Assessment II - Strategic & Business Planning