Course Title: Develop and implement strategic plans

Part B: Course Detail

Teaching Period: Term1 2014

Course Code: BUSM6473C

Course Title: Develop and implement strategic plans

School: 365T Global, Urban and Social Studies

Campus: City Campus

Program: C6124 - Advanced Diploma of Justice

Course Contact: Irene Pagliarella, Program Manager

Course Contact Phone: +61 3 9925 4581

Course Contact Email:

Name and Contact Details of All Other Relevant Staff

Tony Trevan
Ph: 9925 4512

Nominal Hours: 80

Regardless of the mode of delivery, represent a guide to the relative teaching time and student effort required to successfully achieve a particular competency/module. This may include not only scheduled classes or workplace visits but also the amount of effort required to undertake, evaluate and complete all assessment requirements, including any non-classroom activities.

Pre-requisites and Co-requisites

Successful completion of, or demonstrated equivalence to, the following units of competency:

VU20861 Apply criminal law within justice environments
VU20862 Work with family violence contexts within justice environments
VU20863 Work with culturally diverse clients within justice environments
VU20864 Work with conflict resolution and mediation processes within justice environments
VU20865 Apply management and leadership within justice environments

And ONE of the following electives:

LGACOM406A Investigate alleged breaches of legislation and prepare documentation
CHCAOD402B Work effectively in the alcohol and other drugs sector

Course Description

In this course you will develop the skills and knowledge required to establish the strategic direction of the organisation, and to sustain competitive advantage and enhance competitiveness. You will analyse and interpret relevant markets, do a capability assessment of the organisation, and its existing and potential competitors and allies. You will cover implementation of the strategic plan.

National Codes, Titles, Elements and Performance Criteria

National Element Code & Title:

BSBMGT616A Develop and implement strategic plans


  1. Confirm organisation vision and mission

1.1 Stakeholders are consulted in an open and realistic way to engender support for the process

1.2   Expectations and requirements of the board/owners are being met

1.3   The mission, vision and purpose are consistent with the organisation’s stated values, and are realistic but challenging

Performance Criteria:

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. Analyse the internal and external environment

2.1   Objectives are consistent with the environmental trend analyses, and forecasts have been developed

2.2   Objectives state clearly and in measurable terms, what the organisation needs to achieve

2.3   Strategies are developed in the context of meeting chosen product differentiation and cost structure objectives

2.4   Value adding activities are introduced, consistent with the value chain analysis and the strategic direction

2.5   Strategies take account of competitive advantages and disadvantages identified

2.6 Opportunities for strategic alliances and co-operative ventures are incorporated into the strategies

2.7   Benchmarking of all key operational and support activities is undertaken

2.8   Opportunities for the purchase of value adding activities externally have been thoroughly evaluated.

Performance Criteria:

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 co-operative 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


3. Write strategic plan

3.1   Processes for the evaluation of strategic performance are supported by key stakeholders and approved by the board/owners

3.2 Key Performance Indicators and other criteria for measurement of achievement are developed in advance of implementation

3.3 Performance measures address all key aspects of organisational performance, to meet the interests of stakeholders

3.4   Performance data is analysed on a regular and planned basis, in terms of the indicators, performance standards and other criteria developed

3.5   Successes and performance gaps are clearly identified and analysed as to cause and effect

3.6 Strategic performance is reported to all stakeholders in a transparent manner and meeting all compliance requirements

3.7 Objectives and strategies are reviewed, evaluated and revised where necessary

3.8   The organisation’s mission, vision and purpose are reviewed and revised where necessary

Performance Criteria:

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. Implement Strategic Plan

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 achievements of objectives at agreed milestones

4.6 Review effectiveness of plan and consider methods for improving strategic planning processes.

Performance Criteria:

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

Learning Outcomes

On completion of the course, you will be able to:
• Complete a thorough analysis of the organisation’s own capabilities, those of their existing potential competitors and allies, and the external environment
• Strategically plan which includes objectives, strategies, time frames, performance indicators and methods for monitoring the implementation of the plan
• Provide evidence of knowledge of relevant legislation

Details of Learning Activities

You will participate in a variety of learning activities. They include the following:

In class activities:
• Role plays
• Interviews
• Observations
• Demonstrations
• Lectures
• Presentations
• Class discussions
• Group work
• Oral and written questioning

Out of class activities:
• Readings
• Case studies
• Role plays
• Observations
• Audio/visual presentations

Teaching Schedule

Week 1
Overview of delivery and assessment methods and assignment submission requirements.
Brainstorm the development of strategic plans for the implementation of an organisation in the justice environment

Week 2
Formation of syndicate groups and the development of Gantt Charts allocating aspects of the strategic plans to individual team members. Development of group norms and submission of Gantt Charts for approval

Week 3
Development of a needs analysis, identifying unmet needs in the justice environment

Week 4
Formative assessment - knowledge test – Organisational mission
Identification of own roles and responsibilities in a justice organisational context

Week 5
Continuation of needs analysis and methodology of research
Development of SWOT analysis to outline environmental trend analyses and forecasts

Week 6
Development of organisational mission, vision and purpose. Development of strategic plans

Week 7
Development of measurable objectives outlining what the organisation needs to achieve

Week 8
Formative assessment - progressive knowledge test
Human resource practices to support organisational strategic plans

Week 9
Development of measurable objectives outlining what the organisation needs to achieve

Week 10
Mid semester break


Week 11
Development of an organisation’s program structure and deliverables incorporating organisational design, consultative processes and value auditing activities
Commencement and refining of the development of financial and staffing plans for the operation of an organisation

Week 12
Formative assessment – Knowledge test
Industrial relation processes for recruitment practices

Week 13
Development of monitoring strategies to gauge the efficiency and effectiveness of an organisation
Development of key performance indicators for the measurement of achievement of organisational objectives

Week 14
Development of a range of evaluation strategies and data collection methods that track successes and performance gaps, and compliance requirements

Week 15
Revision of organisational plan and compliance requirements, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination

Week 16
Summary of human resource processes e to support strategic plan (Simulated Assessment Centre –skill practice scenario)

Week 17
Student Presentations

*The teaching schedule outlined above is subject to change depending on your assimilation of knowledge and skills of the subject matter, and on changes to legislation as well as unforeseen circumstances.

Attendance in this VET Justice Course is to help you develop a self-directed, professional attitude and to maximize your educational vocational opportunities and practical skills. Regular class attendance provides fundamental educational value and offers the most effective means for you to gain knowledge and skills of the concepts of the justice environment. Lack of regular attendance and participation may compromise your performance in the course and achieving the final outcome.

Learning Resources

Prescribed Texts


Recommendations in reading:
• Dwyer J, and Hopwood N. (2010). Management strategies and skills. McGraw Hill. Sydney, Australia.
• Pearce, J.A., and Robinson, R.B. (2009). Strategic Management: Formulation, Implementation, and Control, (11th Ed), McGraw Hill.
• Tapinos, E., Dyson, R.G., and Meadows, M. (2005). The impact of performance measurement in strategic planning. International Journal of Productivity and Performance, Vol. 54, No. 5/6, 370-384.
• Wooldridge, B.M., and Floyd, S.W. (1990). The Strategy process, middle management involvement, and organizational performance. Strategic Management Journal, Vol. 11, No. 3, 231-241.
• Lake, Neville (2012). The Strategic Planning Workbook.
• Grant, R. Butler B, Hung H Orr, S. (2011) Contemporary Strategic management An Australian Perspective.

Other Resources

Overview of Assessment

Assessments may incorporate a variety of methods including role plays, observations, lectures, tutorials, class discussion, reports, group/individual training workshops, and audio-visual presentations.



Assessment Type

Word limit or equivalent

Assessment (Formative)

Online formative knowledge tests x 3


Assessment One

Online course discussion board postings

250 x 3 = 750 words

Assessment Two

Strategic business plan and assessment centre

2500 words








If you have a long term medical condition and/or disability it may be possible to negotiate to vary aspects of the learning or assessment methods. You can contact the program coordinator or the Disability Liaison Unit if you would like to find out more.

 A student charter summarises your responsibilities as an RMIT student as well as those of your teachers. 

Your course assessment conforms to RMIT assessment principles, regulations, policies, procedures and instructions which are available for review online:;ID=c15i3ciaq8ca

Assessment Tasks

All assessment tasks are based on the requirements of the performance criteria, range statements and the assessment guidelines of the course.

• Formative assessments 1, 2 and 3 will consist of online progressive knowledge tests on the performance criteria of the applicable elements.
• Students will have the opportunity to receive feedback and make adjustments/improvements to the areas they are not competent in as a form of ongoing monitoring of their progress
• Summative assessment 1 (graded) will constitute 50% of the final grade. This assessment task comprises the development and submission of a strategic business plan report on an organisation allied to the Justice environment in allocated groups.
• Summative assessment 2 (graded) will constitute 50% of the final grade. This assessment comprises a group presentation that communicates the product document of the strategic plan developed by the allocated groups. Of this final score, 30% will be allocated to the presentation of the organisation’s mission and vision, an analysis of the internal and external environment and the written presentation and implementation of the strategic plan. The remaining 20% will be allocated for the individual contribution to the overall presentation.

Comprehensive assessment outlines will be issued and discussed with students in class/and or through Blackboard in Week 1 of the course

Assessment Matrix

The assessments have been designed to cover all Learning Outcomes and will be graded in accordance with RMIT’s Mark Table which is as follows:

CHD=Competent with High Distinction
CDI=Competent with Distinction
CC=Competent with Credit
CAG=Competency Achieved - Graded
NYC=Not Yet Competent
DNS=Did not Submit for Assessment

Grades which apply to course delivered in accordance with competency-based assessment (not-graded)

CA=Competency Achieved
NYC=Not Yet Competent
DNS=Did Not Submit For Assessment

Other Information

All written work must adhere to the following criteria:
1. Written reports, research projects or essays are to demonstrate an understanding of the concepts and familiarity with the prescribed or negotiated topics
2. It is expected that all submitted work will be well written, with clear and consistent grammar, expression and punctuation. It must be well structured and cogently address the issues raised in the chosen topic in a logical, ordered and organised manner
3. The concepts must be well defined and demonstrate a critical analysis of the chosen topic
4. Written submissions must demonstrate appropriate preparation, reading and research
5. In-text references must follow the APA style of referencing. In addition, you must provide a bibliography with correct and comprehensive details in relation to texts, articles, research reports and other sources that you have used
6. Double or 1.5 spacing and a font size of 10-12 must be used in either Arial or Times Roman. Do not submit double paged assessments.

In accordance with RMIT policy, you may apply for an extension where there have been unexpected or extenuating circumstances, e.g.
• Hospital admission, serious injury, severe asthma, severe anxiety or depression. This does not include minor illness such as a cold, period pain or hay fever.
• Loss or bereavement – e.g. death of a close family member, family/relationship breakdown.
• Hardship/trauma – e.g. victim of crime, sudden loss of income or employment, severe disruption to domestic arrangements.
You must keep a copy of their assessment until the graded submission has been returned or marks have been posted.

All email communications will be sent to your RMIT student email address.

Applying for an Extension
Extension of time for assessment tasks may be granted where circumstances beyond your control prevent submission by the published due date. An application for extension of time must be lodged with your tutor or the course coordinator as early as possible, and no later than one working day before the due date for submission.
You can apply for extension using the University’s Extension Application Form – – or by emailing your course coordinator or tutor directly.
An extension of up to seven calendar days may be granted if good reason can be demonstrated. Include supporting evidence (such as medical certificates) with your application.
Extensions beyond seven calendar days cannot be granted by course coordinators, tutors or the School. To apply for an extension of time greater than seven calendar days you must lodge an application for Special Consideration.

Applying for Special Consideration
If you are seeking an extension of more than seven calendar days (from the original due date) you must lodge an Application for Special Consideration form, preferably prior to, but no later than two working days after the official due date. Late applications will only be accepted in exceptional circumstances. For information about Special Consideration and how to apply, see:

Penalties for Late Submission
If you have not been granted an extension or special consideration, late submission will be penalised as follows:
Assessment tasks submitted after the due date of submission shall receive a penalty of five per cent of the grades available for that assessment per day for each working day late.
No assessment task shall be accepted more than three weeks after the due date.

Assessment Appeals
If you believe your assessment result or final result is wrong please contact the course coordinator and provide the reason why you think your result is incorrect. Valid reasons for seeking a review of results include:
• You believe an error has occurred in the calculation of the grade; or,

• You believe the assessment did not comply with criteria published in the Course Guide; or,

• You believe the assessment did not comply with University Policies on Assessment (i.e. an error in process has occurred).

• Full details of the procedure (including appeals procedure) can be located at this RMIT site:

Academic Integrity
Academic integrity means honesty and responsibility in scholarship through respecting the work of others whilst having the freedom to build new insights, new knowledge and ideas. RMIT University upholds the values of academic integrity as fundamental to the scholarship undertaken by all members of its community. Whenever you refer to another person’s research or ideas (either by directly quoting or paraphrasing them) you must acknowledge your source.
If you are even in doubt about how to properly cite a reference, consult your lecturer or the academic integrity website:
The RMIT library provides tools to assist with your referencing

Plagiarism and Collusion
Plagiarism and collusion constitute extremely serious academic misconduct, and are forms of cheating. You are reminded that cheating, whether by fabrication, falsification of data, or plagiarism, is an offence subject to University disciplinary procedures. Plagiarism is the presentation of the work, idea or creation of another person as though it is your own. It is a form of cheating and is a very serious academic offence that may lead to expulsion from the University. Plagiarised material can be drawn from, and presented in, written, graphic and visual form, including electronic data, and oral presentations. Plagiarism occurs when the origin of the material used is not appropriately cited. Plagiarism is not acceptable.
Examples of plagiarism include:
• Copying sentences or paragraphs word-for-word from one or more sources, whether published or unpublished, which could include but is not limited to books, journals, reports, theses, websites, conference papers, course notes, etc. without proper citation;
• Closely paraphrasing sentences, paragraphs, ideas or themes without proper citation;
• Piecing together text from one or more sources and adding only linking sentences;
• Copying or submitting whole or parts of computer files without acknowledging their source;
• Copying designs or works of art and submitting them as your original work;
• Copying a whole or any part of another student’s work; and
• Submitting work as your own that someone else has done for you.
• Enabling Plagiarism: the act of assisting or allowing another person to plagiarise or to copy your own work is also an offence.
For further information, please see the RMIT Plagiarism Policy –;ID=sg4yfqzod48g1 – and the RMIT Student Discipline Statute and Regulations -;ID=11jgnnjgg70y

Plagiarism Software
The originality verification software Turnitin may be used in this course. For details, see:

Course Overview: Access Course Overview