Course Title: Develop and implement strategic plans
Part B: Course Detail
Teaching Period: Term1 2017
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: email@example.com
Name and Contact Details of All Other Relevant Staff
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
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
1.1 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
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.
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
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.
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
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
Students will participate in a variety of learning activities, both in class, through Blackboard and out of class.
In class activities will incorporate
Face to face lectures, simulated workplace scenarios, practical demonstrations and role-plays that identify with professional practice within the criminal justice system
· Individual oral and written questioning, and student-led group discussions and/or presentations, will exemplify your contextualizing of the class topics, and validate your learning of the development and implementation of strategic plans in justice workplace settings that shape, influence and respond to contemporary issues of crime prevention and community safety.
Out of class activities will Incorporate
· Readings, researching case studies, completing remaining in class activities, and preparing for in class group presentations/discussions
This course is delivered in a combination of 4 structured workshops and structured online engagement to supplement the learning activities
The workshop delivery will be supplemented with online learning activities. Scheduled dates for workshops:
Workshop 1 – Both classes 2A & 2B
- introduction to subject, course objectives and Learning outcome
- overview of delivery and assessment methods
- assessment criteria and assignment submission requirements, including WIL and assessment activities
- delivery method, and students developing an understanding of synchronous and asynchronous learning
- what, how and when students will learn and be assessed including engagement and facilitation of discussions
- group formation, discussion forum activity and development of group operating principles.
- structure and content of an effective strategic plan
- development of Gantt charts allocating aspects of the strategic plans to individual team members.
Workshop 2 – Both classes 2A & 2B
- understanding and development of organisational mission and vision and purpose within strategic plans
- development of measurable objectives outlining what the organisation needs to achieve
- creation of a needs analysis, identifying unmet needs in the justice environment.
- continuation of needs analysis and methodology of research, development of SWOT & PEST analysis to outline environmental trend analyses and forecasts.
Workshop 3 – Both classes2A & 2B
- identification of own roles and responsibilities in a justice organisational context.
- human resource practices to support organisational strategic plans.
- 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.
- industrial relation processes for recruitment practices.
Workshop 4 – Both classes 2A & 2B
- 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
- development of a range of evaluation strategies and data collection methods that track successes and performance gaps, and compliance requirements.
- revision of organisational plan and compliance requirements, in regards to Occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination.
In addition, there will be three scheduled workshops in Semester 2, 2017. The dates will be advised to students when the semester 2 timetable is released.
Semester 2 Workshops:
Workshop 1 - Both classes 2A and 2B
Introduction to human resources and recruitment practices in justice workplace settings
Preparation for articulation into higher education programs
Updating the resume
Responding to the Key Selection Criteria
Engagement with the 'Assessment Centre' - Industry panel to convene and oversee simulated recruitment practices and activities as part of the selection process for employment in justice workplace settings.
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.
Word limit or equivalent
Online formative knowledge tests x 3
Online course discussion board postings
250 x 3 = 750 words
Strategic business plan and assessment centre
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 http://www.rmit.edu.au/about/studentcharter 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: http://www1.rmit.edu.au/browse;ID=c15i3ciaq8ca
Formative Assessment 1
Word limit is not applicable
These knowledge tests are linked to the summative assessments supports the blended learning model. Students are required to progressively demonstrate knowledge confirming their understanding of how to apply aspects of strategic planning principles and in a organisational and justice context.
All three tests need to be completed at the week ending of each workshop.
To achieve competency students need to respond by answering 50% or more of each set of knowledge questions correctly
Semester Two (2017) - Formative Asessment - Engagement in simulated recruitment practices in preparation for responding for position in Justice work environments.
Summative Assessment 2
Online Discussions (Graded) Word Limit 250X3 = 750
Students must submit individual postings/ comments on course discussions topics uploaded into blackboard. A minimum of 3 postings are required throughout the semester with each posting being a minimum of 250 words relevant to the topic to discuss.
Students are also encouraged to respond to other students postings and not only the educator’s comments posted.
All responses are to be electronically submitted within the given timeframe identified within the assessment criteria to achieve an overall grade for this course.
Summative Assessment 3
Strategic business plan (Graded)
This is a group project. The assessment task requires each student as a member of a project team to develop a strategic business plan and to participate in a series of simulated workplace activities.
Each student is required to provide a completed;
- strategic business planning document
- relevant Job description
- Students are assessed individually on their contribution to the strategic business plan.
Summative Assessment 4
Students that have completed have completed industry based work experience placement will be required to;
- Submit a reflective journal, a completed work placement evaluation report and participate in a simulated recruitment activity.
- Participate in a the 'Assessment Centre' simulated recruitment activity using the job description developed as part of the Strategic business plan document
- Grading for this component - Competency achieved/Not achieved
Students who have not completed an industry based work experience placement are required to;
. Develop and submit a report on a justice organisation that includes:
The strategic direction for the organisation
The organisation's operational functions
The recruitment practices for the organisation
Participation in a the 'Assessment Centre' simulated recruitment activity using the job description developed as part of the Strategic business plan document
Grading for this component - Competency achieved/Not achieved
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:
Competent with High Distinction
Competent with Distinction
Competent with Credit
Competency Achieved - Graded
Not Yet Competent
Did not Submit for Assessment
DNS - Did Not Submit for Assessment
Program inherent requirements
Inherent requirements refer to the abilities, knowledge and skills you must demonstrate to:
achieve program learning outcomes
work effectively as part of a team in classroom and work-integrated learning (WIL) settings
perform effectively in classroom and WIL settings without undue risk to your own or others' health, safety and welfare.
Depending on your program of study, inherent requirements may include:
verbal and non-verbal communication skills
reading, writing and number skills
concentration, memory and problem solving
mental wellness and behavioural stability
vision, hearing, touch and smell
physical skills, such as gross and fine motor skills.
If you have any injury, illness, disability, impairment, condition or incapacity that may affect your ability to perform the inherent requirements of your program of study, we encourage you to discuss this with the Program manager to enable RMIT University to identify whether there are any reasonable adjustments that would enable you to perform program requirements. RMIT University wants to place you in the best possible position to use your knowledge, skills and attributes effectively in your program of study.
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Cover Sheet for Submissions
You must complete a submission cover sheet for every piece of work submitted in hardcopy. For every piece of work submitted online you will complete an e-Declaration. The signed cover sheet or e-Declaration acknowledges that you are aware of the plagiarism implications.
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It is strongly advised that you attend all sessions in order to engage in the required learning activities, ensuring the maximum opportunity to gain the competency.
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: http://www1.rmit.edu.au/students/specialconsideration
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:
- a) You believe an error has occurred in the calculation of the grade; or,
- b) You believe the assessment did not comply with criteria published in the Course Guide; or,
- c) 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: http://www1.rmit.edu.au/policies/academic#assessment
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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 – http://www.rmit.edu.au/browse;ID=sg4yfqzod48g1 (unresolved) – and the RMIT Student Conduct Regulations – http://www1.rmit.edu.au/browse;ID=r7a7an6qug93
The originality verification software Turnitin may be used in this course. For details, see: http://www.turnitin.com
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Student Complaints Policy: http://www1.rmit.edu.au/policies/studentcomplaintspolicy
Student complaints Procedure: http://www1.rmit.edu.au/browse;ID=i1lexipvjt22
Student Complaints Form: http://mams.rmit.edu.au/v4ujvmyojugxz.pdf
Working with Children Check – This course requires a Working with Children Check
Police Check – This course requires a satisfactory police check
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