BSBMGT517 Assessment Tool

Australian Techno Management College Pty Limited
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Unit Assessment Summary Record Sheet

ASSESSOR ONLY TO COMPLETE
Student Name:
Unit of Competency: BSBMGT517 Manage Operational Plan
Assessor:
Assessment 1 Date
Marked:
Assessment 2 Date
Marked :
Assessment 3 Date
Marked :
Assessment Results
Assessment 1
Knowledge Questions SatisfactoryNot Satisfactory
Assessment 2
Practical Part Satisfactory Not Satisfactory
Assessment 3
Practical Part Satisfactory Not Satisfactory
Unit Final Assessment Outcome:
Competent Not Yet Competent
ASSESSMENT : Assessor Feedback to student:

Assessor to explain the reasoning behind the final Assessment outcome
Assessor Declaration
I confirm this assessment was conducted in a true, fair and accurate manner.
Signature: Date:
BSBMGT517 Assessment Tool Page 1 of 82Version 4: February 2018

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STUDENT COMMENTS: STUDENT ONLY TO COMPLETE
Student Name:
Assessor:
Assessment Date:
Student Comments:
Student Declaration
I agree/disagree that this assessment was conducted in a true, fair and accurate manner
and I agree /disagree with the outcome
I intend/do not intend to lodge an appeal
Signature: Date:

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Knowledge Evidence:
To complete the unit requirements safely and effectively, the individual must:
Evidence Assignment 1 Assignment 2 Assignment 3

1.Describe models and methods for operational plans Questuin.3,4 Question.1.A,
2
2.Explain the role of an operational plan in achieving Question.4,11 Question.2
the organisation’s objectives
3.Explain budgeting processes Question.10 Question. 4
4.List alternative approaches to developing key Question.5 Question. 1.B, Question. 3

performance indicators to meet business objectives
5.Outline the legislative and regulatory context relevant Question.1.C

to the operational plan of the organisation
6.Outline the organisation’s policies, practices and Question. Qiestion.3.C
procedures that directly relate to the operational plan. 7,8,14
Performance Evidence:
Evidence of the ability to:
Evidence Assignment 1 Assignment 2 Assignment
3
1.Develop and implement an operational plan using a Question.1,3,4,5 Question. 1.A, Question. 1
variety of information sources and consultation (including 1.B,
using specialist advice if required) which includes:
-Resource requirements
-Key performance indicators
-Monitoring processes
-Contingency plans
2.Communicate effectively with relevant stakeholders to Question. Question.2 Question. 4,
explain the plan and supporting information, seek 2,3,6,13 5
approvals, negotiate variations and engage work teams
3.Develop and implement strategies to achieve the Question. 3,7,12 Question. 3A, Question. 1,
operational plan within the organisation’s policies, 3C 2, 3, 4, 5
practices and procedures including:
-Recruiting, inducting and developing personnel
-Acquiring physical resources and services
-Protecting intellectual property
=Making variations to the plan
-Monitoring and documenting performance.
Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

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Mapping:
Element Performance Criteria A-1 A-2 A-3

1. Develop 1.1 Research, analyse and document resource Question.1,2 Question.1.A
operational requirements and develop an operational plan
plan in consultation with relevant personnel,
colleagues and specialist resource managers
1.2 Develop and/or implement consultation
processes as an integral part of the operational Question.6,8 Question.2
planning process
1.3 Ensure the operational plan includes key
performance indicators to measure Question.3,4 Question.1.A
organisational performance
1.4 Develop and implement contingency plans
for the operational plan Question.5 Question.1.A,
1.5 Ensure the development and presentation 1.B
of proposals for resource requirements is
supported by a variety of information sources Question.1.A
and seek specialist advice as required
1.6 Obtain approval for the plan from relevant
parties and explain the plan to relevant work
teams
Question.2
2. Plan and 2.1 Develop and implement strategies to ensure Question.7 Question.3A,
manage that employees are recruited and/or inducted
resource within the organisation’s human resources
acquisition management policies, practices and procedures
2.2 Develop and implement strategies to ensure
that physical resources and services are
acquired in accordance with the organisation’s Question.8 Question.3B
policies, practices and procedures
2.3 Recognise and incorporate requirements for
intellectual property rights and responsibilities
in recruitment and acquisition of resources and
services Question.3.C
3. Monitor 3.1 Develop, monitor and review performance Question.9 Question.1
and review systems and processes to assess progress in
operational achieving profit and productivity plans and
performance targets
3.2 Analyse and interpret budget and actual Question.10 Question.4
financial information to monitor and review
profit and productivity performance
3.3 Identify areas of under-performance,
recommend solutions and take prompt action Question.11 Question.4,
to rectify the situation 2
3.4 Plan and implement systems to ensure that
mentoring and coaching are provided to Question.12 Question.3
support individuals and teams to effectively,
economically and safely use resources
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3.5 Negotiate recommendations for variations

to operational plans and gain approval from
designated persons/groups Question.13 Question.5
3.6 Develop and implement systems to ensure
that procedures and records associated with
documenting performance are managed in
accordance with organisational requirements Question.14 Question.1.A Question.6
Foundation Skills:
Assessment Assessme Assessmen
1 nt 2 t3
Reading 1.1, 1.5, - Identifies and extracts relevant Question. 1, Question. Question.1,
2.1, 2.2, information from a range of complex 7,8,9,10,11, 1.A,3.B, 2,3,4,6
3.1, 3.2, texts 12,14
3.3, 3.4, 3.6 - Gathers, interprets and analyses
workplace documentation to
determine requirements for the
operational plan
Writing 1.1-1.5, - Develops and documents a range of Question. Question. Question.1,
2.1, 2.2, detailed texts relating to the 1,2,3,4,5,7,8, 1.A,1.B,2, 2,3,4,5,6
3.1-3.6 management of an operational plan 9,10,11,12,1 3.A,3.B,
according to organisational 3,14
requirements
- Ensures the vocabulary,
grammatical structures and
conventions are appropriate for the
context and target audience
Oral 1.1, 1.2, - Presents information to a range of Question.1,2 Question. Question.3,
Communi 1.5, 1.6, audiences using appropriate register, ,6,12,13, 1.A, 2 5
cation 3.4, 3.5 vocabulary and paralinguistic
features
- Listens and comprehends
information from a variety of spoken
exchanges with clients, co-workers
and other stakeholders
- Confirms understanding through
questioning and active listening
Numerac 1.1, 1.3, - Selects and uses mathematical Question.1,2 Question. Question.
y 1.4, 3.1-3.4 problem-solving strategies to ,3,4,5,9,10, 1.A, 1.B 1,2,3,4
organise resource requirements, 11,12
performance benchmarks and
financial viability of the operational
plan
Navigate 2.1, 2.2, - Monitors adherence to Question.7,8 Question. Question.
the world 3.4, 3.6 organisational policies, procedures ,12,14 3A,3.B,1. Q.3,6
of work and considers own role in terms of A
its contribution to broader goals of
the work environment
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- Appreciates the implications of

legal responsibilities with specific
reference to health and safety
Interact 1.1, 1.2, - Identifies and uses appropriate
with 1.5, 1.6, 3.5 conventions and protocols when
others communicating with colleagues and
external stakeholders
- Collaborates with others to achieve
joint outcomes, playing an active
role in facilitating effective group
interaction, influencing direction and
taking a leadership role on occasion
Get the 1.1-1.5, - Takes responsibility for developing
work 2.1, 2.2, and implementing systems and
done 3.1, 3.3, processes to achieve organisational
3.4, 3.6 objectives, seeking advice, feedback
and support as required to assist in
the development and planning
phase
- Sequences and schedules complex
activities, monitors implementation,
and manages relevant
communication
- Uses systematic analytical
processes to aid decision making,
identify potential problems and
generate contingency plans or
solutions
Assessment Conditions:
Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent
performance of typical activities experienced in the management and leadership field of work and include
access to:
Evidence Assessment 1 Assessment 2 Assessment 3
1.Relevant legislation X X X
and regulations
2.Workplace X X X
documentation and
resources
3.Case studies and, X X X
where possible, real
situations
4.Interaction with X X X
others.

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Assessment 1 Cover Sheet
Student to Complete
Course BSB51915 Diploma of Leadership and Management
Student Name
Student ID Number
Student Email
Student Phone
Date of Submission:
Student Declaration:
I declare that:
 No part of this assessment has been copied from another person’s work, except where
document or work is listed/ referenced.
 No part of this assessment has been written for me by another person.
Signed: Date:
Assessment 1: Knowledge Questions:
Participant Name: Date:

Trainer/Assessor Name:
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Unit Code and Name:
Assessment instructions:
Assessment system of Australian Techno Management College ensures that assessment:
 Is conducted in accordance with the Rules of Evidence, the Principles of Assessment and conducted in
line with the requirements of the Training Package.
 Requires the student to demonstrate all of the skills and knowledge outlined in the components of the
relevant unit of competency or module.
 Requires the student to demonstrate the ability to perform tasks in a variety of situations, adapt to
different contexts and environments and perform tasks to an appropriate level expected by a
workplace.
 Considers’ the students’ dimensions of competency when making all assessment decisions.
Dimensions of Competency refer to the types of skills a person must have to perform effectively in a
broad capacity. The dimensions of competency ensure the person being assessed has the skills to
perform competently in variety of different circumstances.
 To ensure no students are disadvantaged, where required assessors will make Reasonable
Adjustments to assessment tasks or processes to accommodate individual needs and record these
adjustments.
Principles of Assessment means assessment decisions are based on the principles of fairness, flexibility,
validity and reliability, which definitions of each of these as outlined below:
Fairness - The individual learner’s needs are considered in the assessment process. Where appropriate,
reasonable adjustments are applied by the RTO to take into account the individual learner’s needs. The
Australian Techno Management College informs the learner about the assessment process, and provides the
learner with the opportunity to challenge the result of the assessment and be reassessed if necessary.
Flexibility - Assessment is flexible to the individual learner by reflecting the learner’s needs, assessing
competencies held by the learner no matter how or where they have been acquired and drawing from a range
of assessment methods and using those that are appropriate to the context, the unit of competency and
associated assessment requirements, and the individual.
Validity - Any assessment decision of the RTO is justified, based on the evidence of performance of the
individual learner. Validity requires assessment against the unit(s) of competency and the associated
assessment requirements covers the broad range of skills and knowledge that are essential to competent
performance. It also requires assessment of knowledge and skills is integrated with their practical application
and the assessment tasks to be based on evidence that demonstrates that a learner could demonstrate these
skills and knowledge in other similar situations. Additionally it requires judgement of competence is based on
evidence of learner performance that is aligned to the unit/s of competency and associated assessment
requirements.
Reliability - Evidence presented for assessment is consistently interpreted and assessment results are
comparable irrespective of the assessor conducting the assessment.

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Rules of Evidence meansthat the evidence on which an assessment decision is based is valid, sufficient,
authentic and current, with definitions for each as outlined below:
Validity - The assessor is assured that the learner has the skills, knowledge and attributes as described in the
module or unit of competency and associated assessment requirements.
Sufficiency - The assessor is assured that the quality, quantity and relevance of the assessment evidence
enable a judgment to be made of a learner’s competency.
Authenticity - The assessor is assured that the evidence presented for assessment is the learner’s own work.
Currency - The assessor is assured that the assessment evidence demonstrates current competency. This
requires the assessment evidence to be from the present or the very recent past.
Reasonable adjustment means a modification made to the learning environment, training or assessment
methods used to enable students with a disability to access and participate in training on the same basis as
those without a disability.The adjustment must be ‘reasonable’ in that it must not impose unjustifiable
hardship on the person or Australian Techno Management College.
Student plagiarism, cheating and collusion - Students are expected to complete all assessments ethically:
without plagiarism, collusion or cheating. Any students suspected of unethical behavior will be managed
through the disciplinary procedures which may require the student to attend disciplinary meetings, submit
their assessment again, or for repeated acts may be asked to withdraw from the course.
Submission, feedback and re-assessment - Students must submit each task with a completed and signed
Assessment Task Cover Sheet within timelines specified by you assessor. Written and theoretical tasks will be
assessed within 2 weeks of submission. Each task will be marked as Satisfactory or Not Satisfactory. A unit or
module will be marked as Competent once all tasks for the unit or module have been marked as Satisfactory.
Where a task is marked as Not Satisfactory, the student will be provided with feedback and be given the
opportunity to resubmit/re-attempt the task. Students will receive detailed feedback for each task either in
written or verbal form from their assessor.
You are required to undertake all questions and obtain satisfactory result for each question to obtain a
competent result for Assessment 1. If the students notifyAustralian Techno Management College that
they can-not undertake a written assessment for extenuating circumstances, these questions can be
undertaken as an oral assessment. Students obtaining not yet competent for Assessment 1 will be required
to redo the assessment. Students have the right to make an appeal against an assessment decision.

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Answer allthe questions given below:

1. Consider the simulated business Café Paradiso – Mountain Glen, NSW given in appendix or any
workplace you are familiar with. Write the resource requirement that may be needed when implementing
operational plan (150 words) (P.C. 1.1, P.E.1)
Whenever starts any Restaurants and Café’s management always make sure to make a plan and
strategy, towards their business. It helps management to attract customers and gain profit and
reputation on market (Mishra 2013).
Some following examples of how and what to needed when establishing any operational plan
are:
1. Right Menu: Always first priorities of manager of any restaurant and cafés to check menu
and mentioned all valuable and attractive dishes in menu’s. Which customers are likely to eat
most on that particular place.
2. Necessary Staffing Requirements: Well in Café’s there will be not much staffs were
available, but at least that much so they can manage, kitchen and on floor also.
2. Consider the Café Paradisp – Mountain Glen, NSW simulated business or any business/workplace you are
familiar with. While developing operational plan, there are various personnel, colleagues and specialist
resource managers who need to be consulted. Discuss the types of people who you may need to consult.
Justify you response with proper explanation(150 words) (P.C. 1.1, P.E. 2).
For developing an Operational Plan means to divide or distribute roles to peoples like, who, what
and how of their daily operations over course of next year. It defines that how human, financial
and physical resources will be assign, to achieve short-term goals that gave some uphold their
larger strategic objectives.
What Plans should we make to develop Operational Plan:
 Focus on your most important goals: Café’s likeParadisp- Mountain Glen, NSW are needs
some plans to run their business in this field.
 Start with your strategic plan: Some strategies help them to handle or work under pressure.

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3. Explain the integral components of an operational plan (150 words) (P.C. 1.3, P.E.1, 2, 3, K.E. 1).
To Improve an Operational Plan an Organization needs to take some serious steps towards their
business.
Few keystone fundamentals of an Operational Plan which we can use are:
 Clear Objectives: To start a business our objectives have to be very clear, so we got to know
on what circumstances we should take actions and how to face that hurdles (Hinton 2012).
 Activities to be delivered: When atask is given to bunch of people but there is more work
than people, things were always messed up and peoples get frustrated also, it will be better if
activities should be delivered to all same.
4. Define the term ‘KPI’. How KPT can help to assess progress of operational plan(150 words). (P.C. 1.3, P.E.
1, K.E. 1, 2)
Key Performance Indicator (KPI) this is a quantifiable value that denote how a company is working
on whole year and how much they achieve in key business. Organizations use this method to know
how constructively they achieve their target. Key Performance Indicator can help to assess progress
of operational plan in many ways like increasing sponsorship revenue, measuring the actual result
of strategies and by making comparisons between desired results and actual results.
5. Explain three situations where you may have to implement a contingency plan(150 words) (P.C 1.4, P.E.
1, K.E.4)
Contingency Plans are the plan that are developed to deal with high risk unpredictable events,
situations or circumstances that can be a disaster or like a disaster for an organization, to ensure the
safety of people’s lives of and minimize losses (Mische & Wilkerson 2016). The three situations in
which the need to implement contingency plan may arise are:

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1. At the time of fire
2. At the time of a disaster like earthquake
3. At the time of any materialistic damage
6. When implementing an operational plan you may need to work through a consultation process to
communication information. Give an example of how this could be carried out.(150 words) (P.C. 1.2, P.E.
2)
Communication is the key to unlock any door. Without the exchange of information and ideas and
passing the information from one person to another, operational plan cannot be implemented. For
Example: When Senior management explains key aspects of the operational plan to the staff or the
team and deal with the questions that staff raise about the plan. This consultation process would be
like a training for them in which they may better understand their roles, tasks and responsibilities
and that’s how overall achievement of operational plan may take place.
7. Ensuring of recruiting suitable employees is important in the success of an organisation. Give an example
of a policy, practice and/or procedure that may have an impact on how employees are recruited an
inducted (150 words) (P.C. 2.1, P.E.3, K.E. 6)
Policy of gender equality is one of the example that will have a strong impact on the recruitment of
employees. It is the policy concerned with justice and equality.
8. When implementing operational plans it is important to do so within the organisation’s policies, practices
and procedures and in consultation with relevant personnel. Justify the scenario with sufficient explanation
(150 words) (P.C. 1.2,2.2, K.E. 6)
It is quite obvious that the implementation of an operational plan should be in accordance with the
organization’s practices and procedures and it is also important that it should be relevant. No policy
or procedure should be ignored or avoided or it may lead to negative consequences. Policies and
procedures are the guidelines that set standards about how an operational plan should be
implemented. They include all the dos and don’ts.
9. Formal processes are used within organisations to measure performance. Give two (2) examples of
these that can be used to assess progress in achieving plans and targets(150 words) (P.C 3.1):
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Decision Making Process and Behavioral Process are the two examples of the processes used
within organizations. These two processes definitely helps in the progress and plays a vital role.
- Decision Making Process is the process of choosing the best alternative from among the
various alternatives available. Decision Making Process focuses on the decisions being taken
within the organization for the betterment of organization. Right decision will lead towards rise
and success and wrong decision will lead towards the downfall or failure.
- Behavioral process is the process that focuses on values, beliefs, learning and
motivation of all the people associated with the organization for the achievement of a common
goal or objective. Its concern is to keep them motivated for the smooth functioning and
achieving plans and targets.
10. Discuss the use

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11. Discuss the role of organisational policies when unsatisfactory performance of employee is
identified(150 words) (P.C. 3.3, K.E.2).
Budget and financial information plays a vital role in maintaining all the incomes and expenses
of an organization. All the cash inflows and outflows of an organization should be maintained
and recorded for the purpose of effective and efficient financial management of the company.
12
12. When monitoring operational performance, a manager must be able to provide mentoring, coaching
and supervision to support employees to use resources effectively, economically and safely. Justify the
scenario with sufficient explanation.(150 words) (P.C. 3.4, P.E. 3)
Just like the saying, “With great power comes great responsibility.” Manager has responsibilities
of mentoring, coaching and supervising to support employees for optimum utilization of
resources. It is very necessary for a manager to act as mentor, coach and a friend with the
employees while monitoring operational performance. The success of operations and operational
plans depend on the supervision being provided to the employees who are the main performers.
A manager should be friendly and approachable.
13. During the monitoring stages, there may need to be variations made to the operational plans. In
order to implement these, approval needs to be given by certain people within the organisation. Give
an example of a designated person or group of people who may need to approve of a change to an
organisational plan (150 words) (P.C. 3.5, P.E. 2).
As we know that there are three levels in the Organization Hierarchy:

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Level
evel
LLev el
Exe cutiv e
Top
Mi
Low dd le
er or
- Top level management people are the leaders of the organization such as
Chairperson of the Board, President, Vice president, corporate head, Chief Executive
Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief
Information Officer (CIO). They are the main authorities who set goals and objectives for
the organization and make decisions affecting the entirety of the firm. It is on them to take
the major decisions. No changes can be made in any plan without their approval. Their
approval is required to approve any change in any organizational plan.
14. Give an example of a system, procedure and/or record that is associated with performance (150
words) (P.C. 3.6, K.E. 6)
Performance Management System, for example: 360 degree appraisal system helps to
evaluate performance of employees. It includes self-appraisal, peer review and review by
superiors. It is based upon the Key Performance Indicators set for each employee in the
beginning of the performance year. It is a transparent system which helps the employees to
understand their tasks, roles and responsibilities clearly. They are thus aligned with the
Company’s goals and can perform as per the expectations of the company. Thus, the
functioning of the company becomes effective and efficient. The Rewards and Recognitions
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given to the employees can be fair and justified and prove to be more acceptable to the
employee. Thus, a positive work-culture is established in the organization. The training needs
and requirements of the workers are also easily identified and this helps them learn and grow.
The organization is thus on a positive growth path. The whole system must be well structured
for it to work.
MARKING SHEET – KNOWLEDGE QUESTIONS

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ASSESSOR TO COMPLETE
Unit Code Unit Title

Question Number Satisfactory ( S ) Not Yet Satisfactory
(NYS)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Assessment 1 Competent : --------------
Final Outcome Not Yet Competent:
-------------
Assessors Sign: Date:
Assessors’ Name:
Student’s Marking Criteria – Assessment 1:

Yes No
1. Write the resource requirement that may be needed when implementing
ABN 33 609 216 757
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operational plan
-Consider the simulated business Café Paradiso – Mountain Glen, NSW given in
appendix or any workplace you are familiar with.
2. While developing operational plan, there are various personnel, colleagues and
specialist resource managers who need to be consulted. Discuss the types of people
who you may need to consult. Justify you response with proper explanation
-Consider the Café Paradisp – Mountain Glen, NSW simulated business or any
business/workplace you are familiar with.
3. Explain the integral components of an operational plan
4. Define the term ‘KPI’. How KPT can help to assess progress of operational plan.
5. Explain three situations where you may have to implement a contingency plan
6. When implementing an operational plan you may need to work through a
consultation process to communication information. Give an example of how this
could be carried out.
7. Ensuring of recruiting suitable employees is important in the success of an
organisation. Give an example of a policy, practice and/or procedure that may have
an impact on how employees are recruited an inducted
8. When implementing operational plans it is important to do so within the
organisation’s policies, practices and procedures and in consultation with relevant
personnel. Justify the scenario with sufficient explanation
9. Formal processes are used within organisations to measure performance. Give two
(2) examples of these that can be used to assess progress in achieving plans and
targets
10. Discuss the use of budget and financial information
11. Discuss the role of organisational policies when unsatisfactory performance of
employee is identified
12. When monitoring operational performance, a manager must be able to provide
mentoring, coaching and supervision to support employees to use resources
effectively, economically and safely. Justify the scenario with sufficient explanation.
13. During the monitoring stages, there may need to be variations made to the
operational plans. In order to implement these, approval needs to be given by
certain people within the organisation.
Give an example of a designated person or group of people who may need to
approve of a change to an organisational plan
14. Give an example of a system, procedure and/or record that is associated with
performance

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Student to Complete
Student Name
Student Number
Course Name
Postal Address:
Date of Submission:
I declare that:
 No part of this assessment has been copied from another person’s work, except
where document or work is listed/ referenced.
Signed: Date:
Assessment 2
Unit Code and Name:
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workplace.
adjustments.
requirements.

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without plagiarism, collusion or cheating. Any students suspected of unethical behaviour will be managed
You are required to undertake all the tasks given in assessment 2 and obtain satisfactory result for each
individual to obtain a competent result for Assessment 2. Students obtaining not yet competent for
Assessment 2 will be required to redo the assessment. Students have the right to make an appeal against an
assessment decision.
Scenario
1. You work for Café Paradiso – Mountain Glen, NSW- newly established Café located in Sydney NSW
2. You have been recently employed as the Operations Manager. You report directly to the CEO, whilst with
regards to all operations management issues – all staff report directly to you.

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3. You are responsible to develop and monitor the implementation of the 2017-2018 Operational Plan. In this
regard your operational objectives are as follows:
 Develop in consultation with stakeholders the 2016-2017 Operational Plan

 Develop operational management systems and procedures designed to facilitate the operational plan
 Implement, monitor and review their implementation
So to:
o Provide effective and efficient workplace practices
o Provide these practices within the productivity and profitability plans i.e. as provided in the
Financial and Business Plans
Business Documentation:You have been provided with the:

Café Paradiso – Mountain Glen, NSW 2017-2018 Business Plan. In this plan you will find a very detailed
coverage of all Café Paradiso business, marketing, HR, Operations and financials as projected for the first 2
years of operation. This is provided for you in Assessment 2 Support Material (appendix) by Café Paradiso –
Mountain Glen, NSW.
ASSESSMENT TASKS
Read the simulated business information given in the appendixwhere you have been recently employed as
Operations Manager. In the simulated workplace you report directly to the CEO, whilst with regards to all
operations management issues – all staff directly report to you.CEO of the Café expects you to prepare a new
operational plan for the Café. Alternatively you can consider you own workplace or any workplace you are
familiar with.You are required to complete the following tasks according to instruction given in each part of
the following questions by reading the information provided in the appendix and also conducting your
research.Please follow the following information as guidelines to conduct your research:
Reliable Information Sources
In the development of your draft operations plan only use reliable information sources. These include mainly
 government,
 authority,
 professional
Avoid using commercial sites.

Specialist Advice - Resource Requirements
Café Paradiso falls within the category of commercial food and beverage and as such must comply with the
requirements of the Australian and NSW Hospitality and Food Handling Industry legislation, regulations,
standards and codes.
The Café Paradiso CEO has provided you with a list of compliance requirements and these are provided in
Assessment 2 Support Material. Whilst you are a business manager your expertise is NOT the resourcing
requirements (under legislation) for a commercial food handling operation. In this case you must evidence that
you have consulted, through research this specialist advice. As an evidence of your research you must quote
all information sources as traceable addresses.

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1A. Develop Operational Plan
As the CEO of the Café expects you to prepare a new operational plan for the Café, firstly prepare a draft
operational plan. Use the Café Paradiso Operations Plan Template as provided bellow (P.C. 3.6). Also read
theCafé Paradiso Business Plan given in appendix.In the operational plan template bellow the objective are
already mentioned as a guide for you to continue.
You are to demonstrate that:

 You have researched, analysed and documented resource requirements by evidencing that the
development and presentation of proposals for resource requirements is supported by a variety of
reliable information sources and specialist advice. Refer to the list as provided to you by the CEO in the
capacity of Compliance Manager (provided as Support Material)(P.C. 1.1,1.5).
 The operational plan includes key performance indicators to measure organisational performance
(P.C.1.3)
 The operational plan includes contingency plans for the operational plan (P.C.1.4)
Prepare a draft operational plan by completing the following table(P.C. 1.1, 1.3, P.E. 1). The operational plan
objectives are already included in the table.To identify performance measure and tasks for each objective you
are required to read simulated business and research different models and methods for developing your draft
operational plans. You are also required to write you reference you have used. (P.E. 1.K.E.1)
Objectives Performance measure Tasks
Engaging with customers through The performance is The café has developed
market research and personalised measured by evaluating questionnaire and other
serves methods and modes to methods to get the views
reach more customers. of customers.
Building reputation for quality This measured by The productivity and
products and services feedback given by quality is ensured by
customers. café.
Supporting people through training This can be measured by The café has established
and performance management the working of staff and performance appraisal
quality of food that is activities to increase the
provided buy staff. efficiency.
Increase sales revenue This can be measured by By providing activities to
monitoring progress of change product or service
such café. mix.
Reduce direct and indirect cost of This can be reduces by This can be achieve by
operation embrace new technology providing cost effective
or by identifying activities.
inefficiencies.

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1. B.
Now identify at least three risks to the implementation of the operational plan and develop a contingency plan
for each risk (you may use the contingency plan template provided in Appendix 4). Risks must include: (P.C.
1.4, P.E.1, K.E. 4)
I.one risk due to employee underperformance
Ii.one risk related to management of intellectual property (IP)
Iii.one risk due to breach of health and safety compliance responsibilities.
I.one risk due to employee underperformance
If employees are under performing then the risk is related to this is biased performance rating.
Ii.one risk related to management of intellectual property (IP)
Intellectual property is too essential for an organization or café. The risk related to IP that it can harm
reputation of brand of that café or organization.
Iii.one risk due to breach of health and safety compliance responsibilities.
If employees are following healthy and safety compliances then fine and penalties can be imposed on
such entity.
Contingent plan
Risk Contingency Comments
1. Biased performance rating. This can be a

reason for closer of
that business.
2. Brand risk Brand can be

legally harm and
loss of reputation.
3. Penalties can be imposed This can lead to

loss of down time
of loss of

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productivity.
1. C. Outline of the legislative and regulatory context that is relevant to Café Paradiso operational plan (K.E.5)
The organization is not meeting the fundamental needs then legislative actions can be taken. If the café
is compromising with the health and safety measures then penalties can be imposed. There are some of
risks that are involved in this operational plan. If there is any contingency to breach or anything against
law then law can be enforced. These are some ISO standards that needs to be fulfilled (Moyle, et, al.,
2014).
AS, AS/ ISO and AS/NZS Standards
 AS 3806:2006 Compliance programs,
 AS ISO 10002:2006 Customer satisfaction – Guidelines for complaints handling in

organizations,
 AS/NZS 4360:2004 Risk management
 AS ISO 15489:2004 Records management.
2. Conduct Stakeholder Consultation:
After you have developed your draft operations plan, you are required to discuss your draft plan, as an integral
part of the operational planning process, with Café Paradiso relevant personnel, CEO, Café Chef, colleagues
and front side manager/ specialist resource managers. (P.C. 1.2, 1.6, P.E.2, K.E.1, 2)
The purpose of the consultation is
 Communicate effectively with these relevant stakeholders to explain the plan and supporting
information, seek approvals, negotiate variations and assign work teams
 To consult on strategies to achieve the operational plan within policy, practices and procedures
 To provide stakeholder initial training into the operations plan i.e. explain the plan.
Simulated Role Play Meeting:
Stage 1 (10 minutes):You are required to conduct 10 minutes role play with the support service staff/ support
trainer in simulated meeting room. Here the support service staff /support trainer will be considered as Café

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CEO to gain approval (signed off by CEO) of your completed operational plan. CEO also has got compliance
responsibilities and will be able to approve your completed operational plan.
Stage -2 (10 mins):The support service staff/ support trainer nowwill play the role of Café work team mate/
assistance Café manager. You are to train your assistance café manager on completed approved operational
plan.
The support service staff/support trainer will be given the student guide book, unit training slides, detailed
documents of Café Paradiso (appendix) , observation checklist so that the support service staff/support trainer
will be familiar with the scenario and will be able to support the student. The support service staff later will
give all the evidence to trainer and assessor.
Note:
CEO (also the Compliance Manager): The CEO is considered as relevant stakeholder to discuss and approve
operational plan. He also has the compliance responsibilities. The CEO’s function is to represent the interests
of CaffeParadiso the company, brand name and market position and growth prospects. The CEO is to be
familiar with all aspects of the business, including compliance, financials and with HR and position
requirements. The CEO is to ask in-depth questions requiring the Operations Manager to provide factual and
analytical responses covering all aspects of the operations plan as it complies with all requirements. Emphasis
is to be placed on ensure the correct key performance indicators have been developed to measure
organisational performance.
Operations Manager -Role played by Student (being assessed). The operation manager has to represent the
Operations Management function for Café Paradiso, to present and discuss the operations plan and to answer
all questions, enter into professional consultation, reach agreements and obtain stakeholder approval for the
plan.
Café assistance manager / specialist resource manager – Here the Café assistance manager needs to get
training on approved operational plan. The Operational manager needs to train the Café assistance manager.
Plan and manage resource acquisition
The operational plan of organization is prepared. The stakeholder consultation is conducted to give
information about the operational plan (Bal, et, al., 2013). This includes all the related parties and
colleagues.
Stage first
Meeting Minutes:
Meeting Notes: CEO, café chief, colleagues, font side manager and
specialist resource manager are relevant parties for this consultants meet.
The agenda is mentioned below.

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Date 23/11/2019
Time 10 am
Location Conference hall
Attendees All the related stakeholders and related parties of

consultation meet.
Agenda The agenda of this meet is to provide information to

stakeholders about operational plan. This is conducted to
discuss strategies that should be applied to reduce
contingencies. The procedure and policies that are
needed to be prepared should be discuss in such meet.
Discussions, The operational plan and contingency plan is prepared.

Agreements, This is a responsibility to make policies to ensure the
Actions, growth of organisation. The employees and staff needs
Assigned training to increase the efficiency of their work.
Responsibilitie
s
Training
Requirements
Stage second
Training session

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According to the operational plan the assistance manager of café needs training. The training is
required to make it in operation all the matters related to operational plan. The training is to be
provided to meet better efficiency.
Staff Training template
Date 23/11/2019
Time 12pm
Location Workshop
Staff under Name Position cafe

training assistance manager
Trainer Name Position
Training Method: technological training, on the job training,

Details coaching/ mentoring, role playing.
internal/external meeting; coaching, mentoring,

workshop, seminar, conference, accredited course;
Topic:
Content:
Exercises/demonstration of competency required:
3. A.Based on the information provided in the simulated business (appendix), they need to recruit 2 Café staff now (one
for front side and the other for food preparation). Also their job description for those positions is still under review. As an
operation manager of the organisation developa job analysis, job specificationsfor the front side staff so that job
description for the position can be finalised. Use the job analysis and job specification templates given by the organisation
in appendix.Develop recruitment action plan. Also develop a structured induction program for the Café. (P.C. 2.1, P.E. 3)
Job analysis:

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 Job title:2 café staff (one for front side and other for food preparation)
 Duties and responsibilities: The duty of front side employee is to attend customers. The
duty of other is to prepare food.
 Relationships:
 Working conditions: The staff is required at café on the opening time of café till closing
time. The workers will be recruited on full day payment basis.
Jon specifications:
 Qualifications: The person should be graduate and for food preparation person should be
with cooking degrees as a chef.
 Experience: The person should have minimum 6 months experience. Freshers can also
apply.
 Skills: The person should be skilled in leadership, time management and team management
etc.
 Knowledge: the person should have all knowledge related to their filed.
 Abilities: this includes personal abilities to complete the work on time.
 Personality: the person must be presentable and good orator. The person should be calm in
nature with additional skills. The person should be strong at both levels skilled

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Recruitment action plan
Action items and activities Responsible Projected status

party completion date
Development and approval of Assistant 22/11/2019 The project is

performance management tool(PMT) supervisor running to its
deadline.
Salary range determination and Salary manager 23/11/2019 This is in

verification of position authorization and process.
funding
Develop communication plan for start and Communicatio 21/11/2019 This will be
end of search n manager start soon.
Develop Ad and advertising source Advertising 25/11/2019 This is already

head achieved.

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Induction program
Induction program is a process that develops to make employees more familiar with the environment
of workplace (Mabaso 2012). This also include information related to organization. This provides
employees a facility to meet the culture and values of that organization. This includes following plans:
 The induction program should be link to the objectives of that organization.
 Rule and responsibilities should be clearly define to meet the objectives.
 The design of such program should be identified and clear.
 The evaluation of success of that organization should be done before making such program.
Source: (Developing an induction program 2019).

3. B.Considering the simulated business given in appendix,develop a list of selectioncriteria for selecting suppliers of
physical resources and services. Still the Café is not able to finalise the quality suppliers who are able to supply the
required products and service with reasonable price.Use a separate sheet/ word for your answer and attach to your
assessment.You are required to follow the Cafes’ policies, practices and procedures to prepare the selection criteria for
suppliers of physical resources and services (PC 2.2).

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The selection of suppliers is too important for any café or restaurant. The supplier’sshould be selected
on some criteria’s (Mukherjee 2014). These should be effective for that entity or business. These are as
follows:
 Cost effective: in a café there is a need of variety of foods and beverages. These are to be met
with the help of suppliers. Suppliers should be cost effective so that café will not have the burden of
increased cost.
 Quality and safety: the supplier should be one who can provide quality of all products and
safety needs according to café.
 Effective Service: the service of supplier should be effective and on time. All the orders given
to such supplier should be provided as per the time.
 Convenience: The supplier should provide services with the ease and convenience of café.
 Risk: in the terms of supplier there is a risk that is included. This should be completed
accordingly.
3. C -Read the simulated business information. Explain the risk management strategy needed to protect the Cafes’
Intellectual Properties given in appendix. Also describe the IP requirements for Human Resource acquisition to ensure
trade secrets and confidentialinformation is protected theft, misuse and unauthorised distribution. (P.C. 2.3, P.E.3, K.E.6)
Risk management strategy
(L=low, VL=very low, M=medium. H=high, VH=very high)

Impact
Priority
Likeliho
Risk Preventative Action Contingency

od
Descriptio
Risk of M H H The organization or café Immediate access to

losing should make good terms personal resources to
details with its employees. The rebuild the trust of
from own decision making should be employees.
staff established effectively so
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Impact
Priority
Likeliho
Risk Preventative Action Contingency
od
Descriptio
that this cannot be happen.
Bad M M M The café should be positive Use methods to make

practices and prevention plan should a fair competition in
to concur be prepared by such café. the market.
market.
IP related VL VH H The café should have The café should have

risk register the under IP act. record of such risk
and complaint about
it under legislation.
Change in M M M The café should maintain a Registration under

regulations system that can act act so that changes
according to changes in can be add in that
regulations. documents.

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IP requirements for acquisition of human resource
IP is an essential part of business of any organization. This is a plan to move forward to the goals of
business. The process is as follows:
 Business and IP analysis: The business should understand the need of IP according to the
nature of business.
 IP operations: second stage is to develop a strategy for operational details.
 IP execution:third is to communicate the strategy in the business so that goals can be achieved.
 IP realignment: fourth is to revise and add filters to the strategy.
Source: (Plan your IP strategy 2019).

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Student Marking Criteria – Assessment 2:

1. A. You are required to discuss the following points in the draft operational plan of Café Paradiso or any
other business you are familiar with:
1.A Objectives Performance measure Tasks
Engaging with customers through market
research and personalised serves
Building reputation for quality products and
services
Supporting people through training and
performance management
Increase sales revenue
Reduce direct and indirect cost of operation
1.B. identify at least three risks to the implementation of the operational plan and develop a contingency
plan for each risk
1.B Risks Contingency plan
i. risk due to employee underperformance Contingency plan
ii. risk related to management of intellectual Contingency plan
property
iii. risk due to breach of health and safety Contingency plan
compliance responsibilities
1.C Outline of the legislative and regulatory context that is relevant to Café Paradiso operational plan
Q.2 Simulated role play stage– 1 (Between Café CEO and Operatioal Manager/you): At this stage the
operation plan needs to be ready to get approval from CEO. The student is required participate
the simulated role play. As an evidence of part 1 the student needs to submit meeting minutes.
The simulated meeting minutes template is given in the appendix.
Also here the student needs to get approval (signed off by CEO) of completed operational plan
from CEO.The CEO also has got compliance responsibilities and will be able to approve you
completed operational plan. You are required to submit you signed off/ approved operational
plan. (10 mins)
Simulated role play stage -2 (Training session for Café assistance manager by operational
manager/ you): As an evidence of next stage the student is required to conduct a training session
for a team mate/ assistance Café manager. Conduct the training session and as evidence you are
required submit a training plan using the template given by the simulated business in appendix.
(10 mins)
3.A As an operation manager of the simulated organisation
-Develop a job analysis, job specifications for the front side staff so that job description for the
position can be finalised.Use the job analysis and job specification templates given by the
organisation in appendix.
-Develop recruitment action plan.
-Develop a structured induction program for the Café.
3.B Considering the simulated business given in appendix and following Café’s policies, practices and
procedures -
-Develop a list of selection criteria for selecting suppliers of physical resources and services.
3.C -Explain the risk management strategy need to protect the Cafes’/ simulated business Intellectual
Properties.
-Describe the IP requirements for Human Resource acquisition to ensure trade secrets and
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confidential information is protected theft, misuse and unauthorised distribution.

Trainers marking criteria:
List of documents:
Did the student?

Yes No
1.A.Complete the given operational plan table as draft and include

performance e measure and tasks to achieve each objective.
1.B.Identify at least three risks to the implementation of the operational plan
and develop a contingency plan for each risk
- risk due to employee underperformance and contingency plan
- risk related to management of intellectual property and contingency plan
- risk due to breach of health and safety compliance responsibilities and
contingency plan
1.C.Outline of the legislative and regulatory context that is relevant to Café
Paradiso operational plan
2.Participate simulated role play stage – 1
Submit meeting minutes by using the template provided in the appendix as an
evidence of stage -1 role play.
Submit completed operational plan with signed off by Café CEO
Conduct training session with Café assistance manager
Training plan using the template given by the simulated business provided in
appendix
3.A.As an operation manager of the simulated organisation
-Develop a job analysis, job specifications for the front side staff so that job
description for the position can be finalised. Use the job analysis and job
specification templates given by the organisation in appendix.
-Develop recruitment action plan.
-Develop a structured induction program for the Café.
3.B.Considering the simulated business given in appendix and following Café’s
policies, practices and procedures -
-Develop a list of selection criteria for selecting suppliers of physical resources
and services.
3.C
-Explain the risk management strategy need to protect the Cafes’/ simulated
business Intellectual Properties.
-Describe the IP requirements for Human Resource acquisition to ensure trade
secrets and confidential information is protected theft, misuse and
unauthorised distribution.
Performance indicators for Role Play (Q.2):
Did the student?

Stage -1 (10 mins): Yes No
Complete operational plan
Represent the Operations Management function for Café Paradiso,
Present and discuss the operations plan
Answer all questions, enter into professional consultation, and reach
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agreements.
Obtained signed off as an approval of the operational plan from CEO
Stage-2 (10 minutes):
Submitted a training plan using the template provided by the Café Paradiso
Conducted the training session
Observation for training session:
 Training content is relevant to operational plan
 Communicated effectively
 Listened actively any questions raised by assistance manager
 Answered any question raised by assistance manager
Marking Sheet:
MARKING SHEET – KNOWLEDGE QUESTIONS

ASSESSOR TO COMPLETE
Unit Code Unit Title
Question Number Satisfactory ( S ) Not Yet Satisfactory (NYS)
1.A
1.B
1.C
2. Role play – 1
2.Role play -2 / Training Session
3.A
3.B
3.C
Assessment 1 Competent : --------------
Final Outcome Not Yet Competent: ------------------
Assessors Sign: Date:

Assessors’ Name:
Assessment 3

Unit Code and Name:

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workplace.
adjustments.
requirements.
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without plagiarism, collusion or cheating. Any students suspected of unethical behavior will be managed
You are required to undertake all questions and obtain satisfactory result for each question to obtain a
competent result for Assessment 3.If the students notify Australian Techno Management College that they
can-not undertake a written assessment for extenuating circumstances, these questions can be undertaken as
an oral assessment. Students obtaining notyet competent for Assessment 3 will be required to redo the
assessment. Students have the right to make an appeal against an assessment decision.

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Student to Complete
Student Name
Student ID Number
Student Email
Student Phone
Date of Submission:
I declare that:
 No part of this assessment has been copied from another person’s work, except where
document or work is listed/ referenced.
Signed: Date:
Assignment 3
Monitor and review operational performance
Read the simulated business information of Café Paradiso–Mountain Glen, NSW provided in appendix. Your
position in this business is operation manager. You report directly to the CEO, whilst with regards to all
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operations management issues – all staff report directly to you.You are responsible to monitor and review
operational performance of the 2017-2018 Operational Plan. Alternatively you can consider you own
workplace or any workplace you are familiar with.
1. Prepare a plan for monitoring performance from the starting of implementation to the end of the financial
year. Use the action plan template given by the Café in appendix. In your plan include the
monitoring/documenting following areas.(P.C. 3.1, P.E.3)
-budgetary and financial performance
-productivity performance
-employee performance in line with performance management policy
-milestone achievement and performance against targets
-dates for monitoring activities in line with the scenario
-resources for monitoring
-progress report at the end of each quarter to the operational general manager
-regular performance management of staff
Plan for monitoring performance
Action Plan Template
Activity Date Person

responsible
Budgetary and financial performance 22/11/2019 The budgetary

supervisor
productivity performance 21/11/2019 Associated

manager of
Management
employee performance in line with performance management 23/11/2019 Performing

policy department of
that organization
milestone achievement and performance against targets 25/11/2019 Assistance

manager of
department
dates for monitoring activities in line with the scenario 31/11/2019 Data supervisor
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resources for monitoring 27/11/2019 Monitoring

department
progress report at the end of each quarter to the operational 26/11/2019 Operation
general manager manager
regular performance management of staff 22/11/2019 Performing

manager

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2. As operational manger of the Café, you found that the customers had some issues with the new front side
employees recruited. Employee mentioned that customers did not mention few items during the ordering. On
the other hand customers are not happy to accept it. Moreover they do not like to wait extra time again. Also
the employee’s performance data has been recorded and given in new recruit employee performance data.
Based on the information provided above and new recruit (front side) employee data, identify areas of the
employees’ underperformance and determine possible remedial actions to prepare managing performance of
underperforming employees.(P.C. 3.3, P.E.3)
Areas of underperformance of employees
Ineffective on boarding system: The employees needs an environment that invests quality induction
activities and pre training programs. If an organization is not providing then it is the cause of
underperformance of employees.
Less interest: The employees should be interested in the work that are they doing at the work place. If
they are not interested then this is a cause of underperformance.
Lack of inspiration: Employees needs inspiration to work harder and maintain their performance.
This is also a cause for underperformance of employees (Demo, et, al., 2012).
Lack of incentives: Employees should be provided incentives. To make their performance better
incentives should be provided.
Disengaged management: The efforts of management should be like that motivates employees. Then
this is a reason of underperformance.
Remedies to make performance better of underperforming employees
Deal with under performance as soon as possible: The underperforming employees should be provided
guidelines as soon as possible. This is to be done early stage so that cannot affect the working of that
organization (Kotola 2016).
Make them feel comfortable at workplace: employees should be provided good working environment
so that it can motivate them for better working.
Give appropriate training: the employees should be provided appropriate training so that they can work
with full knowledge and ability. This can enhance their performance.

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3. Follow your contingency plan and Café performance management policy to coach and manage an
underperforming employee.(P.C. 3.4, P.E. 1, 3, K.E. 4)
Hold a coaching role play (10 mins) meeting with the staff to help the team member reach his performance
targets and to determine what steps the team member should undertake. Complete the coaching session
template given by the Café in appendix.
Coaching plan template
Employee new recruit employees
Coach/Manager: operational manager
Date of session: 22/11/2019
Questions
Goal The goal of such session is to provide new employees training. The goal of this is
to make them more effective t workplace. This helps them to convert their
underperformance to effective performance.
Reality The employees are not working sufficiently. Their performance is not worthy.
The customers are not satisfied with their performance and giving negative
feedbacks.
Options They should give a change to make their performance better. If they are not able
to make their performance better than they should be terminated. On their place
new high efficient workers should be recruited.
Coaching role play
The employees are not performing according to the term they are recruited. They are not giving
satisfactory services. The details id giving to team member to recover the gap of performance.
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Employee’s performance is truly organizations performance. If employee is performing well then that
organization will also perform good. The target of performance are set (Elnaga & Imran 2013). They
should follow the guidelines and make their performance better. Appropriate activities should be
comnduct6ed to make their performance better.
4. Create anoperational planstatus report. (P.C. 3.2, 3.3, P.E. 3)
It is now 1 August 2017 and the Cafe operations are expected to be underway by 1August 2018.
Current progress of the implementation of operational plan tracked against the following key performance
indicators (KPIs):
One of the new recruits’ (front side) performance - Front staffs
1. Quality of sales and service is measured in: % of mistakes made by a customer service employee when
providing information or making an order. The target is 1%. Currently the rate of mistakes made is 10%.
2. Speed of online sales and service is measured in average time to resolve a customer enquiry. The target
is <10 minutes. Currently, the average time to complete an enquiry is 20 minutes.
Financial performance (Information Chief Financial Officer)
1. Revenue success is measured in the amount of revenue generated in dollars. The target is $300,000 in
sales per quarter, which would make an $80,000 profit per quarter. In the second quarter this financial
year, the Cafe generated $250,000 in revenue, providing a profit of $40,000.
2. Budget success is measured in % overrun/underspend. The target is 0% overrun. Currently there is a

budget overrun of 10%. Cost overruns are due to:
○ wastage from order mistakes and over-stocking due to misuse of system
○ overtime due to overly long customer interactions.
Time Status:
1. The timeline for the Café operational Plan is to have the activities implemented by 1 October 2017.
Currently the implementation is on track.
In addition to these key performance indicators, Café has identified a number of risks that all need immediate
action:
● The training program has not been adequate to cover required skills and knowledge. Training has been
too short and insufficient to be effective.
● Staff are unable to perform roles due to lack of support in job roles and ongoing training, coaching.
● Sales continue to perform under target.
In your status report include the followings:
 a description of budgetary and financial performance(P.C. 3.2, K.E.3)
 a description of productivity performance (P.C. 3.3)
 an analysis of milestone achievement and performance against targets (P.C 3.2, 3.3)
 recommendations for operational improvement.(P.C.3.3, P.E.2 , 3)
Based on the recent scenario of the Café /simulated business mentioned above, you are required to develop a
status report of operational plan. Use the following status as green, amber and red.
 Green- Implementation is on track or require only minor adjustment
 Amber-Highly likely that implementation difficulties will occur and immediate action is required to
rectify issues and mitigate any risk
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RTO Code: 45335
CRICOS Code: 03672B
 Red- is highly problematic and failure either has occurred or is very likely to occur
4. Operational plan report
Operational Plan Status Report template
Café Paradiso Date:
Plan goal Implement Café Operational Plan st Department Operations
Plan ● acquire physical resources Person responsible Operation

objective/s manager
● recruit and train staff
● achieve profit targets
● adhere to budget
● Adhere to timelines.
Key performance indicators Current status Comments

(Red, Green, Amber)
description of budgetary and financial Red This is at a stage of where high

performance risk is accessed.
an analysis of milestone achievement and Green At this stage the café is on the
performance against targets path of achieving milestone.
recommendations for operational Green This is actively participating.

improvement This is currently on track.

ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B

(Red, Green, Amber)
5. Now it is time to meet with CEO (role play -10 mins) to present your report and negotiate recommendations includes –
change of plans,implementation plan, budgets etc. Seek approval for implantation of recommendations. (P.C. 3.5, P.E. 2,
3)
5. Role play with CEO
The CEO is the highest authority in the company ranking that is responsible for all major and
corporate decisions. The CEO is the main core point and main mode of communication between
boards of director (Bandiera, et, al., 2017).
Performance indicator for role play:
Present student’s report
The time line of café’s operational plan is in implementation by 1 October 2017. At the present the
implementation is continuously and on track. The high risk is identified in the café. This needed an
immediate action. The training that is provided is inefficient in the context of goals and objectives. The
training session is held for too short time that is not adequate for employees to make their performance
better. The staff is suffering from the problem of lack of support by the higher authority. The
employees are not provided sufficient training and coaching.
Report on budget
In the context of budget these are the approved activities that are undertaken by the café. The budget
is suffering from the problem of overrun. At the current stage there is an overrun of 10%. The target is
300,000$ in sales per quarter. This makes a profit of 80,000$ per quarter. In the second quarter café
generated 250,000$ providing profit 40000$. The reasons for overrun are as follows:
 There is wastage by making order mistakes.
 There is an over-stocking because of misuse of system.

ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
 The employees are suffering from the problem of overtime because of long interaction between
customers.
I need an approval to make changes according to the recommendation. All the relevant detail and
information is provided in the report. There is a need to make change in the plan and implementation. I
need an approval. I request you to consider this report so that effective changes can be implemented.

ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
Income:
Sales $11,000,000
Investment income $1,567,000
Cost of goods sold (COGS) ($5,890,000)
Gross profit $6,677,000
Expenses:
Wages, salaries and on costs $2,567,890
Consultancy fees $50,000
Communication expenses $42,000
Marketing $920,000
Premises expenses $1,000,000
Insurance and others essentials $120,000
Depreciation and amortization $177,569
Office supplies $65,068
Training $62,187
Total expenses $5,004,714
Net profit $1,672,286

ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
Source: (Role play by CEO 2019)
6. Submit all the implementation documentations as outlines by CEO. Please find the outline of the documentations
bellow in students marketing criteria. (P.C. 3.6)
All documents are submitted as per guideline given.

Student marking criteria:
Did the student?

1. Prepare a plan for monitoring performance from the starting of implementation to the end
of the financial year. Use the action plan template given by the Café in appendix. In your plan
include the monitoring/documenting following areas.
-employee performance in line with performance management policy
-progress report at the end of each quarter to the operational general manager
2. Read the question 2 scenario and new recruit (front side) employee performance data.
Based on the information provided, identify areas of the employees’ underperformance and
determine possible remedial actions to prepare managing performance of underperforming
employees.
3. Complete the coaching session template given by the Café in appendix.
ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
Conducted coaching role play

Performance indications of coaching role play:
-explained the team member to understand the performance gap
-linked employee’s performance target to organisational performance target
-help the team member reach his performance targets
-determine improvement activities to undertake to improve performance.
4. An operational plan status report
-description of budgetary and financial performance
-an analysis of milestone achievement and performance against targets
-three recommendations for operational improvement
5. Role play with CEO (10 minutes):
- Present students’ report
-negotiate recommendations includes – change of plans, implementation plan, budgets etc.
-Seek approval for implantation of recommendations
-Communicated effectively
6. Submit all the implementation documentations as outlined in students marketing criteria.
Trainers Marking Guide of Assessment 3:
Did the student?

Yes No
1. Prepare a plan for monitoringperformance from the starting of

implementation to the end of the financial year. Use the action
plan template given by the Café in appendix. In your plan include
the monitoring/documenting following areas.
-employee performance in line with performance management
policy
-progress report at the end of each quarter to the operational
general manager
2. Read the question 2 scenario and new recruit (front side)
employee performance data.
Based on the information provided, identify areas of the
employees’ underperformance and determine possible remedial
actions to prepare managing performance of underperforming
employees.
3. Hold a coaching role play meeting with the staff
ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
Complete the coaching session template

Performance indications of coaching role play:
-explained the team member to understand the performance gap
-linked employee’s performance target to organisational
performance target
-help the team member reach his performance targets
-determine improvement activities to undertake to improve
performance.
4. An operational plan status report
-description of budgetary and financial performance
-an analysis of milestone achievement and performance against
targets
-three recommendations for operational improvement
5. Role play with CEO (10 minutes):
- Present students’ report
-negotiate recommendations includes – change of plans,
implementation plan, budgets etc.
-Seek approval for implantation of recommendations
-Communicated effectively
6. Submit all the implementation documentations as outlined in
students marketing criteria.

ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
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Unit: BSBMGT517
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Assessment Date:
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Were the instructions to the assessment clear and easy to understand?
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Comments:

ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
References
 Bal, M., Bryde, D., Fearon, D., & Ochieng, E. (2013). Stakeholder engagement: Achieving
sustainability in the construction sector. Sustainability, 5(2), 695-710.
 Bandiera, O., Hansen, S., Prat, A., & Sadun, R. (2017). Ceo behavior and firm
performance (No. w23248). National Bureau of Economic Research
 Demo, G., Neiva, E. R., Nunes, I., & Rozzett, K. (2012). Human resources management
policies and practices scale (HRMPPS): Exploratory and confirmatory factor analysis. BAR-Brazilian
Administration Review, 9(4), 395-420.
 Developing an induction program (2019). Process of induction program.[online] Developing an

induction program. Available at: https://belindasinduction.weebly.com/. [assessed at: 23 November
2019]
 Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European
Journal of Business and Management, 5(4), 137-147.
 Hinton, K. E. (2012). A practical guide to strategic planning in higher education. Ann Arbor,
MI: Society for College and University Planning.
 Kotola, H. M. (2016). Managing Underperformance.
 Mabaso, C. M. (2012). The effectiveness of an induction programme for newly appointed staff

at Coastal KZN FET College (Doctoral dissertation).
 Mische, S., & Wilkerson, A. (2016). Disaster and contingency planning for scientific shared
resource cores. Journal of biomolecular techniques: JBT, 27(1), 4.
 Mishra, A. (2013). Business model for indian retail sector: The café coffee day case: In
conversation with VG Siddhartha, Chairman, Coffee Day. IIMB Management Review, 25(3), 160-170.
 Moyle, B., Kennelly, M., & Lamont, M. (2014). Risk management and contingency planning in
events: Participants’ reactions to the cancellation of Ironman New Zealand 2012. International Journal
of Event Management Research, 8(1), 94-106.

ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
 Mukherjee, K. (2014). Supplier selection criteria and methods: past, present and future.
 Plan your IP strategy (2019). Process of making IP strategy. [online] Plan your IP strategy.
Available at: https://www.ic.gc.ca/eic/site/cipointernet-internetopic.nsf/eng/wr04563.html. [assessed
at: 23 November]
 Role play by CEO (2019). Role play meet with CEO[online] Role play by CEO. Available at :
https://www.researchgate.net/figure/Role-play-by-the-CEO-and-the-HRM-Function_fig3_228527849.
[Accessed at: 22 November 2019]
References:
https://www.scribd.com/document/216082707/Cafe-Paradiso-Sample-Business-Plan
CMI Books, 9April 2015, Managing Operations, Your Guide to get it right, Profile Books Ltd, Great
Britain
Operations Management, 8th Edition,24th June 2016, Alistair Brandon-Jones, Nigel Slack, Robert
Johnston
Operations Management, Peter Jones and Peter Ribinson, 22 March 2012, Oxford University Press

ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
Appendix:
Support materials
CaféParadiso–MountainGlen,NSW
2017-2018BusinessPlan
1.1 Business Opportunity
Brendan and Margaret Elliott have entered into negotiations to purchase a café business, called Café
Paradiso, because of its great location in the Mountain Glen, NSW Shopping Centre with the highest
number of passing shoppers which is supported by a large and growing local population. There are a
limited number of cafés within the centre and with both Brendan’s and Margaret’s experience with
having successfully operated and owned a number of cafes in Australia and overseas they will be able
to increase their market share from 35% to 40% in 12 months.
ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
The competitive advantages of the business are:

 location
 quality of food and service
 knowledge and experience of the industry
 available financial resources
1.2 Product/Service Offering

The main activity of the company is the operation of the Café Paradiso. Business activities include
purchasing, storing, preparing, selling and serving our products to our valued customers. We expect
to serve over 6,000 customers (‘dine in’ and ‘take away’) per month.
The Café is open from 8:00am to 5:00pm Monday to Saturday and from 8:00am until midday on
Sunday. The café comfortably seats 36 persons.
The mission of the business is to satisfy customers’ needs and wants for high quality coffee, delicious
nutritious meals and excellent service. Our main point of differentiation from other cafes and coffee
shops in the Centre is that one of the business owners is an internationally trained chef who will be
able to produce fresh, light and healthy meals each day as well as develop new menu items to meet
the changing needs and tastes of people who care about what they eat. The high quality coffee will
target staff and shoppers in the Shopping Centre who enjoy good coffee that simply offers good value
for money at highly competitive prices
1.3 Marketing Plan

The objectives of the company are to:
 maintain market share through the change of ownership then grow market share to 40%,
and
 generate a before tax net margin of 20%.
The business will achieve these objectives by:

 retaining two key staff members of Café Paradiso to maintain continuity of customer
relationships during the changeover
 upgrading signage to be more visually appealing
 maintaining the existing price levels and controlling costs
 undertaking more aggressive marketing and promotion.
1.4 Management Team

Brendan and Margaret Elliott, owners of Seaview Pty Ltd are both experienced Café owners/managers
having successfully operated a number of cafes in Australia and overseas. Brendan is a qualified chef
and has previously worked for the Hilton and the Sofitel groups before owning his own café. Margaret
has a degree in Business Management (Hospitality) and she too has worked for the Hilton group of
companies and for the Rydges group.
Brendan and Margaret will work full-time in the business, retain two key staff from the previous
owner to maintain the continuity of relationships with customers during the transition, and will
employ an additional four staff. Two of those staff will work on a part-time basis. As Brandan is
experienced in cooking , he will become the Café Chef. Based on Margerets’ experience she will take
the responsibility of CEO.
ABN 33 609 216 757
RTO Code: 45335
CRICOS Code: 03672B
. 1.5 Financial Plan

Our projected performance is summarised below:
Turnover: Year 1 $536,650 Year 2 $580,000

Gross margin $378,690 (71%)
Net profit (before tax) of $109,869 in the first year, growing to $131,175 in the second year of
operation.
The business is cash flow positive from the first month of operation
Break-Even is estimated at a monthly sales level of $30,869
Return on Total Assets: 37.3%
Return on Equity: 51.2%
The purchase price of the business is $170,000. Total start-up cost has been calculated at $209,810
and is to be funded by way of a $104,905 bank loan and equity injection of $104,905 from Brendan
and Margaret. It is proposed that the loan be paid back over a two year period from cash flow.


Purchase of an established cafe within the Mountain Glen NSW Shopping Centre that is
part of a large, well developed master planned community which is still growing,
incorporating a regional shopping centre, residential, retail and commercial development.
The business is ideally located for a Café, being situated on the main mall with a high
passing trade due to its close proximity to two national supermarket chains and a number
of well known retail fashion clothing chains. There are a limited number of cafes within
the centre and Café Paradiso has the best location, with the highest number of passing
shoppers.
Café Parisdo’s primary customers are shoppers and staff within the Shopping Centre who
take a break from their shopping or work and enjoy fine coffee or other beverages as well
as for people wanting a light, quick and healthy meal that provide a good alternative to
the fast food options. The success of the business is based on its excellent location, quality
of management and staff, great ‘value for money’ coffee and meals and superior service.
2.2 Vision and Mission

Vision - The company’s vision is ‘to be the Café of preference for Mountain Glen NSW
Shopping Centre customers’.
Mission - The mission of the business is to satisfy customers’ needs and wants for high
quality coffee, delicious nutritious meals and excellent service.
2.3 Goals and Objectives

Goal one: maintain continuity of customer relationships during the changeover by:
 Retaining two key staff members of Café Paradiso
 Maintaining the existing price levels
Goal two: maintain market share and sales through the change of ownership then grow
market share to 40% in 18 months. The strategies to achieve this goal are:
 Increase the number of customers
 Increase the average sales size
 Increase repeat trade from customers
 Undertaking more aggressive marketing and promotion
Goal three: generate a before tax net margin of 20% for the next two financial years by:
 Eliminating high cost purchases
 Improving cost control
 Improving stock control
2.4 Nature of the Business

Café Paradiso will serve take away beverages (especially fine coffee) and moderately
priced good quality light meals to the casual dining market within the shopping centre
precinct. The café is profitable, has a strong positive cash flow and may be seen as a
strong viable and growing business.

Seaview Pty Ltd was recently established for the purpose of acquiring the existing café
business known as Café Paradiso, located at the Mountain Glen NSW Shopping Centre.
Café Paradiso was one of the first shops to open at the centre and enjoys an excellent
location from which to operate. Seaview Pty Ltd will be acquiring the business name
Café Paradiso.
Brendan and Margaret Elliott, owners of Seaview Pty Ltd are both experienced Café
owners/managers having successfully operated a number of cafes in Australia and
overseas. Brendan is a qualified chef and has previously worked for the Hilton and the
Sofitel groups before owning his own café. Margaret has a degree in Business
Management (Hospitality) and she too has worked for the Hilton group of companies
and for the Rydges group.
Brendan and Margaret will work full-time in the business and will employ an additional
four staff. Two of those staff will work on a part-time basis.

3.0 Market Analysis
3.2 Industry Analysis

The café market is a competitive market with franchised operators starting to emerge in the coffee
shop segment (also offering light meals), which will over time increase concentration in this
segment. While the level of competition is increasing, the shopping centre in which Café Paradiso
will be located has capped the number of cafés and coffee shops within the complex (by covenant
in the Lease Agreement). To this extent, there will be limited competition and it is anticipated that
all cafés and coffee shops within the complex will be quite profitable.
Key points about the café and restaurant industry:
 Greater concentration in higher than average household income areas
 Sensitive to changes in real household disposable incomes
 Trend towards singles, families and business people meeting and eating out
 Growth with households increasing purchasing frequency and the amount spent in each
transaction in this area
The current general trend is for cafes and restaurants to concentrate on offering value for money
with an emphasis on family restaurants, as well as franchised opportunities. The industry will
continue to benefit from higher incomes and time constraints on some households as well as
lifestyle changes. This will include more dining out or take away food consumption.
There are three key success factors in the café industry that are essential for the business to do
well in order to be competitive. These factors are based on the positioning of the business as well
as its’ place and physical appearance:
 Location of café in terms of:
o Proximity to surrounding attractions
o Short distance to consumers
o Convenience and accessibility
 Physical appearance in terms of:

o Cleanliness of premises
o Quality of food
o Quality of service
 Clear market position
3.3 Competitor Analysis

Our two main competitors are Club Café and Coffee Extravaganza as they both have strong brand
recognition, with high product quality and well-documented processes for how the business should be
run which comes from being a national franchise business. However, they have the operating boundaries
of the franchisor that doesn’t give them the flexibility to change menu items so easily. This flexibility is
something Café Paradiso can take advantage of with having a chef who can develop new menu items to
meet the changing preferences of customers. Zhavargo’s Café is able to be more flexible to market
needs attracting the price conscious clientele with an average quality product but this is not the market
space Café Paradiso is competing in.
Our competitors have no history of discounting and whilst the number of cafés within the centre is
capped, pricing should remain very stable. The following tables outline an analysis of the café’s

competitors, their products and targeted customers:
Table 2: Analysis of competitors

Company Sales Mix Years in Reputation Rating
Size
Name (Product/ Service) Business (1-10)
Club Café National Coffee, wine and 8 - Franchise chain
franchise - beers and other 2 years - since has a sound
20% beverages, light the centre was reputation
market meals, cakes and opened
share desserts; liquor
licence
Coffee National Coffee and other 8 - Franchise chain
Extravaganza franchise – beverages, light 2 years - since has a sound
20% meals. Focussing the centre was reputation
market more on coffee and opened
share beverages
Zhavargo’s Local Coffee and other 2 years – since 5 – 6. Variable
Café suburban beverages, light the centre was quality
café. meals developed
Table 3: Analysis of competitors’ products and services

Marketing mix Club Café Coffee Extravaganza Zharvargo’s Café
Product Quality High High Variable

Price Upper end of the market Upper end of the market Low end of the
market
Place/Distribution Franchise – Australia Franchise – Australia wide. Only the local outlet.
wide. Locally only the Locally only the one outlet.
one outlet.
Promotion Shop signage, loyalty Shop signage, loyalty Shop signage,
cards, sideboards and cards, sideboards and well sideboards
well know brand know brand
People Franchisees and staff Franchisees and staff Only the local outlet.
trained up to the trained up to the
standards of franchisor standards of franchisor
Processes Documented processes Documented processes Mainly in the head
and standards to manage and standards to manage of the owner
and get the most value and get the most value out
out of the business of the business
Physical evidence Everything to the Everything to the standard Standards vary in
standard of the franchise of the franchise from the terms of quality of
from the quality of the quality of the product, products, services,
product, service, fit-out service, fit-out of the staff and physical
of the premises and staff premises and staff surroundings
uniforms etc uniforms etc
Café Paradiso will need to maintain current marketing activities and a high level of service and product
quality to ensure its competitiveness. It needs to have a clear market position to target and promote the
quality and value for money of products and services.

4.0 Elements of Success
4.1 Target Market
There is substantial population growth in the area as residential development continues and
commercial development commences. The master planned community attracts a high socio-economic
demographic with high employment and higher than average per capita income.
Café Paradiso customers are the passing shoppers and shopping centre staff of all ages who enjoy a fine
coffee (dine-in, or take away) and a healthy, value-for-money meal. The majority of the general public
consulted in the shopping centre were families and young singles. The cafe will make it particularly
easy for a young family to enjoy a meal by providing a range of children’s meals and activities. Our take
away beverages will also appeal to this group and the segments made up largely of singles between the
ages of 18 – 40 who shop or work within the shopping centre precinct. They tend to have moderate
incomes with high discretionary spending.
The majority of customers who purchase coffee from Café Paradiso are ‘social drinkers’, followed by
customers who want their daily fix or a pick me up. They are wanting a convenient, friendly and
relaxing environment to ‘recharge their batteries’ or socialise over a fine coffee, choice of beverages
and quality fresh, light and healthy meals that provide an alternative to fast food options. The market
need being satisfied is based on convenience, quality and value for the coffee drinkers as well the
health conscious consumer who is concerned about what they eat.
4.2 Competitive Advantage and Unique Selling Proposition

Our first and main competitive advantage that we possess is our location. Café Paradiso is in the best
possible location for a café and has 3 years of the initial 5 year lease to run, plus the option of another 5
years.
Our second competitive advantage is the quality and value of the wide variety of light and healthy
meals offered by the business that cannot be matched by other businesses in the centre. In addition,
one of the owners is an International Chef who can create new menu items overnight which gives the
business the flexibility to sell products to meet the changing preferences of customers.
Our third competitive advantage is the industry experience and expertise of both owners running
successful café and restaurant businesses in the past.
These competitive advantages form the basis of our unique selling proposition with the slogan of
“Paradiso’s – convenient, light and healthy” and will also include widely promoting the culinary skills of
our International Chef.
5.0 Marketing Plan
5.1 Marketing Objectives
There are three key marketing objectives:

 To achieve sales of $536,650 for the first year and $580,000 for the second year.
 To achieve estimated 40% market share next 12 months.
 To position the business as a convenient place to eat light and healthy meals
To be reviewed in 6 months.
5.2 Marketing Mix

PRODUCT
Healthy and light meals are the key point of differentiation for the business because the Café has the
capabilities and flexibility to develop new menu lines to meet the changing needs and tastes of
customers, whereas the two franchise businesses in the centre must conform to the requirements of
the franchisor. While the other products, in particularly fine coffee, are not unique they do offer
excellent ‘value for money’ that fill the price points between the high and low ends of the other coffee
and café businesses in the centre.
The café will provide the relaxed and friendly environment that our customers seek when searching for
a ‘dine in’ meals, beverages and cakes and desserts that offers excellent value for money, but do
recognise that this is not unique as shown in table 4 below:
Table 4: Value Propositions
Features Benefits Importance Unique?

(1 to 10) Y/N
Cafe environment Relax and take a break 8 No
Fine coffee Enjoyment & social connector 7 No
Beverages Refresh and relax 4 No
Fresh & light meals Health & well being 8 Yes
International chef Quality and variety of meals 8 Yes
Cakes & desserts Complements coffee & meals 4 No
Rating: 1 = Low, 10 = High
PRICE
We propose to offer high quality food and service at a price comparative to our major competitors – we
will meet the market on price to retain market share if we need to. Our clientele have a medium to high
disposable income and seek high quality products and good service, pricing will reflect the value of our
products and services.
The shopping centre has a ‘captive market’ and given the limited number of cafés in the centre, prices
have not been discounted in the market. There is no intention to discount to buy market share as Café
Paradiso currently holds the largest market share of approximately 35% and we intend to take it to
40%, whilst maintaining existing margins.
PLACE (i.e. DISTRIBUTION)

Customers access and purchase our products and services through our shop front. The location of the
café is at the southern end of the Mountain Glen NSW Shopping Centre. Mountain Glen NSW is a very
large regional shopping centre drawing customers from up to 15 kilometres away and is surrounded by
a ‘market’ of approximately 250,000 persons.
It is situated on the main mall, near the major (national) supermarkets and retail fashion clothing

chains. It has a high passing trade due to its close proximity to two national supermarket chains and a
number of well known retail fashion clothing chains. The café is 60 m² and there is three years to run
on the current 5 year lease. An option to take another 5 years is available under the lease.
When the proposed commercial development goes ahead, the businesses located there are potential
customers for a catering business. The business plan will be revisited at this time.
PROMOTION
In conjunction with Mountain Glen NSW Centre Management we will be undertaking a range of
promotions when we take over the cafe promoting the new ownership of the café. These promotions
will include offers of discounted meals and coffee, but they will only run for two weeks. We estimate
that this will be sufficient time to allow a smooth transition to ourselves as new owners.
Our regular advertising will consist of shopfront A-frame advertising boards, weekly newspaper
advertising and a three monthly flyer drop in local mail boxes. As most of our business will be passing
trade, shop front signage will be bright and appealing. We will develop and offer a loyalty card scheme
to increase repeat business.
Word of mouth advertising is very important and the best advertising we will be providing is the quality
of our products and service.
PEOPLE
Both Brendan and Margaret Elliott have been successful owners and managers of cafés. Brendan is a
French trained chef and his skills will be used new product lines to meet the changing needs and
preferences of consumers which will be a point of differentiation for the business Margaret with her
business and hospitality background will be responsible for the day to day operations of the Café.
Two key staff member who worked with the previous owner will be retained to help with the continuity
of existing relationships with customers.
PROCESS
Major processes are flow-charted in the café’s procedure manual that are geared to providing quality
and responsive services to clients as well as efficient and effective operations of the cafe. This includes
sufficient numbers of staff are working during the peak periods to make sure customers are served in a
timely manner. Further information about the processes in place are detailed in section 8 of this
business plan.
PHYSICAL EVIDENCE
The café is fully fitted out with table, chairs and décor that projects the desire image of quality and
value as well as aligns with the USP of ‘Light and Healthy – Café Paradiso’. This also applies to uniforms
for the staff. The cleanliness of the premise, tables and chairs will be maintained to a consistently high
standard at all times.

5.3 Action Plan
In conjunction with Mountain Glen NSW Centre Management we will be undertaking a range of
promotions when we take over the cafe promoting the new ownership of the café. These promotions
will include offers of discounted meals and coffee, but they will only run for two weeks. We estimate
that this will be sufficient time to allow a smooth transition to ourselves as new owners.
Our regular advertising will consist of shopfront A-frame advertising boards, weekly newspaper
advertising and a three monthly flyer drop in local mail boxes. As most of our business will be passing
trade, shop front signage will be bright and appealing. We will develop and offer a loyalty card scheme
to increase repeat business.
Word of mouth advertising is very important and the best advertising we will be providing is the quality
of our products and service. In this area will be training the staff in customer service skills
When the proposed commercial development goes ahead, the businesses located there are potential
customers for a catering business. The marketing plan will be revisited at this time.
6.0 Legal Matters and Risk Management
6.1 Business Structure and Business Name

Seaview Pty Ltd has been established to carry on the business Café Paradiso, with Brendan Elliott and
Margaret Elliott being the shareholders and management of the company.
ACN. 111111111
ABN. 38 111111111
The Business Name Café Paradiso is an existing registered business name that is being acquired by
Seaview Pty Ltd.
BN. xxxxxxx
Expires. September 2008
6.2 Registrations, Licences and Permits
Table 5: Listing of registrations, licences and permits
Description of Date Obtained Expiry Date

Registration/Licence
Registration of July 1st 2017 Ongoing
Company
Registration of July 3rd 2017 July 2nd 2018
Business Name
Australian Business July 4th 2017 Ongoing
Number (ABN, TFN,
PAYG, GST)
Food Business Current licence – 3rd July 2018
Licence July 2017

6.4 Risk Management
Table 7 Risk assessment
(L=low, VL=very low, M=medium. H=high, VH=very high)
Priority
dLikelihoo
Impact
Risk
Contingency
Descriptio Preventative Action
Plans
n
Fire – loss M H H Installation of smoke Immediate access
of alarms and sprinkler to personal
property/l system, fire resources to
ife extinguishers installed rebuild shop and
and regularly checked, business quickly
regular staff training in whilst waiting for
emergency fire insurance
procedures including payments
evacuation plans (shop
& centre), Ensure
insurances including
fire, public liability and
business interruption
are adequate and in
place
Change in M M M Maintain good Utilise alternative
suppliers relationships with suppliers or
terms suppliers and maintain increase working
access to personal cash capital (from
reserves personal cash
reserves)
Food VL V H Use quality products, Develop a
poisoning H correct storage of food complaint
stuffs, train staff in handling process.
hygiene principles as Investigate source
part of a Quality Control of food poisoning
Process and remediate
Supplier L M M Arrange alternative Purchase from
unable to suppliers, evaluate alternative
supply substitute products suppliers or use
suitable substitute
products
Major L M H Ensure formal lease Engage lawyer for
dispute agreement is in order. advice
with Develop and maintain a
centre sound working
owner relationship with the
Centre Manager.
Loss of VL M M Take out key person Short term
key insurance, effect contract for
person knowledge and skill suitable
transfer to other staff replacement (until
permanent staff
can do the job).

Priority
dLikelihoo
Impact
Risk
Contingency
Descriptio Preventative Action
Plans
n
Call up insurance
policy
6.5 Insurances
Table 8 Listing of insurance policies
Type of Insurer Annual Commencement Expiry

Insurance and Premiu Date Date
Policy # m
Business QBE $ 1,400 Insurances will be
Package arranged upon
execution of the
contract.
Indemnity QBE $ 500 Insurances will be
Insurance arranged upon
execution of the
contract.
Key Person AMP $ 500 Insurances will be
Insurance arranged upon
execution of the
contract.
Workers WorkCo $ 200 Insurances will be
Compensati ver arranged upon
on execution of the
contract.
The business package will include public liability, fire, theft, burglary and
business interruption insurance. The above is based on quotes obtained from
our Insurance Broker. Insurances will be finalised once the contract has been
signed.Brendan and Margaret have life insurance and income protection
policies already in place.
6.6 Intellectual Property
Table 9 Listing of intellectual property owned

IP Description
Logo of Café
All the recipes
Name
7.0 Human Resource Management
The management of the business comprises Brendan and Margaret Elliott who between
them have significant experience in the hospitality industry. Brendan is a qualified chef
and has successfully managed a number of restaurants both here and overseas. Margaret
(assistance manager) has experience in the ‘front’ and ‘back’ offices of resort hotels and

is highly respected in the industry for her management skills.
The maximum staff requirement (including the owners) is estimated at 6 employees. Two
of the employees will be employed on a part-time basis. The main skill sets required are
food preparation, sales, customer service, front counter, stock control and management.
It is planned to retain two staff members from the previous ownership and recruit
twofull time and two part time qualified staff. We will be taking them through our in-
house induction program prior to opening.
Salaries and wages in the first year are estimated at $182,000 and $200,000 in the
second year of operation.
7.1 Organisational Chart
Owners/CEO
Team Leader (Operational

Manager)
Assistant Manager Chef Accountant
Front and back staff
Margaret Elliott will work as CEO. Brendan Elliott (Chef) will be responsible for the food
preparation and the kitchen.
Operations manager will have primary responsibility for supporting assistant manager,
chef and account. Also he/she will be responsible for marketing, HR and managing the
operation of the Café. Chef will be responsible for stock control, the kitchen and food
preparation. Assistant manager will be responsibly as a team leader to support the entire
front and back staff.
7.4 Human Resource Requirements
Table 13: Analysis of human resource requirements

Full Time Staff Permanent Casual Contractors
Part Time Staff
Old 2 0 0
7.5 Job Descriptions
experienced
employees
Under
New review. 1 (front side)
recruits 1 (front side) 0 0
1( back side)- 1(back side)
7.6 Employment Conditions
assistance chef
Owners CEO 0
As per Hospitality Award.
Chef
Accounting 0 1
7.7finance
and Training and Development
Total 6 0 1

Table 15: Analysis of qualifications/skills & competencies
Actual (1-10) Forecast (1-10)
Administration 8 8
Accounting/ Bookkeeping 8 8
Computer/EFTPOS 10 10
Legal Matters 8 8
Marketing/ Sales 9 - 10 9 - 10
Management 9 - 10 9 - 10
Personnel 8 8
Production/Process 8 8
Research/ Technology 8 8
Secretarial 1 1
Strategic Planning 8 8
Other
The skills and competencies are largely covered by Brendan and Margaret and professional
expertise will be provided by our external lawyer and accountant.
Table 16: External or internal on-the-job training courses

Staff Training Course
Date Duration Cost
Member Details
All team Induction Prior to 2 days $2,400
members (5 Course opening,
FTE) then as
required
.
7.8 Workplace Health and Safety
The workplace health and safety plan is based on the advice and guidance provided by
Workplace Health and Safety fact sheets for the restaurant and café industry.
8.0 Operations
8.1 Business Premises and Location

At present the only facility we will be using is the café. It is ideally located within the shopping
centre to attract passing customers and is also relatively close to our main suppliers i.e. grocer
and bakery. The café is fully fitted out and is fit for purpose.
There is no need for a separate operating location at this point in time. There is an opportunity
to roast coffee beans and manufacture the café’s own blends at a later date. If this occurs, it
may be necessary to acquire operating premises to implement the idea.
8.2 Plant and Equipment Requirements

Set out below is a listing of the minimum plant and equipment items that are required to
successfully operate the Café. A schedule of the plant and equipment (and their values)
contained in the purchase price will be included in the contract documentation and will be
subject to due diligence. The purchase price of the plant and equipment items listed below is

stated in the contract at $50,000.
The items to be acquired in the purchase price are two years old and will be subject to a
Mortgage Debenture Charge as part collateral for the bank loan.
We will undertake routine maintenance and plan the replacement of plant and equipment
items on the basis of annual condition assessments.
Table 17: Listing of plant and equipment
Description of Number required Cost and how financed Ongoing costs and
Plant / Equipment Maintenance
Item
Quality coffee maker 1 Included in the Under warranty
purchase price.
Small commercial 1 Included in the Annual maintenance
kitchen purchase price. check
Benches & Included in the Replace as necessary

cupboards, purchase price.
sinks/drains
Furniture – Chairs & 36 chairs Included in the Replace as necessary

tables 10 tables purchase price.
Signs 3 Included in the Replace within 6

purchase price. months as part of
promotional strategy
Crockery, cutlery and 72 settings of Included in the Replace as necessary
linen crockery and purchase price.
cutlery
POS Equipment 1 of each Included in the Under warranty
(including software), purchase price.
computer
8.3 Purchasing and Supply

Brendan has contacted all existing suppliers and has negotiated supply arrangements on very
attractive terms. At this point there are no written contracts although three suppliers have
indicated that they are currently preparing contracts for execution. Where suppliers do not
provide formal contracts we will be requesting an exchange of letters to confirm the basic
arrangements.
In most instances local alternative suppliers exist. Where local alternative suppliers do not
exist, we have identified alternative suppliers from nearby regions who have the capacity to
meet the café’s needs in a timely manner at a reasonable cost.
The Café require determining best value of money while choosing supplier. It requires to
establish rating for each suppliers’ company performance with price to final choose and gain
approval by CEO. It needs to consider operational requirements and priorities.
 The list of products the Café needs are followings:

 Wines, beer, soft drinks,
 Coffee beans,
 Café Equipments, Coffee machine services ,
 Fresh bread, rolls, and flour ,
 Fresh meat, manufactured meat, and delicatessen items,
 Fresh fruit and vegetables
8.4 Operating and Production Processes

Our major processes are sales, food and beverage preparation, table service and stock control
(ordering, storing, controlling). Major processes are flow-charted in the café’s Procedures
Manual. A copy of this is appended to the business plan. The processing of Point of Sale (POS)
transactions is electronic, with transactions being automatically posted into the accounting
system (which incorporates a stock control system). The table below represents the current
and the planned level of operation and the standard of these operations.
8.5 Stock or Inventory

All stock at this stage will be stored ‘on site’ at the café. Fresh produce such as vegetables are
purchased in vacuum sealed bags or cartons and meat in vacuum sealed packs. These will be
stored in a small commercial refrigerator. Other items such as coffee beans, canned and
packaged products will be kept in the storage cupboards.
Other perishables including cakes and cheese cakes will be kept in refrigerated display
cabinets and will be stored for a maximum of three days.
On average, we expect to turn stock over once per week.
Stock will be controlled using our stock control system, which is a module of the accounting
software package.
8.6 Information Communication Technology Systems

ICT systems include the computerised EFTPOS system, linked to the accounting system. The
EFTPOS system will process Direct Debit, Credit Card, and Cash transactions directly to the
bank and the accounting system. The accounting system will process the payroll, stock
control, general ledger transactions and maintain the Human Resource records.
These systems effectively reduce manual accounting and processing to a minimum. They
provide real time reports, thus enhancing productivity and management decision making.
9.0 Financial Plan
Profitability index over three years

Profitability index (PI) Present value (PV) of future cash flows
= Present value (PV) of initial investment
PI>1 indicates project should be undertaken
FY 2017 FY 2018 FY 2019

Cash flow from operations (minus ongoing $200,000 $500,000 $800,000
operational costs associated with Café
operation)
Present value of future cash flows $180,000 +$420,000+$600,000 =
(discounted future cash flows with respect $1,200,000
to opportunity cost, inflation)
Present value of initial investment $861,000
Profitability index 1.39
Café Paradiso 2017–2018 Approved budget by activities to be undertaken
Income:
Sales $11,000,000 Barbecues and related equipment.
Investment income $1,567,000 Real estate investment income and
rental of Cafe space.
Cost of goods sold ($5,890,000) Cost of provision of goods, purchase
(COGS) of stock, distribution.
Gross profit $6,677,000 Gross profit.
Expenses:
Wages, salaries and on $2,567,890 Wages, salaries, superannuation,
costs work cover insurance, payroll tax.
Consultancy fees $50,000 WHS management system; change
management.
Communication $42,000 Telephone, IP control costs/ IT
expenses support.
Marketing $920,000 Cost of marketing and associated
costs for sales, etc.
Premises expenses $1,000,000 Rent, electricity, maintenance,
cleaning.
Insurance and others $120,000 Liability insurance and other
essentials essentials
Depreciation and $177,569 Computers and capital equipment
amortisation that is depreciated.
Office supplies $65,068 Printing and stationery, postage,
amenities.
Training $62,187 Sales training: leadership, WHS,
ethical/legal training.
Total expenses $5,004,714
Net profit $1,672,286 Net income before tax.
Current status of operational performance:

It is now 1 August 2017 and the Cafe operations are expected to be underway by 1
August 2018.
Current progress of the implementation of operational plan tracked against the

following key performance indicators (KPIs):

One of the new recruits’ performance - Front staffs
1.Quality of sales and service is measured in: % of mistakes made by a customer
service employee when providing information or making an order. The target is
1%. Currently the rate of mistakes made is 10%.
2.Speed of online sales and service is measured in average time to resolve a
customer enquiry. The target is <10 minutes. Currently, the average time to
complete an enquiry is 20 minutes.
Financial performance (Information Chief Financial Officer)
1.Revenue success is measured in the amount of revenue generated in dollars. The
target is $300,000 in sales per quarter, which would make an $80,000 profit
per quarter. In the second quarter this financial year, the Cafe generated
$250,000 in revenue, providing a profit of $40,000 for the
2.Budget success is measured in % overrun/underspend. The target is 0% overrun.

Currently there is a budget overrun of 10%. Cost overruns are due to:
○ wastage from order mistakes and over-stocking due to misuse of system
○ overtime due to overly long customer interactions.
Time Status:
2. The timeline for the Café operational Plan is to have the activities implemented
by 1 October 2017. Currently the implementation is on track.
In addition to these key performance indicators, Café has identified a number of risks
that all need immediate action:
● The training program has not been adequate to cover required skills and
knowledge. Training has been too short and insufficient to be effective.
● Staff are unable to perform roles due to lack of support in job roles and ongoing
training, coaching.
● Sales continue to perform under target.
Compliance requirements:
Café Paradiso falls within the category of commercial food and beverage and as such must
comply with the requirements of the Australian and NSW Hospitality and Food Handling
Industry legislation, regulations, standards and codes.
As a Pty Ltd company handling food in Australia and in NSW – there are a wide range of
applicable compliance requirements
These requirements include (but are not limited to):

ASIC

 Company Registration
 Business Name Registration
 ACN/ABN
ATO
 Income PAYG
 Superannuation
 GST
 Company Tax
 Payroll Tax
 Reporting periods
Insurance
 Workers Comp
 Products
 Business Assets
 Public
AS, AS/ ISO and AS/NZS Standards
 AS 3806:2006 Compliance programs,

 AS ISO 10002:2006 Customer satisfaction – Guidelines for complaints handling in
organizations,
 AS/NZS 4360:2004 Risk management
 AS ISO 15489:2004 Records management.
Australian Food Standards

 Commercial kitchens
 Food Handling
 HACCP
 Packaging and Labelling
 Dress/uniforms
Staff Training
 Food Handling
Council
 Operating hours
 Capacity
 Noise
 Sewage
 Parking
 Occupancy Certificate
 DA Approval
 Licenses
 Environmental Sustainability
o Waste
o Waste disposal
Health and Safety

 WHS
HR
 EEO

 Anti-Discrimination
 Privacy
 Recruitment
 Remuneration
Café Paradiso- Templates:

Resource Usage
Resource Type Strategy for Resource Use Training System

effectively, effectively,
 Procedure
economically and economically and
 Records
safely using safely using
Management
resource resource

Meeting Minutes:
Meeting Notes
Date
Time
Location
Attendees
Agenda
Discussions,
Agreements,
Actions, Assigned
Responsibilities
Training
Requirements
Staff Training Template
Date
Time
Location
Staff under Name Position
training
Trainer Name Position
Training Details Method:
internal/external meeting; coaching, mentoring, workshop, seminar,

conference, accredited course;
Topic:
Content:

Exercises/demonstration of competency required:
Support Material
provided
Trainer Notes
Job analysis:
 Job title:
 Duties and responsibilities:
 Relationships:
 Working conditions:
Jon specifications:
 Qualifications:
 Experience:
 Skills:
 Knowledge:
 Abilities:
 Personality:
Café Paradiso Operational Plan (with strategic objectives, measures and tasks)
Objectives: Performance measures Tasks:
● ●
Objective 1
Objective 2

Café Paradiso Operational Plan (with strategic objectives, measures and tasks)
Objectives: Performance measures Tasks:

Objective 3
Objective 4
Objective 5
Employee:
Coach/Manager:
Date of session:
Questions
Goal
Reality
Options
Will

Recruitment Action Plan Template
Activity Date Person responsible
Operational Plan Status Report template
Café Paradiso Date:

Implement Café Operational Plan st Operations
Plan goal Department
Operation
Plan ● acquire physical resources Person responsible
manager
objective/s
● recruit and train staff
● achieve profit targets
● adhere to budget
● adhere to timelines.

(Red, Green, Amber)
BSBMGT517 Assessment Tool Page 81 of 82Version 1: March 2017

(Red, Green, Amber)
Key action update

Key action Accomplishments Comments
Risk update
Risk Contingency Comments
1.
2.
3.
4.
General comments

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Australian Techno Management College Pty Limited

8/8-10 Hunter Street, Parramatta NSW 2150

Unit Assessment Summary Record Sheet

ASSESSMENT : Assessor Feedback to student:

BSBMGT517 Assessment Tool Page 1 of 82Version 4: February 2018

STUDENT COMMENTS: STUDENT ONLY TO COMPLETE

BSBMGT517 Assessment Tool Page 2 of 82Version 4: February 2018

Evidence Assignment 1 Assignment 2 Assignment 3

3.Explain budgeting processes Question.10 Question. 4

4.List alternative approaches to developing key Question.5 Question. 1.B, Question. 3

5.Outline the legislative and regulatory context relevant Question.1.C

BSBMGT517 Assessment Tool Page 3 of 82Version 4: February 2018

Element Performance Criteria A-1 A-2 A-3

3.5 Negotiate recommendations for variations

- Appreciates the implications of

BSBMGT517 Assessment Tool Page 6 of 82Version 4: February 2018

Assessment 1 Cover Sheet

Assessment 1: Knowledge Questions:

Participant Name: Date:

Unit Code and Name:

BSBMGT517 Assessment Tool Page 8 of 82Version 4: February 2018

BSBMGT517 Assessment Tool Page 9 of 82Version 4: February 2018

Answer allthe questions given below:

What Plans should we make to develop Operational Plan:

BSBMGT517 Assessment Tool Page 10 of 82Version 4: February 2018

Few keystone fundamentals of an Operational Plan which we can use are:

BSBMGT517 Assessment Tool Page 11 of 82Version 4: February 2018

1. At the time of fire

2. At the time of a disaster like earthquake

3. At the time of any materialistic damage

10. Discuss the use

BSBMGT517 Assessment Tool Page 13 of 82Version 4: February 2018

As we know that there are three levels in the Organization Hierarchy:

BSBMGT517 Assessment Tool Page 14 of 82Version 4: February 2018

MARKING SHEET – KNOWLEDGE QUESTIONS

BSBMGT517 Assessment Tool Page 16 of 82Version 4: February 2018

Unit Code Unit Title

Assessment 1 Competent : --------------

Final Outcome Not Yet Competent:

Assessors Sign: Date:

Student’s Marking Criteria – Assessment 1:

BSBMGT517 Assessment Tool Page 18 of 82Version 4: February 2018

Assessment 2 Cover Sheet

BSBMGT517 Assessment Tool Page 20 of 82Version 4: February 2018

BSBMGT517 Assessment Tool Page 21 of 82Version 4: February 2018

 Develop in consultation with stakeholders the 2016-2017 Operational Plan

Business Documentation:You have been provided with the:

Reliable Information Sources

Avoid using commercial sites.

BSBMGT517 Assessment Tool Page 22 of 82Version 4: February 2018

1A. Develop Operational Plan

You are to demonstrate that:

BSBMGT517 Assessment Tool Page 23 of 82Version 4: February 2018

I.one risk due to employee underperformance

Ii.one risk related to management of intellectual property (IP)

Iii.one risk due to breach of health and safety compliance responsibilities.

Risk Contingency Comments

1. Biased performance rating. This can be a

2. Brand risk Brand can be

3. Penalties can be imposed This can lead to

BSBMGT517 Assessment Tool Page 24 of 82Version 4: February 2018

AS, AS/ ISO and AS/NZS Standards