Course Details

Course Name
Unit(s) of competency

Unit Code (s) and BSBRSK501 Manage Risk

Names

Assessment Details
Term and Year Time allowed
Assessment No Assessment Weighting
Assessment
Descriptor
Due Date Extension (if approved)

Re-Assessment Details
Term and Year Time allowed
Assessment No Re-assessment Fee Paid?
Assessment Type
Due Date No Extension

Student Details and Declaration

Student Name

Student ID Trainer/
Assessor’s Name
Student Declaration:
a. I declare that the work submitted is my own and has
not been copied or plagiarised from any person or
source.
b. I have not submitted any part of this assignment
previously as part of another unit/course.
c. I acknowledge that I understand the requirements to Signature:
complete the assessment tasks. _________________________________
d. The assessment process including the provisions _
for re-submitting and academic appeals were
explained to me and I understand these processes. Date: _______/________/___
___

Assessment Outcome - To be completed by the Assessor

Assessor’s Name

Satisfactory Not
Results Marks:
Satisfactory

Re-assessment
Yes No Due Date:
eligibility

Assessment Task
BSBRSK501 Manage Risk Page 1 of 62
This assessment First Attempt 2nd Attempt Late Penalty__________

FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:

_______________________________________________________________________________________

_______________________________________________________________________________________

_______________________________________________________________________________________

_______________________________________________________________________________________

Student Declaration: I declare that I have been
assessed in this unit and I have been advised of
my result. I am also aware of my right to appeal
and the reassessment procedure.
Signature: ____________________________
Date: ____/_____/_____
Assessor Declaration: I declare that I have conducted
a fair, valid, reliable and flexible assessment with this
student, and I have provided appropriate feedback
Student did not attend the feedback session.
Feedback provided on assessment.
Signature: ____________________________
Date: ____/_____/_____

FEEDBACK TO STUDENT (FOR REASSESSMENTONLY)

______________________________________________________________________________________

______________________________________________________________________________________

______________________________________________________________________________________

Student Declaration: I declare that I have been re-
assessed in this unit and I have been advised of my
result. I am also aware of my right to appeal.
Signature: ____________________________
Date: ____/_____/_____
Assessor Declaration: I declare that I have
conducted a fair, valid, reliable and flexible
assessment with this student, and I have provided
appropriate feedback
Student did not attend the feedback session.
Feedback provided on assessment.

Signature: ____________________________
Date: ____/_____/_____

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Assessment Task
(Performance)

BSBRSK501
Manage Risk

Assessment Task
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 DOCUMENT CONTROL

VERSION DATE COMMENTS

1.0 4th April 2019  Initial

ASSESSOR PRE-ASSESSMENT CHECKLIST

This checklist is to be completed prior to commencing the assessment.

Please discuss this with the learner and circle yes or no for each question.

Is the learner ready for assessment? ☐Yes ☐ No

Have you explained the assessment process and tasks? ☐ Yes ☐No
Does the learner understand which evidence is to be collected and ☐ Yes ☐No
how?
Have the learner’s rights and the appeal system been fully explained? ☐ Yes ☐No
Have you discussed any special needs or reasonable adjustments to be ☐ Yes ☐No
considered during the assessment?
Does the learner have access to all required resources? ☐ Yes ☐No

ASSESSMENT INSTRUCTIONS

PURPOSE OF THE ASSESSMENT TASK

Assessment Tool Risk Management Plan (RMP)

To demonstrate satisfactory completion of this Assessment Task the Satisfactory Not Satisfactory
learner must: (S) (NS)

☐ ☐
A Risk Management Plan (RMP) which addresses each of
the following required key points:

a) Provides a clear and concise Company Overview and

Summary
b) Contains a considered Stakeholder Analysis: Lists and
describes each of the internal and external
stakeholders the company has involvement with
c) Explains and demonstrates the ‘Scope of Risk
Management’ required for the Organization
d) Includes a comprehensive ‘SWOT’ and ‘PEST’ analysis
of the organization or small business
e) Analyzes and discusses the contexts of Risk or
Associated Risks of the organization: Inner contexts:
Organizational structures, resources, culture, power

Assessment Task
BSBRSK501 Manage Risk Page 4 of 62
 relations, risk perception, strategy, motivation; Outer
Contexts: political, economic and market, social and
cultural, legal, technological, environmental

Documented Risk Management objectives and critical

success factors for the Organization or Small Business
that also address each of the below points:

a) Includes examples of Mission, Vision, Objective and

Critical Success Factors
b) Discusses financial objectives ☐ ☐
c) Addresses and references WHS Requirements and
Relevant Legislation
d) Highlight any Business Relationships and/or
Partnerships
e) Lists Business Goals (Short and Long Term): e.g.
Reputation, Franchising or Expansion

Identify and document the Associated Risks of the

Organization or Small Business Operation.
☐ ☐
a) What Risk Identification methods will you implement?
b) List examples of your anticipated and proposed Risk
Analysis Tools

Analyze and evaluate the risks for the Organization or

Small Business.

a) Determine likelihood, consequences and level of risks ☐ ☐

b) Compare against criteria and set risk priorities
c) Remember the Hierarchy of Control and if required use
Fishbone Diagrams to explain and justify your answer

Overall Assessment Task Performance Satisfactory Not Satisfactory

(S) (NS)

Assessment Task: Risk Management Plan (RMP) ☐ ☐

Resources Required for this Assessment

Trainers and Assessors are required to ensure all learners have access to:

 Text Book: Management Theory and Practice (2015) Edition 6 Kris Cole ISBN 9780170354059
 Text Book: 2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e
by Bartol, Tein, Matthews, Sharma Slides prepared by Rob Lawrence, Victoria University

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 (Australia)
 Australian Standards 2010
 Australian Standard: AS 3806:2006 Compliance programs
 Australian Standard: AS ISO 10002:2006 Customer satisfactions - Guidelines for complaints
handling in organizations
 Australian Standard: AS ISO 31000 Risk Management
 International Standard: ISO 9001 Quality management systems — Requirements
 Work Health and Safety Regulations 2011
 Building Regulations Act 2006
 Student Handout: Insurance Types and Definitions
 Student Handout: Record Keeping for Small Business
 Student Handout: Risk Management Fact Sheet FA3 23082010
 Student Handout: Glossary of Industry Terms (Risk Management)
 Student Handout_ACA Travel Agency (Appendix)
 Risk management Plan (RMP) Template
 PEST Analysis Template
 SWOT Analysis Template

In class In an Industry Workplace In a Simulated Industry Environment

Instructions for the assessment

 Attendance must be recorded in the Attendance Spreadsheet

 The assessment is to be completed according to the Assessment task instructions
 Complete the Pre-Assessment Checklist before commencing the Assessment process

Assessment Task Duration

Week 9
Learner Evidence Submission Requirements
Risk Management Plan

Assessment Task
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 MANAGE RISK

ASSESSMENT TASK: RISK MANAGEMENT PLAN (RMP)

ORGANISATIONAL CONTEXT AND BACKGROUND INFORMATION

You are the new Store manager hired by the Business Owners, Rufus Supreme and
Emma Clarendon at ACA Travel Agency.

ACA Travel Agency has been running since 2009 and the business plan is attached
for your reference.

Sections of the business plan are used throughout this assessment and you may
refer to other details for your task completion.

A detailed review of the ACA Travel Agency Business plan prior to commencement
is recommended.

The owners have asked for you to complete the a Risk Management Plan, using the
background knowledge of the Business plan (Appendix) provided and information
you will research and apply.

GENERAL INSTRUCTIONS

You are required to develop a Risk Management Plan including how this plan would
be implemented, monitored and evaluated for effectiveness for a small business or
organization of your choice.

You are to go undertake research on the internet to know about an organization or

similar type of organizations and describe briefly the functions of the organization, if
you desire you can choose you current place of employment.

Where required you have to use your common sense, creativity and imagination to
estimate and organize the data and information of the organization. For any issues
and clarifications, you will have to consult with your Trainer and Assessor.

In order to prepare your Risk Management Plan, there needs to be clear evidence of
a systematic approach to the identification of risk, the analysis and evaluation of risk
and the development of plans to eliminate, isolate or protect organizational
objectives, people and resources in the event of a potential negative event occurring.

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Finally to demonstrate competency it is a critical aspect of assessment that you
complete a Risk Management Plan that addresses and includes each of the
following listed requirements and deliverables

PART A

THE ORGANISATION/SMALL BUSINESS

Your Risk Management Plan (RMP) is to address each of the following required key
points:

 Provides a clear and concise Company Overview and Summary

 Contains a considered Stakeholder Analysis: Lists and describes each of the

internal and external stakeholders the company has involvement with

 Explains and demonstrates the ‘Scope of Risk Management’ required for the
Organization

 Includes a comprehensive ‘SWOT’ and ‘PEST’ analysis of the organization or

small business

 Analyzes and discusses the contexts of Risk or Associated Risks of the

organization: Inner contexts: Organizational structures, resources, culture, power
relations, risk perception, strategy, motivation; Outer Contexts: political, economic
and market, social and cultural, legal, technological, environmental

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PART B

RISK MANAGEMENT PLAN (RMP)

 Document your Risk Management objectives and critical success factors for ACA
Travel Agency so that you address each of the below points:

a) Includes examples of Mission, Vision, Objective and Critical Success Factors

b) Discusses financial objectives
c) Addresses and references WHS Requirements and Relevant Legislation
d) Highlight any Business Relationships and/or Partnerships
e) Lists Business Goals (Short and Long Term): e.g. Reputation, Franchising or
Expansion

 Identify and document the Associated Risks for the ACA Travel Agency

a) What Risk Identification methods will you implement?

b) List examples of your anticipated and proposed Risk Analysis Tools

 Analyze and evaluate the risks for the ACA Travel Agency
 .

a) Determine likelihood, consequences and level of risks

b) Compare against criteria and set risk priorities
c) Remember the Hierarchy of Control and if required use Fishbone Diagrams to
explain and justify your answer

 Prepare and develop a risk treatment action plan and schedule

a) Ensure the Treatment Plans identifies, evaluate and select options

 Prepare the risk action plan with a nominated timeframe for ACA Travel Agency

 Provide details of implementation of the Risk Assessment Plan including any

Training, Briefings etc. you may feel appropriate.

 Provide details how you would monitor and evaluate the Risk Management Plan,
Consider including considerations for engaging Third Party Audits/Consultants.

 Ensure your Risk Management Plan (RMP) demonstrates knowledge and

includes references to relevant legislation, acts, codes of practice international
and national standards

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RELEVANT INSTRUCTIONS

1. Complete the requirements of Part A and Part B

2. The analysis demonstrates a knowledge and understanding of relevant Risk

Management, Hazard Identification, business, management and industry theory.

3. Evidence of critical thinking in preparing the responses for the Risk management
Plan

4. The Risk Management Plan is incisive and includes a concise, relevant treatment
of the issues and addresses the assessment criteria.

5. The Risk Management Plan critically discusses and analyses the topic, range
statement, performance criteria and foundation skills of the unit descriptor

6. All sources are referenced consistently and comprehensively using the

recommended referencing system as prescribed in the subject
description/outline.

7. Use of language is appropriate to academic writing, the industry context, Risk

Management themes and principles and the assessment criteria

8. The responses are succinctly and clearly written or presented in English

9. Overall presentation is professional including spell and grammar checked

judicious use of headings, font size, layout etc.

10. The use of Pictures, diagrams (Fishbone) and logos are recommended in your
Risk Assessment Plan

11. Underpinning knowledge and understanding of Document AS/NZS ISO

31000:2009 will assist you in gaining successful competency in this Assessment
Task

Assessment Task
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ASSESSMENT REQUIREMENTS

PERFORMANCE AND KNOWLEDGE EVIDENCE S NS N/A

To complete the Assessment requirements effectively, the individual must:

Part A: Organization Overview

Provides a clear and concise Company Overview and Summary ☐ ☐ ☐

Contains a considered Stakeholder Analysis: Lists and describes

each of the internal and external stakeholders the company has ☐ ☐ ☐
involvement with

Explains and demonstrates the ‘Scope of Risk Management’

required for the Organization
☐ ☐ ☐

Includes a comprehensive ‘SWOT’ and ‘PEST’ analysis of the

organization or small business
☐ ☐ ☐

Analyzes and discusses the contexts of Risk or Associated Risks of

the organization ☐ ☐ ☐

Part B: Risk Management Plan

Develop and implement an action plan to treat risks that also

address each of the below points:

a) Includes examples of Mission, Vision, Objective and Critical

Success Factors
b) Discusses financial objectives
c) Addresses and references WHS Requirements and Relevant
Legislation
d) Highlight any Business Relationships and/or Partnerships
e) Lists Business Goals (Short and Long Term): e.g. Reputation,
Franchising or Expansion

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Analyse information from a range of sources to identify the scope
and context of the risk management process including:

a) stakeholder analysis
b) political, economic, social, legal, technological and policy
context ☐ ☐ ☐
c) current arrangements
d) objectives and critical success factors for the area included in
scope
e) risks that may apply to scope

Consult and communicate with relevant stakeholders to identify and

assess risks, determine appropriate risk treatment actions and ☐ ☐ ☐
priorities and explain the risk management processes

Outline the purpose and key elements of current risk management

standards ☐ ☐ ☐

Outline the legislative and regulatory context of the organisation in

relation to risk management ☐ ☐ ☐

Outline organisational policies, procedures and processes for risk

☐ ☐ ☐
management

Provide details how you would monitor and evaluate the Risk
Management Plan, Consider including considerations for engaging ☐ ☐ ☐
Third Party Audits/Consultants.

All sources are referenced consistently and comprehensively using

the APA referencing system as prescribed in the subject ☐ ☐ ☐
description/outline.

THE OVERALL PERFORMANCE WAS COMPETENT NOT YET COMPETENT

Assessment Task
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TEMPLATE: RISK MANAGEMENT PLAN

INTRODUCTION

The following plan Crisis plan template has been compiled to capture critical information you will need in a crisis. Don’t be daunted by its
length, it provides a clear concise step by step format to work through.

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Contents
Crisis plan template..................................................................................................................................................................................................1
 Introduction.....................................................................................................................................................................................................1
 Business Details.............................................................................................................................................................................................3
 Emergency Contacts - key people contact details........................................................................................................................................3
 Letter of authority............................................................................................................................................................................................6
 Finance/ Insurance / Lease Details................................................................................................................................................................7
 Registers......................................................................................................................................................................................................10
Staff..................................................................................................................................................................................................................10
Key clients/customers......................................................................................................................................................................................11
Supplier Contact Register................................................................................................................................................................................12
Assets..............................................................................................................................................................................................................13
 Critical Business Functions..........................................................................................................................................................................14
Risk Prioritisation Template.............................................................................................................................................................................15
Evacuation Plan...............................................................................................................................................................................................19
Critical Functions.............................................................................................................................................................................................20
Critical Services Checklist...............................................................................................................................................................................24
 Communications Plan Checklist...................................................................................................................................................................25
 Emergency Grab Bag...................................................................................................................................................................................26
 Data Backup.................................................................................................................................................................................................27
 Recovery Checklist.......................................................................................................................................................................................28

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BUSINESS DETAILS

Business name
Business address

Australian Business Number (ABN)

Australian Company Number (ACN)

Tax File Number (TFN) for your business

EMERGENCY CONTACTS - KEY PEOPLE CONTACT DETAILS

Type Company Contact person Email Phone

Power of Attorney

Accountant

Bank Manager

Solicitor

Insurance Broker

Doctor

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 Type Company Contact person Email Phone
Air conditioning (heating or
cooling)
Building — landlord/agent

Building — lease

Building — repairs

Business coach/mentor
Business equipment — fax
machine/s
Business equipment —
photocopier/s
Business equipment —
printer/s
Business equipment — other

Cash register/s
Computers — hardware
systems
Computers — maintenance
Computers — software
systems
Computers — web
design/SEO or other
providers

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 Electrician

Electricity supplier
Fire detection equipment
(alarms/sensors)
Firefighting equipment

Gas supply
Generator(s) or back-up
power supply
Locksmith

Mail services/post office

Plumber

Refrigeration system/s

Security system/s

Telephone provider/s
 landline/s

 mobile/s

 VOIP

Water supply

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LETTER OF AUTHORITY
(on letterhead)

TO WHOM IT MAY CONCERN.

I …………………, …………................................... ............................

(name)
………………………………………………………………………...........
(position in and name of business)

...........................................................................................................

..........................................................................................................
(address)

Hereby authorise
......................................................................................................... ........................................................................................................
(name) (position in and name of business)

to discuss my business/financial affairs on my behalf.

Yours sincerely
Signature
Name Date

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FINANCE/ INSURANCE / LEASE DETAILS
Business Bank Details
I have _______ Business Accounts
(Security alert: make arrangements for PINs and passwords to be accessed only by the trusted person of your choice. Do not record
them here unless you are absolutely confident they will be the only person seeing this document)
My business banker is Contact details
Bank
Name of account Account number BSB Number

Direct debits associated with this account (if any)

Company (&contact Amount of debit Date of Debit
details)

Bank
Name of account Account number BSB Number

Direct debits associated with this account (if any)

Company (&contact Amount of debit Date of Debit
details)

EFTPOS transactions &

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 machine maintenance

Insurance
Company Policy No. Renewal Date Location of Policy
Building
Contents
Other insurance (1)
(e.g. – disability,
trauma etc) (2)
(3)

(Note: If any insurance policy is paid by direct debit rather than by invoice, be sure to make a note of that.)

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 Business Leases
Building
(Address of the building)
Equipment
(Describe the leased
equipment)
Cars
(Registration number(s) of
vehicle(s)
Mobile Phones
(Describe the vendor or the
service provider)
Building Equipment Cars Mobile Phones
Who are the payments
made to?
When are payments due?

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REGISTERS
STAFF
Name Address Contact In case of Relationship Contact
Number emergency Number
Contact

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KEY CLIENTS/CUSTOMERS
Customer Name Customer Details
(1)
Company
(2) Contact Position Goods/services supplied Email Phone

(3)
(4)
(5)

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SUPPLIER CONTACT REGISTER

ASSETS
Description Quantity Serial Number Date Purchased Photo / Numbers

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CRITICAL BUSINESS FUNCTIONS
Risk Severity Matrix

Likelihood
S
e Very
v Remote Likely likely Probable
e
r
Insignificant
I
t Low
y
High

Catastrophi
c

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RISK PRIORITISATION TEMPLATE

Priority Identified Likelihood Severity Responsibility Minimisation Contingency Action Reviewed Review
Actioned by
1-5 risk from risk from risk name or position action action name date by date
description matrix matrix description description name

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EVACUATION PLAN (DRAW PLAN HERE)

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CRITICAL FUNCTIONS (YOU MAY NEED TO INSERT MORE SHEETS)

Priority 1 Response

Critical Function:
Function responsibility

Potential impact on
organisation if interrupted

Likelihood of interruption to
organisation

Recovery timeframe:
(minimum for restoration)

Resources required for

restoration: staff/alternative

List dependencies
Data/IT/systems
Transportation/utilities

Premises
Relocation options

Key equipment

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 Recovery and/or replacement
processes

Rules & regulations

governing your business

Supplies
Stock replacement

Measures to be taken to
protect and recover

Assessment Task
BSBRSK501 Manage Risk Page 29 of 62
 Priority 2 Response

Critical Function:

Function responsibility

Potential impact on
organisation if interrupted

Likelihood of interruption to
organisation

Recovery timeframe:
(minimum for restoration)

Resources required for

restoration: staff/alternative
List dependencies
Data/IT/systems
Transportation/utilities
Premises
Relocation options

Key equipment
Recovery and/or replacement
processes

Rules & regulations

Governing your business

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BSBRSK501 Manage Risk Page 30 of 62
 Priority 2 Response

Supplies
Stock replacement

Measures to be taken to
protect and recover

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CRITICAL SERVICES CHECKLIST

Description Location

Water mains

Power switch

Gas

Hazardous chemicals a)

b)

c)
Priority Salvage items a)

b)

c)

d)

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COMMUNICATIONS PLAN CHECKLIST

Responsibility
Element Action Outcomes
Assigned to:
Anticipate the crisis Hold a team brainstorming Crisis Response Plan generated
exercise to workshop likely crisis.
Can also be informed by risk
matrix
Identify / appoint your crisis Owner / manager and senior Clear identification of
communication team personnel. Depending on scale of responsibility for crisis
business, may include engaging / communications
retaining external expertise Scheduling of scenario days
(annually) as core crisis
preparation activity
Train spokespeople Ensure all delegated staff are Media ready staff
trained in media management
and response Protection of brand via
If a small business, consider appropriate media response
extending training to all staff – a
particularly front line hospitality /
retail staff most likely to be
approached ad hoc for comment
Establish monitoring / notification Consolidate databases and Crisis ready communication
systems document platform / channels to systems
be used to reach all relevant
stakeholders – mobile numbers
for SMS alerts, social media
channels, web administration, etc.

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Element Action
Developing holding statements Develop crisis ready statements
based on identified scenarios
Assessment Conduct situation analysis during
and post crisis to inform
messaging
Review Post crisis, stage debrief to
identify enhancements /
inclusions
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BSBRSK501 Manage Risk Page 34 of 62
Responsibility
Outcomes
Assigned to:
Consistent, clear and accurate
dissemination of information
Adaptive / responsive messaging
that is accurate and up to date
reflecting the latest set of
circumstances
A robust plan
RECOVERY CHECKLIST
Tick
when Action
complete

Reconstruct financial records

Establish cash position

Prepare forecasts

List assumptions

Conduct overall damage assessment

Contact insurance company

Source any available government assistance

Communicate – employees, customers and suppliers

Assess mental health – seek counselling

Contact banks / ATO etc. – advise situation – seek deferments

Re assure customers

Re visit cancellations and postponements

Demonstrate leadership to staff

Maintain customer service standards

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 Take charge of each emerging situation – show overall leadership

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 ASSESSMENT MODEL ANSWER

Risk Management Plan (RMP)

‘LFC International Academy Victoria’

Advanced Diploma of Leadership and Management

Assessment Task 3

BSBRSK501 Manage Risk

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BUSINESS OVERVIEW

Company Description

We plan on opening a football academy called ‘Liverpool Football Club International

Academy Victoria’ that provides young players an opportunity to learn new
techniques and advance their skill development under the guidance of our coaching
staff. Access to ‘top-notch’ facilities, training resources and coaching ensures that
the players get the best football education possible.

By following the same curriculum delivered to players at the Liverpool Academy, our
academy is setting itself apart from other youth programs in Australia and is offering
something different. In fact, we want to take pride in creating the best environment
for the development of young players as footballers in Victoria.

Products & Services

We are starting a service business including LFC gear merchandise, jersey printing,
try-out days, individual coaching as well as season-long programs. The season-long
programs can either include a structured training program with 2-3 intense training
sessions per week or a supplementary training program with one (1) training session
per week for players who are already part of a regular season-long program at
another club.

The school holidays can be used to run profitable summer camps, designed to either
improve skills or give parents a welcome break. Moreover, we intend to stage
lucrative tournaments that generate additional revenue and prestige.

Market Analysis

The soccer industry in Australia is still at its infancy and there is often a lack of know-
how when it comes to the education of young players. Some of the prestigious
football clubs already address the needs of young soccer fanatics and offer youth
academy programs in and around Melbourne.

Examples include the development programs of Melbourne Victory, Melbourne City

or South Melbourne. However, our services and key features differentiate from the
competing academies.

The number of registered players is continuously growing in Victoria. Given the latter
trend, we firmly believe that opening a soccer academy could be a profitable
business idea. In fact, Victoria’s passion for soccer is remarkable, demonstrating a
total 21% increase in player participation since 2014. With no sign of slowing down,

Assessment Task
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the growing popularity of soccer has led to a total number of 66’196 registered
player.

Marketing Strategy

We aim to target the middle class with families that are educated and affluent,
earning more than $70’000 a year. In addition, we intend on offering our services to
children aged 9 - 14 in and around Melbourne. Also, we want to target the serious
footballers whom are passionate about the sport and eager to develop and not the
recreational players.

A major promotion strategy will involve the visitation of soccer games in the local
community. By doing so, brochures will be distributed to parents and their children.

Financial Analysis

A substantial amount of start-up costs will be faced due to licensing costs, permits,
registration fees, coaching education, royalty fees, equipment (balls, jerseys, other
gear, car, etc.), and promotion, federal and state expenses.

To attract the amount of money, I intend to consult with my family and friends as they
are obvious sources for loans. However, my most important strategy with regards to
financing will be bootstrapping. This is finding creative ways to stretch the existing
capital as far as it can go.

Using a variety of techniques to stay afloat such as hiring as few employees as

possible, leasing rather than buying equipment, getting suppliers to extend my credit
terms so I can take longer to pay my bills, using personal savings, taking a second
mortgage, arranging low-interest loans from friends and relatives, floating accounts
payable, call creditors to request permission for paying bills late, or working from a
home office.

Management Summary and Stakeholders

The ownership model will be a sole business/trader and I the author will serve as the
creative leader as well as managing director of the academy. Leandro Parella and
Danny Brooks will both have a crucial role in the daily operations of my academy as
operations and marketing director.

Consequently, they will also be involved in the communication process to

stakeholders. Main stakeholders include Liverpool FC, Andrew Wagstaff, masseurs,
medical officers, physiotherapists, co-opted voluntary workers, the Football
Federation Victoria, state and federal government, local soccer community, the
owner of the facility, referees, players and their parents, educational institutions,

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sponsors, suppliers, spectators, volunteers, competing academies, the partnering
soccer club.

SWOT ANALYSIS

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PEST ANALYSIS
Political Economic Social Technological
The FFV is the The well-being of The perception of Technology in
governing body of the Australian the Liverpool brand soccer has made
all football activity economy has a big is one of the most big advancements
in Victoria. impact on the important assets of and innovative
Changes in their financial as well as my academy. The approaches are
legislation would competitive brand is extremely applied not only to
affect my academy. success of my popular. However, referee a game, but
For instance, it academy. I target a series of events also to raise a
could affect the the middle class, could change that player’s fitness
legal or financial which is able to fact. Most recently, level, or technical
structure of my afford the high Liverpool has not abilities. Thus,
business, tuition rate of my experienced technology has
restrictions on academy. Shifts in sporting success, found its way to
international the economy might giving other coaching soccer
coaches, or the lead to families European clubs the and will continue to
decision of not being unable to chance to grow impact the way
being able to pay for the tuition. their international young soccer
compete in the My customer base fan base. players are taught
highest youth could shrink and in the future.
division. cause a loss of Also, soccer has
talent or income, gained popularity in Moreover, social
respectively. Victoria. This media platforms
creates an gain a bigger role
opportunity for in local as well as
youth academies, youth football. It is
as the highest common practice to
increase in live-stream or video
participation rate advertise games of
has been shown non-professional
among the youth. teams.

RISK IDENTIFICATION
Health/Injury/Disease

This is one of the most present risks that can be identified when it comes to running
a soccer academy. Injuries are part of the game and chances are that coaches,
players, parents or referees injure themselves while being involved in club activities.

Accidents caused by materials, equipment, location or training are common and any
of the parties mentioned might want to claim compensation arising from personal
injury. This presents a major risk as its likelihood is high.

In this regard, the quality of the facility may help to reduce the likelihood of such an
occurrence. Providing a safe environment is crucial. For instance, a ‘top-notch’
facility with an even playing field keeps players from rolling their ankles or twisting

Assessment Task
BSBRSK501 Manage Risk Page 41 of 62
their knees. Another example includes stable goal posts which do not collapse
during a game.

Certain coaching practices may also result in personal injury of a player. For
instance, a coach teaches a player to tackle in a specific way and the player utilizes
that technique and injures himself doing so. The coaches have the responsibility to
teach the right playing technique and have to lookout for the wellbeing of the players.
They also have the responsibility to safely transport the players to the playing ground
on away games.

Also, the coaches must monitor and consider environmental factors such as the
weather to minimize the risk of injuries. Severe rainfalls or lightning are weather
conditions in which no practices or competitions should be held. Players could get
injured when playing on flooded fields or could get hit by a illness among the playing
group. It is common that sick players pass on a cold or other health conditions to
team mates. Sharing common drink bottles does not help in this respect. Attention
has to be focused on personal hygiene.

Parents or other co-opted volunteers could get injured while working at the canteen
or helping with other administrative activities. A parent may get food poisoned after
purchasing food from the club canteen on a match day.

Criminal Activity

Third parties may undertake criminal activities that adversely affect my

responsibilities as landlord, tenant, property owner or organizer of a social event.
Certain people may have the intention to harm my academy by damaging my
property or equipment or other resources.

Crimes could include theft, fraud, loss of intellectual property, terrorism, extortion and
online security and fraud, robbery and vandalism or general threats to personnel.
Appropriate security measures should be in place to protect against all these aspects
of our business.

Environmental Risk

One environmental risk to the soccer academy poses extreme weather conditions
which do not allow practices or competitions to be held. Examples include natural
disasters such as floods, storms, bushfires and drought. Extreme weather may also
pose the risk of higher insurance costs or more damage to the playing ground or
facilities. Similarly, frequent extreme weather might disrupt the water and power
supply to the facility.

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Climate change plays a crucial role in regards of frequent extreme weather, global
impacts, increased costs or decreased demand. Demand for our academy might
decrease if our business practices are not environmental friendly.

The Football Federation of Victoria might also impose certain environmental

standards that my academy will have to comply with. In a similar way, the overall
demand for soccer education could decrease as overseas suppliers unable to deliver
soccer goods such as shoes or other sporting equipment due to climate change.
Young players then possibly decide to play another local sport instead of soccer,
decreasing the popularity of soccer.

Climate change might also increase the costs for energy, water and other resources
necessary to maintain a top-notch facility. Water restrictions, which are likely to apply
in Australia due to more frequent severe weather conditions, could affect my
academy

Legal/Contractual

The legal risks to our academy include insurance issues, non-compliance with
government regulations or standards given by the governing body of the soccer
industry (FFV), resolving disputes, contractual breaches or general liabilities. Certain
legal issues could arise from the legal structure that we have chosen, affecting our
taxes, liabilities, operating costs and more.

Legal issues might also arise from my obligation to keep our academy a safe place
for players, coaches, visitors and other parties. Other legal issues might arise from
licenses, permits and registrations that are required to run an academy. Depending
on where we will open our academy, these requirements might change. Likewise,
there are codes of practice outlined that our academy must comply with. As we use
LFC’s name, we also must be very careful to legally protect their name, our ideas
and our services provided through trademarks.

Further risks to our academy involve regulatory changes or alternations in

government policies. For instance, the government can impose water restrictions
which hinder the maintenance of the ground, or they could set up a different tax
system which restricts certain activities.

Operational

Operational risks include a wide range of risks. An example includes technological

risk. This could involve computer network failures and problems with outdated
equipment or facilities. Another example states economic and financial risk such as
global financial events, cash flow shortages, parents not paying the tuition fees for
their children attending my program, rapid growth and rising costs. Staffing might be
a third example.

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The soccer industry is small in Victoria and everybody knows each other. Certain
personal conflicts or conflicts of interest might pose difficulties in filling open
vacancies. Another risk may arise from the collaboration with future suppliers or
partners. Issues within the business of the collaborating party could result in failure
or interruption of my own operations. Finally, we could face a change in consumer
preferences or increased competition in the market.

Reputational

Reputational risk is the threat to the good standing of my academy. It may occur
because of our own actions. For instance, we don’t have a valid coaching license,
but want to open an academy. People could question the credibility of our
competence as coaches. Similarly, our goal is to provide the best soccer education
to young soccer fanatics in Victoria.

If we fail to provide the latter, we might not be taken seriously anymore. Another
reputational damage might occur through using the LFC brand. We are not English,
nor have ever attended the Liverpool Football Club’s academy. This could result in a
loss of credibility. People in the Victorian soccer community highly regard the brand
of LFC. There is a risk that we fail to live up to their expectations.

Other reputational risks could occur through actions of my suppliers or partnering

soccer clubs. For instance, if we decided to partner with South Melbourne FC
(traditionally seen as a Greek club), people might start to question our credibility as
LFC is an English club.

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 ASSESSING POTENTIAL RISK

Now, as some of the major risks are identified, they are evaluated on a two (2)
dimensional matrix.

The matrix uses a qualitative rating of the likelihood of the event and the scale of the
possible consequences. In doing so, the identified risks are analyzed by combining
the likelihood and consequences to produce a level of risk.

The resulting level of risk serves as an indication of how serious the risk is and thus
provides critical information in determining which risks need to be treated most
urgently.

The following matrixes have been utilized for the above described process.

CONSEQUENCES MATRIX

Level Descriptor More Detail Injuries Financial Operational Impact

Impact
1 Insignificant Low Impact, low profile None <$1000 Little impact <1 hour

2 Minor Public embarrassment, low First Aid <$1-10,000 Inconvenient delays

impact and low news 1hr-1day

3 Moderate Public embarrassment, Medical <$10- Significant delays

Moderate news item Assistance $50,000 1day – 1week

4 Major Loss of production Extensive <$50- Non-achievement

capabilities, public Treatment $150,000 certain aspects 1 wk-1
embarrassment, 3rd month
party action, high news
5 Catastrophic impact
Public embarrassment, 3rd Deaths +$150,000 Non-achievement of
party action, high news and objectives +1 month
impact

LIKELIHOOD MATRIX

Level Descriptor More Detail As a guide…

A Almost certain Is expected to occur in most circumstances Once in a year

B Likely The event will probably occur at least once Once in 3 years

C Possible The event might occur at some time Once in 10 years

D Unlikely The event is not expected to occur Once in 30 years

E Rare The event may occur only in Once in 100 years

exceptional circumstances

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LEVEL OF RISK

Consequence
1 2 3 4 5
Insignificant Minor Moderate Major Catastrophic

A
Almost Certain High High Extreme Extreme Extreme

B Likely
Medium High High Extreme Extreme
Likelihood

C Possible
Low Medium High Extreme Extreme

D Unlikely
Low Low Medium High Extreme

E Rare
Low Low Low High High

RISK REGISTER

The risk register includes five (5) overall areas of business risks, namely, finance,
reputation, competition, operation, and legal.

Now that a series of business risks have been identified for each area, we will
evaluate each one of them using the above stated matrixes and list them in the risk
register.

The register also attaches ratings of risk level to each identified business risk.
Furthermore, the business risks will be prioritized given that rating of risk level.

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BSBRSK501 Manage Risk Page 46 of 62
 Category Risk Consequence Likelihood Existing Controls Level of Risk Risk
What and how can Priority
it happen

Finance Asset liquidity. 4. The consequences are major. C. The event might occur at Bootstrap financing as 4C - Extreme 2
If I don’t show relative ease to some time. Especially explained under
The difficulty to convert my convert assets into cash, I might throughout the start-up phase “financial analysis”
assets into cash in case of be unable to continue my of my academy. The chance
a sudden, substantial need business. Suppliers will stop that I will encounter a sudden
for additional cash flow. working with me. I might not be and substantial need for cash
able to use the facilities exists.
anymore.

Operational funding 4. Likewise to risk of asset B. The event will is likely to Bootstrap financing as 4B - Extreme 1
liquidity. liquidity, the same applies to the occur at some point throughout explained under
risk where I lack operational the first years of operation. financial analysis
Referring to daily cash funding liquidity. The
flow, where I don’t have consequences are immediate
enough cash on hand to and major as I might not be able
pay for basic expenses to continue my business.
necessary to continue
functioning as an academy.

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 Credit Risk.
Referring to the extension
of credit to customers.
Customers are usually
provided with financing of
tuition fees where they can
pay in instalments over the
period of the season long
program. There is the
possibility that a customer
may default on the
payment or that a player
unexpectedly quit the
program and is unwilling to
pay the remainder of the
outstanding tuition.
2. The consequence is minor if A. It is almost certain that this Sanctions on players 2A – High 3
only a few customers default on event will occur. I have to have not fully paid the
their payment. Regardless, the expect parents unwilling to tuition. Might not be
default on their payment, allowed to train or
classes will commence and the
especially if their children quit participate in
coaches will continue to receive the program. competitions.
the same salary. The only sunk
costs involve the time devoted
to the player’s soccer education,
administrative necessities as
well as supplies (for instance,
water for showering as a
variable cost block).

Currency risk & changes in 1 – 2. The consequences can B It is likely to experience No existing control 1B – 2B. 4
prices. range from insignificant to adverse changes in the prices measures. Medium to High
minor. In the event of a financial of supplies and undesired
Royalty fees may apply for crisis, the consequences may alterations in the currency
using the brand name of be more severe. exchange rate.
LFC. The payments are Currencies naturally appreciate
expected to be in British and decrease in value related to
pounds. The value of the external events.
British pound relative to the Similarly, prices for supplies or
Australian dollar is not renting the facilities are not
expected to vary. Rental expected to stay stable.
fees for the facility or prices
for supplies might change
over the course of my
business activities.

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 Competition Pricing. 3. The consequence of this D. I assess this event as No existing control 3D. Medium 4
event is moderate as it does not unlikely to happen. The measures.
Steep discounts by my necessarily lead to a loss in demand for the services of my
closest competitors customers. I believe the target direct competitors is high and
targeting the same group is not very price sensitive they have no incentive to lower
customer group and and values quality of service their prices. I believe there is
location is a major threat. more than the value they derive enough room for another top-
Particularly in the from lower prices. However, I notch soccer academy in
beginning phase of my will have to justify the higher Victoria and I will rather
academy as I will have price by pointing out my compete for top talent rather
higher cost than the competitive advantage and than more players signing up
competition. An aggressive uniqueness of services. for my programs. Top talent is
price strategy by the unlikely to select another
competition can lead to a academy just because of
price war over gaining or insignificantly lower tuition
keeping customers. fees.
Location and Facilities. 3. The consequence of this risk B. This threat is likely to occur. No existing control 3B - High 3
is moderate. It has the potential Therefore I have to be very measures.
A competing academy next to adversely affect my academy. strategic about my location. In
to mine with better facilities Still, being in the city area, I this regard, I also have to be
is another threat to my don’t believe there will be any mindful of the demographics of
business. The choice of my shortage in youth players willing my chosen location. What is
location is crucial to join my academy. the nationality or ethnic
especially if I choose to background of the people
open my academy in the where I chose to open my
city of Melbourne. What academy?
only seems a couple more
kilometres on a map could
mean substantial more
time spent in traffic.
Parents who work full time
might not be able to drop
their children to practice on
time

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BSBRSK501 Manage Risk Page 49 of 62
 Qualified Coaches. 1 – 5. The consequence of this A. This scenario is expected to Provide coaches with 1A – 5A. High 2
risk is hard to assess. It might happen. I don’t know any coaching education. to Extreme
I intend of using some of be a regulatory requirement of coaches with high coaching Encourage them to get
my teammates as coaches. my coaches to hold certain qualifications suitable to fill my their licences. Hire
As they are young and coaching qualifications which vacancies. However, I know players or coaches
active players, they might would mean I can’t use the highly competent players who I who already have
not have gained any / or coaches I intend to employ. On play with on a daily basis. I qualifications.
high coaching the other hand, the want to leverage the resources
qualifications. This does consequence might be and connections that I have
not mean they lack of insignificant as soccer fanatics and I know what my
expertise. Still, competing look up to my coaches and teammates are capable of as
academies could use this teammates who play for a highly well as know of their expertise.
fact as their competitive regarded soccer club here in
advantage over my Victoria and Australia.
academy.

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 Ethnic Background. 4. From my understanding, this A. I have to expect this to Hire English coaches, 4A - Extreme 1
threat could have major happen. I know this is a unique coaches from a certain
It is well known that various consequences for my business. characteristic of the soccer ethnic background or
soccer clubs in Victoria My academy will be brand new industry here in Victoria and I players (hire them as
have different ethnic and must compete with long- need to accept it. coaches) from a
backgrounds. Therefore, standing, traditional clubs which specific club to widen
certain clubs target players are well established in the the customer base.
from a certain nationality. I soccer industry in Victoria. Also,
must be aware of the soccer clubs here in Victoria
nationality and ethnic serve as a platform to socialize
background of the people with like-minded people from
living in my area. the same background. This
Furthermore, I must be might make it hard to attract that
mindful of what soccer segment of the customer base.
clubs I compete with and Often, parents have a big
what their background is. impact on the players decision
For instance, Greek clubs on which club to join. If they are
seem to have the upper devoted to a club which they
hand here in Victoria. identify with, they might want
There is a major threat their children to play for that
arising from the fact that I club as well.
am Swiss and that I
represent an English
brand.

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BSBRSK501 Manage Risk Page 51 of 62
 Operational Human risk. 5. I understand that my coaches B. Human error is likely to I intend to only partner 5B - Extreme 1
are one of my biggest assets happen. Maybe not in a with players and
There is the risk of and will determine the success catastrophic nature, however, coaches who I really
business operations failing of my academy. As my flaws in the behaviour and trust. This is my
due to human error. For academy is a service business actions of my coaches have to current control
instance, coaches not living with a lot of human interaction, I be expected. measure. I plan on
up to my expectations or potentially face catastrophic carefully choose my
coaches unable to deliver operational risk due to human partners in my
the outlined coaching failure.. Endeavor of opening
curriculum. Some coaches my academy.
might also not be as good
with children as I expected
them to be.
The willingness of my staff
to participate in fraudulent
activity is another human
risk.
Failure of management. 1 – 5. Some of my decisions A. I need to expect mistakes I plan on having a 1A – 5A. High 3
may result in insignificant on my behalf. I don’t have the mentor with Andrew to Extreme
I have no experience in effects. Other decisions, experience to always know Wagstaff. He already
running a business and can particularly about financing what is the right step to take. opened and owns
only apply my acquired matters could have catastrophic several academies.
knowledge from business consequences. I anticipate to
school to the best of my naturally have liquidity issues Furthermore I intend to
abilities. Other soccer during the beginning phase of make informed
academies have well my academy. Wrong decision decisions and always
established and proven even making that issue worse do research, rather
ways how to accomplish could result in my academy relying on my “gut
things in their organization. unable to operate. feeling”.
I might make wrong
decisions relating to how
my academy functions and
what to prioritize.

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BSBRSK501 Manage Risk Page 52 of 62
 High overall costs and low 3. I know I cant neglect this risk, A. Low productivity is certain to No control measures. 3A - Extreme 4
productivity. as it might have moderate occur. Lack of communication
consequences for my academy. or other issues will result in
Not having established Still, I don’t assess it to have the higher costs or ineffectiveness.
ways on how to accomplish potential to end my business.
things in my academy may Especially as most internal
result in failure, lower decisions will lie with me and
production or higher overall that I trust all of my carefully
costs. I have to put a lot of selected coaches to make the
trust in my coaches and right decisions.
rely on their internal
management decisions.
Also, the mere fact of
starting an academy might
impose a chaotic way of
business operations. I need
to give it some time to
create effective
procedures, staff and
systems.

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BSBRSK501 Manage Risk Page 53 of 62
 Maintenance of equipment. 4. Major consequences can be A. It is almost certain that such Making all players buy 4A - Extreme 2
expected from this risk. I am not scenarios will occur. For and bring their own
For instance, if I need to expecting to have a substantial instance, balls are often lost balls, equipment and
buy new balls and new amount of excess cash on throughout the course of a gear to the training
jerseys, however, only can hand. Thus, I will be forced to season. More balls will have to sessions.
afford one at a time, I will make decisions regarding the be purchased. At the same
be forced to make a maintenance or replacement of time, training gear or jerseys
choice. Choosing one over equipment. If I happen to make may rip or get lost which also
the other poses operational the wrong decisions, I might not have to be replaced.
risk depending on the be able to continue my daily
equipment which is not operations.
being replaced. If that
equipment does not last,
there is an immediate
impact.
Legal No extension of rental 4. Major consequences will E. This is not likely to happen No control measures in 4E - High 3
agreements. Breach of incur if the rental agreement will and very rare. Still, I need to place.
contract by partnering not be fulfilled by the keep it in mind and consider
institutions. collaborating party. This is contingency options.
because I rely on the facilities.

No coaching license and 5. This might be a risk, A. I expect this to happen and I will have to partner 5A - Extreme 1
other restricting regulatory hindering me from even opening therefore need to with someone who
requirements an academy. accommodate for this risk. I already holds a valid
need to partner with someone coaching license,
who can fill that weakness and needed to run an
thus eliminate that risk. academy.

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 No entrepreneurship visa 4. The fact of simply opening a
granted soccer academy does not
guarantee me a Visa to stay in
Australia and actively oversee
the business activities. I will
either have to look for
alternative ways to stay in
Australia or to put someone in
place who acts on my behalf.
A. This is very likely to happen Finding a day job or a 4A - Extreme 2
– even almost certain. I have sponsor that allows me
read the visa stream legislation to stay in Australia and
and most likely, I will have to therefore actively
find other ways to legally stay oversee my academy
in Australia. operations.

High turnover of 3. This poses a moderate risk to C. I assess this risk to have a No risk measures. 3C – High 4
international coaches due my business. Some possible occurrence. I plan on
to visa situation international coaches that I hiring some English coaches,
might hire are on a working who similarly to I, came to
holiday visa, which allows them Australia to play for an NPL
to stay in Australia for a total of club.
two years. Within those two
years, they may prove
themselves to be a major asset
to my academy. People will
know their name and mouth of
word will be spread about the
quality of this coach. However,
the risk always exists that he
has to leave the country due to
visa issues.

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 Regulatory risk. 1. As discussed previously, C. I picture this scenario to No risk measures. 1C - Low 5
climate change is in its process possibly happen sometime in
Change in legislation for and is likely to affect Australia the near future.
utilities due to climate and the weather here in
change. Victoria. Some insignificant
policy changes might occur that
affect the use of utilities such as
the usage of water during
drought season.

Reputational Loss of credibility
4. As mentioned before, I am A. I expect this to happen in Partnering with 4A - Extreme 1
Swiss and thus don’t exactly some shape or form at some someone from
identify with the values inherent point. People will certainly England who lives by
in someone coming from the LFC values.
question my heritage, my
Liverpool. I also don’t exactly
know their club history and I am connection to LFC and my
not the most fanatic LFC fan ability to coach.
that you will ever meet. Still, I
am coaching and teaching the
values taught at the LFC
academy. This might make me
less credible to my target group
and people question my
trustworthiness. This could have
major consequences for my
business.

Bad mouthing from 3. The consequences of bad
competition mouthing from competitors is
moderate. It can adversely
affect the potential of attracting
new players.
B. This is likely to happen as No control measures 3B - High 4
most of the soccer clubs here
in Victoria are well established.
They probably don’t want to
see a new club trying to rise
above them.

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 No acceptance from local
soccer community.
3. Similarly to the above B. This is very likely to happen No control measures 3B - High 3
mentioned reputational risk, I due to the same reason
might not be accepted by the mentioned in regard to bad
local soccer community. Certain mouthing from my competition.
parties such as competing
clubs, the soccer federations or
other institutions might not be
willing to collaborate with me.

Lack of ability to live up to 4. There is huge pressure on
elevated expectations of
LFC brand
my shoulders to live up to the
expectations of a top notch
educational program. In case I
lack the ability to live up to
these expectations, major
consequences will be brought
upon my academy as less
players will be willing to sign up
for my services.
C. It is possible to happen as I No control measures 4C - Extreme 2
don’t have the qualifications of
coaches at the actual LFC
academy or coaches who
teach at a high level at other
professional soccer institutions.

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BSBRSK501 Manage Risk Page 57 of 62
RISK TREATMENT SCHEDULE & ACTION PLAN

As all of our risk treatments are effective immediately, we combined the risk treatment schedule with the action plan.

Risk Possible Treatment Preferred Options Risk Rating Risk Rating Cost Person Timetable How will it be
Option BEFORE AFTER Benefit Responsible monitored?
Treatment Treatment

Operational Bootstrap Financing: Leasing rather 4B - Extreme 3C - High Mainly Managing Immediately. Regular review of
funding liquidity. Hiring as few employees as than buying, benefits director accounts. Consulting
possible, leasing rather than
hiring as few involved. (Raphael) with external
(Finance) buying equipment, getting employees as However, if I accountants and
suppliers to extend my credit possible and fail to pay for advisors.
terms so I can take longer to establishing good bills to my Collaboration with
pay my bills, using personal relations with my suppliers, the my mother who is an
savings, taking a second suppliers to pay relationship expert in these
mortgage, arranging low- my bills late can be hardly matters.
interest loans from friends damaged and
and relatives, floating I lose his
accounts payable, call trust.
creditors to request
permission for paying bills
late, or working from a home
office.

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BSBRSK501 Manage Risk Page 58 of 62
 Ethnic  Research and choice Hire top players 4A – Extreme 3C – High Only benefits Managing Immediately, Regular and
Background of location who currently involved such director necessary to start anonymous
(Competition)  Hire English coaches play for well- as extending (Raphael), academy and feedback from fans
respected teams customer external partner of “ethnically seen”
 Hire coaches from a commence coaching
of certain ethnic base. (Craig Lewis) soccer clubs. Go and
certain ethnic backgrounds Potential to who helps me activities watch games of
background (for recruit more make some of these clubs
instance Greek, players. connections and interview their
Italian, Croatian, spectators.
Serbian)
 Hire players from top
clubs which are well
respected among
people from certain
ethnic backgrounds

Assessment Task
BSBRSK501 Manage Risk Page 59 of 62
 Human Risk I intend to only partner with Critical interview 5B - Extreme 3B – High Extensive Managing Immediately. Strict Regular employee
(Operational) players and coaches who I process before time invested director interview process reviews and talks
really trust. This is my current hiring. Proper in finding the (Raphael Stulz) applicable from the with staff. Review of
control measure. I plan on background right people very start. performance and
carefully choosing my check. to hire. track record of
partners in my endeavour of Requirement of However, that performance.
opening my academy. hiring: Having will save a lot
I believe that carefully played with the of cost and
choosing your partners from player/coach for energy in the
the very beginning will at least one long run and
mitigate the risk of them season. ultimately
engaging in any fraudulent or reduces the
ineffective business activities operational
risk.

No coaching  Getting a coaching Partnering with 5A - Extreme 1E – Low The partner Managing Immediate as it is a No monitoring
license and licence on my own coaches who might claim director requirement to open needed. Simply a
 Partnering with already have a stakes in my (Raphael), and the academy. background check
other restricting license. This is business and Craig Lewis as and check of
regulatory external coaches
because it is the I will have to an external credentials
requirements who can deliver the most timely share some advisor
(Legal) required coaching solution to this of the
licence to open an issue. revenue.
academy
 Negotiation talks with
the football
federation of Victoria

Assessment Task
BSBRSK501 Manage Risk Page 60 of 62
 Loss of  Partnering with a Partnering with 4A – Extreme 3D – Medium Andy Managing Immediate. Already Effective
credibility coach or Andy Wagstaff as Wagstaff is in director started talking to communication
management partner a trusted partner America and (Raphael) Andy Wagstaff. system needed
who I now know will not be between Andy and I.
from Liverpool or
for several years. able to be The details have to
England present in be outlined between
 Partnering with Andy Australia all the two of us.
Wagstaff who is from the time. So
England and has there might
expertise on how to still be some
run a soccer cost or risk
involved.
academy

+++ END OF PAPER +++

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