Task 1 – Collaborative Partnership
Instructions to Learners:
• This summative assessment can be completed in class or at any other convenient location.
• Students are required to complete this task using digital tools and ensure to submit in an acceptable format, e.g. .docx, .pdf, .pptx, or as advised by your assessor.
• Please use the following formatting guidelines to complete this assessment task:
? Font Size: 12; Line Spacing: Double; Font Style: Times New Roman
• Assessment activities can be completed either in real workplace environment or in a simulated environment such as your classroom. In both cases, appropriate evidence of the assessment activities must be provided.
Instruction to Assessors:
• You must assess student’s assessment according to the provided Marking Criteria.
• You must complete and record any evidence related to assessment activities including role-plays and presentations using appropriate forms which must be attached with student assessment submission.
• You must provide students with detailed feedback within 10 working days from submission.
You are required to develop a collaborative partnership arrangement for an organisation you have access to or for a simulated organisation. The partnership should be between a business and a community group (which may be public or private).
This assessment task requires you to:
• demonstrate and model skills and knowledge to foster partnerships, conduct stakeholder consultation and use strategic and personally enhancing communication skills
• develop collaborative approaches to enhance individual, team and organisational outcomes
• Initiate and implement partnerships in line with relevant regulatory, employment and organisational requirements.
In completing the task, you are also required to:
• outline the legislative and regulatory context of the organisation
• outline the organisation's mission, purpose, values, objectives and strategies
• explain techniques that cultivate collaborative relationships and partnerships
• describe data collection methods

• explain the external context including social, political, economic and technological developments
• explain emotional intelligence and its relationship to individual and team effectiveness
• explain organisational transformation and the management of the stages of change.
In order to satisfactorily complete this task, you must undertake all required consultations and create/complete the following documents:
• Getting Ready Checklist
• Risk Management Plan
• Collaboration Business Plan
You must also produce a Memorandum of Understanding, which as a minimum includes:
Memorandum of Understanding
1. Partner Organisations
The Memorandum of Understanding is between:
Name, Title, Organisation & Address (principal place of business)
And
Name, Title, Organisation & Address (principal place of business)
2. Duration of Agreement
This is a statutorily required element. While the length of the initial agreement is negotiable between the local board and the partner(s), all MOUs should initially be for a period of at least one year. Modification, extension, and termination procedures are described in a separate section of this template document.
3. Rationale/Scope
Include a statement of purpose, and/or a brief description of expectations, and/or a justification for the partnership.
4. Goals and Objectives
Include a description of the goals and objectives of the partnership.
5. Roles and Responsibilities
To be discussed with the Partnership Group/Advisory Group. Some examples may include: The Partnership/Advisory Group is accountable for:
• fostering collaboration;
• removing obstacles to the partnership’s successful delivery, adoption and use;

• maintaining at all times the focus of the partnership on the agreed scope, outcomes and benefits; and
• monitoring and managing the factors outside the partnership’s control that are critical to
its success.
The membership of the Partnership/Advisory Group will commit to:
• attending all scheduled Partnership Group/Advisory Group meetings;
• championing the Partnership within and outside of work areas;
• sharing all communications and information across all Partnership/Advisory Group members;
• making timely decisions and take action so as to not hold up the project;
• notifying members of the Partnership Group/Advisory Group, as soon as practical, if any matter arises which may be deemed to affect the development of the partnership;
• attending all meetings and if necessary nominating a proxy.
Members of the Advisory Group expect:
• that each member will be provided with complete, accurate and meaningful information in a timely manner;
• to be given reasonable time to make key decisions;
• to be alerted to potential risks and issues that could impact the project, as they arise;
• open and honest discussions, without resort to any misleading assertions;
• on-going checks to verify the overall status and ‘health’ of the partnership.
6. Governance Structure and Reporting
Including a description of the governance structure and reporting responsibilities may be useful.
7. Meetings
Include a description of when and how meetings will be conducted. Some examples may include:
• All meetings will be chaired by (insert name/position and organisation).
• A meeting quorum will be (insert number) members of the advisory group.
• Decisions will be made by consensus (i.e., members are satisfied with the decision even though it may not be their first choice). If consensus cannot be reached, Advisory Group chair makes the final decision.
• Meeting agendas and minutes will be provided by (Insert name/position and organisation),
who will:
o prepare agendas and supporting papers;
o prepare meeting notes and information.
• Meetings will be held (how often) for (specify time) at (specify location).
• If required, subgroup meetings will be arranged outside of these times at a time convenient to subgroup members.

8. Reporting
In this section describe the reporting process that will be put in place to ensure progress reports, communication, minutes from meetings etc are delivered in the required timeframe. This could include:
• All partners will adhere to any prescribed reporting schedules.
• All partners will provide any required performance data.
• All partners will provide any required data in a compatible format.
• All partners agree to work toward the development of common performance goals and measures that will be in alignment with the stated goals.
9. Communication, Information Sharing and Consultation Processes
Include an outline of how information and data that is generated by the partnership is to be handled by all parties to the agreement. Include confidentiality considerations.
10. Advertising
The partnership organisation is to be acknowledged in all promotional materials like newsletters, media releases, brochures, flyers, annual reports, event programs. When acknowledging the partnership organisation, ensure that the full and correct name of the (organisation) is used, as it appears in this MOU.
The (organisation) is to approve all material displaying the name and/or logo prior to distribution.
11. Conflict Resolution
In this important section, describe the process for resolving disputes that may arise among the partners to the agreement.
12. Modification/Termination
This MOU constitutes the entire agreement between the parties hereto. This MOU may be modified, altered, revised, extended or renewed by mutual written consent of all parties, by the issuance of a written amendment, signed and dated by all the parties. Submission of a revised MOU does not necessarily require a modification to the plan.
Any party to this MOU may terminate their participation in this MOU by giving not less than (stipulate days) calendar days’ prior written notice of intent to terminate to each of the partners. In such case, termination by one or more of the parties to this MOU does not alter the terms or obligations of the other parties to this MOU.
13. Review and Evaluation
Determine the timeframe for reviews for the duration of the MOU and include reference review/exit plan.
Set out plans and methods to determine whether the partnership has met its objectives.

Include how to get feedback from partners and any other key players who can provide information on the effectiveness of the partnership.
Include a strategy to regularly review operational processes and identify issues of concern. Collect data on success rates and reassessments.
14. Resources
Identify the equipment, resources and materials facilities that will be contributed by partnership members.
15. Authorisation
The signing of this MOU is not a formal undertaking. It implies that the signatories will strive to reach the objectives stated in the MOU, to the best of their ability.
Partnering Organisation:
Name:
Date:
Title:
Getting Ready Checklist
The information gathered for the Getting Ready Checklist can also be used to develop a business case and/or business plan.

Category
Question Guide Information Available
Action/Comment

Yes
No Information Required Whose Responsibility
Who are What is the legal structure Check your
you? of the organisation for organisation’s
example, Entity Type, Tax legal structure –
Status. Refer to ABN
Look Up.1
What is the history of the
organisation?
Do you have a mission If no, refer to the
and/or vision statement? Strategic Plan
Template.
What are the objectives
and/or values of the
organisation?
Where are you based?
Where do you
operate/what is your
market?
Do you have Do you have a Strategic If no, refer to the
business Plan? Strategic Plan
plans? Template.
Do you have a Business If no, refer to –
Plan? Business Plan
Template.2
Do you have a If no, refer to the
Communications Plan? Relationship
Communications
Checklist.
Are you aware of where If no, refer to the
the organisation is now and Strategic Plan
where you would like it to Template.
be?
Category
Question Guide Information Available
Action/Comment

Yes
No Information Required Whose Responsibility
What do you do? What are the services and/or products you provide?
What do you want/need from a relationship?
What are you trying to achieve? What do you want to achieve in the short and long-term?
What do you have to offer to a partner? Skills, knowledge, influence, reputation etc.
Are you offering a specific project, fundraising event or require sponsorship?
When are you looking for a partner?
Promotion and increased profile of the organisation, increased business, increased staff morale, goodwill etc.
Who currently supports the organisation? Do you receive government funding?
Do you have current sponsors/funders?
Do you have shareholders/stakeholders?
What is the capacity and capability of What is the role of the board?
Do you have staff to achieve the desired
Category
Question Guide Information Available
Action/Comment

Yes
No Information Required Whose Responsibility
outcomes and reporting requirements?
your organisation?
Who is/will be the person responsible for the relationship? Refer to start of checklist.
Will this be conducted by an employee/or board member?
Will this be conducted by a volunteer?
Who would be on a steering committee?
Would there be an opportunity to market and refer business?
Do you have the necessary tools and equipment?
Project Title
Risk Management Plan
DOCUMENT ACCEPTANCE and RELEASE NOTICE
This is release/version n.n of the Project Title Risk Management Plan.
The Risk Management Plan is a managed document. For identification of amendments each page contains a release number and a page number. Changes will only be issued as complete replacement. Recipients should remove superseded versions from circulation. This document is authorised for release once all signatures have been obtained.
PREPARED: DATE: ___/___/___
(for acceptance) ( name , Project Title , Project Manager)
ACCEPTED: DATE: ___/___/___
(for release) (Project Sponsor, name )
on behalf of the Project Title Steering Committee

1. BUILD STATUS:
The most recent amendment first.
Version Date Author Reason Sections
n.n dd mmm yyyy Name e.g. Initial Release All
2. AMENDMENTS IN THIS RELEASE:
Section Title Section Number Amendment Summary
e.g. This is the first release of this document.
3. DISTRIBUTION:
Copy No Version Issue Date Issued To
1 n.n dd mmm yyyy Name, Title, Organisation
2
Electronic
Table of Contents
1 Executive Summary 6
2 Introduction 6
3 Risk Assessment 6
3.1 Identification 6
3.2 Analysis and Evaluation 8
4 Risk Mitigation 9
5 Risk Monitoring 10
6 Roles and Responsibilities 10
6.1 Steering Committee 10
6.2 Project Manager 10
6.3 Project Team 11
Appendix A: Project Title Risk Register (as at dd/mm/yy) 12

Executive Summary
The purpose of this document is to provide a management framework to ensure that levels of risk and uncertainty are properly managed for the remainder of the project. As risk management is an ongoing process over the life of a project, the Risk Register must be considered a ‘snap shot’ of relevant risks at one point in time.
This document will achieve this by defining the following:
• the process that will be/has been adopted by the Project to identify, analyse and evaluate risks during the remainder of the project;
• how risk mitigation strategies will be developed and deployed to reduce the likelihood and/or impact of risks;
• how often risks will be reviewed, the process for review and who will be involved;
• roles and responsibilities for risk management;
• how reporting on risk status, and changes to risk status, will be undertaken within the Project and to the Steering Committee;
• a complete Risk Register containing all risks identified for the Project, their current gradings and the identified risk mitigation strategies to reduce the likelihood and seriousness of each risk.
Introduction
The purpose of risk management is to ensure levels of risk and uncertainty are identified and then properly managed in a structured way, so any potential threat to the delivery of outputs (level of resourcing, time, cost and quality) and the realisation of outcomes/benefits by the Business Owner(s) is appropriately managed to ensure the project is completed successfully.
The objectives of the risk management approach in the Project Title Project are to identify, assess and mitigate risks where possible and to continually monitor risks throughout the remainder of the project as other risks or threats emerge or a risk’s impact or likelihood changes.
As risk management is an ongoing process over the life of a project, this Risk Management Plan and Risk Register must be considered a ‘snap shot’ of relevant risks at one point in time.
Where required, the process of risk identification, assessment and the development of countermeasures will involve consultation with the Steering Committee members, the Project Title Reference Group, other relevant stakeholders and Project team members.

Risk Assessment
Identification
Please Identify minimum 5
In this section specify:
Risk 1 -
1.Risk Trigger - Consider what might be a ‘trigger’ event or threat (eg. ‘poor quality materials causes costs to rise’) – several triggers may reveal the same inherent risk;
2. Risk Identification Identify the risk - use a ‘newspaper headline’ style statement – short, sharp and snappy (eg. ‘budget blow out’)
3. Risk Description describe the nature of the risk
4. Risk Impact the impact on the project if the risk is not mitigated or managed (eg. project delayed or abandoned, expenditure to date wasted, outcomes not realised, government embarrassed etc).
• what risk identification process has been undertaken (ie. brainstorm, facilitated session, scan by Project Manager etc);
• any categories used to assist in the identification or relevant risks;
• when the risk identification process occurred; and
• who was involved.
Risk Trigger
Risk Identification
Risk Description
Risk Impact
Analysis and Evaluation
Once risks have been identified they must be analysed by determining how they might affect the success of the project. Generally the impact of a risk will realise one or any combination of the following consequences:
• Project outcomes (benefits) are delayed or reduced;
• Project output quality is reduced;
• Timeframes are extended;
• Costs are increased.
EG -
Identify Risk Consequences
Eg High Staff Turnover • Project outcomes (benefits) are delayed or reduced;
• Project output quality is reduced;
• Timeframes are extended;
• Costs are increased.

Once analysed, risks should be evaluated to determine the likelihood of a risk or threat being realised and the seriousness, or impact, should the risk occur.
'Likelihood' is a qualitative measure of probability to express the strength of our belief that the threat will emerge (generally ranked as Low (L), Medium (M) or High (H)).
'Seriousness' is a qualitative measure of negative impact to convey the overall loss of value from a project if the threat emerges, based on the extent of the damage (generally ranked as Low (L), Medium (M), High (H) or Extreme).
From this risks will be graded as A, B, C, D or N according to the following matrix:
Likelihood Seriousness
Low Medium High EXTREME
Low N D C A
Medium D C B A
High C B A A
The ratings for likelihood and seriousness determine a current grading for each risk that in turn provides a measure of the project risk exposure at the time of the evaluation.
In this section specify:
Identify Risk Consequences
Eg High Staff Turnover • Project outcomes (benefits) are delayed or reduced;
• Project output quality is reduced;
• Timeframes are extended;
• Costs are increased.

Identify Risks and then Grade the Likelihood and Seriousness of each Risk and provide overall Grading
• For Each Risk please Grade
Risk 1 – staff headhunted
Likelihood Grading – medium
Seriousness Grading – medium
Overall Grading - C
• How the identified risks could potentially impact on the project in terms of the four categories of consequence (eg. x have potential to delay or reduce project outcomes/reduce output quality etc);
• Summarise the distribution of risks according to the grading (
• Grade A Risks – 2
• Grade B Risks – 3 etc)
• Identify and List ‘A’ Grade risks.

Risk Mitigation
Mitigation of risks involves the identification of actions to reduce the likelihood that a threat will occur (preventative action) and/or reduce the impact of a threat that does occur (contingency action). This strategy also involves identifying the stage of the project when the action should be undertaken, either prior to the start of or during the project.
Risk mitigation strategies to reduce the chance that a risk will be realised and/or reduce the seriousness of a risk if it is realised have been developed. The following table is useful to determine how risks will be treated in terms of preparation and/or deployment of mitigation strategies during the life of the Project. Mitigation strategies are usually only prepared and/or deployed for Grades A through to C, however where an existing risk graded at D appears likely to be upgraded, mitigation strategies should be prepared.
Grade
Possible Action
A Mitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority.
B Mitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution.
C Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit.
D To be noted; no action is needed unless grading increases over time.
N To be noted; no action is needed unless grading increases over time.
Identify Risk Overall Grading Mitigation Possible Action responsibility Budget implications
Staff Head hunted A Mitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority.
Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit.
In this section specify:
•
• The proportion of risk mitigation actions that are preventative (eg. 30%);
• The proportion of risk mitigation actions that are contingency (eg. 70%);
• Key stakeholders nominated as responsible for undertaking specific risk mitigation actions;
• Any major budgetary implications
For any identified ‘A’ Grade risks specify:
• What type of mitigation action is proposed (preventative or contingency);
• Who is responsible for undertaking the proposed action; and
• Any cost implications for the project Budget.

Risk Monitoring
Risk Management is an iterative process that should be built into the management processes for any project. It must be closely linked with Issues Management, as untreated issues may become significant risks. If prevention strategies are being effective, some of the Grade A and B Risks should be able to be downgraded fairly soon into the project.
In this section specify
• How frequently a review of the Risk and Issues Registers will be undertaken (eg. fortnightly, monthly);
• Who will be involved in the review of the Risk and Issues Registers (eg. the Project team);
• How often risks will be monitored to ensure that appropriate action is taken should the likelihood, or impact, of identified risks change and to ensure that any emerging risks are appropriately dealt with (eg. monthly);
• If the Risk Register will be maintained as a separate document or as part of the Risk Management Plan;
• How often the Steering Committee or Project Sponsor/Senior Manager will be provided with an updated Risk Register for consideration; and
• How often Risk status will be reported in the Project Status Reports to the Steering Committee/Project Sponsor/Senior Manager (usually only Grade A and B risks).
Roles and Responsibilities
Steering Committee
Ultimate responsibility for ensuring appropriate risk management processes are applied rests with the Project Sponsor and Project Steering Committee, and they should be involved in the initial risk identification and analysis process. The Risk Management Plan and the Risk Register should provide the Project Sponsor and Project Steering Committee with clear statements of the project risks and the proposed risk management strategies to enable ongoing management and regular review.
The Steering Committee will review the Grade A and B project risks on a specify frequency, eg. monthly basis via updated information provided in the Project Status Reports and provide advice and direction to the Project Manager. The Steering Committee will also be provided with an updated Risk Register for consideration, as required, when additional threats emerge or the likelihood or potential impact of a previously identified risk changes.
Project Manager
The Project Manager will be responsible for:
• Development and implementation of a Project Risk Management Plan;
• Organisation of regular risk management sessions so that risks can be reviewed and new risks identified;
• Assessment of identified risks and developing strategies to manage those risks for each phase of the project, as they are identified;
• Ensure that risks given an A grading are closely monitored; and
• Providing regular Status Reports to the Steering Committee noting any ‘A’ Grade risks and specifying any changes to the risks identified during each phase of the project and the strategies adopted to manage them.
In large or complex projects, the Project Manager may choose to assign risk management activities to a separate Risk Manager, but they should still retain responsibility. It should be noted that large projects are a risk in themselves, and the need for the Project Manager to reassign this integral aspect of project management may be an indication that the project should be re-scoped, or divided into several sub-projects overseen by a Project Director.
Project Team
All members of the Project Team will be responsible for assisting the Project Manager in the risk management process. This includes the identification, analysis and evaluation of risks and continual monitoring through out the project life cycle.

APPENDIX A: PROJECT TITLE RISK REGISTER (AS AT DD/MM/YY)
Rating for Likelihood and Seriousness for each risk
L Rated as Low E Rated as Extreme (Used for Seriousness only)
M Rated as Medium NA Not Assessed
H Rated as High
Grade: Combined effect of Likelihood/Seriousness
Seriousness
Likelihood low medium high EXTREME
low N D C A
medium D C B A
high C B A A
Recommended actions for grades of risk
Grade Risk mitigation actions
A Mitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority.
B Mitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution.
C Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit.
D To be noted - no action is needed unless grading increases over time.
N To be noted - no action is needed unless grading increases over time.
Change to Grade since last assessment
NEW New risk ? Grading decreased
— No change to Grade ? Grading increased
Please complete the Risk Register below
Minimum 5 Risks
Id Description of Risk
Impact on Project (Identification of consequences ) L
S
G
Change Date of Review Mitigation Actions
(Preventative or Contingency) Individual/
Group responsible for mitigation action(s) Cost Timeline for mitigation action(s) WBS
n A “newspaper headline” style statement. Also identify relevant triggers that may cause the risk to be realised. Describe the nature of the risk and the impact on the project if the risk is not mitigated or managed Change in Grade since last review Date of last review Specify planned mitigation strategies:
• Preventative (implement immediately);
• Contingency (implement if/when risk occurs). Specify who is responsible for undertaking each mitigation action(s) Specify timeframe for mitigation action(s) to be completed by
n + 1
1 Steering Committee unavailable
Triggers include:
• Steering Committee meetings repeatedly rescheduled due to lack of availability;
• Members do not attend despite prior confirmation of attendance. Lack of availability will stall progress (ie. delayed decisions will defer output finalisation, extend project timelines and staff resources will be required for longer than anticipated) H H A NEW 15/02/06 Preventative:
• Highlight strategic connection - link Project Objective to relevant Agency strategic objectives
• Confirm 2006 meeting schedule in January
• Confirm SC membership
• Widen representation (include other Agencies) Project Manager NA 15/03/06 Y
2 Inadequate funding to complete the project
Triggers include:
• Funding is redirected;
• Costs increase (poor quality materials/ inaccurate cost estimates)
Budget blow out means cost savings must be identified – ie. reduce output quality, extended timeframes, outcomes (benefits) will be delayed M M B No change 15/02/06 Contingency:
Re-scope project, focusing on time and resourcing Project Manager TBC TBC N
3 Staff reject new procedures
Triggers include
• Staff don’t participate in training (not prepared for new roles);
• New procedures not applied (work-arounds still used).
Rejection means additional time and resources required to achieve successful implementation - ie. some outputs languish; more training is required (additional cost, time delays); potential for ‘falling back into old ways’ (more change mgt required); loss of credibility for project (perception of failure). H H A NEW 15/02/06 Preventative:
Reinforcement of policy changes by management;
Provide opportunity for staff feedback/input prior to policy/procedure finalisation;
Develop Training Plan that allows for repeat attendance (perhaps 2 stage training?);
Identify staff ‘champions’ to promote adoption of new procedures (buddy system);
Circulate information to staff that
• promotes how new procedures have improved processes (eg. 10 steps reduced to 4 steps etc);
• proportion of staff that have successfully completed the training.
• Identifies local ‘buddies’ for troubleshooting.

Sponsor
Project Manager
Consultant
Project Manager
Project Manager
NA
NA
$3,000
NA
NA
21/02/06
21/02/06
30/03/06
30/03/06
30/04/06
Y
Y
N
N
N
Note: This example is in brief and more detail would be added as required. For example, in larger projects separate documentation might be developed for each major risk providing much more detail regarding mitigation strategies and costings.

Internal External
Financial management, for example: Viability / liquidity
Fraud control
Reducing / insufficient income streams Income loss
Poor cost control
Insurances not kept up to date Funding, for example:
Changes in funding agreements Shortfalls in funding programs

Internal External
Human Resources, for example: Succession planning
Poor staff supervision and performance appraisal
Staff turnover/ headhunted by competitor Excessive work load and poor staff morale
/ staff burn-out
Difficulties in recruiting suitable staff Regulatory environment, for example: Changes in regulatory framework Negative registration reports
No internal systems to proactively manage all the factors that drive the performance of the organisation
Property management, for example: Inappropriate stock
Contractors fail to perform maintenance contract / Poor response time by contractors
Stock transfer liabilities Asbestos
Aging / poor quality stock Reputation, for example:
Public and community perception of the Association
Negative comments from press or politicians
Legislation compliance, for example: Privacy Act
Corporations Act / relevant Incorporation legislation
Anti-discrimination / Disability Services Act OHS
Meeting tax requirements Competition, for example: Losing opportunities to grow Other providers
Unexpected rapid growth
Corporate governance, for example:
Lack of appropriately skilled board members
Volunteer / board member burn out Board turnover
Board fails to appraise CEO performance Conflict on the board
Conflicts of interest not managed effectively
Difficulty recruiting to the board
Director’s insurance not kept up to date Policies and procedures not reviewed Board lacks a value-based framework Partnerships, for example:
Risks from failed partnership arrangements Risk of conflict with partners

Internal External
Information technology, for example:
IT not sufficient for expanded organisation IT not able to produce registration
monitoring data
IT performance date disaster recovery plan

Collaboration
Business Plan Template

Tips on using this template
Before you use the collaboration business plan template consider:
1. The purpose of the plan. Will it be used just with collaboration partners and the Legal Entity or will there be others involved. If others will be involved what are their major interests – for example, the financial information needs to be well supported by good service delivery plans.
2. Doing your homework. Collect information about issues that may affect the collaboration process. Talk to staff, services users and funding bodies about the likely impact of the collaboration. Seek expert advice from outside the organisation’s stakeholders : accountants; solicitors; other service providers, particularly those that have been involved in successful collaborations.
3. Using the italicised text as a guide only. Ignore and delete areas that don’t apply to your
collaboration.
4. Working through the template slowly – use only the sections relevant to your collaboration.
Delete, amend or add sections to meet your own Collaboration’s needs.
5. Differentiating between actual vs. expected figures. Where the Collaboration is a new venture and you are using expected figures for turnover and finances you will need to clearly show that these are expected figures or estimates. Most funding cycles are currently three years – consider the funding cycles of all partners when developing financial predictions.
6. Writing your summary last. Be brief and succinct but record the facts and be realistic but positive.
7. Reviewing. Reviewing, Reviewing. Check you document a number of times and then also ask a number of other people to do a proofread of the final draft.
8. Ensure your final plan is personalised for your collaboration, and professional in its appearance.
The Collaboration Business Plan Template is adapted from a general business template found on the Australian Government website http://www.business.gov.au For information see http://www.business.gov.au/Howtoguides/Thinkingofstartingabusiness/pages/default.aspx.
Always consult an accountant and a solicitor before finalising any merger or amalgamation

[INSERT YOUR COLLABORATION LOGO]
[Collaboration Name]
[Legal Entity/Lead Agency Head Office Address]
ABN: [ABN]
ACN: [ACN]
[Collaboration] Business Plan
Prepared: [Date prepared]

Collaboration Business Plan Summary
[Please complete this page last]
[Your collaboration business plan summary should be succinct and focus on why your collaboration is going to be successful. The answers should reflect the more detailed answers provided throughout the body of the plan.]
Name the Collaboration
List the Partners of the Collaboration
Name [Enter the name of each partnering organisation ]
Location [actual location of each partner service]
The Legal Entity
Lead Agency/Legal Entity name: [Enter the organisation’s name]
ABN: [Registered Australian business number.]
ACN: [Registered Australian company number, if applicable.]
Location: [Head office address]
The Purpose of the Collaboration
Note the benefits to be achieved by the collaboration:
[Why are you collaborating? What are the expected outcomes for the partnering services? What are the expected outcomes for the service users? What are the expected outcomes for the funding body]
Practice Principles
Principles
[List the Principles that all partners have agreed to abide by]
The Future
Vision statement:
[The vision statement should clearly state the overarching aim of the collaboration.]
Goals/objectives:
[What are your short & long term goals? What activities will you undertake to meet them?]
The Finances
[What is the anticipated Collaboration Budget? Where is the funding coming from? What are the expected outgoings? Who will manage the money? What system will they use? How will you demonstrate accountability?]
Monitoring and Evaluation
[How are you going to monitor, evaluate and document the impact of the Collaboration? Note the process that will be use: assessment of regular financial reporting; funding body reports; service user feedback etc.]

The Collaboration
Service Delivery
Services: [What services will you be providing? What is the anticipated demand for these services currently? Is there likely to be increased demand and what will drive this growth?]
Business details
Business name: [Enter your business name as registered in your state/territory. If you have not registered your business name, add your proposed business name.]
Trading name(s): [Registered trading name(s).]
Date registered: [Date business name registered.]
Location(s) registered: [State(s) you are registered in.] Business structure: [Sole trader, partnership, trust, company.] ABN: [Registered Australian Business Number.]
ACN: [Registered Australian Company Number, if applicable.]
GST: [Are you registered for Goods and Services Tax? Date registered?]
Domain names: [Registered domain names.]
Licences & permits: [List all the licences or permits you have registered]
Collaboration premises
Business location: [Describe the location and space occupied/required. What is the size of the space you occupy/require? What geographic area will the Collaboration cover? Where in relation to landmarks/main areas? Are there adequate spaces for private conversations? Is there wheelchair access? ]
Buy/lease: [If you have purchased a business premises or are currently leasing, briefly outline the arrangements. If you are still looking for a lease, outline your lease requirements and any utilities/facilities required.]

Collaboration Map
[Outline your collaboration structure in the chart below.]
Example: where the services collaborating are not Legal Entities in their own right.

Figure 1: Organisation Chart. [Insert your own chart ]
Management of the Collaboration
Legal Entity or Lead Agency: [Insert Name.]
Legal Entity/ Lead Agency Management Committee [List the names of the Management Committee of the Lead Agency ]
Collaboration Committee [List the names of those on the Collaboration Committee and the organisations that they represent]
Process: [Explain the process by which the Legal Entity/Lead Agency will work with the Collaboration Committee to govern the Collaboration. For example: decisions made by Collaboration Committee made up of representatives of each partner organisation plus representation from the Legal Entity with all strategic decisions and financial decisions above a set amount to be ratified by the Management of the Legal Entity.]

Personnel – (exclude this section if the Collaboration is not going to directly employ staff Remember the Collaboration must be a legal entity in its own right before it can be an employer. )
Current staff
[List your current staff in the table below.]
Job Title Name Skills/Strengths

Required staff
[List your required staff in the table below.]
Job Title Quantity Skills necessary Date required

Recruitment options
[How do you intend on obtaining your required staff? Advertising in the local paper, online advertising, and/or training current staff members?]
Training programs
[Are there any training programs you will be organising in the event you cannot find the required skills? Are these in-house or external providers? What training will you as the business owner/manager undertake to keep your skills current?]
Skill retention strategies
[What procedural documentation will you provide to ensure the skills of staff are maintained? Do you have an appropriate allocation of responsibilities? How are responsibilities documented and communicated to staff? What internal processes will you implement to regularly check that the current skills of staff members are still appropriate for the business?]
Innovation
Opportunities
[What are the opportunities to be innovative in the ways that you support service users, create a learning environment within the collaboration and support staff in their professional development. Are there any gaps in local service delivery that innovation can help you fill?]
Insurance
Workers compensation: [Provide details if you have workers compensation insurance? This is mandatory if you have employees.]
Public liability insurance: [Provide details if you have public liability insurance? This covers any third party death or injury.]
Professional indemnity: [Provide details if you have professional indemnity insurance? This covers any legal action taken out as a result of your professional advice.]

Product liability: [Provide details if you have product liability insurance? This covers any legal action taken out as a result of injury, damage or death from your product.]
Collaboration assets: [Provide details if you have insured your business assets in the event of a fire, burglary, or damage? For example: building, contents, motor vehicles.]
Risk management
[List the potential risks (in order of likelihood) that could impact your business.]
Risk Likelihood Impact Strategy
[Description of risk & impact on business] [Highly Unlikely,
Unlikely, Likely, Highly Likely] [High, Medium, Low] [What actions will be taken to
treat the potential risk to the Collaboration]

Legal considerations
[List the legislation which impacts on the governance of your Collaboration and its service delivery.]
Examples: Legislation listed below is just a sample. Each Collaboration needs to determine the Acts which may impact on it.
For Example -
Anti-Discrimination Act 1991 (Qld) http://www.legislation.qld.gov.au/LEGISLTN/ACTS/1991/91AC085.pdf Commission for Children and Young People and Child Guardian Act 2000 (Qld) http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/C/CommisChildA00.pdf Commission for Children and Young People Amendment Legislation 2006 http://www.legislation.qld.gov.au/LEGISLTN/ACTS/2007/07AC040.pdf
Racial Discrimination Act 1975 (Cth) http://www.austlii.edu.au/au/legis/cth/consol_act/rda1975202/ Sex Discrimination Act 1984 (Cth) http://www.austlii.edu.au/au/legis/cth/consol_act/sda1984209 Disability Discrimination Act 199 (Cth) http://www.austlii.edu.au/au/legis/cth/consol_act/dda1992264/ Human Rights and Equal Opportunity Commission Act 1986 (Cth)
http://www.austli.edu.au/au/legis/cth/consol_act/hraeoca1986512/ The Domestic and Family Violence Protection Act (1989)
http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/D/DomeFamVPA89.pdf The Domestic Family Violence Regulation (2003) and their amendments http://www.austlii.edu.au/au/legis/qld/consol_reg/dafvpr2003470/
The Child Protection Act (1997) http://www.legislation.qld.gov.au/LEGISLTN/ACTS/1999/99AC010.pdf The Community Services Act 2007
http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/C/CommunServA07.pdf Community Services Regulation 2008 http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/C/CommunServR08.pdf The Supported Accommodation Assistance Program Act 1994 http://www.austlii.edu.au/au/legis/cth/consol_act/saaa1994359/
The Housing Act 2003 http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/H/HousingA03.pdf Housing Regulation 2003

http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/H/HousingR03.pdf Workers’ Compensation and Rehabilitation Act 2003 (Qld) http://www.legislation.qld.gov.au/LEGISLTN/ACTS/2003/03AC027.pdf Workplace Health and Safety Act 1995 (Qld) www.legislation.qld.gov.au/legisltn/current/w/workplhsaa95.pdf Workplace Health and Safety Regulation 1997 (Qld)
http://www.deir.qld.gov.au/workplace/law/legislation/regulation/index.htm Fire Service and Rescue Act 1990 http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/F/FireARescSeA90.pdf Fire and Rescue Service Regulation 1991 http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/F/FireARescSeR01.pdf Building Fire Safety Regulation 2008 http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/B/BuildgFireSR08.pdf Building Fire Safety Regulations Act 1991 http://legislation.qld.gov.au/LEGISLTN/SLS/1991/91SL.187.pdf
A New Tax System (Australian Business Number) Act 1999 (Cth) http://www.austlii.edu.au/au/legis/cth/consol_act/antsbna1999470/ Associations’ Incorporation Act 1981 (Qld)
http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/A/AssocIncorpA81.pdf Associations’ Incorporation Regulation 1999 (Qld) http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/A/AssocIncorpR99.pdf Rockhampton Women’s Shelter Constitution
Income Tax Assessment Act 1971 www.austlii.edu.au/au/legis/cth/consol_act/itaa1997240/ Superannuation Guarantee (Administration) Act 1992 (Cth) www.austlii.edu.au/au/legis/cth/consol_act/sga1992430/
Operation
Communication Plan
[How will partner services communicate with each other, their staff, their management committees, the lead agency/Legal Entity, service users, the funding body and other stakeholders.]
Collaboration Activities
[What specific services will be delivered by the Collaboration and over what geographic area?]
Client Group
[Who will serviced by the Collaboration]
Assets
[List your current assets in the table below.]
Asset Quantity Value

Technology (Software): [Is everyone already using the same operating system on their computers? Will new software be required. Will new systems to be used require new software. How will the IT support be provided ] Service hours: [ When is service on offer to the community]
Quality control: [What Service Standards are used by the Collaboration Partners. How will you collect and use client feedback to ensure that you focus on continuous improvement in service delivery. ]
Sustainability plan
Community impact and engagement
[How will your Collaboration affect the local community? How can you engage the community to support your activities?]
Risks/constraints
[List any risks/constraints to your Collaboration’s operating environment resulting from things outside your
control? For example, loss of funding to a partner]
Strategies
[List Engagement Strategies, Communication Strategies, strategies for managing reduced funding or loss of partner?]
Action plan
[List your sustainability milestones below?]
Milestone Indicator Date

S.W.O.T. analysis
[List each of your Collaborations strengths, weaknesses, opportunities or threats in the table below and then outline how you plan to address each of the weaknesses/threats.]
Strengths Weaknesses

Opportunities Threats

Practice Principles
[List the agreed Practice Principles] For Example:
Equity Diversity Social Justice Empowerment
Interconnectedness
Democratic decision-making processes Regular and inclusive communication Commitment to cooperation and collaboration Effectiveness of processes
Focus on clients, their families and quality of life outcomes Transparency and accountability
Minimising the impacts of social constructs on clients and their families
The Future
Vision statement
[What is your Collaboration's vision statement. This should clearly state the overarching aim of the Collaboration.]
Mission statement
[What is your Collaborations' mission statement? I.e. how will you achieve your vision?]
Goals/objectives
[What are your short & long term goals? What activities will you undertake to meet them?]
Action plan
Please note: This table does not include sustainability milestones as they are listed in the sustainability section above.

Milestone Date of expected completion Person Responsible
What are the milestones you need to complete starting from today When to you plan to complete them? Who is responsible for delivering this milestone?

The Finances
Key objectives and financial review
Financial objectives
[List your key financial objectives. This can be cost sharing, new funding]
Finance required
[How much money up-front do you need? Where will you obtain the funds? Are partners making a financial contribution to the Collaboration?]
Assumptions
The financial tables on the subsequent pages are based on the assumptions listed below:
? [List your financial assumptions. These can include on-going funding for all partners, contributions by partners etc.]

Start-up costs for [YEAR]
[Double-click the table below to enter your details or attach your own start up costing sheet at the back of this business plan.]
Commencement
Costs Cost ($) Equipment/Capital
Costs Cost ($)
Business Name Registration if necessary Start-up capital
Domain Name Plant and equipment
Vehicle Registration Vehicles
Accountant fees Computer equipment
Solicitors fees Computer software
Rental lease cost (rent advance/deposit) Phones
Utility connections & bonds Fax machine
Phone connection Photocopier
Internet connection Data projector
Computer software Security System
Wages Furniture
Staff training
Membership fees & affiliations
Other
Insurance
Building and contents
Vehicle
Public liability
Professional Indemnity
Workers compensation
Collaboration assets
Printing
Stationary and office supplies
More
Total start-up cost Total equipment/capital costs
Balance sheet forecast
[Double-click the table below to enter your details or attach your own Balance sheet forecast at the back of this business plan]
Balance Sheet
Forecast 2011/2012 2012/2013 2013/2014
Current Assets
Cash
Petty Cash
Pre-paid expenses
Fixed Assets
Leasehold
Property & land
Renovations/improvements
Furniture & fit-out
Vehicles
Computer Equipment
Other
Total Assets
Current/short-term liabilities
Credit cards payable
Accounts payable
Interest payable
Accrued wages
Income tax
Other
Long term liabilities
Loans
Other
Total liabilities
Net Assets
Profit and loss forecast
Profit & Loss Forecast 2011/2012 2012/2013 2013/2014
Funding
Less cost of service delivery
Other
Gross profit/net sales
Expenses
Accountant fees
Advertising
Bank fees & charges
Bank interest
Credit card fees
Utilities
Telephone
Internet
IT services
Lease/loan payments
Rates and rents
Motor vehicle expenses
Repairs and maintenance
Stationary & printing
Insurance
Superannuation
Income Tax
Wages
Other
Total expenses
NET PROFIT
Expected cash flow
Expected cash flow Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Opening Balance
Cash incoming
Funding
Asset sales
Room hire
Total incoming
Cash Outgoing
Purchases (Equipment/computers
etc)
Accountant fees
Solicitor fees
Advertising
Bank fees & charges
Interest paid
Credit card fees
Utilities
Telephone
Internet
IT services
Lease/loan payments
Rent & rates
Motor Vehicle
expenses
Repairs & maintenance
Stationary & printing
Membership & affiliation fees
Insurance
Superannuation
Income Tax
Wages
Other
Total outgoing
Monthly cash balance
CLOSING BALANCE
Monitoring and evaluation
Monitoring and evaluation process [Develop a list of objective criteria by which you will monitor and evaluate the ongoing success of the Collaboration]
For example:
• Monthly balance sheets which reflect the financial viability of the Collaboration
• Reports to funding Agencies
• Documented satisfaction of the funding body
• The annual financial audit
• Client and stakeholder surveys that reflect the level of service user satisfaction
• Minutes of the Collaboration meetings that record positive and negative issues associated with the Collaboration itself and also note the impact of the collaboration on the partner organisations
• Demonstrable improvements in service delivery
• Demonstrated credibility within the sector
• Increased engagement by stakeholders
• Good staff retention
• Awards or public recognition achieved by the Collaboration
• Demonstrated interest by other agencies in using your model
Supporting documentation
Attached is my supporting documentation in relation to this business plan. The attached documents include:
? [List all of your attachments here. These may include resumes, inventory list, survey/questionnaire and/or financial documents.].

TASK 1 – MARKING CRI TERIA
BSBLDR803 Develop and cultivate collaborative partnerships and relationships S NYS
Learner’s name:
Assessor’s name:
Observation Criteria S NS
Generated trust, confidence and support from relevant stakeholders by
demonstrating a high standard of personal performance and conduct
Implemented communication strategies to represent the organisation
positively to media, local community and stakeholders
Made decisions in consultation with relevant stakeholders and relevant
individuals where appropriate
Used a range of influencing strategies to increase commitment from staff and stakeholders to achieve organisational requirements and to
contribute to desired culture
Undertook selected community and/or professional engagements that
project a positive image of the organisation to the broader community and stakeholders
Established outcomes to be achieved from the partnership
Analysed and applied models for effective consultation and collaboration
within partnerships
Cultivated collaborative communities and partnerships through
application of a range of communication solutions
Forged relationships, collaborative communities or partnerships between
organisations
Established processes that contribute to the creation and maintenance of
a positive culture that embraces collaboration
Established processes to resolve conflict in a fair, equitable and
collaborative manner
Organised and allocated work activities in a cost effective and equitable
manner with clear, quantifiable and agreed performance standards
Encouraged staff to undertake activities that develop their personal
competence and performance
Empowered individuals to develop their own ways of working within agreed boundaries of competence, cultural, diversity and organisational
and legal requirements
Established indicators and feedback processes that can be used to
evaluate the health of the work environment
Identified and addressed relevant organisational policies and procedures
in partnership plans
Identified and incorporated relevant legal requirements into planning
Formed partnerships using collaborative and consultative processes
involving public and/or private sector enterprises
Planned and allocated resource requirements to accomplish a partnership
program
Established relevant organisational policies and procedures relating to
partnerships
Established reporting systems for reporting results against planned
partnership outcomes
Implemented reporting systems to map progress against partnership
outcomes
Feedback to Learner:
Assessor’s Signature: Date: