BSBADM504: Assessment 1 What you have to do

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© New South Wales Technical and Further Education Commission, 2015 (TAFE NSW – WSI), Archive version 1, July 2015
BSBADM504: Assessment 1
What you have to do
In this assessment you will be part of a team that is overseeing the upgrade of the current administration systems of Swaggies chain stores. Read the Case Study and complete the tasks.
Case Study: Swaggies
Swaggies is a growing chain of franchised gift stores retailing authentic Australiana products.
Swaggies is committed to becoming the leading retailer of authentic Australiana gift products by providing customers with a unique selection of quality products at competitive prices.
The key strategies of the organisation are:
 maintain excellent customer and community relations
 ensure staff are trained to provide a first class service
 maintain unique in-store presentation
 provide expert marketing for the promotion of stores
 increase the range and depth of products offered.
The business organisation structure of the Head Office is outlined in the Swaggies Organisational Chart in the assessment files. Recent recruitment has resulted in the following appointments to the Head Office, with these to be added to the Organisational Chart:
 Accountant: James O’Keefe
 Chief Research Officer: Hans Zweiter
 Research Assistants: Mary Lewis, Adrienne Forth
 Secretary: Abbey Lane
 Receptionist: Heidi Gambol
 Production Manager: Robert Dever
You have also recently been employed as the Administration Assistant (Clerk 5/6).
Swaggies has recently been approached by the Australian Defence Forces (ADF) to supply various uniform components to the ADF and some State and Territory law enforcement forces. The initial contract with the ADF is scheduled to commence in 12 weeks.
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The details of this contract are subject to intense security measures. Additional research and production facilities are required and arrangements have been made to lease suitable premises in a regional town close to Sydney. This new facility will house the manufacturing area for the new items as well as an office for visiting management. It will employ a full-time receptionist/secretary and a production team of 50 employees. Robert Dever will relocate to the new facility to oversee the process. A full-time accountant (James O’Keefe) has been appointed to the new office. He will require secretarial support (Abbey Lane) plus the appointment of a part-time bookkeeper/payroll officer to cope with the increased workload at the new site.
Currently the following operations are in place at Swaggies:
 All the financial and payroll records are maintained using a manual system. Employee details and leave records are recorded in a card file that is kept in a box on Tran’s desk. The payroll is calculated weekly and employees are paid by electronic funds transfer, however this is done manually for each employee.
 High-level security systems at the Sydney premises currently include a keycard access system for all personnel to designated areas of the facility.
 The current computer system is not networked and consists of six workstations with selected applications from Microsoft Office such as Word, Excel or PowerPoint installed on each terminal, dependent on the user’s needs. Each user has a password for their terminal only. Internet access is available to all staff.
 With the exception of Abbey Lane, employees have beginner word processing and spreadsheet skills.
 Current client records are maintained by Abbey in a database created using an Excel spreadsheet. This is stored on her system and she is the only person who can access or update the data. Other staff members rely on the current weekly printout for details. Steve Parsons maintains a Microsoft Outlook distribution list of customer contacts but this is not always current and his profile is not accessible when he is not present.
 Current staff are not sufficiently skilled to be able to fill the roles of fellow employees, with the exception of Abbey who is able to fill in for the receptionist, Heidi. At present, when employees take leave casual staff are employed through a local agency to fill the position. To date Swaggies have been able to request the agency use the same staff on subsequent occasions and have relied on their experience with these employees to maintain security.
With the introduction of the new facilities, the following requirements will need to be met:
 It will be necessary for Robert Dever, Production Manager to be in constant communication with the research team in the Sydney premises in case problems with production or design arise. At present no direct communication link has been established and emails to and from Robert and the research team go to the general email inbox.
 Government payments to Swaggies for the contract will be made directly into their bank account. Payments for the lease of the equipment and machinery for the new facility, as well as payments to suppliers for regular scheduled deliveries of materials, are to be made by direct debit to the bank account. Non-payment will result in the interruption of supply to the manufacturing process. Penalty rates apply for non-compliance with
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© New South Wales Technical and Further Education Commission, 2015 (TAFE NSW – WSI), Archive version 1, July 2015
delivery schedules. Careful and frequent monitoring of cash flow is therefore essential.
 Each project is to be costed separately. Stock control of components is essential with automatic ordering required when minimum level is reached. At present no formal stock control measures are in place and materials are often not ordered until stocks are depleted. James O’Keefe, Accountant and Robert Dever, Production Manager will work out the requirements for these systems.
 Conditions of the government contract require ongoing liaison with representatives of the ADF and their Administrative Services via email. This communication will include the submission of claims for payment, manufacturing and delivery schedule updates, and request for transport of completed components.
 Current employees must undergo security checks before the commencement of the government contract. It is recommended that authority to process these checks be limited to essential staff only. Checks on personnel will be returned in 48 hours. All personnel must have clearance as soon as possible and any prospective employees must be checked prior to employment. All employees are to be issued with photo-ID cards.
 Keycard access will need to be extended to the additional leased facilities. It may be possible to combine the keycard system with the new required photo-ID cards. The original system was provided by Securall Facilities and any upgrades will need to be provided by this company.
Your project
Steve Parsons has appointed you as Project Manager and given you the task of overseeing the upgrade of the current administration systems of Swaggies.
You are required to undertake a review of the current systems and evaluate what is required to efficiently implement the proposed changes in the company’s operations. You should then obtain quotations from various sources for the supply and/or installation of the proposed systems, keeping in mind the budgetary restraints given below. An outline of the implementation process is required, including contingency plans and proposals for ongoing monitoring of the systems.
Steve recognises the fact that the current systems are totally inadequate and will allow a generous budget provided that you are able to justify the expenditure to ensure that the new systems will allow Swaggies to efficiently meet their new goals.
Please complete Part A and B in business report format. A separate report is required for each part. A sample report structure is available on the OLS.
Part A – Plan/Review Administration System
Steve Parsons has asked you to review the current processes in place and recommend more effective systems that will ensure Swaggies is able to meet its new research, marketing and manufacturing goals.
You should submit a report that includes the following:
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1. An overview of the current systems which identifies the existing problems. Include at least four (4) issues.
2. An outline of the consultation process with stakeholders and system users. Include management, employees, suppliers and customers. Also include the method of consultation, for example meetings, questionnaires.
3. An overview of the areas within the current system which you recommend for an upgrade.
4. Detailed recommendations for proposed changes/upgrades to the current system. Include system specifications such as software and three (3) recommendations.
5. An outline of legislation that may impact the implementation of the new system. For example WHS requirements, Privacy Act. Include three (3).
Part B – Source suppliers
At this point you can assume that Steve Parsons has accepted your recommendations outlined in Part A. You are required to provide details of possible suppliers for the new/upgraded systems in a report to Steve.
You should submit a second report which includes the following:
1. The selection criteria you will apply to select suppliers.
2. An outline of the evaluation process you will use to determine the successful suppliers/contractors. Include consultation with stakeholders, application of selection criteria and a timeline for decision making.
Assessment Checklist
I have:
 Completed all parts of the report for Part A
 Completed all parts of the report for Part B

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