Business Plan 2016 Owners Mick & Sheryl Dun.docx

Business Plan 2016
Owners Mick & Sheryl Dundee
6 Gumnut Road, DANDENONG, VIC, 3025
(03) 9600 7000 [email protected]
Confidentiality Agreement
The undersigned reader acknowledges that the information
provided by National Camper Trailers in this
business plan is confidential; therefore, reader agrees not to
disclose it without the express written
permission of National Camper Trailers.
It is acknowledged by reader that information to be furnished in
this business plan is in all respects
confidential in nature, other than information which is in the
public domain through other means and that

any disclosure or use of same by reader may cause serious harm
or damage to National Camper Trailers.
Upon request, this document is to be immediately returned to
National Camper Trailers.
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
This is a business plan. It does not imply an offering of
securities.
Table of Contents
Page 1
Contents
1.0 Objectives
...............................................................................................
.................................. 2
1.1 Mission

...............................................................................................
................................... 2
1.2 Keys to
Success...................................................................................
.................................. 2
2.0 Company Summary
...............................................................................................
................... 2
2.1 Company Ownership
...............................................................................................
............. 3
2.2 Company History
...............................................................................................
................... 3
2.3 Performance over the past 10 years
...................................................................................... 4
3.0 Company Structure
...............................................................................................
.................... 6
3.1 Factory and Manufacturing
...............................................................................................
.... 6
3.2 Assembly and Fitout
...............................................................................................
.............. 6
3.3 Finance and administration.
...............................................................................................
... 6
3.3 Human Resources and WHS
...............................................................................................
.. 7

3.4 Sales and Marketing
...............................................................................................
............... 7
4.0 SWOR Analysis
...............................................................................................
......................... 8
4.1 Strengths
...............................................................................................
................................ 8
4.2 Weaknesses
............................................................................. ..................
............................ 8
4.3
Opportunities..........................................................................
............................................... 8
4.4 Risks
...............................................................................................
....................................... 8
5.0 Market Analysis & Sales
...............................................................................................
........... 9
5.1 Marketing
Strategy..................................................................................
............................ 10
5.2 Sales
Forecast..................................................................................
.................................... 10
6.0 Financial
Plan........................................................................................
.................................. 11

6.1 Projected Profit and Loss
......................................................................................... ......
..... 12
6.2 Business Ratios
...............................................................................................
.................... 13
Page 2
1.0 Objectives
The objectives over the next three years for National Camper
Trailers are the following:
both production and
operations increasing
listing, selling or JV
Website presence
measures & surveys)

1.1 Mission
The mission of National Camper Trailers is to be seen in the
market as the off road camper
trailers experts. National Camper Trailers are unique in
designed and assembling to the
customer’s specifications.
1.2 Keys to Success
In the off road camper industry, a company builds its client base
one client at a time and mostly
through reputation, referrals and word of mouth marketing. To
achieve this National Camper
Trailers needs to;
-quality standards, best fittings and quality
accessories with flexible
configurations
stomers, giving expert advice in
configurations, fitout and
accessories
holiday spots, not necessarily
off road.

me engagement model that constantly shares
photos, adventure stories,
talks about new and exciting places to visit, partner with 4 star
caravan parks, using a
range of social media tools to stay in touch for a lifetime.
2.0 Company Summary
National Camper Trailers is a family owned and financed
company, with its main factory in
Dandenong, the company has been very profitable since it
started and has little debt.
The factory and showroom sits on 4 1/2 acres of land with 4
buildings;
Page 3
approximately 5000 sq. ft. in size.
for finishing, accessories and
servicing camper trailer
sq. ft. and is used in

manufacturing, welding and heavy
section assembly
as trailer storage, fit-out,
awnings, attach tents, toilets, showers, etc.
All of the free standing buildings are owned 100% by NCT and
could be sold off or leased to a
third party if the business required.
NCT shares showroom floorspace with Regal Vans on the
Queensland Sunshine Cost an
established manufacturer and supplier of caravans, NCT has a
senior and junior salesman in the
showroom.
To further support sales and marketing initiatives, NCT also has
a car transporter that takes
display camper trailers to caravan and camping expos across
Australia, this involves 3 staff they
attend on average 4 shows a month.
2.1 Company Ownership
National Camper Trailers Pty Ltd, ABN 90 989 989 989 has
been operating since 1981.
Head office is;
6 Gumnut Road
DANDENONG, VIC, 3025
(03) 9600 7000
[email protected]

Privately owned by Mick and Sheryl Dundee.
2.2 Company History
National Camper Trailers was established in June 1981, owner
Mick Dundee was building box
trailers suitable for being towed on off road tracks in his garage
for some extra cash. Several
customers had requested a range of modifications including
independent strut suspension, fold
out sides that could hold a gas stove, cradles for small fridges,
gas bottles, extendable tables, fold
out beds, canvas roofs and awnings.
As four wheel drive vehicles became more affordable the
opportunity to venture off the beaten
track and go bush, was driving the need for purpose built off
road equipped camper trailers,
caravans were not designed for this activity.
Mick’s part time hobby, quickly became a full time business,
his wife Sherryl provided the
administration and phone support. Mick and Sheryl also became
regular participants with the off-
road Camper Trailer enthusiasts, showcasing new gadgets, off-
roading accessories and features,
this underpinned their marketing and growing profile as experts
in off-road camper trailers.
mailto:[email protected]

Within a year Mick had leased a factory and had 6 tradesmen
working for him. The business was
growing fast delivering custom built trailers, rebuilding the
suspension, using lightweight alloys
and materials, slide out stainless steel sinks and awnings and
fittings.
Almost every job was designed in consultation with the buyer
building to the buyer’s
specifications.
2.3 Performance over the past 10 years
The past performance table shows that the company needs to
correct its declining profitability,
almost all measures are tracking in a unsatisfactory direction
Total Sales, have consistently stayed at around $5M over the
past 10 years, but sales to June
2015 have dropped a further 9% on the previous year from
$4.8M to $4.4M.
Gross Margin as a % of Sales 5 years ago was consistently at
around 40% this has been going up
over the last few years to now be 50%, operating costs were
never regarded as an issue as NCT
kept making profits well in excess of $1m for many years.
Increased competition, lack of a digital
marketing presence and genuine prospects with a corresponding

drop in sales has seriously
eroded recent profitability.
The Earnings before Interest Tax and Dividends (EBITDA) has
dropped from 30% plus to 13% of
the total sales, this needs serious attention and immediate action
on both sales volumes and cost
to manufacture and deliver.
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000

$6,000,000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
National Camper Trailers - 10 Year Sales & Financials
Sales Gross Margin Gross Margin % of Sales
Operating Expenses Operating expenses % of sales EBITDA
EBITDA % of sales
Page 5
NATIONAL CAMPER TRAILERS - BALANCE SHEET
Balance Sheet 30-Jun-14 30-Jun-15
Current Assets
Cash $850,015 $650,578
Accounts Receivable $802,846 $1,185,725
Provision for Doubtful Debts -$40,140 $762,706 -$39,620
$1,146,105
Spare parts $119,800 $98,002
Campers WIP $659,234 $990,528

Other Debtors $85,000 $78,520
Total Current Assets $2,476,755 $2,963,733
Non-Current Assets
Expo Truck & Vehicles $200,000 $200,000
Less: Accumulated depreciation -$33,333 $166,667 -$58,333
$141,667
Manufacturing
Equipment $850,000 $850,000
Less: Accumulated depreciation -$170,000 $680,000 -
$255,000 $595,000
Land & Buildings at cost $2,900,000 $2,900,000
Less: Accumulated depreciation -$812,000 $2,088,000 -
$928,000 $1,972,000
Total Non-Current Assets $2,934,667 $2,708,667
Total Assets $5,411,422 $5,672,400
Current Liabilities
Accounts payable $285,000 $243,800
Accrued wages $95,000 $13,500
Accrued compensation $70,000 $70,000
Income taxes payable $123,216 $73,000

Payroll taxes payable $21,000 $21,000
Total Current Liabilities $594,216 $421,300
Long-Term Liabilities
Long-term loan payable $1,200,000 $1,200,000
Total Liabilities $1,794,216 $1,621,300
Stockholders' Equity
Share Capital $750,000 $750,000
Accumulated retained earnings $2,226,535 $2,867,206
Current net profit (loss) $640,671 $433,894
Less: Dividend $0 $0
Total Capital $3,617,206 $4,051,100
Total Liabilities & Equity $5,411,422 $5,672,400
Page 6
Mick - CEO

Consultant/
Operations
Manager
Bill
Factory &
Maunfacturing (15)
Michael
Assembly & fitout,
(20)
Sheryl
Finance & Admin
(4)
Heather
HR & WHS (3)
Kennedy
Sales & Marketing
Expo Team (5)
Digital Marketing
TBA
National outlets (4)
3.0 Company Structure

3.1 Factory and Manufacturing
Complete all the major engineering works, on the trailers, weld,
chassis, suspension, laser align
towing points and balance the trailer to center of gravity with
the tow point.
Bill has 15 tradesmen, all have been with the company many
years, with their own factory and set-up
they operate almost autonomously to the rest of NCT.
3.2 Assembly and Fitout
Fitout campers to the customer’s specifications. When
assembled to the customer’s specifications
with top of the range fittings, the campers’ retail for $22,500
through to $45,000.
Michael has a team of 20 and insists on a strong customer
service focus, the campers are not cheap
and the customer must feel they are getting a quality product
and top delivery service.
Michael has significant staff turnover issues.
3.3 Finance and administration.
Sheryl now requires support with the accounting and cashflow,
for years it was easy and very
profitable, with little need for budget monitoring or using
cashflow reports to ensure sufficient
working capital, in the last 12 months that has all changed.
Suppliers have withheld delivery due to
late or slow payments, the family has had to dig into their
retirement funds to pay the bills.

3.3 Human Resources and WHS
A recent addition to the structure, Sheryl was responsible for
the payroll and WHS had never been an
issue. The new HR Manager Heather started at NCT in early
2015, she needs to develop and
implement HR policies, procedures and HR accountable
activities that align to the company’s
objectives.
NCT needs resource planning, position descriptions at all
levels, implement performance measures,
processes to recognise good behavior and manage unacceptable
behavior, annual reviews of staff,
training in compliance with employment legislation and develop
HR policies in line with legislative
requirements including a safe and respectful workplace.
This has been identified as a key project for the year and as
such the HR strategic plan and specific
operational (tactical) plans are to be reported on monthly at the
senior management meetings,
alignment with the companies stated objectives is expected.
3.4 Sales and Marketing
Traditionally sales were driven off market reputation and word
of mouth, Dale and Sheryl have done
little off road camping in the last few years, in the past this was

a great source of new business and
customers.
A recent review of the NCT website by a digital marketing
consultant indicated that the website was
not interactive and he doubted that it was generating any new
business.
NCT also relies on the ‘Expo truck’ to generate new business,
this is a camper transporter that travels
around the country attending Camping Expo’s showing the
latest off road camping features, with
more than one a week throughout Australia the Expo Truck is
busy, it has a team of 3 including
salespeople and presenters.
Page 8
4.0 SWOR Analysis
4.1 Strengths
accessories to match

Camper trailer industry
their unique ideas to a reality.
4.2 Weaknesses
decline, failing to build on past
reputation, strengthening their position in the market as
knowledgeable experts growing
new customers
on competitors website
needs to be reduced
but conversions and
successful follow up is declining
accountability, performance evaluation
process; all need a serious overhaul including compulsory
training for all staff
4.3 Opportunities
suppliers

consultation approach end to end,
what you need, where you can visit, which clubs and travel
groups you should join.
trailers take approximately 10
weeks, this annoys customers
and fitout, this could be turned
into an order to be fulfilled overseas and delivered with a few
weeks, straight off the ship
market still not knowing we exist.
g term storage, trade
second hand NCT camper
trailers with a buyback program
4.4 Risks
the playing field with quality
fittings and accessories, sourced in bulk locally and from
overseas
costs will force the company to
consider its future
camper trailers continues to be
eroded, retirement savings and disposable income is in decline
in Australia.

5.0 Market Analysis & Sales
Current industry figures indicate there are over 100 caravan
manufacturers, 160 camper trailer
manufacturers and 15 motorhome/campervan manufacturers
within Australia. Over 85% of these are
manufactured in the Greater Melbourne area, hence Victoria is
regarded as the recreational vehicle
(RV) capital of Australia.
The RV Manufacturing industry is extremely labour intensive,
due predominately to its low
production volumes, in comparison to other industries such as
motor vehicles. Many products are
custom engineered to suit the requirements of the consumer.
Consequently, it is not uncommon for
20 weeks to pass between order placement and final delivery.
Industry growth has remained steady, despite its target market
of Australians aged 50 and older
growing as a proportion of the total population. A key driver for
the industry is the amount of
retirement savings that people have available to spend on a
recreational vehicle. The superannuation
balances of many Australians close to retirement were

decimated following the global financial crisis,
making recreational vehicles less affordable.
The Camper Trailer market has changed radically in the last few
years, not only in the range of
camping vehicle options but in how the market becomes
informed as to what is new and available.
Recreational vehicles, camper vans, caravans, have all
developed off road capabilities. Customers get
information form Expos and trade shows but still source critical
information via Google Search. Even
the grey nomads are using Google search as the bible on
information. The RV market is no longer
seen as roughing it you can have comfort and all the amenities
from home, ranging from showers and
toilets to TV’s and internet.
National Camper Trailers is finding it more challenging every
day to operate in the off road camper
market.
Industry Products
Caravan
Campervan/Motorhome
Camper trailer
4WD Recreational vehicle
Page 10

5.1 Marketing Strategy
National Camper Trailers has a modest program of marketing its
services that includes Expo displays,
magazine advertising, Website with some online marketing.
Significant investment in this area has been allocated to
improve NCT’s marketing presence, this
must produce an ongoing and identifiable sales pipeline, and the
marketing investment needs to be
measurable, demonstrating the cost and benefit
An initial budget of $40,000 a month has been allocated, just
how this money is to be spent is not yet
clear, the following is a list of the senior management’s desired
outcomes;
Expo Truck’ attending Expos,
it was a great generator of new
sales, now the crowds still, but the conversions are not coming
competing skills required, SEO,
AdWords, Website improvement, Social Media, email
campaigns
travel tours, best scenery photo
competitions, adventure stories on NCT Facebook,

years
ct database
markets and emerging
opportunities
5.2 Sales Forecast
NCT continues to generate sales predominately on reputation
and word of mouth, the Expo Truck
sales are falling.
2010 2011 2012 2013 2014 2015
$4,909,894 $5,186,690 $5,363,486 $5,040,282 $4,817,078
$4,425,610
$2,160,353 $2,282,144 $2,520,838 $2,469,738 $2,553,051
$2,242,121
44.0% 44.0% 47.0% 49.0% 53.0% 50.7%
$823,869 $904,140 $1,009,046 $1,362,487 $1,637,807
$1,590,148
16.8% 17.4% 18.8% 27.0% 34.0% 35.9%
$1,336,484 $1,378,004 $1,511,793 $1,107,251 $915,245
$651,973
27.2% 26.6% 28.2% 22.0% 19.0% 14.7%

$20,458 $23,052 $25,540 $25,848 $26,762 $29,504
240 225 210 195 180 150
For the most part, sales for a custom RV and trailer company
are steady year round and reflect little
seasonality.
Page 11
6.0 Financial Plan
National Camper Trailers needs to restore its profitability of
past years, EBITDA was often in excess of
$1.5M for a small family company this is a great result. The
past few years have seen profitability
declining rapidly, sales revenue has dropped by 18% over the
last 3 years, whilst cost of production
have decreased in a similar manner, operating expenses have not
been reducing at the same rate.
Operating costs are likely to increase as increased investment is
required in the entire HR process,
plus the need to build a digital marketing presence with search,
interactive and fast Website and
social media presence.

The number of trailers produced each year has declined by over
10% a year for the last 4 years, this
has been offset to a degree by the increased price per trailer in
line with market prices, however
there appears to have been no efficiency’s gained in the reduced
number of trailers being built.
It is time to develop some strong cost benefit analysis and break
even ratios, coupled with research
to ascertain what direction is best going forward, bulk produce
or continue with specialised custom
built.
Short term objectives;
business, need a robust
business case to evaluate all the impacts and opportunities.
Longer term objectives;

6.1 Projected Profit and Loss
The following table shows that NCT intends to correct its
downward trend in profitability. The
factory and assembly area have the same staff numbers, yet the
number trailers competed has
been steadily reducing this need to be analysed and addressed.
The net profit or EBITDA as a percentage of sales has
decreased from 22% in 2013 to 15% in
2015, overall profitability has reduced from $1.1M to $0.650M
in 2015 with a small budgeted
improvement forecast for 2016.
2013 2014 2015 2016
Sales $5,040,282 $4,817,078 $4,425,610 $4,720,000
Gross Margin $2,469,738 $2,553,051 $2,242,121 $2,311,000

Gross Margin % of Sales 49.0% 53.0% 50.7% 49.0%
Operating Expenses $1,362,487 $1,637,807 $1,590,148
$1,553,800
Operating expenses % of sales 27.0% 34.0% 35.9% 35.9%
EBITDA $1,107,251 $915,245 $651,973 $757,200
EBITDA % of sales 22.0% 19.0% 14.7% 13.4%
Camper Trailers (RRP ave) $25,848 $26,762 $29,504 $29,504
Camper Trailers (No) 195 180 150 160
Staff at end of Year 37 43 47 47
Expenses
Advertising $30,000 $221,710 $180,000 $220,000
Travel & Accommodation $115,185 $122,540 $125,600 $95,000
Office Staff $531,259 $542,100 $560,100 $558,000
Communications $52,400 $54,400 $56,000 $46,000
Vehicle expenses $44,500 $44,000 $46,000 $41,000
Depreciation $210,010 $224,200 $234,333 $235,000
Insurance $78,495 $85,157 $78,415 $46,000

Operating supplies $3,200 $13,200 $3,200 $1,800
Rent $271,420 $285,000 $275,000 $275,000
Office costs $8,500 $10,500 $10,500 $12,000
Computer Expenses $17,518 $35,000 $21,000 $24,000
Operating Expenses $1,362,487 $1,637,807 $1,590,148
$1,553,800
Page 13
6.2 Business Ratios
The company's projected business ratios are provided in the
table below. The final column, is based
on the budget.
2013 2014 2015 2016
Sales Growth -6.03% -4.43% -8.13% 6.65%

Percent of Total Assets
Total Current Assets 44.00% 46.00% 52.00% 54.00%
Long-term Assets 56.00% 54.00% 48.00% 46.00%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 11.00% 12.00% 7.40% 9.50%
Long-term Liabilities 23.00% 22.00% 21.10% 20.00%
Total Liabilities 34.00% 34.00% 28.50% 29.50%
Net Worth 66.00% 66.00% 71.50% 70.50%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 49.00% 53.00% 50.66% 48.96%
Selling & Administrative Expenses 27.03% 34.00% 35.93%
35.93%
Profit Before Interest and Taxes 21.97% 19.00% 14.73%
13.41%
TO: Instructor’s Name

FROM: Student’s Name
DATE: Due date
RE: Research Paper Topic Proposal
Paragraph One addressed. Note that the paragraphs are not
numbered, and that line spacing is single. Place one space
between each paragraph. Follow the assignment prompt for this
paragraph.
Paragraph Two addressed. Note that the paragraphs are not
numbered, and that line spacing is single. Follow the
assignment prompt for this paragraph.
Paragraph Three addressed. Note that the paragraphs are not
Paragraph Four addressed. Note that the paragraphs are not
Manage people
performance
BSBMGT502

Introduction to human resource
management
BSBMGT502
2
Introduction to Human Resource
Management
• Human Resource Management or HRM is:
• The productive use of people in achieving the organisations
strategic business
objectives.
• The satisfaction of individual employee needs.
• Integration of the interests of the organisation and employees.
• The attraction, selection, training, assessment and rewarding
of employees.
• Ensuring compliance with employment and labour laws.
• Creating value for the business through strategic management
of the
workforce.
3
Management

• Human resources started as the control of transactional
functions like payroll, benefits and administration.
• Due to globalisation, company consolidation, technological
advancement and further research HRM now focuses on
strategic initiatives like:
• Mergers
• Acquisitions
• Talent management
• Succession planning
• Industrial and labour relations
• Diversity and inclusion 4
Management
• Small start-up companies may have a small number of HR
experts.
• Large companies may have and entire function group of HR
experts.
• Smaller companies may have one person performing HR.
• Companies may outsource functions like recruitment and
selection or
managing payroll.

5
Management
• HR managers function
6
1. Plan to align HR and business strategic goals
2. Review policies and procedures
3.Monitor and review staffing processes
4. Communicate and manage change
Management
7
Performance management
BSBMGT502
8

• Performance management aims to improve organisational,
functional, unit and individual performance by linking the
objectives
of each.
• It begins when a job is defined as needed, ends when an
employee
leaves the organisation.
• Incorporates:
• Job design
• Recruitment and selection
• Training and development
• Career planning
• Compensation benefits
• Performance appraisal 9
10
Define job
roles and
agree
performance
outcomes
Improve employee skills

and knowledge to build
workplace capability.
Supports outcomes
Review and
amend based on
results of
monitoring
Identify the results of planning
and development
• Key elements of performance management
11
The creation of a shared vision of the organisation’s strategic
objectives
Establishment of performance objectives for each area of the
business
The use of a formal review process to evaluate functional group
and
individual progress towards achieving the goals
The use of informal feedback to improve staff performance
Linking formal review and employee development
Ongoing performance reviews that are formal and informal in
nature

12
A coordinated approach
effectively builds capability.
Full analysis of
strategic and
operational plans
is necessary
Develop processes
to promote
continuous
improvement and a
learning
organisation
13
• Performance management systems include:
14

Clear job descriptions
Appropriate selections processes
Accomplishment based performance standards, outcomes and
measures
Effective orientation, education and training
Ongoing coaching and feedback
Regular performance reviews
Effective compensation and recognitions systems
Promotional/career development opportunities
Exit interviews
Performance indicators linked to job descriptions
15
• Performance management relies on job descriptions as they
help:
• Identify the right candidate.
• Link the position to workplace planning and design.
• Clarify the job role.

• Link the position and probation criteria.
• Define reporting lines and delegations.
• Link performance development to the position.
• Identify areas for professional development
• Define knowledge, skills and attitude requirements for the job.
• Person centre the role rather than task centre the role.
16
Activity
• Review the performance management system at Australian
Hardware
Wollongong at
http://simulations.ibsa.org.au/australian_hardware/
Comment on the link between the company strategic plan and
the
performance system and if there are enough policies and
procedures
to guide the managers as they implement the system. If you find
the
system lacking indicate how it can be improved.
17
http://simulations.ibsa.org.au/australian_hardware/
Workforce planning
BSBMGT502
18

Workforce planning
• The purpose of Workforce Planning is to plan the human
resource
requirements that underpin and align to the organisations
operational and strategic plan.
• From time to time organisations may need to re-shape or re-
invigorate their workforce to accommodate changes in market
demand, discipline emphasis and provide for appropriate
succession
planning.
• Workforce planning is a dynamic process, involving frequent
modifications of direction in response to changing economic
and
market conditions.
19
Workforce planning
• Review of Workforce Plan
• A workforce review may be triggered when a vacancy occurs.
It involves consideration of:
• The strategic and operational plans of the organisation.
• Projected budget forecasts.
• Retirement, resignation or other career plans of existing staff.
• The organisation’s current succession plans.

20
Workforce planning
21
Performance management KPI’s
BSBMGT502
22
• In its simplest form, performance management requires the
supervisor to think and determine what the Key Performance
Indicators (KPIs) are for a particular role, set standards of
performance for similar roles and targets of performance for
individuals.
• Once that hard work is done, measuring and discussing
performance
in most cases is simple.
• Performance management only gets hard when there are no
standards or targets of agreed KPIs.
23

• Key Performance Indicators, KPI’s need to be set inline with
organisational goals.
24
• How to develop Key Performance Indicators KPI’s
25
• It is important to consult to ensure the KPI’s are achievable
and
correctly linked to the strategic plan of the business. This helps
ensure:
• The employees are motivated as they were included in setting
the KPI’s.
• The KPI’s are linked to the business plan and the company
strategic goals.
• All colleagues understand the system.
• HR or specialist advice can be included if required.
• WHS committee or specialist is included in setting safety
KPI’s.

• The work team is included to develop good work relations and
understanding
of the team goals.
• You take account of the diverse background/culture of your
employees.
26
• It is important that your KPI’s are well written and SMART as
this
enables you to measure and manage the KPI’s and goals of the
business.
27
Activity
• Create a workforce plan for the administration team at
Australian
Hardware Wollongong to cover the leave of the team leader as
outlined in assessment 3 project.
28
Staff member Regular job role Job role during Team
Managers leave
KPI’s

Office Manager Pay accounts, order stock approved by
manager, create financial reports,
Manage team staff,
Roster staff to cover counter shifts,
ON LEAVE ON LEAVE
Jean 2IC, record keeping manager, customer
service on reception
Debra Data entry Customer service on
reception
Sharon Data entry Customer service on
reception
Michelle Data entry Customer service on
reception
Rose Data entry Customer service on
reception
Monitoring and reviewing
performance
BSBMGT502
29
Monitoring and reviewing performance
• Best practice performance management systems also include a

review of competence, behavior, skills and knowledge required
to
achieve a result.
• Coaching can be a powerful tool to offer to staff help improve
performance.
• Individual coaching sessions or formal training can be offered
to staff
to fix issues uncovered and develop staff skills for promotion or
change within the organisation.
30
• Training for the supervisors will allow them to:
• Set KPI’s with staff.
• Set KPI’s that are in line with the business strategic plan.
• Conduct formal and informal performance reviews in a
positive
constructive manner.
• Improve productivity.
• Offer feedback to staff.
31
Activity

• Consider you are the team leader of the office administration
team at
Australian Hardware Wollongong, what training would you need
to
undertake ongoing a performance management of your team?
32
33
performance
planning
performance
appraisal and
review
feedback on the
performance
personal
counselling and
performacne
facilitation
rewarding good
performance

Performance Improvement Plans:
• A fresh set of goals are established for an employee and a new
deadline is provided for accomplishing those objectives.
• The employee is clearly communicated to about the areas in
which
the employee is expected to improve and a stipulated deadline is
also
assigned within which the employee must show this
improvement.
• This plan is jointly developed by the appraisee and the
appraiser and
is mutually approved.
34
Informal Appraisal and feedback
• Where supervisors offer support and advice to their staff in an
ongoing manner.
• Offer coaching and praise as needed.
• It is important for staff motivation to not wait until the formal
appraisal to provide positive feedback.
• Important to correct mistakes as soon as they occur to ensure

the
staff offer excellence in all thing they do.
• Informal feedback is a powerful tool for manager to use to
facilitate
good behaviour and help motivate staff.
35
HR assistance for managers in help manage performance
includes:
• Explaining the business performance management system.
• Explaining the link to strategic plans of the business.
• Offering assistance with completing the paperwork.
• Training on how to develop KPI’s.
• Legal assistance.
• Selection and induction of staff.
• Promotional opportunities available.
• Training available for staff.
36

• https://youtu.be/XdF65iIZ-
Ro?list=PLR5uXQ5bCvwn0URkT3pBomIPAcLfGQdR9
37
https://youtu.be/XdF65iIZ-
https://youtu.be/XdF65iIZ-
What do employees expect?
• Clear expectations.
• Positive/constructive feedback on a regular basis.
• Involvement in goal setting.
• To be treated fairly and consistently.
• Sharing of information and resources.
• Job/career enrichment opportunities.
• Ongoing performance management through informal and
formal
appraisals and feedback.
38

Planning for the process includes:
• Reviewing the employee’s job description.
• Understanding the performance measurement system.
• Reviewing notes from the year about the employees
performance.
• Understanding employee expectations.
• Setting a meeting time and place that is private and allows for
a
constructive discussion.
39
Planning for the process includes:
• Fill out the appraisal form in pencil prior to the meeting to
organise your
thoughts about the individual and what you need to say.
Complete the
form in pen during the meeting to create a permanent record.
• Ensure the meeting is a two way conversation and that you
listen to the
employee.

• Have plans for managing the staff performance in writing for
the staff
member to add to and agree to.
• Know what training you can offer the staff member at the
meeting to
improve performance or offer new skills for promotion
opportunities.
40
Activity
• Explain the importance of informal appraisals and how a
manger
should use them
• Explain how a line manager will know if a staff member has
exceeded
expectations and what the line manager should do when they
recognise that the staff member has exceeded expectations.
• Explain how an HR expert can assist a line manager in
conducting
performance appraisals
41
systems
BSBMGT502

42
Performance management systems
43
Appraisee
Top
management
Suppliers
Clients
Other
departments
Colleagues or
team
members
Subordinates
Manager
The 360
degree
appraisal
invites people
who deal with
the appraisee
to rate them.

This includes
people outside
the business
and the
appraisee.
Supervisor evaluation
• The immediate supervisor is assumed to know the job best and
the
standards required to be met by the staff in line with the
organisation’s goals and KRA’s.
• This rating system is a powerful tool for supervisors to direct
employee behaviour and reinforce their formal authority and
control.
• The disadvantage of this system is the bias of the supervisor
can
display to certain staff. The supervisor generally uses a simple
rating
scales to rate staff against each KPI.
44
Self-evaluation
• Often used to supplement the supervisor evaluation.

• Staff rate themselves against the KPI’s using the same rating
scale as
the supervisor.
• When the appraisal meeting occurs the supervisor and staff
member
can compare the rating and decide on a final rating level for
each KPI.
45
46
• Simple scale for rating staff
4. Excellent
3. Good
2. Acceptable
1. Unsatisfactory
• Management by objectives MBO
• A performance management system which requires the
manager to

set specific measurable goals with each employee
• Discuss progress towards the goals over the year prior to the
final
appraisal meeting.
• The objectives need to align with the organisational,
department and
team goals or KRA’s.
• The objectives need to be SMART to ensure they are
measurable and
trackable.
47
Remember to:
• Encourage and reward behaviour aligned with organisational
mission
and goals.
• Curb or redirect non-productive activities.
• Don’t forget the,
48
in A

• How to conduct a performance appraisal interview
49
Activity
• Explain the process of planning and conducting a formal
performance
review, remember the importance of the business strategic goals
and
the form available to you to look at on Atlas.
50
Managing poor performance
BSBMGT502
51
• Should be quick and pain free, for both the manager and the
staff
member.
• Something that's done incrementally at the first sign of a
deviation in
'expected' behaviour.

• When poor performance goes unaddressed for long periods of
time,
it can then become a major problem and manifest itself in a
situation
that can blow out of control.
52
• Guidelines for managing poor performance.
53
Identify the
behaviour causing
under performance
Confront the poor
performance
Redirect behaviour
to improve
performance
Identify why the employee is underperforming:

• Are there new procedures?
• Do they have all the required tools to complete the task?
• Are there personal issues?
• Has technology changed the job role?
• Does the staff member understand the requirements of the job?
• Has the staff member been trained correctly?
• Do staff know the KPI’s they need to meet?
54
Confront poor performance
55
Do it
immediately
Never
act in
anger
Do it in
private
Be
specific

Be clear Use data
56
Redirect behaviour to improve performance
• First, get their opinion of your assessment of the behaviour
issue.
What perspective can they bring to their performance?
• Then ask them to propose a solution; what would they suggest
be
done to address the problem? Don't simply mandate a solution
for
them.
• Offer coaching in the correct method required.
• Follow up.
• Reinforce the change with positive feedback.
57

Look for signs of resistance from staff:
• The resistance can be overt and easy to see but can be covert
and
harder to see.
• Look for signs of confusion, sabotage, immediate criticism,
denial,
malicious compliance, easy agreement, deflection and silence.
• Address the resistance by looking for a win-win situation
where you
use communication to explain why the change is needed and
offer
support and guidance to the staff member.
58
BSBMGT502
59
• Risk management is part of any good plan and needs to be
considered within a performance plan.
• The risks to consider include:
• long service leave

• maternity leave
• succession planning
• changing technology
• and planned changes to business goals.
It is good practice to review your performance plan yearly and
ask
staff to contribute ideas to the risks that may occur to the plan.
60
Activity
• Go back to the workforce plan you created for the
administration
team at Australian Hardware Wollongong, list at least three (3)
risks
that you may need to consider
61
Points to think about
• Communication skills
• Risk management

• Planning and organising the
system
• Legislation
• Relevant awards and certified
agreements
Points to consider
• Performance measure used in
the organisation
• Unlawful dismissal rules and due
process
• Staff development
62
Activity
• Look at Australian Hardware Wollongong policies and
procedures and
indicate if you feel they offer sufficient guidance to the team
leaders
in how to manage people performance within the business. If
you feel
there are any gaps indicate what is needed for the team leaders
to
implement an efficient people management system.
63

Activity
• Look at Australian Hardware Wollongong assessment 3 project
and
the performance issues within the administration team, create a
plan
on how you can address these issues in the role-play.
64
Legislation and records
management
BSBMGT502
65
Legislation
• Age Discrimination Act 2004
• Australian Human rights Commission Act 1986
• Disability Discrimination Act 1992
• Privacy Act 1988
• Racial Discrimination Act 1975
• Sex Discrimination Act 1984

• Work Health and Safety Act 2011
• Fair Work Act 2009
66
Legislation
• As a manger you must not commit an act that contravenes the
legislation.
• This requires you to manage all staff in the same manner and
conduct
performance reviews that are honest and fair.
• You must be careful to ensure privacy of the data you collect
on staff
performance, it is not to be open for others to view.
67
Activity
• Create a list of the legislation you feel would apply to the
management of staff performance at the Australian Hardware
store in
Wollongong.
68

Records management
• Records management (RM) is the supervision and
administration of digital
or paper records, regardless of format.
• Records management activities include the creation, receipt,
maintenance,
use and disposal of records.
• A record is content that documents a business transaction.
• Documentation may exist in contracts, memos, paper files,
electronic files,
reports, emails, videos, instant message logs or database
records.
• Paper records may be stored in physical boxes on-premises or
at a storage
facility. Digital records may be stored on storage media in-
house or in the
cloud.
69
Records management
• The goal of records management is to help an organization
keep the
necessary documentation accessible for both business operations
and
compliance audit.
• In some small to mid-sized businesses, spreadsheets are used

to track
where records are stored, but larger organizations may find
records
management software suites that are tied to both a taxonomy
and a
records retention schedule to be more useful.
70
FairWork Act
• The Fair Work Act 2011 set out unfair dismissal laws that you
must
abide with. Within the FairWork website there is a lot of
information
for business managers to guide them in managing staff
performance
and to help ensure the business does not breach the legislation.
• The FairWork Act website has a lot of information to guide
managers
and HR staff in the management of staff.
• The information on the website suggests preventing
underperformance through good communication.
71
https://www.fairwork.gov.au/
FairWork Act
Defines underperformance or poor performance as:

• When an employee isn’t doing their job properly, or is
behaving in an
unacceptable manner, it includes:
• Not carrying out their work to the required standard or not
doing their job at
all.
• Not following workplace policies, rules or procedures.
• Unacceptable behaviour at work, eg. telling inappropriate
jokes.
• Disruptive or negative behaviour at work eg. constantly
speaking negatively
about the company.
72
FairWork Act
Serious misconduct is different from underperformance it is
when an
employee:
• Causes serious and imminent risk to the health of another
person or to the
reputation or profits of their employers business or,
• Deliberately behaves in a way that’s inconsistent with
continuing their
employment.

• Examples of serious misconduct includes
• Theft
• Fraud
• Assault
• Being drunk at work
• Refusing to carry out work duties
73
FairWork Act
• If you do have an underperforming staff member, arrange a
private
meeting to discuss the situation.
• Be clear about the issues, listen to the other person and
discuss an
acceptable solution.
• Document the meeting and the outcomes.
• Regular follow up meetings need to be help to talk about the
employee’s
progress and to decide if further help or support is required.
• If performance has not improved you may convene another
meeting,
change the employee’s duties, issue a first or additional warning
or if the
employer has clearly explained the consequences of not
improving,
termination is a possibility.
74

FairWork Act
• Termination should only be considered as a final resort. If an
employee is fired the employer need to make sure the employee:
• Isn’t being unfairly dismissed
• Is given the right notice of termination
• Is given the right final pay
75
https://www.fairwork.gov.au/ending-employment/unfair-
dismissal
https://www.fairwork.gov.au/ending-employment/notice-and-
final-pay/dismissal-how-much-notice
https://www.fairwork.gov.au/ending-employment/notice-and-
final-pay/dismissal-how-much-notice
FairWork Act
• The FairWork website has numerous template available for use
in
managing underperformance. These form include performance
plans,
checklists and warning and termination letters. They can be
accessed
at https://www.fairwork.gov.au/how-we-will-help/templates-
and-
guides/best-practice-guides/managing-underperformance

76
https://www.fairwork.gov.au/how-we-will-help/templates-and-
guides/best-practice-guides/managing-underperformance
FairWork Act
Warnings and unfair dismissals
• It is best practice to give employees warnings in writing
before ending
their employment.
• An employer does not have to give an employee 3 warnings, or
even
1 warning but should give the employee a chance to fix any
performance issue.
• If an employer fires and employee who then makes an unfair
dismissal claim the FairWork Commission will take this into
account in
the dispute.
77
Activity
• Look at the FairWork Act forms, advice and general
information,
outline how you would give a warning to a staff member at the
Australian Hardware Store in Wollongong.
• Look through the list of Fair Work Awards and indicate the

one that
you feel would cover the staff at the Australian Hardware Store
at
Wollongong
78
Assessment 2: Case Study
Case Study
You are employed by National Camper Trailers as the Sales /
Accounts Manager.
You have just been notified by one of your major customers
Pathfinder Outdoor Destinations Pty Ltd, that they are going to
cancel their order for the 40 top of the range Stargazer Mark V
Camper Trailers. The company has made this decision based on
the cost of the product and the proposed Government tax rise on
Off Road activities to protect the environment.
Based on initial calculations due to the loss of this contract, this
represents over 20% of your revenue for next year. This has
had an impact on the team and their performance of National
Camper Trailers.
Current identified issues and questions;
· Staff have heard ‘rumours’ about this but it has not been
confirmed.
· There is anxiety, fear and some staff are becoming disgruntled
as they are not sure what this means for their jobs.
· There is conflict in some teams.
· Some individuals are not performing, and this is causing larger
issues in the team.
· Is there an alternative that can be offered to the client?
· Declining performance in the sales team has further reduced
since the rumours began.

The CEO has asked you to head up a team to discuss these
issues and consider what can be done to rectify the issues,
including addressing performance gaps in the organisation.
The CEO has identified that there are gaps in policies and
procedures in the workplace and has requested new policies and
procedures be developed. A template has been provided for use.
It has also been acknowledged that there is a gap in
performance, particularly in the sales team. A performance plan
and process to deliver the improved performance is required to
be developed. (this will form part 1 of your assessment).
Based on these discussions, the CEO has also requested an in
depth analysis of the situation, the impact to the organisation
and how you will address these issues (Part 2 of your
assessment).
PART 1
As per the Case Study, the CEO has identified that National
Camper Trailers has a gap in its policies, procedures and
processes. You have been asked to develop the following four
(4) documents:
1. Policy and procedure for responsibilities of the organisation
2. Policy and procedure for decision making
3. Policy and procedure for addressing issues and concerns in
the workplace
4. Completion of a Performance Plan including the planning
process.
You have been provided with a template for the Policy and
Procedure and the Performance Plan. (When you first click on
the assessment, you will see that along with the assessment,
there are two additional templates. All sections must be
completed.)
Develop a Policy and Procedure:
Due to the issues raised in the Case Study, you have been
requested to create three (3) new policies and procedures using
the template provided.

1. Develop a Policy & Procedure to guide all levels of the
business to inspire all team members to take responsibility for
their own work and assist others to undertake required roles and
responsibilities. This should also reference performance review
processes including the development and review of KPIs and the
Code of Conduct.
·
2. Develop a Policy and Procedure to implement strategies to
ensure that team members have regular forums and opportunity
to provide input into planning, decision making and operational
aspects of work team. This should also reference performance
review processes and the Code of Conduct. You might also
include reference to key meetings that are held in the
organisation that staff are required and/or encouraged to
participate in.
3. Develop a Policy & Procedure to ensure that issues, concerns
and problems identified by team members are recorded,
recognised and addressed and appropriate follow up and
response is communicated. This should link to both meeting
management, Code of Conduct and a grievance process.
Please note: All sections of the Policy and Procedure template
must be completed. We do expect a level of detail in the
responsibilities and procedures. If you only provide one or two
dot points in this section, we will request further detail.
Develop a Performance Plan
4. As per the Case study, it has also been acknowledged that
there is a gap in performance, particularly in the sales team. A
performance plan and process to deliver the performance plan is
required to be developed. (this will form part 1 of your
assessment).
Develop a Performance Plan with KPI’s, outputs and goals for
the Sales Team which incorporates input from stakeholders.
There are two sections to this.
The first is to discuss how to create the performance plan and
the second part is to complete a performance plan. All sections
of the document are required to be completed.

Due to the issues raised in the Case Study, you have been
requested to create three (3) new policies and procedures using
the template provided.
Current identified issues and questions;
· Staff have heard ‘rumours’ about this but it has not been
confirmed.
· There is anxiety, fear and some staff are becoming disgruntled
as they are not sure what this means for their jobs.
· There is conflict in some teams.
· Some individuals are not performing, and this is causing larger
issues in the team.
· Is there an alternative that can be offered to the client?
· Declining performance in the sales team has further reduced
since the rumours began.
5. Develop a Policy & Procedure to guide all levels of the
business to inspire all team members to take responsibility for
their own work and assist others to undertake required roles and
responsibilities. This should also reference performance review
processes including the development and review of KPIs and the
Code of Conduct.
Policy Title
PURPOSE
Policies and procedures are effective if they can be
understood and applied by all relevant personnel. The following
policies and procedures will be used to inspire all team
members to take responsibility for their own work and assist
others to undertake required roles and responsibilities.
Everyone in some way inspire someone or your own thoughts.

For this reason, it is important to evaluate how our actions
impact on our environment and others.
1.1 Include brief statement/s about the overall purpose of the
policy, i.e. what outcome/s is the policy intended to achieve?
E.g. This policy establishes an effective, accountable and
transparent framework for managing
Workplace feedback
SCOPE
The following policies and procedures apply for employees
and staff of NCT in the manufacturing floor and other business
departments. It provides a guideline that reinforces our
responsibilities towards others as co-workers and colleges and
how our actions serve as an inspiration to the team we belong.
In addition, how we performed our responsibilities in our roles
and how we help others to fulfil their duties inspires them to
take on new responsibilities.
1.2 Include brief statement/s that identify to whom (e.g. specific
groups of people) and to which parts of the business the policy
applies. Specify exclusions to clarify scope if needed.
POLICY STATEMENT
1. Policy statements are about identifying the broad
principles/standards of expected action/behaviour and/or
compliance, i.e. setting the ‘rules’ or ‘framework’ within which
decisions are made on a particular matter. For example, policy
statements address what is the standard, while procedures
address how the standard is implemented.
NCT aim to be a responsible business that values its
employees to takes roles and responsibilities that inspire. The
company intended that all its employees will takes
responsibility of their own actions. The intention is for all

employees to accept ownership of their individual own
behaviour and the consequences of that behaviour either
positive or negative and to develop self-respect and have the
respect of others. It is expected for every employee to make a
decision based on the organisation compliance and their own
accountability of the outcomes. Positive decisions and
responsibilities are encouraged in the interests of your team and
the business to inspire others to do the same.
1.4 Policy statements are about identifying the broad
principles/standards of expected action/behaviour and/or
compliance, i.e. setting the ‘rules’ or ‘framework’ within which
decisions are made on a particular matter. For example, policy
statements address what is the standard, while procedures
address how the standard is implemented.
1.5 [Identify key topics to be covered in this policy and group
common/related topics together under relevant headings.
The following elements of policies and procedures would be
discussed:
Acknowledge your mistakes
Accepting responsibility
Consequences of falling to take responsibility
Rewards of accepting responsibility
Communication
Encourage a sharing of roles and knowledge
RESPONSIBILITIES
A key aspect of following procedures involves working
within the scope of your role and responsibilities. It is vital

therefore that you know what your job role entails and know
what to do when you are unsure of your role and/or your work
instructions. Confusion regarding job roles can be a major
source of workplace stress and conflict. It can also result in
poor service delivery. It is important that you know your job
responsibilities, work within your position specifications and
clarify work instructions where necessary. Keep in mind the
following criterion:
· Clarifying instructions
· Work in a manner that complements that of others according
to policies and rules of workplace practice
· Being consistent
· Work cooperatively
· Complete activities to standard expected in the workplace
· Maintaining knowledge and skills
· Carry out set tasks in a positive and courteous manner
In fulfilling your responsibility, you have an obligation to
comply with the legislation such as:
· Anti-Discrimination Act 1991
· Code of ethics
· OHS/WHS laws
1.6 Include brief statement/s identifying actions/responsibilities
and the position/s responsible for ensuring the policy:
· aligns with relevant legislation, government policy. Include
organisational strategies/values.
· is implemented and monitored (i.e. the policy is followed, ,
and
· is reviewed to evaluate its continuing effectiveness (e.g.
achieving its purpose, remains relevant/current.]
PROCEDURES

1.7 Include the actions required to implement the policy. What
steps will be undertaken by the parties involved in all levels of
the organisation to implement the intent of the
policy.MONITORING AND REVIEW
6.1 Include the actions that will be implemented to monitor
and review compliance and effectiveness of the policy and
review for implementation of continuous improvement.

2 Develop a performance plan
For this task, you will be required to complete a performance
plan for the Sales Team. The first part of this task will be to
describe how you will create the a performance plan procedure
and the second part will be to create a performance plan.
Step 1: Plan
When creating the performance plan for National Camper
Trailers, please answer the following:
What information would you need to access to determine the
goals for the business based on the current business
performance? List at least five (5) documents.
What information would you need to access to determine what
the skills and abilities needed to do the job to ther level of
performance expected? List at least three (3) documents.
Who might you need to consult with (based on their job role)
and what information will they be able to provide?
Role
What information will they be able to provide

Step 2: Discuss
Based on the information above, create a communication
strategy for developing your performance plan and ensuring
involvement of all stakeholders. and should include any
investigation that might need to undertake.
Target audience:
Key messages:
Communication methods:
Who is responsible for doing it?
Deadline
Who do we need to discuss our performance plan with
What do we want to tell them?
How are we going to tell them?
By when does this need to happen?

Step 3: Monitor
How will you monitor the peformance plan process and
determine if the processes that you have put in place are
working? Give at least three (3) examples
Monitoring process
Person responsible
Timeframe
Step 4: Review
Discuss how you would review the performance development
plan process to eunsre that the required outcomes have been
delivered in the woprkplace (80-100 words)

Assessment 1: Project
Project
Develop two (2) Work Plans
Review the National Camper Trailers Pty. Ltd. NCT Business
Plan, HR Strategic Plan and HR Operational Plan.
These documents will provide you with the necessary
consultation and knowledge to develop the following required
Work Plans.
Develop two (2) Work Plans.
1. Work Plan: For a Position Description; and
1. Work Plan: For a formal Warning Process.
We recommend utilising the templates below to complete this
activity and update each point provided.
However, if developing your own template, please ensure that
you include the following:
1. Allocate work in a way that is efficient
1. Cost-effectiveness
1. Outcome focused
1. Confirm standards and code of conduct
1. Work outputs with related teams and individuals
1. Agreed performance indicators with relevant staff prior to
commencement of work
1. Risk analysis in accordance with the organisational risk
management plan (Likelihood v’s Consequence)
Work Plan – National Camper Trailers
Goal:
Develop Position Descriptions
Manager to create position description for employment
opportunities available now and in the future
Objectives
Action/ Responsibility
Performance Outcome/s
Measurement

Timeframe
Risk -Rating
Consultation process and allocation of deliverables
In this section detail the parties involved in developing the
deliverables and producing the desired outcomes including
standards and code of practice.
What is the desired outcome?
Include work outcomes with relevant teams and individuals.
Develop specific statements of the KPI’s or KRA’s.
How will this be measured?
Provide quantitative benchmarks that allow the project
deliverables to be assessed for effectiveness
Provide start and end dates or timeframes
What is the organisational risk for this action?
What is the likelihood of negative impact and potential harm
with this aspect of the project?
(High, Medium, Low, Negligible.)
Time/Budget allocation
deliverables and producing the desired outcomes.
How will this be achieved in a cost effective and efficient
manner.
Adherence to organisational standards

Work Plan – National Camper Trailers
Goal:
Develop Formal Warning Process
Manager to create effective performance management processes
ensuring a harmonious and productive workplace which is
beneficial for both employees and employer
Objective
Action/Responsibility
Performance Outcome/s
Measurement
Timeframe
Risk Rating
Consultation process and allocation of deliverables
manner.
When is this to be finalised?

Time/Budget allocation
manner.
Adherence to organisational standards

Business Plan 2016 Owners Mick & Sheryl Dun.docx

Business Plan 2016 Owners Mick & Sheryl Dun.docx

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