For information and reference only – not to be submitted as your own work. This model-answer extract uses an illustrative organisation to show how Part C can be structured. Your own report must follow the organisation and Part B recommendation from your Assessments 1 and 2, written in your own words.
This extract follows the BSNS5201 Assessment 3 brief (Open Polytechnic, Administration Systems and Processes). The original brief is on our BSNS5201 Assessment 3 question page, and the full explanation is in our guide on how to write the BSNS5201 change management action plan.
Context used in this sample
The illustrative organisation is a small property management office in Wellington. In Part B the consultant recommended replacing paper-based and email-based tenancy records with a cloud document management system (DMS). Part C plans how that change will be implemented.
Section 1: Action plan
| Phase | Actions | Responsible | Resources | Timeframe | Success measure |
|---|---|---|---|---|---|
| 1. Prepare | Confirm DMS supplier; map current filing; agree folder structure and naming rules | Office manager | Manager time; supplier quote | Weeks 1–3 | Signed contract; approved structure |
| 2. Engage | Stakeholder briefing; staff Q&A; landlord and tenant notice of the change | Office manager and director | Meeting time; email templates | Weeks 2–4 | All staff briefed; questions logged |
| 3. Pilot | Migrate one property portfolio; two staff test daily use | Senior administrator | Licences; 10 hours staff time | Weeks 5–8 | Files found in under 1 minute |
| 4. Roll out | Train all staff; migrate remaining files; retire shared inbox folders | Office manager | Training sessions; budget | Weeks 9–14 | 100% of active files in DMS |
| 5. Review | Staff survey; monthly review meeting; refine procedures | Office manager | Survey tool | Month 4 onward | Satisfaction and time-saving trend |
All timeframes, hours and targets in this table are illustrative.
Section 2: Analysis (extract)
a. Allocation of resources
The three most relevant resources are staff time, budget and software licences. Staff time is the scarcest, so the pilot uses two experienced administrators rather than the whole team, protecting day-to-day service. Budget is phased: licences are bought for the pilot first and extended only once the pilot meets its target. This spreads cost and reduces the risk of paying for software the office does not use.
b. Stakeholder engagement and Te Tiriti o Waitangi
Key stakeholders are staff, directors, property owners and tenants. Staff have high interest and influence, so they are involved early through Q&A sessions and the pilot. Te Arawhiti (2018) describes engagement that starts early and is based on genuine relationships. In this plan, partnership means designing procedures with staff, participation means inviting feedback from all groups, including Māori landlords and tenants, and protection means safeguarding personal information under the Privacy Act 2020.
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c. PESTEL factors
| Factor | Potential impact | Mitigation |
|---|---|---|
| Legal | Storing tenant data in the cloud raises privacy obligations | Choose a supplier with clear data-location terms; set access permissions; update the privacy statement |
| Economic | Rising costs may squeeze the licence budget | Phase purchases; review licence numbers quarterly |
| Technological | Internet outages could block access to files | Enable offline sync; keep a short outage procedure |
The CIPD (n.d.) notes that PESTLE analysis is most useful when it focuses on the factors that matter for a specific decision, which is why only three are analysed here.
d. Feedback and continuous improvement
Feedback is captured through a short monthly staff survey, a shared “issues and ideas” log in the DMS and a monthly review meeting. Each review follows a Plan-Do-Check-Act cycle (Deming, 1986), so small changes are tested before they become standard.
e. Alignment with mission and objectives
The illustrative office’s mission is to provide responsive, trustworthy property services. Faster access to records supports responsiveness, and tighter privacy controls support trust. The plan also meets the objective of reducing administration time so staff can spend more time with clients.
Reflection extract (a separate file in the real submission)
After delivering the report, I could gather data through a short follow-up survey of staff and by reviewing DMS usage reports. One strength I found was turning process maps into clear action steps. One gap was my confidence with Te Tiriti principles in a business setting, so I plan to complete further reading on engagement guidelines. A topic I would add is a cost-benefit analysis of the recommended solution.
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About the expert
Reviewed by Dr. Hannah Whitmore, Leadership, Change & Organisational Behaviour Specialist, University of Canterbury, New Zealand. Her profile covers leadership, organisational culture, employee performance and change management.
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References
CIPD. (n.d.). PESTLE analysis [Factsheet]. https://www.cipd.org/uk/knowledge/factsheets/pestle-analysis-factsheet/
Deming, W. E. (1986). Out of the crisis. MIT Press.
Privacy Act 2020. https://www.legislation.govt.nz/act/public/2020/0031/latest/whole.html
Te Arawhiti. (2018). Guidelines for engagement with Māori. https://whakatau.govt.nz/assets/Tools-and-Resources/Guidelines-for-engagement-with-Maori.pdf
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