Term 4

Teaching Staff: Sharon Zivkovic

Short Bio:

Sharon Zivkovic is the Principal Facilitator at Community Capacity Builders. Community Capacity Builders is a for-profit social enterprise that has developed a project based, trans-disciplinary education program that combines citizenship education and leadership development. Sharon is also the Cofounder of Wicked Lab, a new technology start-up that is developing enterprise software which will assist communities and governments to address complex social policy problems. Prior to establishing Community Capacity Builders, Sharon held positions in the non-profit, private and public sectors.  

Sharon’s qualifications are a PhD, Bachelor of Accountancy, Graduate Diploma in Education (Education and Training of Adults), Master of Entrepreneurship, Graduate Certificate in Research Commercialisation and a Vocational Graduate Certificate in Education and Training for Sustainability. For her doctoral research, Sharon investigated the scaling of a social innovation from a complexity theory perspective.

In 2001 Sharon received the Enterprising Woman of the Year Award in recognition of her contribution towards creating strong and enterprising communities. She received the Award for Best Overall Paper at the 2012 International Social Innovation Research Conference for her paper ‘Government’s role in social innovation: Balancing unplanned exploration and planned exploitation’. In 2015 Sharon received the Pank/University of South Australia School of Management Prize for Entrepreneurship.

Monday 12th October to Sunday 20th December 2015

1	The difficulty in defining social entrepreneurship
2	Different forms of social enterprise organisations
3	The Social Entrepreneurship Framework
4	Key considerations in resourcing social entrepreneurship
5	Using logic models and theories of change for communication, assessing performance and planning
6	Challenges in growing a social enterprise and scaling social impact

Text book:
Wei-Skillern, J., Austin, J., Leonard, H. and Stevenson, H. (2007), Entrepreneurship in the
Social Sector. London: Sage Publications.

There is a wide range of material on the course topic available. The following provides some
additional reading guidance if you are interested in reading further on the topic.

Dees, G.J., Emerson, J. and Economy, P. (2002) Strategic Tools for Social Entrepreneurs:
Enhancing the Performance of Your Enterprising Nonprofit, Wiley, New York.

Emerson, J. and Twersky, F. (1996), New Social Entrepreneurs: The Success, Challenges
and Lessons of Non-Profit Enterprise Creation, The Roberts Foundation: Homeless
Economic Development Fund, San Francisco.

Leadbeater, C. (1997), The Rise of the social entrepreneur, DEMOS, London

Light, P. (2006) ‘Reshaping Social Entrepreneurship’, Stanford Social Innovation Review,
Fall 2006, pp. 47-51.

Martin, R.L. & Osberg, S. (2007). ‘Social entrepreneurship: The Case for Definition’. Stanford
Social Innovation Review, Spring 2007, pp. 28-39.

Library Resources
The University of Adelaide’s Barr Smith Library provides a range of learning resources
including texts, journals, periodicals, magazines, and access to online databases and
information services. It also offers a virtual library which is accessible via the University’s
website. The University Library web page is: http://www.adelaide.edu.au/library/
From this link, you are able to access the Library's electronic resources.

Readings provided via LEARN:

Week 1: Introduction to social entrepreneurship
1. Wei-Skillern, J., Austin, J., Leonard, H. and Stevenson, H. (2007), Entrepreneurship in
the Social Sector. London: Sage Publications. Chapters 1 and 2

2. Peredo, A.M. and McLean, M. (2006) ‘Social entrepreneurship: A Critical review of the
concept’. Journal of World Business, 41(1): pp. 56-65

3. Hoogendoorn, B., Pennings, E., & Thurik, R. (2010). What Do We Know About Social
Entrepreneurship? An Analysis of Empirical Research. International Review of
Entrepreneurship, 8(2): 1-42.

Week 2: Organisational forms for social entrepreneurship
1. Dees, J. Gregory 1998, Enterprising nonprofits, Harvard Business Review, vol. 76, no.
1, pp. 55-58, 60, 62-67

2. Townsend DM, Hart TA. (2008). Perceived institutional ambiguity and the choice of
organizational form in social entrepreneurial ventures. Entrepreneurship Theory and
Practice 32(4): 685-700.

Week 3: Social entrepreneurship frameworks and models
1. Austin J, Stevenson H, Wei-Skillern J.(2006). Social and commercial entrepreneurship:
same, different, or both? Entrepreneurship Theory & Practice 30(1): 1-22.

2. Weerawardena, Jay & Mort, Gillian Sullivan 2006, Investigating social entrepreneurship :
a multidimensional model, Journal of World Business, vol. 41, no. 1, pp. 21-35.

3. Lumpkin, G. T., Moss, T. W., Gras, D. M., Kato, S., & Amezcua, A. S. (2011).
Entrepreneurial Processes in Social Contexts: How are they Different, if at all? Small
Business Economics.

Week 4: Social value creation, sustainability and corporate social responsibility
1. Cho, A. H. (2006). Politics, values and social entrepreneurship: A critical appraisal.
In J. Mair & J. Robinson & K. Hockerts (Eds.), Social entrepreneurship. New York,
NY: Palgrave Macmillan.

2. Colby, S., Stone, N., & Carttar, P. (2004). Zeroing in on impact. Stanford Social
Innovation Review, 2, 24–33.

Week 5: Social entrepreneurship opportunities and venture creation
1. Corner PD, Ho M. 2010. How opportunities develop in social entrepreneurship.
Entrepreneurship Theory and Practice 34(4): 635-659.

2. Haugh H. 2007. Community-led social venture creation. Entrepreneurship Theory and
Practice 31(2): 161-182.

Week 6: Resourcing social entrepreneurship
1. Di Domenico, M., Haugh, H., & Tracey, P. (2010). Social Bricolage: Theorizing Social
Value Creation in Social Enterprises. Entrepreneurship Theory and Practice, 34(4), 681-
703.

2. Yunus M, Moingeon B, Lehmann-Ortega L. 2010. Building Social Business Models:
Lessons from the Grameen Experience. Long Range Planning, 43(2-3): 308-325.

3. Text Book Chapter 4

Week 7: Social entrepreneurship legitimacy and governance
1. Dart R. 2004. The legitimacy of social enterprise. Nonprofit Management and Leadership
14(4): 411-424.

2. Mason C, Kirkbride J, Bryde D. 2007. From stakeholders to institutions: the changing
face of social enterprise governance theory. Management Decision 45(2): 284-301.

Week 8: Growing a social enterprise and scaling social impact
1. Alvord, S. H., Brown, L. D., & Letts, C. W. (2004). Social Entrepreneurship and Societal
Transformation. The Journal of Applied Behavioral Science, 40(3), 262-282.

2. Text Book Chapters 5 & 6

Week 9: Social entrepreneurship dual identities, philanthropy and volunteering
1. Moss, Todd W., Short, Jeremy C., Payne, G. Tyge & Lumpkin, G. T. 2011, Dual
identities in social ventures : an exploratory study, Entrepreneurship Theory and
Practice, vol. 35, no. 4, pp. 805–830.

2. Text Book Chapter 3

Week 10: Measurement and the future of social entrepreneurship
1. Thompson, J. L. (2008). Social enterprise and social entrepreneurship: where have we
reached? A summary of issues and discussion points. Social Enterprise Journal, 4(2),
149-161.

2. Text Book Chapter 7

This course is offered in online mode.

As a guide, a 3 unit course comprises a total of 156 hours.

This is a draft schedule and session dates are a guide only. The timetable may be changed
during the course delivery if necessary.

Week	Content	Reading/Activities
1	Introduction to socail entrepreneurship	Core Text: Chapter 1 & 2 Readings: Week 1 Lecture Material Peredo & McLean (2006), Hoogendoorn et al. (2010) Activities: Listen to Week 1 podcast Update your LEARN student profile Provide an answer to the discussion question and comment on your classmates' responses
2	Organisational forms for social entrepreneurship	Readings: Week 2 Lecture Material Dees (1998), Townsend & Hart (2008) Activity: Listen to the Week 2 podcast Provide an answer to the discussion question and comment on your classmates' responses
3	Social entrepreneurship frameworks and models	Readings: Week 3 Lecture Material Austin et al. (2006), Weerawardena & Mort (2006), Lumpkin et al. (2011) Activity: Listen to the Week 3 podcast Provide an answer to the discussion question and comment on your classmates' responses Assignment: Case study assignment due (15%)
4	Social value creation, sustainability and corporate social responsibility	Readings: Week 4 Lecture Material Cho (2006), Colby et al. (2004) Activities: Listen to the Week 4 podcast Provide an answer to the discussion question and comment on your classmates' responses
5	Socal entrepreneurship opportunities and value creation	Readings: Week 5 Lecture Material Corner & Ho (2010), Haugh (2007) Activity: Listen to the Week 5 podcast Provide an answer to the discussion question and comment on your classmates' responses
6	Resourcing social entrepreneurship	Core Test: Chapter 4 Readings: Week 6 Lecture Material Di Domenico et al. (2010), Yunus et al. (2010) Activity: Listen to the Week 6 podcast Provide an answer to the discussion question and comment on your classmates' responses Assignment: Minor assignmet due (20%)
7	Social entrepreneurship legitimacy and governance	Readings: Week 7 Lecture Material Dart (2004), Mason et al. (2007) Activity: Listen to the Week 7 podcast Provide an answer to the discussion question and comment on your classmates' responses Assignment: Minor assignment critique due (5%)
8	Growing a social enterprise and scaling social impact	Core Text: Chapters 5 & 6 Readings: Week 8 Lecture Material Alvord et al. (2004) Activity: Listen to the Week 8 podcast Provide an answer to the discussion question and comment on your classmates' responses
9	Social entrepreneurship dual identities, philanthropy and volunteering	Core Text: Chapter 3 Readings: Week 9 Lecture Material Moss et al. (2010) Activity: Listen to the Week 9 podcast Provide an answer to the discussion question and comment on your classmates' responses Assignment: Major assignment due (40%)
10	Measurement and the future of social entrepreneurship	Core Test: Chapter 7 Readings: Week 10 Lecture Material Thompson (2008) Activity: Listen to the Week 10 podcast Provide an answer to the discussion question and comment on your classmates' responses Assignment: Major assignment critique due (10%)

This course comprises ten topics:

Week 1: Introduction to Social Entrepreneurship

We examine the concept of social entrepreneurship. Despite a long history, there exist
diverse definitions of what constitutes social entrepreneurship, and we will examine and
identify the key characteristics that define social entrepreneurship. In the last two decades,
two dominant schools of social entrepreneurship have emerged, with one focused on social
innovation and the individual entrepreneur, and the other on social enterprise as an outcome
of social entrepreneurship. We will examine what drives these two schools of thought, taking
into account regional differences and discuss the opportunities and challenges presented by
each paradigm.

Week 2: Organisational forms for social entrepreneurship

We explore in more detail the various organisational forms that social enterprises adopt. We
will examine specific examples of social enterprise forms and discuss the purpose,
advantages, and disadvantages of each form, highlighting the importance of selecting the
most appropriate organisational form when establishing a new social enterprise. We will
review the evolution of how a social enterprise is developed. Due to the growing importance
and recognition of the positive impact of social enterprise activity around the world, we will
also examine new organisational structures specific to social enterprises.

Week 3: Social entrepreneurship frameworks and models

We review and critique three theoretical frameworks for social entrepreneurship. We will
discuss the origins of these three frameworks, the similarities and differences between them,
and the circumstances in which they are most applicable. In your minor assignment, you will
need to justify why you believe one framework is more relevant and applicable than the
other, based on your interview with a social entrepreneur, or social enterprise manager.

Week 4: Social value creation, sustainability and corporate social responsibility

We examine the concepts of social value creation, sustainability and corporate social
responsibility. Although what constitutes ‘value’ may appear obvious it is context dependent.
We continue to examine the complex environment within which social entrepreneurs and
social enterprises must operate in order to ensure that a positive impact is made.
Sustainability can be both environmental as well as the financial in nature. We discuss the
role of each of these, and focus on the challenges social enterprises may face in order to be
financially viable. We also examine the purpose and role of corporate social responsibility,
and how this differs to social entrepreneurship. We discuss logic models and theory of
change for social enterprises.

Week 5: Social entrepreneurship opportunities and venture creation

We examine and discuss how social entrepreneurs and social enterprises identify
opportunities. This will be important for your major assignment. We will expand upon
previously discussed topics including the different ways in which social ventures can be
created, and the importance of maintaining a balance between the social impact and
financial sustainability of the enterprise. We will also examine business models in relation to
social entrepreneurship, and how business models can be applied. We also discuss the
importance of ensuring fit between the mission of the organisation and the revenue
generating activities.

Week 6: Resourcing social entrepreneurship

We build upon previous knowledge and examine in detail the challenges and opportunities
that exist in order to resource social entrepreneurship activities. We will use the resourcebased
view of the firm to identify how social entrepreneurs and social enterprise managers
can ensure they have the appropriate and necessary resources, not only to survive, but to
thrive. This is particularly important as social enterprises typically fill gaps in regards to
products and services that no other entity is positioned to undertake. We examine the
concept of the resource map that identifies which resources are necessary for social
enterprises to survive, sustain, and thrive.

Week 7: Social entrepreneurship legitimacy and governance

We discuss the importance of governance and legitimacy for social entrepreneurs and social
enterprises. Legitimacy is critical to the success of a social entrepreneur and social
enterprise, as it must be clear to stakeholders and beneficiaries that all the activities of the
social entrepreneur and social enterprise are consistent and in keeping with their mission.
The loss of legitimacy may significantly impact the ability of the social entrepreneur or social
enterprise to undertake activities designed to create social value. The most appropriate form
of governance is linked to the organisational form, although is equally applicable to social
entrepreneurs who rely on multiple stakeholders in their mission to create social value. We
examine in more detail the importance and influence of multiple stakeholders on the success
of the social entrepreneur and social enterprise.

Week 8: Growing a social enterprise and scaling social impact

We explore the challenges associated in growing a social enterprise and scaling social
impact. We look at a proposed typology of social entrepreneurs to understand that social
issues must be tackled at different levels, and explore the motivation for social entrepreneurs
to scale their activities. We examine possible options for growing, including partnerships,
alliances and franchises, and the benefit and pitfalls associated with each option. We look at
the importance of developing and alliances and partnerships, particularly when specific
expertise is required to address a social issue.

Week 9: Social entrepreneurship dual identities, philanthropy and volunteering

We investigate the origin and purpose of dual identities of social enterprises, and how
tensions between these identities can be balanced. Organisational identity has an impact on
how staff relate to the organisation, and how it is perceived by external stakeholders. It is
critical that communication to external shareholders balances these identities. We explore
the culture of philanthropy and volunteering in Australia, and examine what motivates
philanthropists and volunteers to keep them engaged in social entrepreneurship activities.

Week 10: Measurement and the future of social entrepreneurship

We examine the challenges associated with measuring the success and impact of social
entrepreneurship. We discuss how social enterprise managers can identify appropriate
measurement items, and strategies for ensuring these are effective. Based on the material
we have covered in this course, the future of social entrepreneurship promises increased
growth in the field. We re-examine the challenges associated with maintaining legitimacy,
managing multiple stakeholders, and ensuring that social value creation does not have
inadvertent negative effects on other members of society. As long as there are social
problems, social entrepreneurship will have a role to play in addressing these.

Core text:
You will need a copy of the core text “Entrepreneurship in the Social Sector” prior to the
course starting so that you can read Chapter 1 and 2 in preparation for Week 1.

Preparation for online forum discussions:
10% of the assessment for this course is for active contribution to and participation in online
forum discussions. It is expected that you will read all the required readings for the week,
and actively contribute to the discussion questions relate to the material covered.

Preparation for the case study assignment:
15% of the assessment for this course is for the case study assignment. This assignment
comprises three rounds. Specific instructions will be provided, and here is a brief outline:
Round 1 will require you posting your answers to specific questions online. For round 2, a
few days later, based on the class discussion, you will have the opportunity to update your
responses, and provide your reasoning. Round 3 requires you to submit the final assignment
(1000 words). Participation in all three stages of this assignment is required for successful
completion.

Preparation for the minor assignment:
For the minor assignment you will need to identify a social entrepreneur or social enterprise
manager, and obtain permission to interview them for your assignment. It is suggested that
you audio-record the conversation (with the participant’s consent) to ensure you capture all
the points in the interview.

Preparation for the major assignment:
As part of your market research to evaluate the feasibility of launching a new revenue
generating activity to ensure the sustainability of a social enterprise, you will conduct some
basic market research. You will be given clear instructions how to go about doing this.

Critique of your classmates’ assignments:
For both the minor and major assignment you will be allocated 3 assignments to critique.
You will be given specific guidelines to do this. This provides you with an opportunity to learn
from your classmates. Critique of the minor assignment is worth 5% of the assessment, and
10% for the major assignment.

An overview of the course assessment appears in the following Table:

Assessment No.	Form of Assessment/ Collaborative Task	Length (in word count)	Weighting	Due Date	Learning objective covered
1	Case study assignment	Round 1: 200 words Round 2: 200 words Round 3: 1000 words	15%	Round 1: Day 4, Week 2 Round 2: Day 1, Week 3 Round 3: Day 7, Week 3	1,2
2	Minor assignment: social entrepreneur interview report	1,500 words	20%	Day 3, Week 6	1,2,3,5
3	Critique of 3 minor assignments	600 words	5%	Day 5, Week 7	1,2,3,5
4	Major assignment: social enterprise sustainability plan	3,000 words	40%	Day 3, Week 9	1,2,3,4,5,6
5	Critique of 3 major assignments	900 words	5%	Day 5, Week 10	1,2,3,4,5,6
6	Discussion Forum	Concise and informative summaries	15%	Contribution: Days 1-3; Discussion: Days 4-7; Grades given weeks 3, 6, 10	1,2,3,4,5,6
	Total		100%

Students must complete all course assessment requirements.

Course results are subject to moderation by the ECIC Board of Examiners

Assessment 1: Submit answers for one case study

Weighting: 15% Submission Details: Via Drop Box in LEARN

Task:
The case study “Steve Marriotti and NFTE” will be used for the case study assignment. This
case study is included in your course text book “Entrepreneurship in the Social Sector”.

Your analysis of this case study will take place in three rounds. You must participate in all
three rounds to successfully complete this assignment.

Round 1: due Day 4, Week 2 (200 words)
You will post your answers to questions 1b, 2a and 2b on a specific forum (specific
instructions will be sent to you). You will not be able to view other responses until you have
posted your own answers

Round 2: due Day 1, Week 3 (200 words)
Based on the online discussion you will then re-submit your answers to questions 1b, 2a and
2b on the forum
• If you change your answers based on the discussion, then explain why you have done so
• If you decide to keep your original answers, then explain why you have done so

Round 3: due Day 7, Week 3 (1000 words)
Submit your completed case study assignment with answers to all questions
This assignment is worth 15% of your overall grade (maximum 1000 words).

Case Study Questions
1. Achievements:
a) What have Steve Mariotti and NFTE accomplished so far, based on the information provided in the text?
b) What social value, if any, did NFTE create, and who benefited?
c) What was the organisation’s social value proposition?
2. Success:
a) Why was NFTE so successful?
b) What were NFTE’s key success factors?
3. Chief concerns:
a) What are Steve Mariotti’s main concerns, and are they justified?
b) What are your chief concerns for the organisation as it moves forward, and why?
c) What should Steve Mariotti’s future role in the organisation be?
4. The future:
a) What recommendations do you have for Steve Mariotti and the new board?
b) How has the ‘context’ in which NFTE operates changed since the organisation was launched?
c) Is the original social value proposition still relevant?

Scope:
This assignment will assess your understanding of Topics 1 and 2.

Length and Presentation:
Responses to your answers clearly identified, maximum 1000 words.

Criteria by which your assignment will be marked:
• Addressing all questions for the case study
• Demonstrating a clear understanding of the course material and ability to relate
the course material to the assignment questions
• Clarity of expression, good use of language
• Logical planning, structure and sequence in presenting your findings
• Overall presentation, including correct grammar, spelling and punctuation

Learning objectives with this assessment: 1, 2

Assessment 2: Social Entrepreneur Interview and Report

Weighting: 20%
Due Date: Day 3, Week 6
Submission Details: Via Drop Box in LEARN

Task:
1. Identify and interview a social entrepreneur or social enterprise manager. The social
entrepreneur needs to have started the activity within the last 10 years, and the social
enterprise needs to be started within the last 10 years. There should be no direct family
(personal) or business relationship with the interviewer.
2. If the social entrepreneur / social enterprise has more than one activity or project, then
focus this interview on just one activity.
3. You need to use the report template provided and provide responses for each section,
as well as recommend the social entrepreneurship model that appears most useful when
thinking about the activities of a social entrepreneur or social enterprise.
4. The specification for this assessment is 1500 words, so this report needs to be concise
and to the point. There is an absolute word limit of 2000 words for the complete
document (including the list of questions). Documents longer than the absolute word limit
will not be assessed.
5. Your assignment will be critiqued by your peers (each student will critique 3 other
reports). This is a great opportunity for you to get additional feedback on your
assignment, as well as learn from what other students have done. Specific instructions
regarding this process will be provided.

Scope:
This assignment will assess your understanding of the Topics1, 2, 3 and 5.

Length and Presentation:
1,500 words for the report, 2,000 words maximum including references and attachments

Criteria by which your assignment will be marked:
• Addressing all sections of the report
• Demonstrating a clear understanding of the course material and ability to relate the
course material to the assignment questions
• Evidence of critical analysis of the key concepts, particular in relation to the three social
entrepreneurship models examined in this course
• Clarity of expression, good use of language
• Logical planning, structure and sequence in presenting your findings
• Compliance with the report template, including overall presentation, and correct
grammar, spelling and punctuation
• Use of references in formulating your responses including proper acknowledgment and
the appropriate use of references

Learning objectives with this assessment: 1, 2, 3, 5

Assessment 3: Critique of three other reports

Weighting: 5%
Due Date: Day 5, Week 7
Submission Details: Via Drop Box in LEARN

Task:
Critically review three reports and evaluate them on the following basis:
1. What are two strengths of the report?
2. What are two areas of improvement of the report?
3. How well did the report justify the selection of which social entrepreneurship model is
most useful and appropriate? (Section 14)
Feedback may be provided in dot point form, 150 to 200 words per critique (total maximum
600 words).
You will receive feedback from the course lecturer as well as the three other critiques of your
report from your peers.

Scope:
This assignment will assess your understanding of the Topics1, 2, 3 and 5.

Length and Presentation:
Maximum 200 words per critique, maximum 600 words

Criteria by which your assignment will be marked:
• Provide feedback on other people’s work in a manner that is respectful and polite
• Evidence of critical analysis of the reports in relation to the three areas of review
• Clarity of expression, good use of language
• Overall presentation, and correct grammar, spelling and punctuation

Learning objectives with this assessment: 1, 2, 3 and 5

Assessment 4: Social Enterprise Sustainability Plan

Weighting: 40%
Due Date: Day 3, Week 9
Submission Details: Via Drop Box in LEARN

Task:
Based on the social enterprise idea that the whole class will use, your task is to creatively
identify a revenue generating activity that will help an existing social enterprise be financially
sustainable. This revenue generating activity must complement the social mission of the
organisation.

You will produce a poster plan presented on 3 A3 sheets of paper. This format has been
demonstrated to focus attention on key aspects of the plan, and reflects the needs of
organisations to have a high level, yet comprehensive overview, of the key elements of such
a plan. Use of a single idea will enhance the learning of the class. The idea for the course
will be provided by the course lecturer at the beginning of the course.

A specific template will be provided that each student must use. Each plan will be critiqued
by three other students.
Sections covered in the poster plan include:
• Executive Summary
• Social Value Proposition including social impact and social value creation
• The opportunity to be addressed
• Target customer
• Product or service and its delivery
• ‘Fit’ between the social mission and product or service
• Business environment analysis
• Market research
• Competitor analysis
• Resources required
• The team
• Partnerships and collaborations
• Action plan and milestones for the first three years of the revenue generating activity
• Financial plan

Poster plan formatting details:
1. You are free to adapt the layout, as long as it meets the content and format specification
outlined on the template. In particular, this report must be submitted using Arial 10-point
or Calibri 11-point typeface, single-spaced, not condensed, for the text. This format
requirement is to ensure that reports can be easily compared and so that people prepare
and present their plans under the same conditions.
2. Your major challenge is to decide what to include and what not to include in this
document. Remember that this document needs to have enough information in it to "tell
a good story" and to reassure the reader that you have addressed the key points in your
feasibility assessment.
3. Although the template is suggested, you can use a maximum of two A3 pages for your
plan (in this template, these pages are formatted with three columns). You do not need
to keep to this three-column layout, as long as you have 10mm margins around the
edges. The reason this template has three columns is because the financial tables fit
neatly into the column width.

Financial tables are to be completed using the Excel spreadsheet and then pasted into this
document using Paste Special, Picture (Enhanced Metafile) so that they fit into the columns.
You will first need to remove the tables in this template. You may need to adjust the size of
your tables to fit the page. However, all tables must be easily legible.

Scope:
This assignment will assess your understanding of the Topics 1, 2, 3, 4, 5, and 6.

Length and Presentation:
Report 3,000 words maximum

Criteria by which your assignment will be marked:
• Addressing all relevant areas of the assignment questions
• Demonstrating a clear understanding of the course material and ability to relate the
course material to the assignment questions
• Evidence of wider reading, research, and critical analysis of the issues and concepts used
• Clarity of expression, good use of language
• Logical planning, structure and sequence in presenting your findings
• Overall presentation, including correct grammar, spelling and punctuation
• Use of references in formulating your responses including proper acknowledgment and
the appropriate use of references

Learning objectives with this assessment: 1, 2, 3, 4, 5, 6.

Assessment 5: Critique of three other reports

Weighting: 5%
Due Date: Day 5, Week 10
Submission Details: Via Drop Box in LEARN

Task:
Critically review three reports and evaluate them on the following basis:
1. What are two strengths of the report?
2. What are two areas of improvement of the report?
3. How appropriate and feasible is the trading activity idea presented here?

Feedback may be provided in dot point form, 200 to 300 words per critique (total maximum
900 words).

You will receive feedback from the course lecturer as well as the three other critiques of your
report from your peers.

Scope:
This assignment will assess your understanding of the Topics 1, 2, 3 and 5.

Length and Presentation:
Maximum 300 words per critique, maximum 900 words

Criteria by which your assignment will be marked:
• Provide feedback on other people’s work in a manner that is respectful and polite
• Evidence of critical analysis of the reports in relation to the three areas of review
• Clarity of expression, good use of language
• Overall presentation, and correct grammar, spelling and punctuation

Learning objectives with this assessment: 1, 2, 3, 4, 5, 6.

Assessment 6: Discussion Forum

Weighting: 15%
Due Date: Days 3-7 of weeks 1-10
Submission Details: Via discussion prompts on the forum in LEARN

Task:
There is a discussion question for each week. Refer to the online resources for the specific
question. The course lecturer may on occasion set a different question and this will be
communicated in a timely manner to the class.

You must provide your response to the discussion question by Day 3 of each week, and
respond to a minimum of 3 other responses by Day 7 of each week. Your comments must be
posted to the forum by the specified due dates. Late postings will not be accepted.

You will receive a combined participation grade for all of the discussions on a cumulative
basis worth 15% toward your final grade. Grades for your contribution and discussion
responses for Weeks 1-3 will be posted in Week 4 for a total of 100 marks. Grades for your
contribution and discussion responses for Weeks 4-6 will be posted in Week 7 for a total of
100 marks. Grades for your contribution and discussion for Weeks 7-10 will be posted at the
end of the course for a total of 100 marks.

Scope:
This assignment will assess your understanding of all course topics.

Length and Presentation:
Concise and informative summaries that respond directly to the set questions.
Active contributions to Online Forums and questions that are shared with all students.

Criteria by which your assignment will be marked:
Answers to discussion questions (Days 1 – 3)
• Response demonstrates critical thinking and insight
• Response indicates you understand the assignment and the underlying concepts
• Student response to question met minimum substantive expectations
• Demonstrated appropriate writing style and language choice
Contribution to the group discussion (Days 4 – 7)
• Posted required subsequent responses to posts of your classmates, or to responses to
your initial post—responses are substantive in nature (at least 100 words)
• Responses indicate critical thinking and constructive feedback and meaningful inputs to
the discussion
• Demonstrated quality of writing and concise language choice
Active participation in discussions and adhering to the following ground rules:
• We will respect confidentiality
• We will share time equitably to ensure the participation of all
• We will keep an open mind and be open to learning
• We will not be disrespectful of others even if we do not share their views

Learning objectives with this assessment: 1, 2, 3, 4, 5, 6

All text based assignments must be submitted via Drop Box in LEARN

There are a few points to note about the submission of assignments:

• Assignment Submission: Assignments should be lodged via Drop Box in the LEARN
system. Please refer to individual assignment tasks for specific submission details
relevant to each task. Note that assignments may be processed via TURNITIN which is
an online plagiarism prevention tool.

• Cover Sheet: Please submit, separate to your assignment, the completed University of
Adelaide Assessment Cover Sheet providing details of yourself and your team members
(if applicable), your assignment, the course, date submitted, etc. as well as the
declaration signed by you that this is your (your team’s) work. Note that the declaration
on any electronically submitted assignment will be deemed to have the same authority
as a signed declaration.

• Backup Copy of Assignments: You are advised to keep a copy of your assignments in
case the submitted copy goes missing. Please ensure that all assignment pages are
numbered. If your assignment contains confidential information, you should discuss any
concerns with the Course Lecturer prior to submission.

• Extensions of Time: Any request for an extension of time for the submission of an
assignment should be made well before the due date of the assignment to the Course
Lecturer. Normally, extensions will only be granted for a maximum of two weeks from
the original assignment submission date. Extensions will only be granted in cases of
genuine extenuating circumstances and proof, such as a doctor’s certificate, may be
required.

• Failure to submit: Failure to submit an assignment on time or by the agreed extension
deadline may result in penalties and may incur a fail grade. Note that a late penalty of
5% of the total available marks for that assessment item will be incurred each day an
assignment is handed in late. Assignments handed in after 14 days from the due
submission date will fail even if a 100% mark is granted for the work

Resubmission & Remarking
Resubmission of an assignment for remarking after reworking it to obtain a better mark will not normally be accepted. Approval for esubmission will only be granted on medical or compassionate grounds.

Gifts and Tokens of Appreciation
Students are reminded that in order to maintain the academic integrity of all programs and courses, the University has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or
assessment.

Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their Supervisor/Manager, who will refer them for action under the
University's student disciplinary procedures.