MMP221 Property Management - Trimester 2 2023
MMP221 Property Management - Trimester 2 2023
Assessment Task 2 Part A
Abridged Management Plan of a Shopping Centre
Group Assignment (3 members)
DUE DATE AND TIME:Sunday 24 September 2023, by 8:00pm (AEST)
PERCENTAGE OF FINAL GRADE:20%
WORD COUNT:2500 (max 10% variance permissible)
SUBMISSION FORMAT:PDF (preferred) or MS Word
Description
Assignment Objectives
Retail properties in Australia have undergone enormous change, particularly since the 1960s. The current retail property market includes different retail complexes, ranging from super centres to local strip shops servicing local communities. Whereas many of the smaller strip areas and centres are managed by local real estate agents, larger centres are run by professional centre managers with varying degrees of skill and expertise to perform their roles. Recent events, such as the rise of online shopping, also altered shopping trends and buying habits, with shoppers now seeking experiences as much as goods.
In this assignment, you work in a team (ideally 3 members) to prepare an ABRIDGED management plan to an owner of a neighbourhood (or regional, sub-regional) shopping centre. A management plan is a blueprint setting priorities and allocating resources to achieve the owners strategic objectives. Preparation of a management plan represents one of the most valuable services to a property owner. The property manager is expected to analyse the market where the property is located, investigate the property of interest and its direct competitors, and integrate the findings from these studies into a comprehensive management proposal.
Your objective in this assignment focuses on setting priorities rather than resource allocation. Specifically, you need to discuss improvements to and planning of the property that create value to the owner. Your suggestions should be based on both a market analysis and a property analysis, in which you identify threats and opportunities to this shopping centre.
In the final report, you should demonstrate that you have achieved the following objectives:
Identify opportunities and challenges to the shopping centre by observation and data collection.
Critically evaluate data and evidence to arrive at your suggestions to the owner.
Apply theories of retail property management in formulating a management plan.
Effectively communicate your findings and recommendations to the owner.
Assignment Context
After graduating from college with a property degree, you were hired by a property management company in your local area. Your supervisor brought you with her to meet with the owner of a local shopping centre. Your supervisor was keen to get the contract to manage this shopping centre. As part of the owners selection process, each management firm is asked to submit a strategic plan together with their pricing. Your company was one of the candidate firms in competing for this management contract. The purpose of the meeting was to discuss the main issues concerning the shopping centre.
During the meeting, the owner raised several points of concern.
First, the COVID pandemic significantly affected this shopping centre. The owner wants to know the potential challenges and opportunities faced by the centre in a post-COVID economy. The owner wondered how to best retain and attract good tenants in the next few years. What should the owner do to make the centre more competitive?
Second, the owner felt that the shopping centre needed an uplift. However, she did not know what the priority should be. Should it be marketing, tenant mix, anchor tenant, events, food services, or implementing best practices in the industry? He requested that you provide some recommendations.
Third, the owner also raised a question about competition. In the good old days, it was clear who the competitors were. Due to prevalence of online shopping, the competitors became increasingly difficult to identify. Nevertheless, she requested you to benchmark her shopping centre against its closest competitor, namely a comparable shopping centre nearby.
After the meeting, your supervisor instructed you to prepare a management plan for the owner. In the plan, you must answer the queries of the owner. Perhaps not all the questions could be answered. At least, you need to address the main concerns. She suggested that you omit any kind of financial analysis, e.g., budgeting or comparative analysis, because you could not access information on leases, sales, or other financial statistics of the centre. The owner refused to provide such information at this initial stage of the negotiation. Your management plan is largely qualitative as a result. The market and property analyses, however, should contain some quantitative components.
If your company is successful in its bid, a complete management plan will be necessary. This plan almost always analyses several scenarios of resource allocation. Calculations are made to provide concrete forecasts and evaluations. The plan then makes recommendations accordingly. Such an analysis requires comprehensive information of the property, e.g., leases, financial arrangements (e.g., line of credit, mortgages), taxes, insurances, etc., which is not available due to the sensitive nature of these data.
Specific Requirements
In the following, I provide some additional details about the requirements. You should decide the priorities and importance of them. Moreover, organization and communication of these topics are your responsibility. At the end of this section, I provide some readings to give you some additional ideas.
If you face any problems in completing any of these tasks, please contact the unit chair as soon as possible. I would consider special circumstances that might prevent you from doing your work appropriately. In the meantime, please try your best to do some original research.
Issues to Research
1. Choose your local shopping centre
Since this assignment simulates a real-life situation, it is necessary that you choose a real shopping centre as the object of study. I suggest that you select a shopping centre that at least one of your team members frequently visits. Before you finalise on your choice, ask yourselves the following questions.
What is the centres PCA (Property Council of Australia) classification?
Is the centre too large or too complex for you to implement a comprehensive analysis?
Is the centre too small for you to achieve the specified objectives in Description?
What is its catchment area or market area?
What is its main competitor, e.g., another shopping centre?
Is information readily available for the two shopping centres and for their market areas?
If you could answer all these questions, you are likely to get a fruitful experience from doing this exercise. I suggest that you avoid any shopping centres with more than 100 or less than 10 shops. Ideally, it should also have a shared and common mall.
2. The market analysis
Once you identify the catchment area of the shopping centre, you could implement a market analysis. Note that the objective of this market analysis is to collect information useful for you to formulate a management plan that responds to the owners queries. This market analysis should focus on the catchment area itself, not the general macroeconomic conditions. For example, discussions on general trend in the retail sector (e.g., entertainment, leisure activities, mixed development, and digital technology) must be embedded within this market area. The sources of your information should be reliable, e.g., Australian Bureau of Statistics, government websites, or other reliable secondary data providers. Moreover, graphs, photos, tables, and maps are useful devices to summarize information more effectively. Lastly, you need to consider future trends as well as current conditions.
The market analysis should include ANY combinations of the following components describing the catchment area:
Macroeconomic trend relevant for the operation of the centre
Boundaries and land usage
Planning codes and regulations
Population statistics and trend
Major employers and industries in the area
Income, employment, migration status, ethnicity, and other demographic characteristics
Local building codes and regulations
Transportation, utilities, and neighbourhood amenities (schools, hospitals, etc.)
Supply of retail establishments
Consumer demands: personal characteristics and shopping behaviour
Note that you do NOT have to include all the components above. You may also consider other factors. It is up to you to decide which element is more important. Some information may not be accessible for a shopping centre. Please focus on information that you could find and analyse.
3. The property analysis
In completing this assignment, you need to implement both web-based/references research or secondary research as well as primary research. You need to supplement your market analysis based on data from secondary sources with your first-hand observations of these shopping centres. Graphs, photos, tables, and maps are useful devices to summarize information more effectively. If possible, you should visit the shopping centres and observe foot traffic to their shops. After that, you collate data and organise the information to support your recommendations in the next section.
For the selected shopping centre, you need to provide a comprehensive property analysis. This property analysis, in combination with the market analysis, provides the basis of your management plan. You should compile and assess the following information (non-exhaustive):
A tenant list as complete as possible, by business type and other attributes if feasible,
An assessment of operating performance of each tenant through your observations (please do NOT ask the tenants for confidential business information),
Physical conditions of the building exterior, layout, common interior areas, common facilities, and other relevant factors if feasible,
Parking space, signage, traffic flow, and other features outside the property.
In the first step, you would have identified the primary competitor to your shopping centre. You should discuss briefly the rationale in choosing this shopping centre as its competitor. As requested by the owner, comparisons between the two shopping centres in their operating performance should be made. Due to data constraints, such comparison is necessarily qualitative. However, it should be based on evidence, e.g., your personal observations and analysis.
Please refer to the articles in the reference and the guest lecture by Ms. Kate Rooney for additional points of discussion that may be useful for your analysis. Below I provide a list of questions for you to consider:
What does the centre layout look like? Does the layout seem logical? Are shops positioned appropriately? For the large centre, you may be able to obtain a printed map or obtain it from the web. For smaller centres, you will need to provide a drawn plan (draw it to an approximate scale).
What are the paths of travel (in malls or walkways) through the centre? Are people encouraged to move in a particular direction? If so, how is this done?
Does there appear to be a balanced number of competitive and complimentary shops?
Are there any vacant shops? If so, what type of retail tenant would you recommend?
Does the centre appear well kept? Is it looking tired? What improvements could be made?
Is there sufficient car parking and is it convenient/safe?
Who are the anchor tenants? Do they appear to be trading well?
Do you think retailers are getting value for their centre contributions?
Has the centre attempted to increase sustainability?
Is there a Wow factor that is unique to the shopping centre?
How is common space utilised?
Is the centre making efforts to attract certain demographic group?
Has the centre made effort in closing the digital divide?
What issues or concerns would you have if you were the centre manager?
Again, DO NOT try to answer ALL questions. Focus instead on a few important questions relevant to your subject property. Moreover, information must be easily available for both the subject and comparable properties.
4. The management plan or recommendations
The primary objective of this section is to make recommendations that address the three questions raised by the owner. First, you must identify the owners objectives. The information you get from Assignment Context is the starting point. You are free to interpret the owners objectives from the information provided. Part of the job of a property manager is to help the owner clarifying her goals systematically. Below is a possible summary of her objectives:
What should the owner do in the next few years to attract new tenants and retain good tenants?
What kind of tenant mix could make the centre more competitive in a post-COVID environment?
What is the main competitor to the owner? How might she respond to the threats posed by her competitors?
You may have a different focus.
In your recommendations, you may want to answer the following questions.
What are the concrete steps that the owner could make to address the owners concern?
Could you provide a timeline of implementation?
Which type of improvements or investments in the property should be prioritised?
Could you design an implementation plan incorporating all the above elements?
What resources are needed to implement these changes?
What are the major constraints preventing the full implementation of your plan?
Again, you are free to make other recommendations. Please ensure that you link them with your findings in the market analysis and the property analysis. At this stage, a comparative income and expense analysis or a financial analysis is not feasible. Please refrain from doing that. Instead, you should focus on the qualitative issues.
5. Reference and Readings
Bruwer, JW 1997, Solving the ideal tenant mix puzzle for a proposed shopping centre: a practical research methodology, Property Management, vol. 15, no. 3, pp. 16072.
Caulfield, J., (2015) 5 Ingredients of Successful Mall Design https://www.bdcnetwork.com/5-ingredients-successful-mall-design [Accessed 08/07/2022]
Choice E, Castle, (2019) Shopping centre design tricks, https://www.choice.com.au/shopping/everyday-shopping/shopping-centres/articles/shopping-centre-design#tracking [Accessed 08/07/2022]
India Retailing (2015) Design Elements for a Successful Mall, https://www.indiaretailing.com/2015/02/04/shopping-centre/design-elements-for-a-successful-mall/ [accessed 08/07/2022]
Structure of Report
You will provide a business report incorporating the key requirements that address the issues raised above. Your report will be provided to the owner as an abridged management plan accompanying the bid for the owners management contract. Your report must have the following elements:
Body of Report includes the market analysis, the property analysis, and the recommendations or preliminary management proposal/plan.
Structural elements, not included in the word count, are required in your report and consist of:
Letter of Transmittal
Peer and Group Review of Teamwork (a template available in the assignment folder)
Executive Summary
Table of Contents
Referencing and reference list
Style Your assignment must comply with the formal business report style. This means that you need to devise section headings appropriate to the material you will cover. If you dont know what an Executive Summary and a Letter of Transmittal is, please check online, so you know what format it should take.
For more information on report writing, go to: http://www.deakin.edu.au/students/study-support/academic-resources/report-writing.
Group Work Instructions
Assignment Group Formation and Registration
This is a group assignment. Each group consists of 3 persons. Team of 2 persons is not recommended because this assignment involves considerable workload.
You will need to REGISTER your group in the Cloud Deakin site for Assignment 2 Part A. Under the tab Tools you will find Groups, click on this and it takes you to the Group folders where you will self-enrol in a numbered box with your group members. There are private discussion and group lockers attached to your group, where you can share documents, resources, and talk privately with your group members.
Managing your Teamwork
Management of team tasks - There are a number of ways your team can manage the required tasks. For example, your team can require each student to research and write-up some sections of the report. Or you can determine that you will work more co-operatively on all areas together.
To support your group work, there are private discussion and group lockers attached to your Cloud Deakin group (where you can share documents, resources and talk privately with your group members).
To better enable teamwork, I recommend that you use Microsoft Teams (see uploaded instructions for Microsoft Teams in your assessment folder and in the links below.). This new feature-rich environment is designed for teamwork and allows you to collaboratively work on your document, brainstorm, create checklists, video/audio call and chat, plan your work allocation and monitor the progress of your project all in one place. Of course, you are free to choose a collaborative platform that suits your need.
Using MS Teams will also allow you to capture the evidence of individual responsibility for planning and implementing team goals to inform and justify your peer evaluations.
Meeting agendas, minutes of meetings and action items.
Project milestones and deadlines
Written communications within the team, e.g. Email, chat, forums, MS Teams communication
Here are the resources to help you get started:
Microsoft Teams Student Support this website overviews the functionality of MS Teams and provides a download link
Microsoft Teams student group project scenario(this is a short video showing you how to set up and use MS teams)
MS Teams Guide (this document provides a quick overview of how to use MS teams)
Learning Outcomes
This task allows you to demonstrate achievement towards the unit learning outcomes. The ULOs are aligned with specific graduate learning outcomes that is, the skills and knowledge graduates are expected to have upon completion of their studies and this assessment task is an important tool in determining achievement of those outcomes.
Unit Learning Outcomes (ULO) Graduate Learning Outcomes (GLO)
ULO 2: Apply legal, economic, ethical and sustainability principles and/or practices to property management. GLO1: Discipline-specific knowledge and capabilities
GLO2: Communication
ULO 3: Examine and evaluate property management roles and issues in planning, design, maintenance and strategic property management. GLO1: Discipline-specific knowledge and capabilities
GLO4: Critical thinking
GLO5: Problem solving
If you do not demonstrate achievement of the unit learning outcomes, you will not be successful in this unit. It is good practice to familiarise yourself with the ULOs and GLOs as they provide guidance on the knowledge, understanding and skills youre expected to demonstrate upon completion of the unit. In this way they can be used to guide your study.
Submission
Because this assignment (assignment 2 part A) is a group-based assignment, please ensure that you submit one document into a group assignment drop box with all student names and IDs on the front page of the submission. You are to submit your assignment in the Assignment Dropbox in the MMP221 Property Management CloudDeakin unit site on or before the due date. Note that the assignment drop box is named T2 2023 MMP221 Assignment 2 Part A. When uploading your assignment, name your document using the following syntax: <your surname_your first name_your Deakin student ID number_[unitcode].pdf (or .docx). For example, Jones_Barry_123456789_ABC123.pdf. Please use the name of the person who submits the assignment on behalf of the group.
Submitting a hard copy of this assignment is not required.
You must keep a backup copy of every assignment you submit,until the marked assignment has been returned to you. In the unlikely event that one of your assignments is misplaced,you will need to submit your backup copy.
Any work you submit may be checked by electronic or other means for the purposes of detecting collusion and/or plagiarism.
When you submit an assignment through your CloudDeakin unit site,you will receive an email to your Deakin email address confirming that it has been submitted.You should check that you can see your assignment in the Submissions view of the Assignment Dropbox folder after upload,and check for,and keep,the email receipt for the submission.
Marking and Feedback
The marking rubric for this task is below and also available in the MMP221 Property Management CloudDeakin unit site - in the Assessment folder (under Assessment Resources).
It is always a useful exercise to familiarise yourself with the criteria before completing any assessment task. Criteria act as a boundary around the task and help identify what assessors are looking for specifically in your submission. The criteria are drawn from the units learning outcomes ensuring they align with appropriate graduate attribute/s.
Identifying the standard you aim to achieve is also a useful strategy for success and to that end, familiarising yourself with the descriptor for that standard is highly recommended.
Students who submit their work by the due date will receive their marks and feedback on CloudDeakin 15 working days after the submission date.
Extensions
Extensions can only be granted for exceptional and/or unavoidable circumstances outside of your control. Requests for extensions must be made by 12 noon on the submission date using the online Extension Request form under the Assessment tab on the unit CloudDeakin site. All requests for extensions should be supported by appropriate evidence (e.g., a medical certificate in the case of ill health).
Applications for extensions after 12 noon on the submission date require University level special consideration and these applications must be must be submitted via StudentConnect in your DeakinSync site.
Late Submission
If you submit an assessment task after the due date without an approved extension or special consideration, 5% will be deducted from the available marks for each day after the due date up to seven days*. Work submitted more than seven days after the due date will not be marked and will receive 0% for the task. The Unit Chair may refuse to accept a late submission where it is unreasonable or impracticable to assess the task after the due date. *'Day' means calendar day for electronic submissions and working day for paper submissions.
The due date is Sunday 24 September 2023, by 8 pm (AEST). Calculation of the late penalty is as follows:
1 day late: submitted after Sunday 11:59pm and before Monday 11:59pm 5% penalty.
2 days late: submitted after Monday 11:59pm and before Tuesday 11:59pm 10% penalty.
3 days late: submitted after Tuesday 11:59pm and before Wednesday 11:59pm 15% penalty.
4 days late: submitted after Wednesday 11:59pm and before Thursday 11:59pm 20% penalty.
5 days late: submitted after Thursday 11:59pm and before Friday 11:59pm 25% penalty.
6 days late: submitted after Friday 11:59pm and before Friday 11:59pm 30% penalty.
7 days late: submitted after Saturday 11:59pm and before Friday 11:59pm 35% penalty.
Dropbox closes Sunday 1 October 2023 after 11:59pm AEST time.
Support
The Division of Student Life provides a range of Study Support resources and services, available throughout the academic year, including Writing Mentor and Maths Mentor online drop ins and the SmartThinking 24 hour writing feedback service at this link. If you would prefer some more in depth and tailored support, make an appointment online with a Language and Learning Adviser.
Referencing and Academic Integrity
Deakin takes academic integrity very seriously. It is important that you (and if a group task, your group) complete your own work in every assessment task Any material used in this assignment that is not your original work must be acknowledged as such and appropriately referenced. You can find information about referencing (and avoiding breaching academic integrity) and other study support resources at the following website: http://www.deakin.edu.au/students/study-supportYour rights and responsibilities as a student
As a student you have both rights and responsibilities. Please refer to the document Your rights and responsibilities as a student in the Unit Guide & Information section in the Content area in the CloudDeakin unit site.
[Rubric to be added on the following page]
T2 2023 MMP221 Assignment 2 Part A Abridged Management Plan Rubric
Performance Levels/Criteria N (0-29) N (30-49) P (50-59) C (60-69) D (70-79) HD (80-100)
Identify the catchment area of the shopping centre, analyse and evaluate trend and major characteristics of the market area
(6 marks)
ULO 3 (GLO1, GLO4)
This section is missing or market area is not identified.
Demonstrate no capacity to collect, process, and summarize data.
Demonstrate no capacity to critically assess the trend and major characteristics of the market area.
(0-1.8 marks) A market area is identified with ambiguity.
Limited efforts to collect, process and summarize data. Some sources are inappropriate or irrelevant.
Lack of synthesis of information or no personal opinion with the support of evidence.
(1.8-3.0 marks) A market area is identified with insufficient justification.
Demonstrate substantial efforts to collect, process, and summarize data from relevant sources. However, the analysis lacks depth and breadth.
Some synthesis of information, but no opinion or with limited supporting evidence.
(3.0-3.6 marks) A market area is clearly specified with good justification.
Good efforts to collect, process, and summarize data from reliable sources. However, the analysis lacks depth or breadth.
Some synthesis of information to reveal some patterns and some opinions with supporting evidence.
(3.6-4.2 marks) A market area is well defined.
Excellent breadth and some depth in the efforts to collect, process, and summarize data from a range of reliable sources.
Good synthesis of information to reveal patterns and differences. Appropriate opinions with the support of sufficient evidence.
(4.2-4.8 marks) A market area is well-defined.
Excellent breadth and depth in the efforts to collect, process, and summarize data from a good range of reliable sources.
In-depth synthesis of information to reveal insightful patterns and differences.
Good insights with a variety of supporting evidence.
(4.8-6 marks)
Identify the main competitor of the shopping centre, compare it with the subject property, critically assess the major characteristics of both properties
(6 marks)
ULO 3 (GLO1, GLO4)
This section is missing.
The comparable property is not identified or compared with the subject property.
Demonstrate no capacity to collect, process, and summarize primary data.
Demonstrate no capacity to critically assess major characteristics of the property.
(0-1.8 marks) The comparable property is identified with ambiguity or not compared with the subject property.
Some efforts to collect, process and summarize primary data. Some sources are inappropriate or irrelevant.
Lack of synthesis of information or personal opinion with the support of evidence.
(1.8-3.0 marks) The comparable property is identified with no justification, or it is not appropriately compared with the subject property.
Demonstrate substantial efforts to collect, process, and summarize data from relevant sources. However, the analysis lacks depth and breadth.
Some synthesis of information, but no personal assessment or with limited supporting evidence.
(3.0-3.6 marks) The comparable property is identified with justification. It is compared with the subject property, but comparison lacks depth.
Good efforts to collect, process, and summarize data from reliable sources. However, the analysis lacks depth or breadth.
Some synthesis of information to reveal some patterns and some assessments with sufficient supporting evidence.
(3.6-4.2 marks) The comparable property is well identified. It is compared with the subject property with good insights offered.
Excellent breadth and some depth in the efforts to collect, process, and summarize data from reliable sources.
Good synthesis of information to reveal patterns and differences. Appropriate and in-depth assessments with the support of evidence.
(4.2-4.8 marks)
The comparable property is well identified. Comparison with the subject property offers good insights with clear implications for management strategy.
Excellent breadth and depth in the efforts to collect, process, and summarize primary data from reliable sources.
In-depth synthesis and assessment of information, which reveal insightful patterns with immediate strategic implications.
(4.8-6 marks)
Summarize the owners objectives, make recommendations on planning, improvements to the subject property, and implementation strategy
(4 marks)
ULO 3 (GLO1, GLO5)
This section is missing.
No summary of owners goals.
No or irrelevant recommendations for planning and improvements.
Provides no guidance on how the recommendations might be implemented or addresses contextual factors identified in property/market analysis.
(0 -1.2 marks)
Limited summary of owners goals.
Recommendations for planning or improvements are offered. But they are not related to owners queries or findings in market/property analysis.
Limited guidance as to how recommendations might be implemented but not addressing contextual factors identified in property/market analysis.
(1.2- 2 marks) A summary of owners goals is offered.
Some recommendations on planning or improvements relate to at least one of the owners queries. The recommendations are not linked to findings from market/property analysis.
Acceptable guidance as to how recommendations might be implemented while addressing limited contextual factors identified in property/market analysis.
(2 2.4 marks) A summary of owners goals is offered with justification.
Good recommendations that are directly related to the owners queries. Some recommendations are justified by findings from market/property analysis.
Reasonable guidance as to how recommendations might be implemented while addressing some contextual factors identified in property/market analysis.
(2.4 2.8 marks)
Owners goals are well-elaborated and linked to information provided.
Practical recommendations that address owners queries with supporting evidence from market/property analysis.
Detailed guidance as to how recommendations might be implemented while addressing sufficiently contextual factors identified in property/market analysis.
(2.8 3.2 marks)
Owners goals are well-elaborated and linked to information provided.
Practical and insightful recommendations that directly address the owners queries with close linkages with findings in market/property analysis.
Detailed and insightful guidance as to how recommendations might be implemented while addressing in-depth multiple contextual factors identified in property/market analysis.
(3.2 - 4 marks)
Effectively communicate information to the owner
(Structure, language, format, style of presentation, clarity)
(4 marks)
ULO 2 (GLO 2)
Several essential sections are missing. Structure of the report is non-existent or wrong. Regular language errors impeding meaning. No efforts in improving presentation style, e.g., tables, graphs.
No demonstration of awareness of context or purpose of this report.
(0 -1.2 marks)
One or two essential sections are missing. Structure of the report is confusing.
Frequent language errors impeding meaning. No efforts in improving presentation style, e.g., photos, maps.
Lack of awareness of or incorrect context of this report.
(1.2- 2 marks)
All essential sections are present. Structure of the report is consistent. Uses basic English that conveys meaning. Occasional errors exist, impeding clarity. Limited efforts in improving presentation style. Basic awareness of context and purpose.
(2 2.4 marks)
All essential sections are present. Structure of the report is clear. Uses straightforward English that conveys meaning. Occasional errors occur. Some efforts in improving presentation style. Consistent awareness of context and purpose.
(2.4 2.8 marks)
Structure is well designed. Consistently uses graceful English that communicates meaning with clarity and fluency.
Minor errors exist. Good efforts in improving presentation style. Thorough understanding of context and purpose.
(2.8 3.2 marks)
Structure is well designed. Consistently uses graceful English that communicates meaning with clarity and fluency. Engaging writing style with no errors. Excellent style with good visual aids that integrate well with writing. Comprehensive understanding of context and purpose.
(3.2 - 4 marks)
Overall
(Total marks 20) 0 - 6 marks
Or equivalent (N) 6 - 10 marks
Or equivalent (N) 10 12
Or equivalent (P) 12 - 14 marks
Or equivalent (C) 14 16 marks
Or equivalent (D) 16 - 20 marks
Or equivalent (HD)
