Program Director Contact Details:
Innovation and Entrepreneurship (PG)
Name: Prof Paul Steffens
Phone: +61 8 8313 7512
Email: paul.steffens@adelaide.edu.au

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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 and in 2016 received a Fresh Scientist Award for her work in addressing complex social policy problems with complexity science.

Email: sharon@communitycapacity.com.au

Monday 10th April 2017 to Sunday 18th June 2017

On successful completion of this course, students will be able to:

1	Explain the characteristics that define social entrepreneurship
2	Describe different forms of social enterprise organisations
3	Apply and critique social entrepreneurship frameworks
4	Explain key considerations in resourcing social entrepreneurship
5	Apply the theory of change model for social enterprises
6	Describe the 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.

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

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. Access to the Library's electronic resources.

LEARN is the University of Adelaide’s platform for dedicated online delivery. LEARN is a customised version of Moodle, and houses all course requirements including the course profile, announcements, additional course materials (beyond the prescribed text), assessment items, discussion forums, grading, feedback, links to various university and course resources, an internal website email system, a technical assistance facility, etc. LEARN is only accessible once the URL and a password have been provided to the student on enrolment. Students are given access to the course prior to the start date to familiarise themselves with the operational aspects and functionality of the website. 

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.

Schedule

Week	Content	Reading/Activities
1	Introduction to social 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
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.
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
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.
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%)
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.
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
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.
5	Social 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
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.
6	Resourcing social entrepreneurship	Core Text: 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%)
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.
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%)
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.
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
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.
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%)
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.
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%)
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.

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

#	Assessment Task	Length	Weight	Due Date/Week	Learning Outcomes
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

Assessment 2: Social Entrepreneur Interview and Report

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

Task:
Scope:
This assignment will assess your understanding of the Topics 1, 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

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 Topics 1, 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

Assessment 4: Social Enterprise Sustainability Plan

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

Task: • 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:
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

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

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:
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

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: As part of your assignment, please add the completed University of Adelaide Assessment Cover Sheet to your assignment, 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. Where applicable, also include the word count excluding title pages and references.
• 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 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 (Unless otherwise stated in 'Assessment Related Requirements' or 'Assessment Detail' above). 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 resubmission will only be granted on medical or compassionate grounds.