Future Defence Registered Training Organisation

The Situation

  • Changing regulatory environment
  • Ongoing top-down internal reform and organisational change
  • Accredited training is a subset of all training
  • Four Defence RTO’s with significant replication of administration, courses, and costs
  • Cultural purity resists changes to training management
  • Records management requirements for at least 30 years requires consideration of business architecture

The Requirement

Review the existing framework to recommend viable future models

The Challenge

  • Lack of data integrity
  • Lack of holistic understanding of the need for change amongst many stakeholders
  • Ensuring governance meets changing regulatory and Defence obligations
  • Management of transitional RTO issues and separation of proficiency and other training
  • Sustainable resource attribution especially during the change program

Benefits realised (for client organisation and individuals)

  • Development of objective comparators for valuing RTO activities
  • Development of objective resource attribution models for recommendations
  • Approval of first submission of Business Case by key stakeholders
  • Engaged (improved well-being) stakeholders to enable Implementation of all activities
  • Implementation in accordance with specified timeframe and resources
  • Realisation of all cost and resource savings
  • All four RTOs received unqualified audit findings during implementation

Methodology (why DTD)

  • Determination of the information requirements for key stakeholder approvals
  • Research to determine information requirements of implementation
  • Development of a causal drivers to develop a cohesive framework that enables change
  • Identification of integrated: KPIs, PIs, risks, issues, critical success factors and the SMARTs (Specific, Measurable, Attributable, Realistic, Timely) to achieve the outcome
  • Stakeholder engagement to acknowledge the need for change and identification of second-order issues
  • Optimised and resilient implementation plan based upon key risks being realised.
  • Succession and contingency planning to manage the implementation plan

Key People

  • Doug Mitchell

Get in Touch!

Contact Number

(02) 6156 0458




PO Box 6826, Charnwood ACT 2615