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
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