Attachment A - of responsibility and Possible Improvements The following takes the responsibilities detailed above and examines how the current system could be improved to best meet these. New Tier - Responsibility Current Situation Possible Improvement Strategic Oversight Responsibility Set strategic directions for the Programme National and State TIP management with statebystate TCG input. TCG process varies across states but generally involves limited, state-specific DVA and ESO Community input. Representation of all key stakeholders could be required at a national, strategic management level. This management partnership would focus on all areas of the development of advocacy and set a national, consistent strategic direction. Set strategic direction for the capability framework National and State TIP management controls formal training policy with limited input from DVA. There is some state-based TCG input, but TCG process varies significantly across states and generally involves limited, state-specific DVA and ESO Community input. A capability framework would be developed. Communications, engagement and change culture Communication between all stakeholders is adhoc. There is no consistent communications mechanism nationally or at state level. Formal, clear communication paths between the members of the partnership could be developed. These would ensure consistent and co-ordinated messaging both between partnership members, practitioners and the community of current and former ADF members and their dependants. Ongoing monitoring and review – Quality assurance No current, agreed, consistent, national approach. Minimal involvement from DVA and the ESO community. Verification of the quality and consistency of the training programme and its alignment with adultlearning and best-practice principles.
Ensure all decisions made regarding resource use consider efficiency. Limited strategic oversight of resource availability or use. A national, consistent process for all stakeholders to co-ordinate the most resource efficient method of delivering the required learning and development to help reduce duplication of effort and inefficient expenditure. Capability Framework Management Responsibilities Identification of national requirements, responsibilities, development levels and pathways for advocates and practitioners National TIP management with limited from DVA. State-by-state TIP input. Minimal input from ESO Community. A high quality, nationally consistent capability framework could be developed and implemented. The quality of this framework could benefit from the assistance of independent expertise in adultlearning and best-practice education principles during its developing. The framework would focus on all aspects of training, rather than just classroom delivery and would be developed with significant input from all stakeholders. Development and maintenance of all learning and ensuring their compliance with national consistency and adult-learning principles: On-the-job training; Mentoring; Formal (classroom type) training; and Train-the-trainer training. National TIP management with statebystate TIP input and limited input from DVA. Minimal input from ESO Community. ESO community is responsible for OJT and mentoring. As above. Rigorous, nationally consistent, structures be put in-place to ensure timely and accurate updating of course content following DVA legislative or policy changes or other changes in the advocacy community. OJT and mentoring could become formal, consistently undertaken components of the capability framework.