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 National and State TIP management with Representation of all key stakeholders could be Programme statebystate TCG input. required at a national, strategic management level. TCG process varies across states but generally This management partnership would focus on all involves limited, state-specific DVA and ESO areas of the development of advocacy and set a Community input. national, consistent strategic direction. Set strategic direction for the capability National and State TIP management controls A capability framework would be developed. framework 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. Communications, engagement and Communication between all stakeholders is Formal, clear communication paths between the change culture adhoc. There is no consistent communications members of the partnership could be developed. mechanism nationally or at state level. 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 No current, agreed, consistent, national Verification of the quality and consistency of the – Quality assurance approach. training programme and its alignment with adultlearning and best-practice principles. Minimal involvement from DVA and the ESO community.
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.
atdp_blueprint.docx