The proposed project will facilitate an Industry wide strategy to the development of a Strategic Approach to ensuring the positioning of the Disability Sector as a relevant, needs focused industry that is demonstrating a commitment to the increasing professionalisation of the sector through leadership and facilitated change management. The underpinning driver of the project is to provide a vehicle for strategic leaders in the Disability Sector – RTOs and community based organisations and others to understand , support and champion VET training as the means to achieve these goals and to develop and build further strategic links between the Disability Sector, RTO, Statutory bodies and the National Training Framework. This project will be a logical continuation of the seeding work that has been laid down through other RTF projects that have been achieved under funding goals in 2004 and 2005. The project is about more than change management within an organisation – it is about having an opportunity to lead and facilitate change in the way an industry perceives, mobilizes and presents itself – initially on a NSW State wide basis and ultimately on a national basis. The project will be about identifying potential players , calling for expressions of interest and incorporating senior managers of community based organisations, private and public RTOs, representatives of peak bodies and statutory bodies as well as client representation to co-hese and lead innovation and change in the Disablity Sector through widespread support of the CHC02 Community Services Training Package.

This proposal is a major strategic and change management strategy that on completion of this project the rural and remote VET Co-ordinators will become strategic change agents for CDU within their remote localities and communities. As the group is geographically isolated, these key VET practitioners will become more cohesive, resourced and professionally resilient as a direct result of this project. They will plan and evaluate high quality VET programs in their regions utilising endorsed training packages in a manner that meets AQTF standards and CDU’s Strategic Directions. They will be pivotal in the achievement of a vibrant VET national training system by performing a range of functions; •assist review of CDU’s current structures and functions •assist training providers with new approaches •analyse industry training trends and future directions (Mitchell & Young, n.d.).

This project will use existing networks to firstly identify and recognise the impending crisis in workforce supply issues facing Health in South Australia. This will be used to develop a new workforce model for Health using the VET Sector as the key platform for planning and role redesign. The Aboriginal Health workforce will be a key component in this. A two part strategy will be developed in partnership with RTOs and the Education sector. The first will develop build career based programs for young people to reflect the Future Roles modelling. The second part to this strategy will investigate and propose a partnership approach to developing a new RTO model specific to the needs of the Health workforce of the future.

A range of strategic initiatives will come to completion during 2006. They directly affect how teachers work and achieve improved outcomes for learners. These organisational structures increase student access and communication methods which will change the teachers’ approach to developing learning materials, student support and teaching strategies. The uptake, sustainability and further strategic development of these initiatives rely on the teaching staff using the new methods of information storage and communication. This project identifies a group of Education Managers across the Institute to act as internal Change Agents and leaders of change. The focus will be on the leadership and mentoring of others to initiate changes in work practice.

The objective of the project is to develop a Governance Model for education within the South Australian Ambulance Service (SAAS). This model will focus on the strengthening of education as a key strategic objective for the organisation.

Aim: To improve the quantity and quality of student learning through the development and retraining of tenured staff in improved and innovative teaching skills and practices necessary to meet the changing needs of our clients in a local and global workforce and an ever evolving educational environment. In this way the project enables Southbank to determine their educational culture and change strategies to underpin continuous improvement in teaching and learning. Specifically the project aims to build the capacity of the new appointed Educational Leaders (change Agents) to: •Design a professional development and change management plan to promote and develop excellent teaching practice for all Southbank teaching staff. •Change the teaching practices of all teachers to include; adult learning principles, blended learning and the use of technology and delivery in alternate learning environments. •Develop an effective formative evaluation process that efficiently determines characteristics of each teacher and aids in their continuous improvement and professional development. •Develop a set of “tools” based on the characteristics of excellent teachers that can be used by educational leaders to promote change in teaching practice to reflect the ever-changing environment of VET teaching. •Promote and model best practice in the institute.

St George & Sutherland Community College (SGSCC) is an adult and community education (ACE) provider with a proud history of VET provision (485,171 student contact hours 2005), but urgently needs to reposition itself to become a financially independent, proactive RTO which excels at implementing the national training framework. As a result of undertaking this strategic and change management project, the College will be more customer focussed in developing and delivering accredited training. In particular, the College will be more flexible and responsive to the training requirements of both industry and individual customers, in meeting their needs for customised training. Additionally, the College’s improved strategic management processes will increase its ongoing capacity to build and sustain partnerships with industry and the community in southern Sydney and surrounds

This project aims to improve Swinburne TAFE’s capacity to embed workplace training and delivery as a core strategy.

Riverina Institute is working in a partnership with Huhtamaki Australia to address their national training needs. This change management project is designed to ensure: •each of the six Huhtamaki sites is ready to take on significant cultural change •Riverina Institute delivers the training consistently across each Huhtamaki site •the Riverina Institute staff working in a virtual team in remote locations work in synch •Riverina Institute functional divisions appreciate the complexities of delivering the training nationally in the workplace, so all Institute stakeholders make appropriate policy and procedural changes to support the training partnership.

The proposed project outcomes are: -The development of new skills by Institute managers and staff in the implementation of Unit Based Enrolments. The implementation of unit based enrolments requires a culture change within the organisation therefore managers will be required to use change management strategies to bring about this culture change. -The development of high performing teams, through effective leadership and change management strategies, which will result in staff having the capacity to respond to the implications to our Institute of unit based enrolments and the needs of the national training system and meet the needs of our learners. -The determination of appropriate organisational structures, cultures and strategies that will underpin continuous improvement in the implementation of unit based enrolments and the teaching, learning and assessment strategies and resources required for unit based delivery. -The development of strategic and change management skills within senior and middle-level management to better respond to the requirements of unit based enrolments. The skills developed in the implementation of unit based enrolments will also position the Institute to build the capacity of Institute staff to function more effectively in a competitive training market; increase current relationships with industry through unit based enrolments; and retrain staff to better meet the needs and demands of students

The Queensland Skills Plan, released in March 2006 has set a new direction for VET in Queensland. The plan placed a requirement on the State’s TAFE Institute’s to collaborate on building capacity to implement customized delivery of training through blended and distributed learning models. The project outcomes, relating to Networked Management of Change to Blended and Distributed Delivery in TAFE QLD will be as follows: •Increased capacity to customise training to industry needs and across a wide range of National Training Packages •Increased flexibility of delivery and access to training for all Queenslanders •High performing networked organisational structure •Client focused, responsive culture •Networked Management Model and Change Plan creating capacity to meet needs of multiple learners/contexts •Serve as a model for managing change in regards to other VET challenges

The TAFE SA Regional Institute proposes to develop a strategically orientated organisational culture across the broad expanse of the new Regional Institute in order to better place it achieve the vision, mission and outcomes of both its recently developed Strategic Plan within that of DFEEST and the SA Government. The project aims to: •Articulate the behaviours and attitudes necessary to achieve the institute’s strategic goals •Develop a cohesive organisational learning culture which recognises and supports best practice across the whole institute •Develop an institute-wide communications strategy for providing information and support to all members of the organisation across the broad expanse of its operations •Use technology to enhance and improve both the organisation’s communications and business operations •Implement an Action Plan to achieve agreed outcomes •Manage the transition to change and sustain the momentum

Phase One William Angliss Institute of TAFE (WAI) has just completed a strategic review and planning process which has culminated in the development of a new strategic plan. Phase two The purpose of the project will be to support implement the strategic planning process. • The strategic plan identified 4 key areas for major change o Learning and teaching o Innovation o Workforce management and development o Marketing • WAI has identified the following cultural aspiration to shape WAI actions: o A market focused; o Learner and customer centric o innovative o Learning organisation