Try the all-new QuickBooks Online for FREE.  No credit card required.


Document Sample
jim Powered By Docstoc
					                                        FINAL REPORT
                                            Due date:
                                    Friday 14 December 2001

                      Jim Kesting
                      Port Adelaide Training & Development Centre (PATDC)

The final report will be loaded to the website and sent to the Steering
Committee, project sponsors and other interested parties.

1. Report the outputs and outcomes of your development program
   against your development plan goals and learning strategies.

Personal Development

Following the induction sessions I aimed to focus on opportunities for the
development of leadership skills. Following research and discussions with various
providers, I decided it was my presentation and speaking skills that would best
improve leadership activities in my work environment. A workshop “Speaking
with Confidence” in July was the first part, postponing the second component until
Jan 2002. This is 18 hours over 6 days in a package called “beyond words”. (I
have now attended this and it was very beneficial.)


Following a Thiagi workshop ‘Instructional Design – have we got it all wrong’ I
have progressed with my own research, implementation and evaluation. Using
study and research time through the FLL program I have developed two models
for learning material development in my context.


Further to the visits described in the interim report (Sept 2001), I visited many
more training providers, both RTOs and in industrial workplaces. These ranged
from Surf Lifesaving to an exploration drilling company.

Final FLL report – Jim Kesting                                       Page 1 of 4

Many hours were spent reviewing the vast amount of information that was
accessed. In addition to researching State ITABs, I was able to research national
institutions, gaining a wider view of the training activities and direction. A great
deal of research time was also used to follow up companies and training initiatives
described in e-groups or training magazines.


Another important outcome of my program is the professional edge I now apply to
all aspects of my work. With any activity I can ask myself “Is there a better
way?” and “Who can I ask?”. My networks are now both global within ExxonMobil
and also a growing global network in various, different environments.


Aligned to my goal to focus on the evaluation and effectiveness of training in
industrial applications I used the conferences to maximise my contact with
workplace applications.

Work experience

As described in the Interim Report my “work experience” activity brought together
two RTOs and the training department of AMCOR Glass. The outcome is a gain
for both business and education, with up to 60 trainees to be signed up on initial
employment. My “work experience” continues in this regard, as our consortium
has developed a strategy to take to other medium to large employers.

2. Analyse what you have learnt from your experiences as a Flexible
   Learning Leader that will have an impact on flexible learning in
   VET. (This should be the longest part of your report)

The FLL program gave me the opportunity to experiment outside of the RTOs
square. Normally, when you look at something and ask “Can we do this a better
way?”, time restrictions force you to do it the way it has always been done. For
two projects now I have taken the time to incorporate new knowledge for better
delivery of VET with a business outcome.

Final FLL report – Jim Kesting                                         Page 2 of 4
3. Describe the most significant benefit from the Flexible Learning
   Leaders program for:
 you
 your organisation.

For myself, the most significant benefit from the FLL program is my clearer
understanding for VET in the workplace. Despite political structures and funding
frameworks the success of delivery is at the coalface. By researching wider
national activities I have gained a clearer picture of successful and unsuccessful
implementation strategies.

4. Identify how you have shared (or are sharing) your learning with
   others in your organisation, with other Flexible Learning Leaders,
   with other Strategy 2001 projects etc. Outline how you will
   continue to share your knowledge more widely (ie. State/Territory
   and Australia) in the future.

My learning from the FLL program is significantly improving the process to deliver
and assess workplace training with economic outcomes. Sharing my learning
within my organisation will be through copying these processes into other regions
and industries.

5. Summarise in a series of points – no more than 10 - what are the
   key directions for flexible learning in VET for the next two years.
   Your summary should be based on your experiences this year as
   a Flexible Learning Leader and could be a succinct statement of
   the analysis you have provided above.

   With the development of computer-based support materials a more efficient
    delivery of off-the-job training will result. This will be through extended hours,
    composite classes, rolling intake, etc.
   There are ever increasing demands placed on businesses that the training
    departments must address. These are
         environmental emissions
         safety
         economic returns
         wage structures
         career structures
   More focus will be on the business needs that training must meet. If the
    training initiative only addresses the educational outcome it will not be picked
    up by businesses.

Final FLL report – Jim Kesting                                         Page 3 of 4
   As training becomes more driven by workplace (business) needs, so too,
    funding models can also change to support training initiatives for small
    businesses. Current funding models allow only large scale initiatives to have
    sufficient incentive money to warrant a change in delivery processes and
    design. In one presentation I have suggested that having ‘incentive’ money is
    an indication that the training may be a burden. Providing training that has
    economic outcomes to the business has NO need for ‘incentive’ money, and if
    matched to the needs of small business, will also be picked up by them.
    Unfortunately to meet the diverse training needs of small businesses this will
    require greater effort per student hour. Funding model will need to address
   As businesses implement a workplace training culture for economic returns,
    the recognition of competencies will have a business flavour. RTOs will need
    to use these as performance criteria against national competencies.
   Self study, computer-based learning, intranets and internal training will
    increase, taking the role of the RTO to more of a training and assessment
    initiative implementation organisation.

Final FLL report – Jim Kesting                                      Page 4 of 4

Shared By: