Page 3011 - Week 11 - Thursday, 22 October 1992
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• courses aimed at improving the efficiency and effectiveness of the operation of
the Division through the adoption of alternative practices, ideas and procedures such as
Total Duality Management and Performance Appraisal courses.
In addition the Division supports staff attending courses at institution by paying a contribution towards EXECS and allowing time off work and runs in-house training courses on the implementation of the new legislation and on the leasehold system and other areas of operation within the Division.
ACT PLANNING AUTHORITY
in the ACT Planning Authority, staff development is undertaken in a number of formal and informal ways:
Formal training includes in-house and external courses which are planned to improve staff skills in a wide range of technical and managerial areas. Examples, of this type of training include in-house training for Senior Officer Grades in relation to the ACT Government Service Performance Management Program, an external structured program of training for Middle Managers and in-house training for most staff in the use of the Development Application Register Tracking System (DARTS).
hdornwl training takes the form of staff attendance at and contribution to professional . trceafseininars etc, in-house presentations by various staff members on topics .if lose to other staff etc.
( 2 ) Was there any follow up as to the effectiveness of the programs:
ENVIRONMENT AND CONSERVATION DIVISION
The programs are assessed using techniques such as a comparison of entry and exit data, individual pre and post course assessments, post course questionnaire, and recall sessions after 3 months.
Outside providers such as TAFE. Organisation Development Service and private *=eg are requested to provide an evaluation at the conclusion of all courses.
LAND DIVISION
Follow up on the effectiveness of these courses is done formally through the preparation of a report on the course by those attending and includes the value and effective of the course and whether attendance by others is recommended. Often a presentation on the course is provided to fellow officers so that information may be passed on and other staff can determine the relevance of attendance as part of their own
Informal kdDw up occurs tfroughSecdon meetings prompting discussions between officers on the merits of courses and the benefit or otherwise of attendance.
The development and Introduction of the Divisional Training Strategy and the coordination of-tnaMing.and staff -development which is expected to be implemented shortly will include a rigorous evaluation model.
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