We were commissioned to conduct a structural review of the Learning and Development (L&D) function within a large NSW State Department. The Review followed a recent major restructure of that included consolidation of agencies and realignment of Department districts.
The objectives of this Review were to:
1. Examine and understand the L&D function and structure;
2. Examine the delivery of the L&D function with reference to:
Aligning L&D services with the needs of the Department Districts;
Meeting the training needs of all stakeholders in the most efficient way possible;
Examining options for delivery of learning services, including eLearning and other models; and
Ensuring consistency in the quality of the training delivered.
3. Identify areas for improvement in the delivery of services;
4. Develop a suite of recommendations for implementation; and
Recommend options to meet the service delivery requirements.
In order to understand the L&D function and structure across the Department; we adopted a participatory approach which involved extensive consultation with staff and stakeholders through in person interviews. This allowed us to research the delivery of the L&D function with particular reference to:
Aligning services with the needs of Department Districts;
Meeting the training needs of all Department staff in the most efficient way possible;
Ensuring consistency in the quality of the training delivered; and
Understanding the impact of a planned integration of BusinessLink into the Department’s Corporate Services.
The Review involved extensive stakeholder consultation. In total:
42 FACS staff participated in focus groups and interviews; and
18 stakeholders participated in interviews.
Following the consultation program, we presented a summary of findings to staff and worked with staff in a co-design workshop to generate solutions to the issues raised in the Review, which led to:
A suite of recommendations relating to governance, structure, roles, processes and services; and
Options for the operating model and structure of the L&D function.
Subsequent to the Review, we were commissioned to support the Department with an assessment of the barriers to be managed to transition to the new model. This report outlined the key next steps required to bridge resourcing gaps and to best meet the current and future L&D needs of the Department as a whole throughout the change.
Identify specific L&D requirements across the Department;
Establish the resourcing, workload and work distribution of L&D; and
Measure current resourcing against the identified L&D need, identifying areas of misalignment, duplication or resourcing gaps.
We presented the key findings from the Gap Analysis to L&D staff at a quarterly staff forum. As part of this forum, we facilitated an activity in which staff were asked to form working groups to address key areas of development need, as identified in the Analysis. Following the success of this activity in the forum, these working groups were formally established to continue implementing the recommendations of the Analysis and the L&D Review.