BSBPMG522 Project Closure Report And Project Monitoring Sample Assignment

The Facilitation Development Review Project, hereafter referred to as the ‘FDR Project’, was for the creation and implementation of a revised facilitation development program for the Essentials of Care (EOC) Program. This program will enable the ongoing creation and advancement of facilitation knowledge and competence to implement the EOC program as well as the tracking and reporting of workshops and other learning strategies, and the growing of facilitation capacity across NSW Health.

Management of this project is currently with the PDT and, as agreed, the transition to NaMO will be completed no later than 8 months after project commencement. The period of performance was from 1 March 2014 to 30 September 2014. The period of transition is 01 August 2014 to 01 September 2014.

The budget for the FDR project is $65,000.00.

This report documents evidence that the project deliverables have been achieved to a high quality level, within the agreed timeframe and within budget. It also provides an overview of the transitioning approach and the closure actions that need to be completed by NaMO and HETI staff who will be managing the facilitation development program into the future.

Background

The Essentials of Care (EOC) Program is being implemented by teams in NSW Health state-wide. Fundamental to the program’s philosophy and to its sustainable implementation is the skill of emancipatory or transformational facilitation.

A facilitation development program (FDP) has been in place since commencement of the program 6 years ago and has been evaluated on an ongoing basis.

The FDR project came about as a result of a comprehensive evaluation of the existing program and as the need to formalise facilitation training became evident. 

It was agreed that the work needed to be completed by the internal staff of NSW Health and others working with the EOC Program at local level and that no additional staff would be contracted or employed to complete the project. This decision was based on the knowledge that NSW Health staff needed to have ownership of the program and that the expertise to complete this work exists within the health workforce at multiple levels. As employees of NSW Health there is an expectation that this expertise is utilised to increase the effectiveness of health care delivery and outcomes. 

Project Team:

The FDR project has been managed by the EOC Program Development Team (PDT), a team of 3 expert facilitators and one of whom took on the role of Project Manager. This core project team worked in collaboration with the NaMO Principle Adviser who was identified as project owner, and the NSW Chief Nurse and Midwife who is the project executive sponsor. The PDT convened a project team to work with them to undertake the review and required changes. This project team worked with and reported to the Facilitation Subcommittee of the EOC State-wide Committee. Members of the Facilitation Subcommittee were co-opted to work on the project either throughout the project or for short periods to achieve specific tasks. The benefit of convening this approach to the project work is the opportunities for individuals to develop project management skills as they work alongside experts as well as the opportunity for the project to be influenced by multiple perspectives, most importantly that of the people who work in the reality of the care delivery interface.

Project Purpose:

Original purpose of the FDR Project was

“… to review and update the existing facilitation development program and
curriculum, which aims to support facilitation capacity building to implement
the Essentials of Care Program”

The above project purpose remained unchanged throughout and at the end of the project.

Project Scope:

At the end of the agreed timeframe the following have been achieved within scope:

• A detailed program and curriculum that uses various delivery methods, to support the development of facilitation capacity amongst health care staff involved in practice change, and
• Gives priority to meeting the learning and development needs of facilitators of the Essentials of Care Program;
• Provides opportunities to other health care staff who will benefit from developing transformational facilitation skills that can be used in a range of situations;
• Provides opportunities for recognition of prior learning to health care staff who have gained facilitation skills through other approved learning programs;
• Key deliverables include a package of the master plan containing:
• a document that provides a comprehensive overview of the Facilitation Development Program, that has the primary purpose of supporting the implementation of the EOC Program;
• Details of the 4 levels of facilitation competence to be sought through the program – novice, advanced beginner, competent and proficient towards expert
• Detailed workshop programs with objectives, content, learning processes and evaluation strategies
• Learning resources including session plans, handouts and readings as well as references to further reading and online resources such as video clips
• All of the above contribute to accreditation of the program by a registered accreditation body for which the program has been submitted.

Alterations to Project purpose and Scope:

• The timeline was altered to adhere with end of financial year requirements; all funds had to be allocated prior to 390 June 2014. This resulted in timeline and milestones being brought forward and the project ending 2 months earlier than planned.
• Midway through the project a decision was made by NSW Ministry of Health (MoH) that all education and training for health staff will be administered and managed through the HETI. Therefore the project will transition to HETI who will administer and deliver the program thereafter. The NaMO management team will be an integral part of this transition and to supporting the HETI team during their acquisition of the program.

Quality Assurance:

Through the accreditation process there is assurance that the revised Facilitation Development Program is of high quality and meets the standards and conditions of the Australian Qualifications Framework and the accrediting body.  Appendix 1 is a copy of the correspondence relating to the program’s impending accreditation.

From the outset the use of evidence to inform the work has been paramount. This included data from the comprehensive facilitation program evaluation project that preceded this project, extensive literature critique and engagement with academic staff, recognition of best practice in relation to facilitation and analysis of existing facilitation development programs locally, nationally and internationally.

The operational structures supporting the project, including stakeholder involvement, sponsor and executive input and review at all stages, and documentation of achievements, risks and alterations to the product have further ensured the quality of the product.

Costings and Budget:

In summary the estimated costings during project planning were in some cases accurate, some were underestimated and others overestimated or costs were not incurred due to the transfer of tasks to other departments or the integration of existing resources.  However, the limited funding required creative use of time and resources and the procurement of additional funding through industry grants and innovation scholarships. Some savings were made by reducing the number of meetings and the need for people to attend meetings in person. Other savings included linking some learning resources to those provided through other departments and facilities – HETI and online facilitation sites. The cost of program accreditation was more expensive than originally predicted ($20,000) but this cost was shared with HETI who will be taking on the management of the program and will work with NaMO to deliver the program collaboratively.  Hence the cost of accreditation to NaMO was $10,000 still under the estimated cost. The additional cost of independent review of the program prior to submitting for accreditation was unforeseen and unplanned, and filming of the video clips took an extra day. The project still came in under budget with a positive balance of $1,960.00.

Table 1 provides a summary of predicted and actual costs with changes to the original costings in red.Table 1 - Summary of predicted and actual income and expenditure:

Schedule:

The project schedule was altered as a result of information from the finance department that all money had to be allocated before the end of the financial year. Therefore the remaining funds from previous research, which NaMO tagged for this project, had to be reallocated based on actual costings and expenditure. That meant the cost of web design, accreditation and resource development needed to be invoiced before 30 June 2014. Whilst some of this could be delayed, and in fact it was necessary to delay, until additional sponsorship and grant funds were secured, altering the project timeline and advancing some of the tasks required funds to be available ahead of schedule so that the team felt assured that the incurred costs would be met! Hence everything was brought forward throughout the project by several days to weeks resulting in project completion two months earlier than planned. It must be noted, however, that end of project milestone changed from having a product ready for release to handing the product over to HETI who will finalise, administer and deliver the program thereafter. Also, given that HETI collaborated on this work with the NaMO Project Team, the resources and time required for handover and transition were greatly reduced.  

The transition and handover process, and the remaining closure actions, are described later on page 9.

The following diagrams illustrate the original and revised timelines – see diagram 1 and diagram 2 below.

Diagram 1 – Original Project Timeline Gantt Chart

Milestones

★  Milestone 1 Project Kick-off

★ Milestone 2 Product (Program) Prototype

★ Milestone 3 Program Accredited

★ Milestone 4 Product (Program) Ready

✪  Milestone 5 Project Complete & Handover

Diagram 2 - Revised Project Timeline - showing early completion ✪ on 2 August 2014

Summary of achievement of scheduled milestones:  

Transition and handover to stakeholders:

This transition had already commenced during the instructional design and resource development. Key HETI staff were kept informed and provided updates on progress as well as copies of work completed and all relevant resources.  

NaMO staff will remain available to discuss, clarify or assist with any aspect of the work throughout the transition period. No additional staffing requirements are anticipated to complete the transition to HETI. The transition is expected to take 30 days to complete, following which HETI will be expected to manage the program independently.

Immediately prior to the transition, the NaMO and HETI teams will review the project deliverables in order to facilitate the activities necessary for successful transition. It is assumed that HETI staff will accommodate NaMO staff in this task at the beginning of the 30-day transition period so as to brief and skill staff up for the ongoing management of the program. Additional workspace for NaMO staff will not be required during the transition. HETI have already designated a transition project manager to work with NaMO staff throughout the transition.

Intellectual Property Transition

All intellectual property that is a direct result of work on the project deliverables will be transitioned to HETI in order to ensure the successful completion of the project and unrestricted use of the resources. The copyright license takes intellectual property into consideration and as such, any resulting intellectual property will be owned by the RTO who manages the Facilitation Development Program.

Workforce Transition:

The Program Development Team members, who formed the Project Team for the duration of the project, will return to their substantive positions in their respective Local Health Districts 1 month post transition No other team members will be affected by the project completion and transition.

Closure Actions

As HETI manage their own staff, funding, human resources, physical and web-based resources they will assume responsibility for ensuring appropriate integration of the project deliverables into the HETI workforce and core business. From the perspective of the Project Manager and project team there are no further actions to be undertaken post transition. HETI will formally accept the Facilitation Development Program, and responsibility for its administration, delivery and ongoing review on 1 Sept 2014.

Conclusion

The EOC Facilitation Review Project has transpired successfully and without significant events. The team managed the pressure of reducing the timeline and with a smaller budget that anticipated. Similarly the team managed the change is ownership and collaboration with the HETI team to ensure completion of the program and transition of deliverables occurred without interruption or setback. The project came in ahead of schedule and under budget whilst at the same time producing a high quality product.

Appendix 1 – Correspondence regarding impending accreditation of the EOC Facilitation Development Program

Project Management

This document aims to provide evidence of my input to the project I am managing
and the following pages contain samples of agendas, meeting minutes, Gantt chart, information on project team roles & responsibilities, timelines and alterations, communication, risk management and achievement of deliverables up to project midway point.

Contents:

Three meeting agendas with * demonstrating my input                                       2-4

Gantt chart tabled at meeting 1                                                                               5

PowerPoint presentation from meeting 2 (separate attachment)

Three project progress reports including reports from Smartsheet software   6-14

Communication and meeting schedule to date                                                      15

Risk log and register including management strategies                                       16

Copy of email to HETI Manager in response to identified risk                             17

Outline of record keeping including software used                                               18

Summary of ‘coaching’ session with project team member                                  19

Achievements and deliverables at 18 July 2014

 – Details of request for Assignment accreditation by ACN                                           21

Statement from Project Owner (my manager)                                                       23

Essentials of Care Program Statewide Committee

EOC Statewide Committee Quarterly Meeting

Agenda

21 March 2014

Chair: Chief Nursing and Midwifery Officer (CNMO)

Minutes: Principle Advisor to CNMO (PA) [also Facilitation Development Review Project Owner (PO)]

Facilitation Development

Review Project              

Project Team ‘Scrum’ Meeting

Agenda

24 April 2014

Chair: Project Manager (Gavin)

Minutes: EOC Program Development Team member 2 (Claudia G)

EOC Program Development and Facilitation Subcommittee

Subcommittee Meeting

Agenda

10 June 2014

Chair: Principle Advisor (PA) to CNMO (also Project Owner [PO])

Minutes: EOC Program Development Team member 2 (Claudia G)

Facilitation Program Review Gantt Chart: (Enlarge display to 500% and view in full screen to see details)

Facilitation Development

Review Project

STATUS REPORT 1 - 30 March 2014

Report by - Gavin, Project Manager

Report to - Project Owner and Project Sponsor 1 April 2014

Report circulated to Project Team, Facilitation Subcommittee and EOC State-wide Committee by email and hard copies mailed on 3 April 2014

STATUS: Design and Planning Phase – on track/ahead of schedule. See attached Smartsheet Progress Report 1

1. Achievements to date:

• Agreement to proceed at EOC State-wide Committee on 21 March 2014
• Project Team Identified – as per table below:

• Roles and responsibilities clarified and agreed – as per above table
• Remaining funds from the Facilitation Research Project ($25,000) reallocated to this project
• Applications submitted to MoH Innovations scholarships and Lyons Club Grant seeking additional $20,000 and $30,000 respectively to complete the instructional design, program resources and to apply for accreditation

2. Budget Summary:

3. Alterations to Project Plan and Timelines:

• Timelines changed due to end of financial year (EFY) requirements – existing and additional funding needs to be allocated before EFY 30/6/14. Therefore the costing of project activities was done ahead of schedule so existing $25,000 could be reallocated to this project
• Applications for grants and scholarships were submitted early subsequent to reallocation of funds.

4. Risk Identification and Management:

• End of financial year (EFY) requirements – which funds be allocated by 30/6/2014. Project Manager submitted budget plan to MoH finance manager with breakdown of expected costs before EFY, met with finance manager to review and negotiate with resulting securing of $25,000 allocated to this project. Clarification that there is no requirement that this money be spent by June 30^th; just that its allocation is secured.

5. Plans for next 3 months:

• Finalise and circulate project plan, amend as required -minimal amendments anticipated due to comprehensive stakeholder involvement during project initiating phase
• Await outcome of funding grant submissions – due in mid-June
• Complete product prototype by 24/6/14, ready for review and submission to accrediting bodies; Australian College of Nursing (ACN), Health Education and Training Institute (HETI), University of Technology Sydney (UTS).

6. Next reporting schedule

• Fortnightly status reports being submitted by all project team members using traffic light rating system to flag any risks to achievement of milestones and dependencies
• Progress Report 2 due on: 30 June 2014

Facilitation Development

Review Project

STATUS REPORT 2 - 30 June 2014

Report by - Gavin, Project Manager

Report to - Project Owner and Project Sponsor 27 June 2014

Report circulated to Project Team, Facilitation Subcommittee and EOC Statewide Committee by email and hard copies mailed on 2 July 2014

STATUS: Executing & Construction Phase – on track & ahead of schedule See attached Smartsheet Progress Report 2

1. Achievements to date:

• Final Project Plan completed and circulated to Project Team, Facilitation Subcommittee, Statewide EOC Committee and industry stakeholders/ representatives on 20 June 2014 and accepted with no changes
• Additional funding received from MoH Innovations scholarships ($20,000) and Lyons Club Grant ($20,000).
  NB This is $10,000 less than anticipated and estimated to complete the instructional design, program resources and to apply for accreditation.

2. Budget Summary:

3. Alterations to Project Plan and Timelines:

• Operations Nurse Manager, who was managing the budget resigned from the team to take up a new position. Budget management transferred to Project Owner and Project Manager. Minimal disruption anticipated as existing funds transfer and additional funding applications already completed prior to her resignation.
• Project kick-off date was earlier than originally planned due to altered timeline related to EFY requirements.
• Prototype completed early due to work already underway before project commenced.

4. Risk Identification and Management:

• Additional funding through grants and scholarships $10,000 less than expected. Current budget is comfortably in a positive balance, however major costs and expenditure will occur in the next 4 weeks – printing of resources, web & online portal completion, video-clip filming and editing, and application fees for program accreditation. This needs to be managed without compromising product quality. Fortunately, the project is ahead of schedule, however, delaying milestones is unlikely to impact on the budget significantly.

Management plan:
~ Review pending expenses and reduce where possible.
~ Seek co-funding from accrediting body, who may elect to being the Registered Training Organisation (RTO) administering the training through this program and therefore in a position to profit from it. 

5. Plans for next 2 weeks:

• Complete review of the draft Facilitation Development Program
• Submit program to accrediting bodies; Australian College of Nursing (ACN), Health Education and Training Institute (HETI), University of Technology Sydney (UTS).

6. Next reporting schedule

• Fortnightly status reports being submitted by all project team members using traffic light rating system to flag any risks to achievement of milestones and dependencies
• Progress Report 3 due on: 18 July 2014

Facilitation Development

Review Project

STATUS REPORT 3 – 18 July 2014

Report by - Gavin, Project Manager

Report to - Project Owner and Project Sponsor 18 July 2014

Report circulated to Project Team, Facilitation Subcommittee and EOC Statewide Committee by email and hard copies mailed on 22 July 2014

STATUS: Executing & Construction Phase – on track & ahead of schedule

Monitoring and Controlling Phase – on track See attached Smartsheet Progress Report 3

1. Achievements to date:

• Facilitation Program content and resources review completed early
• Facilitation Program curriculum and resources submitted to ACN, HETI and UTS for review and accreditation
• Invoice for $10,000 for cost of program accreditation received ($2,000 less than anticipated!)

2. Budget Summary:

3. Alterations to Project Plan and Timelines:

• Facilitation program submitted for accreditation on 1/7, two weeks early
• ACN have advised that they are experiencing a backlog of material for accreditation so processing is expected to take up to six weeks longer than usual. If this is the case, and considering the early submission, the project timeline will be extended by about 4 weeks.

4. Risk Identification and Management:

• Backlog of material for accreditation may delay accreditation of this program. There is little that the project team can do to change this, apart from using the time to continue developing resources.
• Advice from MoH that HETI will take over all NSW Health staff training and education from end of July 2014. This may impact on whether the facilitation program goes ahead, or should it go ahead, HETI may not accept the program without adjusting and/or rewriting some or the entire program.

Management plan:
~ Meeting organised for next week with HETI executive staff to discuss the change in administration and their intentions in relation to existing programs.
~ Seek advice from other accrediting bodies about administering the program and what opportunities exist for this to occur. 

• Actual and anticipated costs in next 6 weeks:

    $

• Accreditation 10,000
• Printing 10,000
• Video editing      600
• Video reshoot      500
• Promo & marketing 10,000 

31,100    i.e. $3,000 over available budget

Management plan:

Note – the costs outlined above may be lower and the current budget may cover all anticipated costs to see the project to endpoint, including production of the new Facilitation Development Program and Curriculum. In the event of this not being so the following interventions are planned:

• Monitor budget for unplanned expenses and opportunities to cut costs;
• Discuss options for small supplementary budgetary assistance from other department funds.

5. Plans for next 2 weeks:

• Meet with HETI Executive to inform decision about going ahead with program accreditation and ongoing development.
• Meet with other accrediting bodies, ACN and UTS, about the ongoing administration of the program.
• Await feedback from accreditation process.

6. Next reporting schedule

• Continue fortnightly status reports using traffic light rating system
• Progress Report 4 due on: 4 August 2014

Table 3: Project reporting and meeting schedule achieved up to 18 July 2014:

*F2F = face to face          ^TC = Teleconference

*Copy of email to HETI manager requesting meeting to discuss takeover of training and education:

Outline of record keeping system

The software used to plan and monitor this project is Smartsheet which includes facilities to store and update documents. This occurs automatically as team members submit reports and other documents.

Standard Conventions:

All official documents relating to the EOC Facilitation Program Project are saved in the shared file on j-drive. This file is named EOC_Facilitation. The folder in which all documents relating to the facilitation program review is called FDP_Review

All files must be filed with the root name FDP_ This is followed by the first word in the team name e.g. Resource (for the resource development team) or FDP_Instructional_ This is followed by the document type e.g. progress report, status report, minutes, agenda etc. This is followed by the date e.g. FDP_Instructional_progress_10June2014.

Timelines and Milestones

Project timeline and milestones are monitored using Smartsheet. Regular prompts are set so each member of the team will receive a message to remind them that a report is due in the next few days. The database and Gantt chart or timeline, and milestone dates will be updated with the information entered from these reports. The traffic light system is used to flag various level of time, scope or budget risks that need to be managed i.e. green for on target, amber for possible risks that need to be managed and red for high level risks that are critical and need to be managed urgently.

Regular reports – progress and status reports:

Embedded in this software are reminders to all project team members to submit a status report and flag any contingencies or delays relating to the agreed milestones on a fortnightly basis. These reminders are delivered 2 days prior to report submission date.

Reports are filed in a shared file specifically established for this project. This file in on the j-drive and is named EOC Facilitation Review Project. All documents are sent to the Project Manager who saves them using the following convention: FDR_teamname_type_version_date.doc e.g. FDR_InstructDesign_Status_2.1_24July2014

Budget:

Income and expenditure records are maintained in an excel database named FDR_budget_date.xlsm

This is updated at least weekly by the project manager and can be accessed by any project team member as well as the Project Sponsor and Project Owner.  Only the Project Owner and Project Manager can amend the budget database.

Meeting agenda and minutes

This file also contains meeting schedule, agendas and minutes. This file, and all documents, can be accessed by all project team members as read only files. Project Owner and Project Manager have the ability to make changes as required.

Notes from coaching session with project team member:

During my regular meeting with one of the project team members an issue arose that has potential to impact on the Facilitation Program’s instructional design. It was noted that the team is nearing a milestone that they will not be able to meet. To explore the issue and help find a way forward I engaged the team member using the I-GROW (Issue, Goal, Reality, Options, Where to now) coaching model. Following is a summary of the discussion and the outcome.

Date: 20 May 2014

Team member’s role: Leading the facilitation program instructional design team

Issue raised: The instructional design work has commenced and is well underway. The team have recognised that a significant portion of the learning and associated activities will be accessed and completed online. Hence this will require some clarity about the webpage and learning portal; access, how the home page will be viewed and navigated, the amount of available space, download limits, links, videos, printable materials etc. Basically the team need to know how to design information for the webpage so that it functions well. However, the web design has not commenced yet because funding has not been secured to engage the web designer! There are differing views within the team about whether they can proceed with the design; some feel that they can proceed while others feel they could be wasting time and effort if the work they produce does not interface with the webpage.

As leader of this team, what is your ultimate goal?

To motivate the team to continue with the instructional design, whilst keeping online access in mind, so that they meet the milestones and have the product ready once the web page is designed and ready to run.

What’s your current reality?

No one in the team has experience or knowledge of web design and therefore feel they are working in the dark! They are concerned that their time is being wasted, however, there is a lot of unproductive time now debating this issue. The team leader feels the issue of web design is being used to stall or avoid the work that needs to be done. However, the team leader agrees that they have a point and she feels out of her depth and concerned that the wrong decision now could rebound on her. However, she feels that she needs to show strong leadership and to be able to take responsibility for the decision, which she currently feels very unsure of. When asked where she felt she was on a scale of 0 – 10 in terms of achieving the above goal, where 0=nowhere near and 10=fully achieved, she scored herself at a 6.

At this point I validated that her feelings of concern, uncertainty and responsibility are perfectly understandable and reasonable. I also pointed out that a 6/10 in terms of managing the situation is, at least on the positive end of the scale, which offers significant potential to progress to a workable solution.

What options are available to deal with the issue?

The team leader has co-opted a couple of people who are knowledgeable about facilitation and curriculum design and they are keen to get on with the work. One option is to continue to engage them in the work. However, the team leader is concerned that this will alienate the others and could negatively impact on the final product and, particularly that the whole team needs to embrace and own it.

Another option is for the team leader to become an expert in web-based learning overnight, which is unlikely to happen! She has been trying to learn about this in her own time and with friends who have some knowledge about this.

So how could the team get expert guidance to develop online learning? There are no additional funds at this stage to contract an expert in, and this is unlikely to change in the next few weeks which, if awaited will significantly delay the work.

The team leader has only discussed this issue with individual team members and not with the whole team as she is concerned that she may not be able to manage the situation in a positive and effective way.

During the discussion, the team member asked if someone from the IT department would be willing or able to give advice and tips on features they can include in the instructional design now that will ease web interface during the web design phase? This is definitely a possibility and worth exploring. 

Where to now?

The team leader felt that an open discussion with the whole instructional design team will help to clear the air, hear different perspectives and identify possible solutions. A tool that she could use is a starburst where the team get to ask the 5W’s and 1H questions (what, who, where, when, why and how) so they all get a clearer understanding of the issue.

Meanwhile I agreed to call the IT department to explore the possibility of one of their staff giving the team some advice and tips for designing web-friendly instructional material.

Agreed actions:

1. Team leader will call team meeting this afternoon to engage them in a collaborative discussion to explore perspectives and possible solutions;
2. Project Manager will arrange to meet with IT Department manager ASAP to discuss possibility of IT staff providing advice and tips to the team.
3. Follow up on this coaching session at the end of the week to establish solutions, actions and progress.

Request for review and accreditation of a program of learning and development by the Australian College of Nursing (ACN)

Program title: Essentials of Care Facilitation Development Program (2014)

Overview:

The Essentials of Care (EOC) Program aims to improve the culture in care environments and enable person-centred care. The approach used to achieve this in Transformational Practice Development of which facilitation is a fundamental element. Building facilitation capacity in clinical teams has been the focus of the EOC Program over the past 3 years through workshops and workbased learning. The program has been reviewed based on evaluations of 3 years of facilitation development and is informed by current literature and evidence of best practice in facilitation. The program is designed to be delivered through a blend of face-to-face workshops, workbased active learning and online learning. The content is divided into ten different subjects, each of which is further spread across four levels of expertise – novice, advanced beginner, competent and proficient. The program is designed to contribute to lifelong learning as participants develop the competence and confidence to become experts in facilitation practice over time.

Purpose:

Engaging in workplace facilitation development prepares the learner to work effectively with individuals, groups and organisations in a variety of planned and unpredictable situations, enabling them to collaborate and realise potential, through the blending of skills, craft knowledge and creative practice. The learning is delivered at 4 levels to suit different abilities and interests, as outlined below.

Subjects:

1. Concepts & theory of transformational facilitation
2. Partnerships, engagement, creating effective collaborative client relationships
3. Enabling criticality, reflection and dialogue
4. Creativity
5. Ethical considerations and professionalism – values
6. Art of facilitation and facilitation
7. Perspectives and worldviews
8. Leading change in systems – at all levels
9. Self: self-awareness, own philosophy, personal values and beliefs, Emotional Intelligence, neuroscience
10. Negotiation, conflict, consensus
11. Session and program development and evaluation – scope, product, structure, planning
12. Themes that flow throughout all subjects and practice:
    1. Ability to use appropriate tools, methods, processes and strategies in different situations;
    2. Working with individuals, groups, teams;
    3. Leadership and Emotional Intelligence

Levels of Competence:

Level 1 – Novice – Focus on self

Level 2 – Advanced Beginner – focus on self in relation to others

Level 3 – Competent – focus on others

Level 4 – Proficient – broad focus, ability to ‘step outside of’ self, others and situations

Ongoing - Life Long Learning toward expert practice

These levels will articulate with the Australian Qualifications Framework leading to the following qualifications:

Level 1 – Certificate of Completion

Level 2 - Certificate V1 in Workplace Facilitation

Level 3 – Advanced Diploma of Workplace Facilitation

Level 4 - Masters of Workplace Facilitation

Successful completion at each of these levels will prepare individuals to perform at different levels of skill and competence from being more facilitative in everyday practice to supporting more experienced facilitators, to designing and running facilitation independently for large groups and organisations.

Supporting documents:

The attached resource contains details of each subject’s objectives, knowledge, skills, application in practice and assessment criteria. It also contains detailed session plans to support the trainers involved in its delivery, as well as samples of assignments, learning resources, evidence and literature.

In anticipation of your review and accreditation of this program, the Facilitation Development Team will provide further information and/or resources on request.  

Confirmations from my Supervisor/ Manager

This is to confirm that Gavin, Project Manager, has participated in and /or completed the following:

1. Participated in and contributed to the meetings as per the 3 agendas included in this package
2. Use of Smartsheet software to develop the project timeline, milestones, roles, responsibilities and to track progress of the work over time
3. Use of the communication plan described on page 15 to maintain effective communication across teams and with stakeholders throughout the project to date
4. Managed risks as outlined in the Risk Register and Log on page 16
5. Maintained records as described in the ‘Outline of Project Record Keeping System’ on page 18
6. Achieved the deliverables to date (p21) including Assignment subjects, learning objectives, assignments and assessment tasks, for four levels of training and competence, and the category of qualification for completing each level.