1. How do you decide what to teach your students?
How do you assess them?
Some of the notes are from Roger Deslandes, Principal, Australian Bureau of Meteorology Training Centre.

2. Competencies& Objectives
Training Goals & Needs
Competencies& Objectives
Some of the notes are from Roger Deslandes, Principal, Australian Bureau of Meteorology Training Centre.

3. The Goals of the organisation or program are primary
Stakeholders
Clients
Government
Public
Services policy
Experts
Annual reports
5-year plans
Reviews
Risk analysis
Mission
statement
RD: In the Bureau the goals are achieved through delivering outputs through a program structure - so just listing services policy is a little narrow. For the Bureau we now have the Observation (containing Eng also) Program, Warnings and Weather Forecast Program (WWF), Climate information and Water information Programs (and Corporate support) as key stakeholders within the organisation. These programs are all stakeholders of the training program. I might be tempted to replace "Services policy" on all slides with the Programs (WWF, Obs, climate, Water)
IB: "Services policy" is meant to incorporate whatever programs and services are in place.
RD: Normally goals of the organisation are articulated within Strategic plans and Operational plans. So I would add these to the RHS of your book as well as Project Implementation Plans (Risk analyses usually appear in Operational plans, Business Cases or Project plans). Reviews should inform strategic policy hopefully so might not list this explicitly.
IDB: Strategic and operational plans fall within the generic “5 year plans”

4. The organisation Supports the goals through
Trained staff
- workforce strategy
Infrastructure
Services
Data …
Support
RD: Organisational Capability.... the capability of the organisation to be able to deliver outputs in order to achieve it's objectives. 
From an organisational perspective, the following are fundamental to an organisation's capabilities
- People (capabilities)
- Infrastructure
- Internal arrangements
- External relationships
- Operating funds
Thus, people capabilities and (therefore training) fit into the big picture. Of course, the training is just one component of a cohesive Workforce planning strategy! 

5. If the Job Tasks are completed the Goals of the organisation should be met
Stakeholders
Staff
Managers
Services policy
Experts
Job description
Performance
standards
Support
Job Tasks

6. If staff have the Comp e tencies they can perform the Job Tasks
Goals
Stakeholders
Staff
Services policy
Experts
Trainers
Human
resources
Job tasks
Service requirements
Capabilities
Support
Job Tasks
Competencies

7. The Training Needs are what each individual requires to be Comp e tent
Goals
Stakeholders
Staff
Managers
Trainers
Human resources
Training needs analysis
Performance
evaluation
and reviews
Past training
Support
Job Tasks
RD: From an enterprise view the development of competencies for job tasks can and should be extended to a more wholistic capability framework. This is important from an enterprise view because the capability of the organisation relates to flexibility of the work-force and the ability of people to move quickly and efficiently into other roles rather than just being siloed in one role.  
RD: One thing that I have struggled with competencies = Knowledge/skills/attitude is how we measure "attitude". The capability approach I find useful because:- the capabilities are cast within roles rather than just narrow tasks (but can contain specific competencies for tasks within certain roles)- capabilities include behaviours which are measureable manifestations of attitude - the capability framework recognises that there are other capabilities rather than just the technical ones we tend to focus on. A good example of this is if I go to a technical (forecasting) role and pull out the job documentation there will generally be selection criteria. Usually 2 of them (or so) will relate to the technical components of the job but the majority will relate to other (non-technical) capabilities. 
RD: In my experience the risk analysis that you have listed (under “Goals”) can also directly inform the competencies themselves. This is very much the case with disaster mitigation roles whereby the Weather Services Operational Plan risk register talks about a failure to trigger an appropriate emergency service or community response due to misleading, incomplete or ineffective communication.
Competencies
Training Needs

8. The Training Objectives are to make each individual Comp e--tent to perform their Job Tasks
Goals
Support
Job Tasks
Competencies
Objectives
Training Needs

9. Training is to achieve the Objectives
The Learning Outcomes are the effect of the training – learners become competent
Goals
Support
Job Tasks
Training
Competencies
Objectives
Training Needs

10. Assessment of staff is against the Comp e tencies
Goals
Support
Job Tasks
Assessment
Training
Competencies
Objectives
Objectives
Training Needs

11. Develop the program from the top down
Are the goals met?
Goals
Support
Evaluate all aspects of the training
Job Tasks
Competencies
Training Needs