Professional Documents
Culture Documents
Measuring actual results against projections in the year’s projected Strategic plan
Capturing good practice so that it can be repeated
Indicating areas for that might benefit from improvement in coming year
Successive Performance summaries will also provide evidence of strategic trends that can
inform business decisions in the future.
Summary
Several sentences/paragraphs summing up organisational performance in the area over the
calendar year. Use the information in these guidelines to decide on the topics to be covered in
a result area. It is not necessary to mention each item. These lists are suggestions only. Focus
on the achievements of the year.
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 2 of 11
Evidence
Then provide evidence to support the statement. This may be in the form of dot points or
paragraphs. The evidence must be verifiable – that is, it must actually exist in an observable
form. Where possible, present evidence that shows performance targets being achieved,
improvement trends and examples of good practice.
Data as evidence
Raw data is not evidence. The results and recommendations are evidence. Data is simply a
collection of organised information. It may consist of numbers, words or images. It must be
processed in some way to give it meaning before it becomes useful intelligence that can inform
decision making.
1. Collect data
Data can be collected in two ways:
Quantitative data is collected in numeric format and allows for measurement. Researchers
identify variables and then collect data specifically related to those variables. This is usually
done by survey or questionnaire. The data can then be analysed so that results display as a
graph, chart or similar. The quantitative approach yields statistical results that can be used to
make comparisons.
Qualitative research is useful when looking to understand why and how certain outcomes were
achieved, not just what the outcomes were. It is particularly effective for evaluating aspects
such as implementation of an initiative or effectiveness of processes. Some methods of
collecting qualitative data include action research, forums, interviews, formal group
discussions, case studies, content analysis, Delphi method, nominal group technique.
2. Analyse data
Data must be systematically examined to identify patterns in the information so that it can be
organised, classified, compared and displayed.
3. Results
The findings from the analysis must be displayed in some meaningful way. Some examples
would be a written summary, a chart, graph or comparative table.
4. Recommendations
The results become intelligence when they are interpreted in a way that helps the organisation
learn from them. Intelligence results when information is evaluated. Usually this is expressed
as recommendations. The organisation is then able to act on these recommendations to
improve processes, outputs and outcomes.
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 3 of 11
Result area 1 Leadership
This relates to the establishment and implementation of purpose, values, directions and performance expectations to
achieve a sustainable and reputable training organisation
Clear vision and strategic focus/direction consistent with client and stakeholder needs
Strategic plan(s) aligned with direction and purpose and requirements of key client groups
Vision and strategy being shared and understood across all organisational levels
Strategic focus that aligns to national, regional and local imperatives
Alignment of the values the leadership team espouses with the actions and behaviour of leaders and staff
Responsiveness to employer, industry and other client needs
Leadership team’s commitment to excellence, continuous improvement and innovation
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 4 of 11
Result area 2 Learning and assessment
This relates to the achievement of high quality learning and assessment outcomes that meet or exceed client,
industry and community expectations.
Products and services that exceed employer, learner and community expectations
Innovative, customised and high-impact training pathways that empower clients to achieve their goals
Success in responding with to the changing training requirements of industry, government and the economy
Strategic influence in both policy decisions and implementation activities for training packages to ensure
that needs of clients are met
Using current theory and research relating to high quality training, learning and assessment design
A contribution by the organisation to regional, state/territory national learning and assessment goals
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 5 of 11
Result area 3 People development
This relates to management of the workforce to ensure that it is motivated, skilled and capable of delivering the
planned high-quality learning and assessment outcomes.
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 6 of 11
Result area 4 Relationship management
This relates to management and development of relationships with clients and other stakeholders to add value for
clients and the wider community.
Extent of engagement with industry, including the contribution to building an industry skills base
Extent to which training and assessment practices are customised as a result of client feedback
Contribution made to communities and regions through learning and skill development
Client/stakeholder satisfaction with and confidence in the quality of skills outcomes
Client group support for the organisation’s activities expressed through alliances, partnerships, repeat
business and customised training arrangements
Benchmarking results or outcomes
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 7 of 11
Result area 5 Integrated information systems
This relates to the management of resources, assets and knowledge base to improve overall performance
Highly efficient and effective processes and equitable outcomes for clients
Sustainable financial performance
Buildings, equipment, information technology systems and associated infrastructure that meet or exceed
client and other stakeholder expectations
Continuous improvement of products and services
Overall performance that is comparable to the best results of like organisations
Annual budget
Annual financial results
Annual staff survey
Quality checks on management systems
Risk management results
Improvements register
Process:
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 8 of 11
LOGO HERE
Performance Summary
200X
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 9 of 11
Performance summary
This Performance summary captures the achievements and highlights of the year for our
organisation. It is one of a suite of quality documents and will be used to inform next year’s
Strategic plan. Information is grouped under five result areas. For each result area there is a
short summary followed by the evidence that is available to verify the summary statement.
Leadership
This relates to the establishment and implementation of purpose, values, directions and
performance expectations to achieve a sustainable and reputable training organization.
People development
This relates to management of the workforce to ensure that it is motivated, skilled and
capable of delivering the planned high-quality learning and assessment outcomes.
Relationship management
This relates to management and development of relationships with clients and other
stakeholders to add value for clients and the wider community.
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 10 of 11
Result area 1 Leadership
General summary
Evidence
General summary
Evidence
General summary
Evidence
General summary
Evidence
General summary
Evidence
NAME OF ORGANISATION
RTO Quality Framework: 200X Performance summary
Ver1. Page 11 of 11