The impacts of not establishing and maintaining a Continuing Professional Development (CPD) program can be particularly disruptive for regulatory agencies. These impacts can include: knowledge decay, de-skilling, inconsistent work practices, and ineffective regulatory decisions; all of which affect the ability of agencies to deliver public value. CPD is an important element for modern regulators to establish and maintain their capability to perform regulatory functions. However, generally speaking, CPD does not receive the same level of attention and resourcing (agency commitment) when compared to other key staffing functions such as recruitment (initial and promotion) and training (induction and mandatory). This situation can arise due to a range of factors including, but not limited to: complex operating environments, funding and resourcing imbalances, and shifting government priorities. The design and delivery of CPD needs to be informed by organisational and cultural factors in order that tangible benefits can be maximized. Moreover, as workforces become increasingly diverse (staff roles, skills, demographics) and disparate (virtual, remote, flexible) there is an increasing need for CPD programs to be customised, innovative (integrated, contemporary) and resource efficient. This paper considers how regulatory agencies, operating across different commodities (social, economic, environmental, hybrid) have developed their CPD programs. The aim of this research is to establish whether, and/or to what extent, innovations and discoveries have been incorporated. It is anticipated that the findings will be of interest to regulatory agencies, regulatory staff, and the regulated community, all of whom have an interest in regulatory excellence.
Jane Hudson, Senior Training Officer, Victorian Commission of Gambling and Liquor Regulation, Australia
Grant Pink, University of New England, Australia & RECAP Consulting Pty Ltd, Australia
Stream: Teaching and Learning
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