Your Chief Virtual Learning Architect

Learning to Performance

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Custom Design & Delivery

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Predictive Evaluation

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Enterprise Learning Strategy

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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

Predictive Evaluation

How to Build Consistent Training Governance

A training governance model gives learning decisions a clear home. It defines who sets standards, who approves content, how delivery is monitored and how results are reported. Without that structure, organisations can invest in similar programmes that use different messages, measures and participant experiences.

For Australian employers, consistency must work across varied conditions: a Sydney head office, Melbourne-based teams, regional branches and remote or fly-in fly-out workers may all need the same capability delivered differently. Effective governance creates a reliable learning framework without forcing every business unit into an impractical template.

Why Governance Matters

Training governance connects learning strategy with operational priorities. It prevents duplicated development, uncontrolled vendor use and inconsistent assessment while allowing subject-matter experts to contribute their knowledge. The aim is a dependable employee experience, rather than identical sessions in every location.

A governance model should also protect the organisation from avoidable risk. Training linked to safety, privacy, regulated work or customer commitments needs documented ownership and version control. Clear oversight makes it easier to show that employees received appropriate information and that completion records are trustworthy.

Set Decision Rights

Start by mapping decisions across the learning lifecycle. A central learning team may own the enterprise framework, while business units identify capability gaps and leaders confirm operational relevance. Human resources, risk, legal, information security and frontline representatives should have defined points of involvement.

A simple decision matrix can clarify who recommends, approves, delivers and reviews each programme. It should cover needs analysis, learning objectives, vendor selection, content changes, facilitator standards, assessment and retirement. Escalation rules are important when a programme affects several divisions or carries significant compliance exposure.

Core Governance Roles

An executive sponsor who connects learning priorities with business strategy
A learning governance group that approves standards, investment and major programmes
Business owners who define performance needs and support workplace application
Learning designers who maintain instructional quality and accessibility
Data and risk partners who oversee evidence, privacy and reporting controls

Define Common Standards

Consistency depends on shared design principles. Establish a common learning architecture with agreed language for capability, proficiency, learning outcomes, assessment and completion. A standard template for briefs, storyboards and facilitator guides reduces rework and makes programmes easier to compare.

The framework should distinguish between mandatory elements and adaptable features. A safety-critical module may require approved wording and assessment, while a leadership workshop can allow local examples, discussion and practice. This balance protects core intent while respecting different roles, industries and workforce cultures.

Build Local Compliance

Australian governance should account for the Fair Work Act 2009, work health and safety duties and the Privacy Act 1988 where learning data is collected or shared. Requirements can vary between jurisdictions, so national programmes may need review against state or territory obligations, particularly in high-risk sectors.

Practical details matter as well. A course designed for office workers in Brisbane may fail for a mining crew in Western Australia if it assumes uninterrupted internet access or desk-based practice. Plan for mobile delivery, shift patterns, accessibility, language needs and the realities of regional travel. Training calendars should also allow for Australian public holidays and periods when operational teams are stretched.

Create Quality Assurance

Quality assurance should operate before, during and after delivery. Before launch, reviewers check accuracy, learning design, accessibility, assessment validity and alignment with the approved brief. During delivery, observations, participant feedback and facilitator debriefs reveal whether the experience is consistent in practice.

Use version control for all learning assets, including slides, job aids, digital modules and assessment banks. Name an owner and review date for each asset. A defined change process prevents well-intentioned local edits from weakening essential content or creating conflicting instructions.

Measure Adoption And Value

Completion is an administrative signal, not proof of capability. Governance should track participation alongside assessment results, manager observations, workplace application and relevant business measures. Agree in advance which indicators matter and who will act when results fall below expectations.

Predictive evaluation can help leaders make better decisions before a programme is widely deployed. The evaluation data guide explains how evidence can be used to refine future learning and connect adoption with likely impact. Reporting should be concise enough for executives and useful enough for programme owners.

Measures Worth Tracking

Participation, attendance patterns and timely completion
Learner confidence, knowledge and demonstrated skill
Manager support and observed behaviour change
Application rates in the workflow
Business indicators such as quality, productivity, safety or retention

Keep Governance Useful

Governance can become bureaucratic when every small change requires a committee. Set approval thresholds so routine updates follow a fast pathway, while high-risk or enterprise-wide changes receive deeper review. Schedule regular governance meetings around decisions and evidence, rather than status reporting alone.

A mature model also learns from experience. Review feedback from employees, facilitators and managers, then compare results across locations and cohorts. Organisations can draw on specialist expertise, such as emotional intelligence expertise, when a capability area needs stronger design or facilitation.

The strongest governance arrangements are visible and practical. Publish the standards, decision rights, review calendar and escalation routes in a place that learning teams and business leaders can access. Examples from client organisations can also help stakeholders see how learning governance supports different operating environments.

A consistent training governance model does not remove local judgement. It provides the guardrails that make good judgement repeatable, measurable and aligned with organisational priorities. The key point to remember is that consistency comes from clear ownership, common standards, responsible adaptation and evidence-based review.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.