In the RTO world, often experienced managers are becoming too comfortable with their current programs, processes and procedures, to a point where they run the risk of compliance gaps by failing to audit and update accordingly. But as compliance managers, we can also become complacent as it relates to our team. We get accustomed to individual team members being there, day in and day out, doing their jobs. A sense of trust and dependence on your team is important, but we often forget that people get bored, burnt out, or simply dissatisfied with their day-to-day roles.

RTOs must complete the compulsory compliance report before 31^st March 

The declaration on compliance introduced with the Standards for RTOs 2015 (Clause 8.40), is a systematic knocking at the CEO’s door asking for questions about the effectiveness of the RTOs compliance management.

As an auditor and a consultant, the question, “Will we pass the audit”, is not uncommon. That question gets asked whether I work with RTOs with robust ongoing compliance programs, as well as with RTOs that have less formal programs; though, it happens more often in the latter.