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          training in Thailand's factories, worldwide OIl Company Platforms and where environmental concerns are present. We have the answer & provide the Training and facilities to overt accidents & sustain a better working environment for employees & employers !






Our target market:

To train & facilitate safe work place practices in  Thailand  & world wide companies, factories and corporations that have multiple employees & avert disasters on the oil platforms to the factory floors before they happen. We are experts in this field of safety.

Safety Officer Training Proposal

Process for Facilitating Learning in Thai Industry

 Overview of e-Learning Model & Services

LIS will develop an e-learning training model (computer based, interactive multimedia), whereby, the training will be embodied in a system that creates improved safety awareness. Once the pilot and full-scale projects for safety are successfully completed, the model could be expanded to address a broader scope for change, namely, the combined attitudinal issues - Health, Environment, Safety and Quality (HESQ).

One aim of this commercial model is for each company to be self-sustaining through a compensation and reward system that reflects the total contribution of safety educational and training programs to the company

Taking current computer web-based platforms, the Internet and satellite technology, and combining television quality media, LIS proposes to develop a product that provides virtual learning services for safety training.

To be economically sustainable, these services must fit seamlessly into the daily operation of companies (business, government agency, non-government organizations, academic institutions, corporations, etc.) without adding new costs to products and/or services.

Working with the franchisers or licensors of the following products, localizing them (adapting to Thai language and culture) LIS will incorporate them in the e-learning model and later introduce them to companies in an operating mode relevant to their needs:

Plans are to design, test, and facilitate the program and services in the pilot project, and later provide these services as learning center portals to companies. The full-scale project would include all training levels and commence a nation-wide training program once the expanded model was developed and approved. Development, however, would be on-going as change continued to impact Thai industry. For each company (institution or business) the model would be as be as self-sustaining as possible.

Case Study MAY2018
QU: You are the new manager at a large community services agency in Leederville WA, named Directions Community Centre.  Your centre provides a range of services and programs in the local community.

Over the past few years, there has been moderate program expansion and the administrative functions haven’t necessarily kept up with the pace of change in the industry sector but offer valuable services to the community.  Recently, funding from state government departments has become increasingly tight, and the centre staff find themselves in direct competition from other organisations in the area.  Community needs have been changing and other agencies in the sector face increasing expectations to document program success and value to the community.  It is not clear of the centre’s accomplishments beyond their scopes of services delivered. In this complex and changing environment, you have been asked to put forward a funding submission for a new service program by the centre’s management committee. 
In response to identified needs, and begin the process of creating your own hypothetical service program, choose an issue or need in the local community about which you feel a sense of passion.

Whatever the focus of the submission might be, think about a new program that you would want to develop by answering the following questions: 
1. Explain and list the steps you should take when developing a consumer engagement plan for a community services organisation.
The consumer engagement plan is to integrate homeless, indigenous and refugees into being of service to community. The designated groups would operate as SafeHouseHabitats  and basically would be an on-line organization. 
This will involve building an understanding of what opportunities are within the community to enhance its vibrancy for all members. Simultaneously the interests and capabilities of those designated above will be framed..  The scope of criteria used is based on the Queensland Health’s process of 4 Stages and includes operating around a model of Safer Together

Stage 1
Define purpose and objectives.

The engagement will involve empowering all members of the community to participate in some way.  Included in the startup will be to meet with the Honourable Julie Bishop to glean her and the Federal Government’s support both practically and financially as a start-up up for initiatives globally. A community survey on line to the public and facilitated through the electoral division of Perth City and Curtin will be ongoing where those homeless etc., will participate through community stations on line guided by those skilled with communication but part of the target group.  The headquarters for activities will centre from the State Library and off street support and facilitation will evolve from collaboration centres from the public libraries in the two noted electoral divisions using a self help culture for the above designated groups based in public areas when not used.  Collaboration would be using power of interactive multimedia and iCloud technology with Block Chain and affiliate business model led by and Jemma Green, Vice Mayor of Perth..

Understand local consumer and community profile

Vibrancy in community beyond business are relative to social and entertainment interactions such as food, music, sport, art and general sharing.  Included in this would be coaching with care.  All potential partners and stake holders would be defined and register in a system like Facebook but private based on a login process such as that used by TAFE with Blackboard.
Registered NGO and charities interested to bring a range of community resources together would be engaged by the participants in the program defined above Council and businesses related to addressing issues of Health, Environment Safety and Quality in community to be engaged as an entity SafeHouseHabitats.

Stage 2 
Make an Implementation plan which is framed as SafeHouseHabitat and operated as in TAFE Blackboard .

  I.   Map and correlate current engagement activities currently occurring around community libraries, meeting halls, sporting and other NGO facilities.
  II.  Develop priorities relating to the interests of the target audience to be engaged relative to community situations currently.
  III.  Identify mechanisms for engagement such as food, music, sport and community social events around a range of cultures.
  IV.  Develop outcome and performance measures through Health and Safety incidents plus innovation and joy factor.  Included a carbon footprint.
  Frame and create an operational strategy using MS 360 platforms and www. and Block Chain technology using those currently in need from whatever perspective that is keeping them out of community.
Stage 3
Carry out an Engagement process

  With the SafeHouseHabitat organization platform framed and working where individual clients are grouped based on interests, capability and needs, registered as members of the BU-LifeClubWA interests with individual website and email, project vibrancy and participation will be assessed through an online monitoring process..

  II.  The various initiatives will be assessed relative to participation numbers and comments from across the participating community.  Feedback would be framed to optimise community participation and value.

  III.  A key factor would be engaging established NGO, Club and Council facilities through designated library centres where each BU-LifeClubWA participant is assessed on learnings and contributions.  This would include creation of affiliate business models that coach and mentor across a matrix of community infrastructure.  For example with sport, food and entertainment contribution to established community events, the innovation and continuous improvement relative to community vibrancy would be monitored.

  Stage 4
 Review implementation outcomes

  I.  All implementation outcomes would be framed within each SafeHouseHabitat location with the BU-LifeClub WA participants  outcomes relative to location recorded.  The quality relative to personal development and community vibrancy would be assessed and collaborated across the community using the framing of the  web based tracking matrix
  II. Community feedback and system observations would be collaborated to individual participants via email and a web collaboration processes framed to suit general public of various interests and the praticipants / clients themselves
III.  Counselling session and monthly “conventions” around celebrations  that include food and entertainment put on by clients but  held for the whole community showing value of Safer Together. .
2.  List all of the stakeholders you should involve when developing a consumer engagement plan.
Key Stakeholders include:

  The Leederville community is desiring greater vibrancy in social attitude and interpersonal relations at all levels including the homeless. Directions Community Centre (DCC) will enhance it's management and counselling team with a community collaboration officer supported by a team of 3 using and interactive multimedia software to enhance community empowerment. 

Plan is to expand support centres to include TAFE WA, Loftus Community Centre and aspects of the commercial community in Leederville, particularly incorporating restaurants and social meeting places as advisors to the DCC..
Would ask  to assist the Directions Community Centre to bring various cultures and religious groups into a collaborating team.  Include registering with 

Plan would be to empower through interactions that would be mind mapped through a system in Leederville TAFE Library and Loftus Community Library (  Such groups as:  &
 Include collaboration with WA Police, Leederville Council, State Government, Unions, Regulating agencies, Partners of key stakeholders, Sports Groups, Red Cross and a range of relative NGOS.
As all perspectives are unique and diverse, a survey plan to incorporate all opinions and insights will be initiated to optimise the holistic vision of the service envisioned. 
The internal stake holders will be expanded and facilitate using a mind mapping collaboration strategy to frame the planned initiative.  External stake holders are important to add insight to understanding implications and provide an empowerment base for certain aspects of the homeless and volunteers.  The operating environment would be more like a Club.  One example from Canada that could be a model is
3.  Correctly outline the target group for the organisation by conducting a SWOT analysis (e.g. age demographics, socio-economic status, client issues, etc.).
Taking the target group (homeless / refugees and indigenous) by each community (SafeHouseHabitat) a system of knowing each individuals age, demographics, socio-economic status and client issues to be addressed using a SWOT process  within each “BU-LifeClub”participant. 
Strength and weakness would be assessed using a character processing strategy ( and a framing of Care with the Dare using strategies defined by .  All would be tied in onnline, using a self managed, SWOT process  The situation with the client group as it stands are the moment are as follows. 
Strengths – Diversity aand Availability, The number of clients and the diversity of background, culture, language and talents are numerous.  Some are carerâs, some are entertainers, some are food handlers and chefs and others do sport and crafts.  
Their capabilities and needs are suited to the community facilities available like the libraries and community / park, auditorium / sport and auditorium centres in the area.  Their diversity of availability allows them to fit in on time periods community facilities are unutilised during the week allowing them to create vibrant “SafeHouseHabitats) for needed activities, including utilisation of vacant commercial buildings.
Their ability to travel on public transport and use WiFi facilities / systems in quiet times is a strength.  Also participation in BU-LifeClubWA collaboration and participation of activities allow clients to qualify for a greater range of government funding to assist homeless and unemployed in the community.
Weaknesses – Health, meental and physical issues will lead to a lack of perseverance by clients.  This will impact participation quality, whether from a consulting or activity perspective.  Also with a disjointed range of cultures, it leads to there being gaps in anticipation as to a best action.  With the complexity and diversity of activities there will need to be backup counselling and participation.   The issue of cultural affiliation and language not being synergistic to engage the individual for the initiative relative to the timing of a situation,  will require redundancy strategies making possibilities for a failure to happen .
A monitoring and interactive web based collaboration strategy one on one to support and consulting personnel to bridge the relational gaps is proposed. 
Opportunities – there aare a lot of public facilities in the community unused during evenings and off days when community is quiet of day to day interaction.  The quiet times could be used to create interactivity that allows clients to build a purpose and strategy for moving into the community.
 Target venues are being surveyed and then timing framed around the purpose and needs of the clients involved.  Sport, art, music, human care, waste and energy management and agri / acqua culture initiatives are being considered. 
Threats - the greatest hazards are with founding a team of consultants and support personnel to meet the needs of clients in a timely way.  Secondly concerning will be the reliability of the clients to participate in the time frames designated. And Thirdly is the cooperation of the community and facility managers to hand over access to a facility when being utilized off hours
4.  Give a brief description of the issues or needs you have identified to focus on for your new program.  Will you be focusing on a particular population, geographical area or a specific issue or need in the community? 



Ways to Tailor Your Learning
  Vibrant Communities Canada-Cities Reducing Poverty members can customize learning in ways that:
  i.  Provides a variety of learning options and styles
ii.  Encourages contributions to the learning of others
iii.  Facilitates the exchange ideas and perspectives with others in this field
iv.  Enables members to join others in building - and deepening - our collective body of knowledge about community engagement, multi-sector collaboration and poverty reduction
The focus of the program relates the empowerment of community to make it vibrant for all participants.  An example is somewhat described in

  i.  Initiation would be with homeless, indigenous, refugees and jobless  in Perth City, Leederville and Bayswater communities..
Now, what is the name of your new program? 

For example:  Directions Community Centre presents My True Self program

Program is creating vibrant communities through SafeHouseHabitat collaborating individually through BU-LifeClubs 
5.  Describe what the goal, objectives, timelines and eligibility requirements are that have been developed for your new program?  This should outline a clear explanation of what your new program is all about.
Explain how these objectives will be developed to support this new program?  When will these objectives be achieved by?
6.  Will clients be involved in the planning process, why or why not?  How do you plan to address any cultural considerations and other special needs or requirements of clients in the planning stages for this new program?
7.  Describe what the financial, human and physical resources are required for this new program and explain how you plan to achieve these?
8.  List three organisational or legislative requirements (policies and procedures) that need to be considered when working with clients attending and participating in the new program.
9.  What documentation will be in place to record client participation, client progress, client risks and program outcomes?  For example:  Think about the funding body that you report to and what types of recording mechanisms will you be required to complete for them.
10.  Please explain what specific training that ALL staff (existing and new) will need to have in order to work with clients in this new program and how this will be achieved.
11.  What is your marketing strategy for the announcement of the new service program? How will other related organisations or stakeholders be contacted or informed about this new program?

CHECK THE FOLLOWING WEBSITES: and through a start up here in Australia design a Cluster collaboration process that address all the issue you would be initiating. For further info:

Wayne A Needoba <>


bullet Southrock e-learning, software for knowledge management facilitation management and learning labs (VLL centers);
bullet Acquired Intelligence Inc (AII) - expert systems technology;
bullet Induction and Best practices ISO and Health, Environment, Safety and Quality training.
bullet Learning Management Systems and TRACESS;



Table. Safety Training Program Development Budget.

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