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Program Delivery Logistics & Mechanics:


CLP
ran for two consecutive years with 50 participants taking part, representing
nearly one-half of the total staff members. At the end of the second year, it
became apparent that it was time to revamp the program to meet the changing
needs of the agency. An important point to remember in delivering any type of
program is that it should always strive to meet the current needs of the
participants–even if you believe you have designed the most perfect program
ever! Do not be reluctant to make changes or to give up pieces that might be
your favorite if they are no longer relevant or needed! Any organization
undergoing major change (which includes most organizations today) has to be
able to respond to those changes, and that certainly includes staff
development. Adaptive leaders need to be adaptive!


Before
going into the changes made in the third year of the program, here are some
points concerning logistics and mechanics that were important during the first
two years:


·      
Recruitment was done through
distributing flyers in the agency into each person’s mailbox and through having
the manager of quality assurance be the contact person inside the agency to
answer questions and help publicize the program. Through this overall
distribution, it was assured that each person was aware of the program without
having to rely on a supervisor or manager to distribute the information.


·      
Applications were developed and, when
completed, mailed directly to the PSI office (to insure confidentiality of
information). Again, through sending the applications to PSI, no person had to
rely on another level in the organization to make sure the application was
forwarded.


·      
During the first year of CLP, class
sessions were held twice a month for one-half day each session. This was
changed during the second year to having a whole day for classes once a month.
Participants felt that the half-day sessions did not give enough time to delve
into the subject. In addition, it was easier for participants to be away from
the office once a month (even if it was for an entire day) than twice a month.


·      
In the first year, participants were
not interested in planning a field trip, so this was deleted in the second
year.


·      
While not every session was delivered
by the educational facilitator from PSI (although many of them were), the
facilitator was present at each session to insure continuity.


·      
Sessions were held primarily at the
community college, insuring participants space and time away from the demands
of the office.


·      
It is important to allow participants
time to trust the process and their coworkers. Do not be dismayed if this does
not happen during the first one or two sessions. In addition, it is not unusual
to have about 10% of the original class members decide to quit the program,
often for reasons such as time constraints or the program simply does not fit
them. This does not indicate something is wrong or “bad” about the
person or the program.


·      
During the year, evaluations were
conducted after each day-long session. These evaluations allowed for
fine-tuning of remaining sessions and for making some changes in the second
class.





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