4. RECOMMENDATIONS FOR A NEW SYSTEM
The following recommendations for Strategic Organizational Change are major changes in the way that staff development and training is conceptualized, planned, designed, implemented and evaluated in NCCE. To create a new and highly efficient system, it is critical that each of these changes be implemented as important elements of the total system. A systems approach requires the implementation of all changes; each is critical to the function of the whole. The BRC is convinced that failure to implement any one of the recommendations will have an adverse impact on the proposed new system and on the organization.
These recommendations are the result of many months of intense and sustained efforts on the part of BRC. They are research based, having been derived from needs and issues identified through 360 degree data collection, collaboration with training and development experts, study of staff development and training in other organizations including cooperative extension in other states, and examination of relevant literature. Data were obtained from all job groups in Extension, volunteers, customers and other stakeholders. Recommendations are also based on what was learned by examining the current state-of-the-art of staff development and training in government, in the corporate world, and in the private sector.
1. Competency-Based Learning – Implement a competency-based staff development and training system. Conceptualize, plan, design, and implement all personal and organizational development activities and programs using the core competencies, and the job group competencies and proficiencies for each level of expertise within the competency area. Implementation of these recommendations should begin immediately with further verification, validation and refinement of core competencies, job group competencies and proficiencies as a continuing process.
2. Restructure the staff development unit -- Establish a new unit for staff development that is extra departmental. Use existing faculty and staff positions to provide leadership for the new unit. Create a structure that includes state level personnel as well as faculty and staff located across the state.
3. Inclusiveness and Equity – Design the training and development system to be inclusive of all Extension, employees and volunteers. Develop and implement a system that provides learning opportunities for agents, secretaries, specialists, program assistants/associates/technicians, administrators and volunteers. Develop and offer learner opportunities that are relevant across multiple job groups.
4. Convenient Access – Make learning opportunities convenient and accessible for the learning. Accessibility will be improved by offering all learning opportunities through multiple delivery modes. Expand the use of digital systems and ultimately offer most training in digital based packages.
5. Systems Integration – Use a systems approach for staff development that links all critical components of NCCE. It is vital that all systems within NCCE be integrated. Systems must be based upon compatible conceptual frameworks. Specifically, it is logical that if a competency-based approach is used for personal and organizational development, those same competencies should be embedded in the Performance, Planning, Counseling and Evaluation (PPC&E) process, the county program quality enhancement process, as well as the recruiting and hiring process. Most importantly, staff and organizational development must be aligned with the strategic directions of NCCE. As NCCE makes changes and adjustments in response to external forces to better serve the needs of its customers, staff development offers a primary mechanism for initiating those changes.
6. Learner Focused – The learner must be at the center of all staff development and training efforts. Policies must be instituted that will place primary responsibility for personal development on the learner. This will require a new way of thinking about who is responsible for providing training. Primary responsibility on the part of the learner will require an investment of personal resources on the part of extension employees and volunteers for their continued growth and development. NCCE must continue to expect and encourage employees to participate in training and development. The organization must also provide financial support, recognition and rewards for employees and volunteers who demonstrate commitment to continued learning.