# Presentation: 531309

## INCREASING ACCESS TO EDUCATION & TRAINING RESOURCES 

**Sandra Schoenfisch, RN, PHD**
**Debra Bragdon**

## Describe the Benefits of a “Performance Consultant Role”

Identify Strategies to Effectively Use Technology & Blended Media

Discuss the Importance of Evaluation at All Levels of Development & Delivery

Examine the Role of the “Customer” & End-user in the Design Team

**Identify Strategies to Effectively Use Technology & Blended Media**
**Discuss the Importance of Evaluation at All Levels of Development & Delivery**
**Examine the Role of the “Customer” & End-user in the Design Team**

**Objectives**

## The Past

**One FTE Assigned to Workforce Development**
**Decentralized Approach to Workforce Development & Training**
**Little or No Budget**
**No Direct Authority**
**No Policy**

**Notes:**
We began in 2000.  One FTE responsible for workforce development.  Training was decentralized with very little money and no policy to support the initiatives.  The Department  had a number of mandatory requirements related to supervisor training, HIV/AIDS, most training handled by “programs” and was categorical or by HR.  Most “offices” had training committiees or teams.  Our Office was responsible for convening an advisory group, writing the annual plan and the DL network that was made up of approximately 60 downlink sites.  Very limited technology, sehedules sent out by Snail mail and blast faxes.  Face to face training using overhead transparancies was most common media.  No one wanted the training person to attend meetings or be involved in program activities.

## Today-Current State of Affairs 

**Decentralized Approach to Workforce Development & Training**
**Team of 11 professionals with Diverse Skills (5 PHP)**
**Training Policy ‘04**
**Significant Budget & Access to Resources**
**No Direct Authority**
**Waiting List for Services**

**Notes:**
Today, we continue to have a decentralized approach to training, but use a systematic approach.  The staff has grown to 11 employees, 5 of those funded by preparedness.
A statewide training policy was developed in April 2004 that identifies mandatory training for DOH employees.  It includes basic supervisory training, new employee orientation, HIPAA, etc.  Preparedness training has been added recently to the mandatory training.

Our budget has increased significantly due to the CDC Cooperative Agreement and the general revenue budget to support education and training initiatives.  This has allowed us to purchase face to face training from vendors, video resources and equipment
The Office of Performance Improvement receives requests from divisions, bureaus, program offices and CHD for our services.

## How Did We Get There?

** ****Recognized the Need for Change**
** ****Assessment of Resources**
** ****Access to Technology**
** ****Something to Offer**
** ****Products**

**Notes:**
We recognized the need to change, we were very isolated, always late with schedule changes, non relational data bases (site information, local site coordinators, room capacity at local level, use of central office equipment (people who did not know how to use their VCRs to tape programs, didn’t know where the cable drops were located, 
We had limited technical resources, 2 dishes, receivers, capability to tape programs, ability to copy tapes 
We know how to use power point, write learning objecives, CEU provider number, how to design education programs, experience planning meetings, confereneces,
We got our first multimedia PC from CDC from the DL network
Made of list of what our office could offer,, me and 2 temporary employees   

## First Steps - Assessment

**What Resources Did We Have?**
**Customers Resources?**
**What Was Mandatory or Required?**
**Access to Training?**
**Equipment Needs?**
**Did We Have Any Allies?**

**Notes:**
We first needed to find out what  kind of resources did we had.  We had the ability to tape and copy broadcasts – had TV, VCRs – overhead projectors, ability to make overhead transparencies (in color)
What did our customers have? – did they have internet capability? Email? Some had funds for the development of satellite broadcasts, meetings or educational materials, we offered to help!  Reviewed slides, made arrangements at the studio, talked them through some of the options, how to man telephone lines. Sample evaluation tools, CEUs.  Linked them to external resources, such as local AHECs, meeting planners, instructional designers from the university, etc.  How to plan a meeting project, reviewed materials, proofed, edited, shared sample check lists, etc. Loaned out equipment, Went back to some of the offices I had worked in previously or where someone I know worked and made some offers. 
Did they have the proper equipment such as TV/VCRs? laptops, LCD projectors, polycoms, digital cameras?
Allies – CEU provider number for nurses

## The good news!

**Existing DLN/Local Site Coordinators **
**Program Planning & Production Skills**
**Meeting Planning/Management**
**Materials Development**
**Systems Approach**
**Access to Data**
**A Few Friends**
**Institutional Knowledge**

**Notes:**
In 1999 we had X # Sites
With the Distance Learning Network, our office supports the local site coordinators.  We provide them with program materials, coordinates and technical assistance.  We began this process by maintaining a calendar of programs that we updated weekly and mailed out monthly hard copies and blast faxes of changes.  We now have a sophisticated system with an online registration, calendar of programs, and reporting functions.

We assist with the planning and production of satellite broadcasts and video tapings.  These are for conducted to send out critical information and training such as new or updated policies; administrative messages from the Secretary of Health; and continuing education for health professionals. 
We provide the office with a planning guide that includes how develop a timeline for the project, studio layout, and recommendation of what to wear in front of the camera.  We assist them instructional design, script, all the way to going to the studio.
Meeting planning – having an agenda, reaching agreement, having an outcome.  Facilitation,
Materials development - 
Systems approach – 
Access to data – participation information, schedules, evaluation constructions, summaries, teams   
A few friends 
Over the years, we’ve developed a rapport with a number of staff in the program offices that do broadcasts on a regular basis.
Institutional Knowledge

## The bad news!!

**Silos**
**Turf Issues**
**Viewed as an Intruder**
**No Direct Authority**
**Usually Not a Content Expert**
**Need to Define their Needs & Objectives**
**“****We’ve Always Done it This Way!!”**

**Notes:**
Silos-Divisions not communicating with each others, 
Turf Issues – competitions among and between groups within offices, prevention folks, primary care, 
Concern over being in “control’ of their materials, training, etc.  HR had a number of training programs, no objectives, very wordy documents, no exercises, or activies.  The evaluations were no good, presenters were reading the material, etc. The same with information security, 18 policies, many pages!
Offered to meet with their staff, in their offices to go over the materials and to offer some suggestions on how to make the material look better, assured them that if they did not like any of the suggestions that would be fine.  Went through 2 rounds of meetings in their offices, etc.  Their boss wanted to see everything and to approve it.Some people are resistant to receive constructive feedback or recommendations since they are the “subject matter experts”
Since we are the subject matter experts, we review materials to see if they make sense.  Are they in a logical order?
People want do a broadcast/training but they don’t know what they want to do.  They don’t know what the purpose is, what the intended outcome is.  We help them define the purpose, objectives and identify the target audience and what they plan to gain by doing a broadcast/training.  We stress the need to incorporate evaluation into the process.
People aren’t comfortable in using technology for training.  They’ve always done it the same way.  We want to provide choices  - satellite broadcasts, using Live Meeting.

## Performance Consultant Essential Elements

**How will Success be Defined?**
**Consensus is Critical**
**Shared Leadership is Needed**
**Trust is Very Important**
**Ask Questions & Listen to the Answers**
**Flexibility**
**Enthusiasm**

**Notes:**
Determine the needs and requirements of the group that you are working with.
What are the needs and requirements of the office/team for the join effort to be successful.
What will make them happy, what do they want operationally?
What are the objectives?  Define objectives. Timeliness. Frequently, a lot of time is spent on defining what they want to happen or what they want the people who participate to do as a result.  Many times the objective is to have a satellite broadcast! 
Consensus is important. There may not be consensus with the persons you are working with.  This becomes a challenge to keep peace within the group.  This is when consensus building comes in.
As a consultant, you share leadership with subject matter expert.  They have the expertise of the content, you have the expertise of the product/process
Flexibilty is important, being able to adapt and help them to adapt as the program evolves.  Very often we start out thinking that they want t do one thing or have one set of objectives, when as you examine the situation you find out that there are other underlying objectives, support for a gubnatorial program, meeting the letter of the law, etc.  Ethics was an example, small pox program
You need to build trust and confidence 
Be encouraging, positive, be enthusiastic about progress and what they do, be interested in the program and topic  WIC 5 a day 

## Performance Consultant Outcomes

**Project/Program is a Success**
**High Level of Satisfaction by SME**
**Recognition of Consultant**
**Establishment of Relationships**
**Invitation to Participate in Future Projects**

**Notes:**
Determine the needs and requirements of the group that you are working with.
What are the needs and requirements of the office/team for the join effort to be successful.
What are the objectives?  Define objectives. Timeliness. Frequently, a lot of time is spent on defining what they want to happen or what they want the people who participate to do as a result.
Consensus is important. There may not be consensus with the persons you are working with.  This becomes a challenge to keep peace within the group.  This is when consensus building comes in.
As a consultant, you share leadership with subject matter expert.  They have the expertise of the content, you have the expertise of the product/process

## Communication !!!

**“****Communication is the key to a **
**successful project.”**
******************
** “****Seek first to understand and then **
**             ****to be understood.” – Stephen Covey**
** **

## Blended Media

**Enthusiasm**
**New Concept for Many**
**Face to Face Training, Videos, CDs/DVDs**
**Lack of Technical Skills**
**Transfer of Content from One Medium to Another**
**Fear of Change**
**Lack of Time (JIT)**
**Lack of Access to Instructional Design**
**Other**

**Notes:**
Comfort level of trainers using more than one type of medium.

## Blended Media - Mix & Match

**Pre-work**
**Hardcopy**
**Videos**
**Pre-test/post test**
**PowerPoint **
**Trainer’s Guide**
**Participant’s Guide**
**Equipment**
**Case studies**

**Room layout**
**Exercises/Activities**
**Scenarios**
**Evaluation Tools**
**Sample contracts**
**Resource lists**
**Templates**
**Technology**
**Other**

**Notes:**
When we meet with a “customer”  we try to explore what is it that they want to do. What are the time limits, what do they want the participatants to be able to do?  What resources do they have ?  
Equipment what are they comfortable using, what are they willing to try?  What limits do we have to live with?

## Blended Media - Technology

***   ***
**Live Meeting**
**Satellite Broadcasts**
**Videotaping**
**SharePoint**
**Teleconferencing**
**Audio Conferencing**
**Other**

## Evaluation

**Process**
**Product**
**Kirkpatrick Levels 1 & 2 at a Minimum**
**Level 3 **
**Level 4 Impact on the System, Program Agency - Samples**

**Notes:**
We evaluate the process and the product
Did the planning and work plan move forward as planned, what went well, what needs to be improved, templates and timelines for satellite broadcasts
Did the program or module or materials meet their expectations?   
At a minimum evaluation of the participants satisfaction with the materials, content. And usefulness

Cost – human resources, materials, resources, ROI, Satisfaction....
Kirkpatrick Levels:
Level 1 – Immediate reactions (smile sheets)

Level 2 – Do they increase their learning – do they have a new skill.  Measured by a test-  75% pretest and 100% afterwards. 
Level 3 – Behavior changes after the training.  Take information back to the job and using it 3 months, 6 months later.
Level 4-  evaluation of the impact on the agency, decreased incidents needle sticks, security violations, lost documents security paper-tracking system.  When trying to evalulate the impact on individuals, measure competencies, master content, exercises Ready (preparedness) use of equipment or technology.  Use samples to follow-up.

## Evaluation

**What Happens if You Don’t Evaluate?**
**Unable to Improve the System/Product**
**Can’t Tell Where You Are**
**Can’t Tell Where You are Going**

**Notes:**

We evaluate the process and the product
Did the planning and work plan move forward as planned, what went well, what needs to be improved, templates and timelines for satellite broadcasts
Did the program or module or materials meet their expectations?   
At a minimum evaluation of the participants satisfaction with the materials, content. And usefulness

Cost – human resources, materials, resources, ROI, Satisfaction....
Kirkpatrick Levels:
Level 1 – Immediate reactions (smile sheets)

Level 2 – Do they increase their learning – do they have a new skill.  Measured by a test-  75% pretest and 100% afterwards. 
Level 3 – Behavior changes after the training.  Take information back to the job and using it 3 months, 6 months later.
Level 4-  evaluation of the impact on the agency, decreased incidents needle sticks, security violations, lost documents security paper-tracking system.  When trying to evalulate the impact on individuals, measure competencies, master content, exercises Ready (preparedness) use of equipment or technology.  Use samples to follow-up.

## Members of the Design Team

**Instructional Design**
**Trainers**
**Content Experts**
**Evaluators**
**End-users***
**Technical **
**Educators**
**Other (IT, Legal, etc.)**

**Notes:**
With a project, we have a variety of staff involved, each looking from a different perspective.  This allows each “expert” to provide input on the project to ensure all angles are covered.

Use the Addie model used – Assessment, Design, Development, Implementation and Evaluation.

## The Customer/ End-user

**Essential to the Team**
**Satisfaction**
**Useful Product**
**Feedback at All Levels**

**Notes:**
When planning, developing materials, pilot testing. (ex. Small, med & Large CHD)
Communication and feedback is critical at all levels of the design – make sure they are getting what they want and something they can use.

## Go in With Something to Offer

**Program Development**
**Measurable Objectives**
**Manuals (cookbooks) “How to...”**
**Slide Preparation/Shortcuts**
**Templates/Timelines**
**Advanced Web Searches**

**Notes:**
In summary, go in with something to offer that doesn’t cost them.  Provide samples – help them with program development, planning and they can learn how to do this.

## Resources

** ****Low Cost**
** ****No Cost**
** ****Easy to Use**
** “****Free” Consultation**

**Notes:**
Staff look for resources that don’t cost much, if any.  It needs to be easy to use.  If it is a book that is recommended, it need to be short and an easy read.
They look to use as internal consultants, asking us to assist with improving their processes.  We can do research, provide them with templates and guides.
Sample meeting minutes
Training presentations and links posted on our intranet website.

## Challenges

** ****Lack of an Agency-wide System **
** ****Resistance to E-Learning**
** ****E- Learning that Does Not Meet Their Needs**
** ****Change**
** ****Just in Time Training **
** ****Building Consensus**
** ****Other**

## For questions, contact:

Sandra_Schoenfisch@doh.state.fl.us

Debra_Bragdon@doh.state.fl.us

850-245-4007

**Sandra_Schoenfisch@doh.state.fl.us**
**Debra_Bragdon@doh.state.fl.us**
**850-245-4007**