ERIC ED405491: National Association of Workforce Development Professionals Guides.

31 Pages·1993·0.51 MB·English

by  ERIC

DOCUMENT RESUME
CE 073 704
ED 405 491
National Association of Workforce Development
TITLE
Professionals Guides.
National Association of Workforce Development
INSTITUTION
Professionals, Washington, DC.
PUB DATE
93
29p.; Some pages are printed on colored paper.
NOTE
National Association of Workforce Development
AVAILABLE FROM
Professionals, 1620 I Street, N.W., #LL30,
Washington, DC 20006-4005.
Non-Classroom Use (055)
PUB TYPE
Guides
MF01/PCO2 Plus Postage.
EDRS PRICE
Adults; *Employment Programs; Focus Groups; *Job
DESCRIPTORS
Development; Job Training; Labor Force Development;
Networks; On the Job Training; *Professional
Development; Program Development; *Trainers;
Unemployment
ABSTRACT
This packet contains seven short guides for
activities that help work force development professionals develop
their professionalism and establish ties with their peers. The guides
cover the following topics: (1) building local peer networks;
(2)
(3) planning
meeting with other work force development professionals;
(4) sponsoring professional development workshops; (5)
a roundtable;
(6) forming a training
conducting an occupational focus group;
institute; and (7) forming a chapter of the National Association of
Workforce Development Professionals (NAWDP). The guides provide
step-by-step processes for developing and implementing the
activities. The guide to forming a NAWDP chapter also contains a list
of 21 resources available from the organization. (KC)
***********************************************************************
Reproductions supplied by EDRS are the best that can be made
*
from the original document.
***********************************************************************
NATIONAL AffOCIATION OF
WORKFORCE DEVELOPMENT PROFEHIONALI
GUIDEI
iS. DEPARTMENT
OF EDUCATION
0 ice of Educational
PERMISSION TO REPRODUCE
AND
Research and Improvement
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DISSEMINATE THIS MATERIAL
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This document
has been reproduced
received from
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organization
originating it.
O Minor changes
have been
made to
improve reproduction
quality.
Points of view
or opinions stated
TO THE EDUCATIONAL RESOURCES
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not necessarily
represent
official OERI
INFORMATION CENTER
(ERIC)
position or policy.
,
2
BEST COPY AVAILABLE
A Guide to
Building Local Peer Networks
ongoing
directory
for
Uses of Peer Networks
The NAWDP's individual mem-
bership base makes it ideal for
projects.
building connections among in-
How can local peer networks
dividual professionals in a lo-
4. Assign responsibility for us-
encourage individual profes-
ing networks: is there a cen-
cal area. Also, its national iden-
sional development?
tral contact? Or are you issu-
tity and network structure sup-
ing a directory for self-refer-
port local networks.
Tie into the national net-
ral?
works. NAWDP has organ-
But peer networks won't hap-
ized networks around 7 func-
Develop-
pen by themselves.
5. Update the list/directory
tional areas:
ment and maintenance take
(twice a year is a reasonable
Job development/marketing;
work to ensure that networks
minimum for accuracy).
Counsel ing/case
are available when you need
management;
Also, you can use the
them.
You may want to have a "net-
Training/instruction;
networks in different ways, so
work coordinator" who main-
Supervision/management;
you will have to decide which
tains lists, conducts referrals,
Program development;
are most important.
and generally takes care of the
Fiscal;
As the networks
mechanics.
MIS.
Building and Maintaining
develop, you may wish to have
for ex-
leadership for each
Networks
You may want to develop lo-
ample, a network chair or coor-
cal groups around these or
dinator.
combinations of these catego-
The core of the peer network,
ries, allowing you to tap into
whatever you do with
in-
it,
But networks are really fairly
the national networks and the
volves some basic mechanics.
uncomplicated. You don't need
Make sure you include these
resources they develop.
an elaborate structure, just
steps as your projects develop:
mechanisms and volunteers for
Publish directories for self-
information collection and
Ask indi-
initiated contact.
1. Identify networks: what are
maintenance.
identify
viduals
the
to
the basic groupings?
network(s) in which they are
The exact format will depend
most interested, and compile
2. Collect information (a simple
on what you want to do with
survey can serve this pur-
a list with addresses and phone
the networks. You may want to
numbers. Once compiled, the
pose): what does each indi-
start with single-event projects
list can be updated and dis-
vidual know, what is each
in the beginning, such as focus
tributed on a regular basis.
willing to do (serve as a men-
groups or information ex-
This allows individual profes-
tor, etc.), and what informa-
changes at the state conference.
sionals to take the lead in con-
tion would people like to get
At those events, you will be
tacting their peers for advice
from the network?
able to identify potential lead-
and networking.
ers for longer-term projects and
3. Set up systems: format your
measure the enthusiasm for
mailing list, phone list, or
(more)
such endeavors.
3
Building Local Peer Networks
Set up a mentoring program
session has a good facilitator
then with intake and assess-
with more experienced indi-
ment workers. How would
and a couple of participants
viduals available for career
the results of all the groups
who are willing to kick off the
counseling in specific areas.
discussion with their own ex-
relate?
periences or materials. You
Develop a list of professionals
who will agree to be available
Build task forces to compile
may want to use a recorder to
for informational interviews,
and publish resource lists,
get down the good ideas and
career advice, and other one-
suggestions for later distribu-
best practices, and other use-
on-one assistance to their
tion.
ful materials. A formal net-
peers. If they are willing, you
work structure may provide
If you
can publish the list.
Act as advisory groups for
leadership for these tasks, but
want to control the demands
NAWDP events, activities and
to get maximum peer involve-
on these volunteers, you may
publications. Peer networks
ment you might want sepa-
want to do the referrals
are great planning tools. Be-
rate task forces for each spe-
through a central contact.
cause NAWDP
serves the
cific project. Usefocus groups
entire profession, there is a
and information exchanges to
Set up a peer exchange for
wide range of specialties and
identify needed resources; re-
tips and problem-solving. For
interests among its member-
quests to the mentoring and
more specific questions
ship. Even local chapter lead-
peer exchanges might also in-
practical tips, problemsolving
ership can't reflect every one
dicate needs. Overtime, your
techniques, programmatic in-
of those interests.
Use the
networks can compile a valu-
formationcollect peer ex-
peer networks to identify
able library of lists, references,
change information.
This
needed workshops for con-
and tips for peer use.
means compiling information
ferences, chapter activities,
(your original survey can do
and other professional needs.
Contribute articles. Too of-
it) on types of programs, cli-
Both local NAWDP chapters
ten, opinion and best-prac-
ents, and specialties with
and the national organization
tice articles for the profession
which each individual has ex-
will be grateful for this input.
come from a very limited seg-
perience. Then specific ques-
mentusually administrators.
tions can be referred to some-
Hold focus groups to assist
Peer groups can be valuable
one with specific expertise.
local training institutes, di-
vehicles for collecting re-
As with the mentoring pro-
rectors' associations, and oth-
sources and opinions. Don't
gram, referrals can be self-ini-
ers to identify issues.
Not
leave the results on the focus
tiated using a directory, or
NAWDP, but other
only
group flipchart.
Seek out
more formally conducted
groups interested in profes-
members of the group who
through a central contact.
sional development benefit
are able and willing to write
from peer exchange activities.
them up into best-practice de-
Hold information exchanges
If your state has a training
scriptions, policy recommen-
at conferences and other
institute, peer focus groups
dations, and viewpoint ar-
events. Even without an on-
could help do a needs assess-
ticles. State and local publica-
going peer exchange, one-
ment. An agency directors'
tions areoften looking for such
time exchanges can be effec-
association might be inter-
pieces, as is NAWDP's "Ad-
tive. An information sharing
ested in suggestions from fo-
vantage."
session among those in like
cus groups as well. And first-
occupations is easily orga-
line staff roundtables can be
nized at a conference, a chap-
valuable complements to the
National Association of
ter meeting, or as a stand-
more common forums offered
Workforce Development
alone meeting.
Developing
to administrators and direc-
Professionals
an advance list of topics or
For example, consider
tors.
1620 I Street, NW, Ste. 30
issues to cover will attract an
holding roundtables on coor-
Washington, DC 20006
audience and keep the ses-
dination with directors
then
...
202/887-6120
with program managers
sion on target. Make sure the
...
National Association of Workforce Development Professionals
4
A Guide to
Meeting with other Workforce
Development Professionals
What commitment will we
What is the current situation
NAWDP reaches across pro-
ask the group to make? For
facing the potential partner
gram lines and hierarchies to
organization? What do we
example, serve on a task force
link individual professionals
know about their funding,
or committee, provide repre-
from all aspects of employment
sentatives for an event, co-
political climate, philosophi-
and training. Connections with
sponsor training.
other organizations can be a
cal orientation, cl ient or mem-
central part of building those
ber population, programs and
What objections might the
services, challenges and suc-
individual networks as well as
group have to this partner-
achieving your goals.
cesses?
ship?
To work effectively in your com-
What are their goals and ob-
munity, you will need to work
jectives in collaborating with
How can we overcome those
in collaboration and coalition
objections?
us?
with other groups: profession-
als from related fields, programs,
What are the potential prob-
Approach and
and interests.
Building on Collaboration
lems in meeting these objec-
structure your contacts so they
tives?
will be rewarding for all
in-
A single meeting may in itself
volved.
How specifically can we
be very valuable, simply by ac-
work with them to help them
quainting the two organizations
Following are some of the con-
get what they want?
and the individuals present. But
siderations in meeting with
think in longer terms as well,
other workforce development
both to follow up on agree-
What do we hope to gain
professionals.
from this contact? Think about
ments made and to build on the
new relationship.
your own goals, for the imme-
Preparing for Collaboration
diate meeting and for longer-
term purposes. This could
After the first contact, what is
Think out your goals in work-
the next step in pursuing our
range anywhere from simple
ing with other groups.
They
networking and information
collaborative effort? Whom
have their own legitimate focus
to see, when, where, agenda,
gathering to prel i m i nary agree-
and goals; you are looking for
ment, drafting a contract, or
timetable?
the point where your interests
forming an official tie.
coincide and you can work to-
After the first contact, what
gether.
Be clear on the specific out-
have we learned about this
Who else
organization?
comes you want from the meet-
To pursue a fruitful collabora-
you can't get what you
needs this information?
ing
tion, you need to become fa-
don't ask for! Be prepared to be
miliar with the circumstances
persuasive.
(more)
and goals of the other organiza-
tion. Ask these questions:
5
Meeting with other Workforce Development Professionals
In light of our new connec-
tion, are we aware of other
shared goals, possibilities for
joint action, or joint benefits
such as information sharing
and public relations opportu-
nities?
National Association of
Workforce Development
Professionals
1620 I Street, NW, Ste. 30
Washington, DC 20006
202/887-6120
b
National Association of Workforce Development Professionals
A Guide to
Roundtable
Planning
a
tion of problems to possible
3. How can public programs
Sponsoring a Roundtable dis-
solutions, beyond differences
for workforce development
cussion on workforce develop-
to points of consensus, and be-
be more effective? How can
ment issues is one of the most
we win public support for
yond general analyses to con-
effective ways to bring together
crete possibilities.
these programs?
professionals from different ar-
eas of employment and train-
To accomplish this, you need
4. How should business be in-
an experienced facilitator:
volved in these critical
ing for planning, to reach con-
is-
knowledge of issues is good,
sues? What incentives would
sensus on common directions,
but make sure the facilitator has
persuade business to invest
or just to air all views. Espe-
its current and future
no strong personal agenda to
in
cially now, when workforce is-
push. The facilitator's role is to
workforce? Whatro le should
sues are hot and new proposals
business play?
keep the discussion focused and
seem to appear every day, a
moving, but not to dominate or
Roundtable can be an impor-
5. Is the current structure the
guarantee the outcome.
best vehicle for achieving
tant service to local profession-
workforce goals? How
After the discussion, it is useful
als.
to ask a commentator/observer
should the structure change?
(not facilitator) to sum up be-
Roundtable Questions
6. How can practitioners in
fore closing. A local journalist
workforce development
is good for this and helps get
Prepare your facilitator with
the professionals in the
press coverage.
questions specifically suited to
fieldhelp to meet these
the Roundtable topic and par-
Structure and Timing
challenges and bring about
ticipants. Questions maybe sent
these changes?
to participants in advance, but
The structure and timing of your
they should not prepare formal
7. How would current legisla-
Roundtable may depend on the
remarks or bring documenta-
tive proposals affect the abil-
participants and issues in-
tion. Following are sample ques-
ity of professionals to de-
tions for a Roundtable on
volved. One possible structure
sign, implement and deliver
takes about four hours: Open
workforce development issues:
effective programs?
with introductions and an ex-
planation of the Roundtable
From your perspective, what
1
Facilitation
purpose. Devote two hours to
are the two or three most
the main discussion, working
important issues related to
The Roundtable discussion
through the questions devel-
preparing the future Ameri-
should be freewheeling and
oped in advance. After a break
can workforce?
for lunch or coffee, summarize
open. It is important not to push
the major issues and ideas that
for a predetermined conclusion
2. What should be the major
or overstructure the topics.
emerged during the d iscussion.
emphasis in public policy?
Then the group attempts to
However, the questions and fa-
What should we fund and
cilitation should push partici-
reach closure.
where should we focus in
pants to go beyond identifica-
(more)
public programs?
Planning a Roundtable
gives the commentator a chance
see their concerns in a broader
to collect remarks before the
Participants
context, and makes the con-
windup.
nection between the industry
and the expertise of employ-
Set the participant list at 12-14
ment and training profession-
Background materials may be
maximum; more will prevent a
appropriate, although anything
als.
full discussion. Make sure to
lengthy should be sent out in
get a good mix of all appropri-
Another type of specialized
advance. In addition, don't for-
ate segments: education, em-
get to put NAWDP brochures
Roundtable would consider the
ployment and training, welfare,
impact of a specific policy
and publications in the packet
business, research, public
provided to each participant.
change, such as proposals for
policy.
local labor market boards or
Followup
"one-stop" skill centers. Your
Taping/Transcribing
background materials and ques-
If taped, the full transcript
tions would be focused accord-
Taping and transcribing the
ingly.
should be sent to all partici-
roundtable is recommended, to
pants, to NAWDP and other
help disseminate results and
interested parties. If not, a sum-
write up stories and press re-
mary of major points should be
leases. If possible, videotaping
National Association of
prepaeed. A press release list
provides an educational tool
Workforce Development
i ng the participants and describ-
for other purposes.
Professionals
ing major issues discussed
1620 I Street, NW, Ste. 30
should be sent to local press.
Room Setup
Washington, DC 20006
202/887-6120
You may find that the group
Seat participants around one
wants to continue meeting. This
table, round or oblong, or
could be the basis for a regular
around tables set in a hollow
workgroup on coordination,
square. The table(s) should not
policy planning, or other is-
be too long; participants need
sues.
to be able to see each other.
Specialized Roundtables
A small audience can be seated
outside the table, along the
You may want to organize an
walls. If you have a large audi-
industry-specific Roundtable,
ence, the Roundtable setup
on workforce development is-
should be open to the audi-
sues for an industry that domi-
ence, with tables in a three-
nates in your local labor market
sided or crescent shape, so par-
or that is going through major
ticipants can still see and speak
changes. If so, one useful for-
directly to each other.
mat is to split the Roundtable
discussion. The first (shorter)
If needed for taping, sufficient
part revolves around overall em-
microphones should be pro-
ployment and training trends:
vided so participants don't have
new technologies, training
to pass them back and forth.
policy and practice. The sec-
ond homes in on trends spe-
Coffee and water should be pro-
cific to the industry. This allows
vided. If possible, a lunch break
members from the industry to
at the end of the discussion
National Association of Workforce Development Professionals
A Guide to
Sponsoring Professional
Development Workshops
Remember that everything is
NAWDP's primary mission is
relevant training and informa-
negotiable! Trainers trying to
professional development of
tion on important topics
expand their clientele or mar-
employment and training staff.
kets are often willing to share
opportunities to network and
This guide is intended to assist
Free meeting locations
affiliate with peers across or-
risks.
NAWDP members interested in
can be found, or hotels often
ganizations
providing professional develop-
will waive room fees when
ment services for their peers on
learning about topic-specific
the local level, in the form of
meals are provided. Other cost
workshops for information and
considerations:
resources
skill development.
A cancellation policy that en-
a better sense of career oppor-
courages substitutions with-
tunities and career develop-
The need for such services var-
out returning tuition money
ment
ies, depending on existing state
helps to ensure attendance.
and local efforts at professional
development and capacity
Benefits for the sponsoring
Typically, though,
members, chapter, or district
Calculating overhead costs
building.
(trainer, site, lunch and re-
include:
professional development and
freshments, publicity) helps to
consistent training opportunities
set individual participant
are limited or unavailable for
the opportunity to recruit in-
terested individuals NAWDP
costs. Low overhead costs al-
direct service staff in local areas.
low low tuition fees, which in
and local activities
Focusing on the needs of direct
practitioners
service
can
turn encourage attendance.
chances to publicize goals
complement rather than com-
pete with existing systems.
One-day workshops also keep
aad events
Through a chapter or just a lo-
down costs (per diem, meals,
cal member workgroup, you
loss of productivity) to orga-
if desired, a source of revenue
nizations who pay for indi-
for other activities or future
can help encourage relevant, af-
training
viduals to attend workshops.
fordable, and accessible on-site
training workshops for direct
But the real keys to successful
Controlling Costs
service professionals in employ-
ment and training, across re-
and cost-effective training are
choosing relevant topics, select-
source systems and organiza-
There is risk involved in spon-
ing trainers, and arranging for
tions.
soring workshops.
However,
convenient and low-cost loca-
the risks can be controlled and
tions. Let's look at these in more
Benefits
turned into profit. This has been
detail.
the experience of existing
Professional development
NAWDP chapters who have
sponsored training.
workshops offer important ben-
efits to workshop participants:
(more)
9
Sponsoring Professional Development Workshops
nization, community college,
Choosing Relevant
Selecting Trainers
public entity, or private busi-
Training Topics
If not, negotiate with ho-
ness.
A successful workshop is de-
tels for the best bargain.
pendent upon planning and se-
The easiest approach to spon-
lecting an appropriate trainer.
soring relevant workshop topics
If possible, refreshments and
Three areas should be empha-
is to ask individual practitioners
lunch should be available at the
sized when seeking a trainer.
what their training needs are
training site for comfort, to save
and design training responding
time, and to encourage net-
The first is expertise in the topic
to those stated needs. This can
working. A simple lunch can
area. Appropriate trainers can
be accomplished by conducting
usually be catered in at modest
be identified by inquiring from
a survey, examining survey re-
cost, and built into the atten-
other organizations who have
sults from other states and locali-
dance fee.
It can be benefi-
used trainers.
ties, or polling representative
cial to find trainers who have
peers from various programs
Scheduling events around a
experience in the workforce
and organizations.
weekend can be a draw. Park-
development profession, but is
ing, acoustics, comfort, desired
not necessary for every topic.
Designing, conducting, and
training space and materials,
Private and public organizations
tabulating survey instruments
and aides should be weighed
should be sought out to suggest
need not be prohibitively ex-
when choosing a site.
trainers. Good resources in-
pensive or difficult if coopera-
clude higher education, con-
tion from state or regional agen-
Publicity
sultants, and professionals from
In fact, early
cies is obtained.
topic-specific organizations.
cooperation from various hu-
Announcing the workshop well
man resource systems can help
in advance (preferably six
Second, insist that the trainer
to ensure success.
customize the presentation to
weeks) is important, as is a wide
job training practitioners' expe-
distribution network. Expensive
A sample survey is attached.
rience, practice, and setting.
announcements are not neces-
However, a survey is not nec-
This may require up-front time
sary if you have a built-in con-
essary to get started if you an-
stituency; a simple flyer will
to educate the potential trainer.
ticipate the day-to-day client is-
Specific outcomes should be
communicate as well.
sues that direct service practitio-
developed, and the workshop
ners experience. Topics such
evaluated against the stated out-
Co-sponsoring training with an-
as client motivation, problem-
comes.
other group, such as NAWDP,
solving, screening and referral
can add to a distribution net-
for drug and alcohol problems,
Finally, the trainer should
work. Announcements can be
detecting depression and men-
model adult participatory learn-
made in the NAWDP newslet-
tal health issues, working with
ing principles, encourage peer
ter, and you can get mailing la-
hostile clients, and case man-
bels for NAWDP members in
exchanges, and create an enjoy-
agement techniques, among
able learning environment.
your area.
others, are cited by practitioners
References and followup evalu-
as training priorities. By choos-
ations will help you judge these
ing topics common to staff
Other distributors of announce-
abilities.
ments? Send multiple copies to
across organizations and pro-
job training directors, state as-
grams, you can generate inter-
Training Site
sociations and other associa-
est and enthusiasm for training
tions, Job Service and human
which can produce opportuni-
ties for further exploration of
services staff.
A convenient and centrally-lo-
cated site is essential. A free
training needs.
training facility might be ar-
ranged with a job training orga-
(more)
National Association of Workforce Development Professionals