Nothing will change if we continue on the path of least resistance.
Stop supporting the facility and start supporting our field employees with tools and skill development that dovetails into their needs, their process steps and their schedules.
Rotate course leaders from the field on a 3-5 year schedule. Half the time they work with their field station, the other with NCTC. This will ensure that the training is applicable, current and relevant. This new model will connect with the field and make NCTC a true home of FWS. It’s a win win.
Hire employees using a committee of peers rather than a single branch manager. This will create a better team all the way around.
Redistribute and priorities to reduce the course load. We run way too many classes for the facility and the staff to maintain. Reduce the number of classes to no more than three per course leader with no more than three offerings of each class per year. This will open up lodging space and allow the course leader to develop a better class through repetition. Listen to the course leader and have them choose which three to run. They are closer to the subject material and the audience then managers.
Remove the non-essential, difficult to fill classes and share the important classes across all course leaders. Course leaders either have way too many classes or are struggling to find just one that will fill so they have something to do.
Work with Data Camp, Coursera, Linda.com, Udemy or some other reputable online school to add our courses to their curriculum. We worry about the content, they worry about everything else. It’s a win-win situation.
Combine the Distance Learning Branch with Creative Imagery Branch and hire experts in website development, software development and online class development. The latter would be best to interact and house with an online school such as Data Camp.
Replace TAB with an efficient project tracking software system. Then, retool TAB to work directly with training students. They are some of the brightest employees we have and are screaming for a fulfilling career.
We need a strong internet presence. If we can not hire the experts to work within NCTC, then contract a modern reputable company to perform the work for us.
Replace DOI Talent with a front-end, NCTC driven website. Have the back-end dovetail with DOI Talent, but a front end that is simple and effective for our needs and the needs of the students. If we continue to be led by our current CMS, then we will not be successful.
Retool curriculum managers into senior course leaders and branch managers into project managers. We need more help in the trenches leading courses and a strong voice managing the tough decisions with projects/classes.
Only use the onsite facilities for large events and workshops. Convert weeklong classes to offsite offerings, online classes or < 10 min vignettes. This will keep the facility going and allow for maximum fexability in class offerings and quick solid responses to the needs of the field.
Stop reinventing the wheel. The majority of training is already out there on the internet or with other agencies. If one person asks for training, check if it’s a training need, can be answered with a tool/job aid or if it’s already done by someone else before we commit to more work.