IDT 739/839

Reflection # 3

Due April 13th, 2016 7pm EST

  1. Engle & Altschuld (2014) wrote an article that provided an overview of how needs assessments are carried out in the public sector. Wedman (2014) addressed the private sector. At a minimum, I would like for you to identify three similarities between these two sectors as well as three differences. (Using APA format, provide excerpts from the articles to support your rationale).

From a needs assessment and analysis perspective, there are a number of ways that private and public organizations are similar.

Observations, document review, artifact analysis and other secondary data sources as well as primary data collection strategies such as interviews and surveys can be used in needs assessments in both the public and private sector.

Wedman (2014, p. 50) describes a systemic approach “...if one of the elements is inadequate or not aligned with the other elements, performance will suffer.” This systems perspective, or the need to assess how a change in one area of an organization will impact other areas of that organization, can also apply to both public and private sector entities.

Wedman’s Performance Pyramid and Witkin and Altschuld’sthree phase needs assessment model, as described by Engle (2014), can both be used in private and public sector.

Both articles generally define needs as performance gaps. However, Engle andAltschuld’s description of asset assessment, while presented in the context of the public sector, this idea can also apply in the private sector. The authors describe that “…beginning with needs may not lead to good new programming, whereas launching efforts from assets may indeed provide a more complete picture and improve results” (Engle & Altschuld, 2014, p. 42). HPT practitioners are advised to not only focus on the performance gaps of the organization, but to also identify the strengths of an organization, and look for way these strengths can be leveraged to potentially resolve needs.

In instructional design contexts another important consideration is that “…’training’ is not likely to be the only solution to a performance problem” (Wedman, 2014, p. 58). This wider human performance technology perspective is especially evident in the two articles. Neither article presents an example, in either sector, of the need for a training intervention.

There are several differences for an instructional designer, or other HPT practitioner, to consider when conducting a needs assessment for a public sector organization versus a private sector organization.

Engle andAltschuld describe that politics and predetermined solutions can often derail or bypass formal needs assessments in the public sector, “… the reality is that programs are often undertaken without that needs assessment foundation, such as when they are the result of political deals or when a solution is selected before the needs are well defined…” (Engle & Altschuld, 2014, p. 34). While politics and predetermined solutions will also exist in the private sector, the prioritization of revenue may make decisions not based on increased revenue, or lowering expenses, somewhat less likely to occur.

Revenue is the primary motivation in the private sector. While cost and cost savings are also important, providing a service is the primary motivation in the public sector

Public sector entities may also be more apt to partner with other groups or institutions with common needs. For instance, public sector governments may be more willing to combine resources to fund a sports stadium or public transit project than two corporations would be to share intellectual property.

Funding can be a constraint in both sectors, however in the public sector it is especially true that “… service receives a good portion of its funding from the state and those resources are limited by the state budget” (Engle & Altschuld, 2014, p. 40). A needs analysis and potential solution in the public sector is also limited by many policy and procedure restraints that do not exist in or hinder private sector organizations.

An organization is a system, with inputs, internal process, and outputs. While the motivation driving each system may be different, I think private sector and public sector organizations are similar, at least from the perspective of systemic needs assessment and analysis processes.

Engle, M., & Altschuld, J. W. (2014). Needs assessment: The perspective from the public sector. In J. W. Altschuld & R. Watkins (Eds.), Needs Assessment: Trends and a view toward the future. New Directions for Evaluation, 144, 33-45.

Wedman, J. (2014). Needs assessment in the private sector. In J. W. Altschuld & R. Watkins (Eds.), Needs Assessment: Trends and a view toward the future. New Directions for Evaluation, 144, 47-60.

  1. After comparing the Engle & Altschuld and Wedman articles, I want you to identify what sector your needs assessment project falls under. Identify how the strategies you’re utilizing for your project align with the strategies provided by the two articles. If you are not employing particular strategies, provide rationale for your approach.

My needs assessment and analysis project, the consolidation of class and event schedules and calendars, is not based on revenue generation or direct cost savings. However, the project will make providing technical services to the university more effective and efficient, the university is also a non-profit agency and receives state funds. The focus on better university support rather than revenue makes my project a public sector project rather than a public sector project.

My needs assessment and analysis project also employs several other aspects presented by these authors. My project is assessing and identifying performance gaps, as well as areas of expertise and web development assets that are already in the organization. These existing assets may be able to be used to help find potential solutions. I’m also taking a systems approach, by exploringmultiple areas of the system and multiple departments that would be impacted by existing needs and potential changes. I’m also taking the authors’ perspective on the system’s needs into account as we prioritize needs and consider proposing potential solutions. I’ve also taken the approach that this project probably does not require a training intervention (though a new system would require some training to use). The main gaps are not that staff do not know how to use the existing calendar systems. As Gilbert describes, “..the needs assessment process begins with an examination of in the environment..” such a multiple calendars that do not met the needs of the staff (Wedman, 2014, p. 48).

  1. Have you encountered any additional (or new) challenges since we last spoke about your project?

I’m concerned that we will not be able to find a technically viable and practically affordable solution given the diverse calendar needs and technical limitations of the systems that we would need to integrate. My client and I will be disappointed if we’ve invested the time and effort during this needs assessment and analysis only to realize a solution is out of reach. That said, we knew this was a complex gap and that a solution may not yet be possible within a reasonable timeframe or within a reasonable budget.

  1. What assistance, if any, do you need from me regarding your individual needs assessment project?

I don’t think I need assistanceyet,I have one more group meeting next week where we will discuss needs analysis and phase three potential solutions. I am looking forward to project feedback, thanks!

5. ASSESSMENT OR EVALUATION SELF-AUDIT

The first time we did this activity I scoreda 38-42, I scored a 42-14 this time. This time I better understood that an evaluation is conducted on a program that already exists, while an assessment looks to potentially create something new, I used this insight to better differentiate between an assessment and an evaluation.

ASSESSMENT OR EVALUATION SELF-AUDIT

Questions / 1
(disagree) / 2 / 3 / 4 / 5 / 6
(agree)
  1. You have been asked to make a decision regarding the potential utility of a new intervention (e.g. a course, process, or product).
/ X
  1. It will be a focus of your task to determine the effectiveness of an intervention (e.g. a course, process, or product) that is already in use.
/ x
  1. You have been charged with the responsibility for making long-term recommendations for linking interventions to the organization’s strategic plan.
/ x
  1. You have been asked to make recommendations about how to improve an intervention that is currently being used.
/ x
  1. You have been asked to ensure that all the organization uses, does, produces, and delivers adds value for internal and external clients.
/ x
  1. The focus of your task will be to determine ways to improve the efficiency of the intervention.
/ x
  1. Linking the results of individuals and teams within the organization to organizational results is part of your charge.
/ x
  1. Your task has come about as a reaction to concerns regarding the suitability of a current intervention.
/ x
  1. You and your team intend to identify gaps between current results and desired results before examining alternative solutions (i.e. interventions).
/ x
  1. Determining what current interventions (e.g. training) should be continued in the next year will be the sole focus of your task.
/ x
Questions / 1
(agree) / 2 / 3 / 4 / 5 / 6
(disagree)
  1. Part of your charge is to solicit input from employees and other stakeholders about new courses, processes, and products they would like to see implemented.
/ x
  1. Return-on-investment data concerning alternative interventions will not be an essential element in fulfilling your charge.
/ x
  1. Your task will be considered successful if you identify the potential results and consequences associated with interventions being considered.
/ x
  1. Your task will be considered successful if you determine the impact of an intervention that is currently implemented.
/ x
  1. You and your team will be considered successful if your recommendations lead to measurable improvements in the organizational results delivered to external clients.
/ x
  1. You and your team will be considered successful if you make recommendations to improve a course or process without input from external clients.
/ x

Scoring:

Table A: Odd-numbered Response Values
Question Number / Response Value
1 / 6
3 / 4
5 / 4
7 / 4
9 / 6
11 / 6
13 / 6
15 / 6
TOTAL / 42
Table B: Even-numbered Response Values
Question Number / Response Value
2 / 1
4 / 1
6 / 3
8 / 1
10 / 1
12 / 4
14 / 1
16 / 2
TOTAL / 14

NOTE: Your journal responses must be submitted through the Google Drive folder.