Building a Design Firm'€™s Professional Development Program – Planning and Performance Projection

Photo of staff reviewing graphs

Planning and performance projection is the critical third step to building a successful professional development program. This step should be based upon the results your needs assessments and analysis. At this point you develop measurable short and long-term educational goal with performance projections of key education results that tie into the overall business strategy. If you have not already done so at this point, be sure to develop a realistic budget that supports your project.

Continuing in part four of this eight part series I have assembled requirements from several prestigious organizational award programs that appear with consistency. The self-assessment presented in this piece are intended to assist those individuals who are responsible for shaping and managing the organizational structure of an Architectural/Engineering Design and Consulting Firms'€™ professional education department. This assessment tool is not intended for the design or development of any individual course, certification, skill, or professional program.

KEY 3: Planning and Performance Projection

Here we examine the firm'€™s planning, support and performance projections. This section examines how the firm identifies, develops, and supports program designers and faculty. Key 3 also takes into consideration how the firm effectively collects and reports information about activities and participants.

Planning Process
1. There is an established organizational planning process leading to the implementation of learning solutions and educational programs. As appropriate this process includes on-the-job support where and when your L&D customers need it.
2. There is a process that addresses how technology supports the learning evaluated, improved, and kept current with changing business needs.
3. There is a process involving how to use key information in the determination of learning objectives for learning and knowledge sharing activities.
4. There is a short-term planning process leading to necessary adjustments of educational programming, staffing, and delivery.

Human Resources
5. There is a process to identify and involve key personnel in roles of program designers, developers, instructors and facilitators, and evaluators.
6. There is a process to train and support key personnel to serve as program designers, developers, instructors and facilitators, and evaluators.
7. There is an established process that ensures all appropriate staff is kept current of all requirements, regulations, and laws related to course content.

Performance Projection
8. There are identified metrics used to assess the effectiveness of your learning solutions that are updated annually.
9. There are short and long-term projections related to desired key education results.
10. There are short and long-term projections related to performance and/or benchmark data that can track improvement.
11. At least some of the short and long-term projections for the education program reflect measurable goals.

Program Tracking & Maintenance
12. Detailed summaries of all revenue and expenses related to the overall program are maintained and evaluated on a scheduled basis.
13. There is a process that ensures that program standards are maintained when partnering with other organizations.
14. There is a process for compensating and recognizing individuals and groups who help reach the education objectives and for those whose performance improves.
15. A process for tracking and reviewing the education program marketing results - internal and external.
16. There is a process for tracking, reviewing, and improving the program content and offering new educational activities.
17. A process is in place for recording and filing required designations for activities, such as Health, Safety and Welfare (HSW), LEED, ISO, ANSI, Mandatory Continuing Education (MCE), PDH, state license etc.

Using the Baldrige National Quality Award and IACET as models, a special task force created the AIA/CES Award for Excellence for The American Institute of Architects, Continuing Education System. This program was used as a cornerstone for building a national continuing education program that shaped education offered in the Architecture, Engineering, and Construction (A/E/C) industry. Today, other learning and development award programs such as the ASTD-Awards/Best-Awards and the Chief Learning Officer, CLOmedia Awards are also being used to elevate the practice learning and development.