Value for Money
by Patricia Pulliam Phillips, Jack J. Phillips, Gina Paone, Cyndi Huff Gaudet, Kyle McLeod
Chapter 17Make It Work: Sustaining the Change to a Results-Based Process
The commandant of the New Jersey State Police Academy, Captain Coyne, wanted results-based thinking to permeate the academy from analysis and assessment to design, development, delivery, evaluation, and reporting. He wanted all the members of the academy to understand how business results are driven. Yes, the police academy had business measures (output, quality, cost, and time). His philosophy was to ensure programs began with the proper alignment (start with why), beginning with the end in mind. He also wanted to make sure that proper solutions were selected, objectives were developed, programs were designed with results in mind, and programs delivered the desired results.
Team members should deliver powerful content, ensuring that it transfers to the job and that it has impact. He wanted to evaluate all programs, but he wanted to examine only a few at the impact level. His concern, most importantly, was that all members understand what causes results and what they could do to drive those results. He needed a results-based approach to clearly show the business value for learning. He required each member of the police academy, a team of about 75 individuals, to be involved in the ROI Certification. An important part of the certification is five days of intensive training.
Severe and challenging weather conditions occurred during the week of training for one cohort. A large snowstorm struck the Jersey shore ...