Staffing

100_0537.JPGAllocating staff hours for program planning, coordination and implementation is usually the largest expense a program has. The extent of this expenditure is largely unknown because very few programs are set up to specifically track program staff-hours. However, staff involved in these programs admit that it took a lot of hours to put on their program. In most cases, one person handled the brunt of the planning, coordination and implementation. A few programs hired interns or seasonal employees to assist with these tasks. In some cases, the programs were fortunate to get past program participants as their interns or seasonal employees. Having past participants – from the program's target group – was extremely helpful because these assistants brought “participant perspectives” into the planning process as well as provided additional help to get the nearly unending list of tasks completed.

Tracking staff time, on all levels, by task, including volunteer time from partners, will ultimately become an important piece of information to measure a program’s effectiveness and return-on-investment. This information will also allow program managers to assess where inefficiencies may be found, streamlining may occur, and which tasks may be outsourced to partners or other cooperators.

Obviously, staffing includes instructor and mentor time and effort as well. 

Instructors and mentors play a critical role in the success of a program.

Resources

Instructor/Mentor Surveys - Fishing

Introduction
The Kentucky Department of Fish and Wildlife Resources is working with Responsive Management, a professional survey research firm, to evaluate participant, instructor, and mentor experiences with the [PROGRAM NAME].

As an instructor, we would like to know your opinions on the effectiveness of the program. Your responses will help improve the [PROGRAM NAME]—thanks in advance for your input.

Mentoring - Best Practices Hunting Workbook

Mentors provide an important mechanism for new participants to develop technical skills, as well as the social competence to become a long-term hunter or shooter. The concept of being socially competent may be new to some planners of Recruitment and Retention (R&R) programs. This is a fancy term for understanding and adopting the norms of behavior, etiquette, and belief system of hunters or shooters. These attitudes and beliefs, while often very subtle, are important to “fit in” with the group – to see yourself as a hunter or shooter (Coy, 1989).