|Aquaculture - Training Manual (Peace Corps, 1990, 350 p.)|
|Chapter eighteen: Program design - week nine|
Total time: 1 hour, 40 minutes
Part A: 45 minutes
Break: 10 minutes
Parr B: 45 minuteary will not be provided here.
· Share some general impressions and discuss common themes noted on field trip;
· Encourage trainees to think of what they learned and experienced on the trip in relation to their job overseas;
· Bring closure to the field trip;
· Prepare trainees for the remaining weeks of training.
Overview: This is the first meeting to take place upon return to the training site after the field trip. The first part of it is spent discussing the trip. The trainees already discussed each stop among themselves throughout the trip and had an opportunity to fill in their notes by sharing and comparing what they heard and learned, so details about each stop are not the focus of this meeting. Instead, this serves as an opportunity to discuss from a more general perspective, to think about how what was learned can be applied to their own work, and to reflect on the job they will be doing as volunteers in light of what they have seen and learned on the trip. This meeting brings closure to the field trip, and the second part of the meeting is intended to help the trainees get refocused on what they need to do during the remaining weeks of the program.
1. Upon arriving at the training site, trainees should hand in their three assignments: the net swatch, the Levels of Intensity management strategies assignment, and the assignment regarding each of the field trip stops.
2. The Master Trainer welcomes everyone back and asks people to comment on the trip. He/she facilitates a group discussion about the trip. The following are suggested questions that may be posed to encourage discussion:
· What were some general themes common to several of the stops regarding the technical aspects of fish culture?
· What did you learn that you plan to apply directly to your own pond work?
· You saw aquaculture extension from many different viewpoints. Describe the flow of information and ideas, and the processes used among all of the people involved.
· What stop or person made the greatest impression on you and why?
· Did anyone discover that they had any misconceptions, biases or tendency to stereotype that they weren't fully aware of before (for example, people often have misconceptions about farmers if they are not accustomed to interacting with them)?
· How did you feel and/or what did you observe about yourself while interacting with the many experts and resource people you met on the trip?
· Additional observations, comments?
3. The Master Trainer asks the trainees to take ten minutes to respond to the following question in writing. This is collected, to be returned later.
· How have your expectations and feelings about your own job as a fish culture extensionist changed or been reinforced as a result of this trip?
4. The Master Trainer assigns the following question to be answered and handed in two days:
· Having completed seminars and the field trip, you should have some new perspectives on your own fish and ponds. What things do you see differently, what would you do differently now if you were to start over?
The Master Trainer suggests that trainees put all of the information they collected from seminars and the field trip into order in their notebooks so that the information will be accessible and useful in the future.
The Master Trainer asks if anyone has any additional comments about the trip, then thanks the trainee drivers. It is announced that this is the end of the discussion about the field trip, and that there will be a ten minute break. When the group reconvenes, we will discuss the schedule and activities for remainder of the program.
1. The Master Trainer asks the trainees to list everything they can think of that will need to be done during the remaining two weeks of training. As the trainees respond, a trainer records the list on the board or on newsprint. When the trainees have listed all they can think of, the Master Trainer can supplement their list with items they have overlooked or of which they were not aware. An example of the items that should appear on the list (list will vary to some extent with each program):
· Pond Construction
· Seine Hanging instructions (if not already covered during seminars)
· Seining Demonstration
· Any required supplements to seminars
· Site Selection/Pond Design project (*)
· Fish Fry
· Fish Marketing
· Wheelbarrow and/or Masonry Project (if not already completed)
· Meetings with visitors (for country specific information) (*)
· Trainer Slides (*)
· Trainer Panels (*)
· Meetings on Male and Female Volunteer Issues (*)
· Meeting on Culture Shock (*)
· Two special technical meetings (*)
· Wrap-Up Meeting on Construction Project
· Final Harvests
· Final Reports
· Final Interviews
· Shopping and Packing.
Items with an (*) are ones that trainees will probably not be aware of.
2. The Master Trainer explains some of the points with which the trainees are not familiar, as appropriate. When explaining trainer panels, the trainees are informed of the format, and of what topics will be covered in the first one. Regarding visitors, the trainees are informed about the names of the people who will be visiting, with what country each one is associated, and any other important information regarding each. Some points, such as the site selection project, are not discussed in detail at this time but are briefly explained so trainees understand the time frames in which they will occur. No explanation is given about the special technical meetings other than time frames. Regarding final reports, the Master Trainer makes these points:
· They are extremely important. You will not be admitted to a final interview until your final report has been accepted. You will not complete the program until you complete your final interview.
· Final reports are due two days to the nearest half-day after you complete your final harvest.
· You will receive information regarding the required format for the final report tomorrow.
· It is not necessary to wait until your final harvest to begin writing the report. This will be a major project and waiting until the last minute would be a big mistake. Also, if everyone waits until the last minute the trainers will not be able to get through all of them in time and the entire final interview schedule will be delayed.
3. A tentative daily schedule is presented for the remaining weeks, but the Master Trainer points out that the schedule is likely to be modified several times, and that some aspects, such as blocks of time used for construction and other trainee directed projects will be determined by the trainees themselves.
The Master Trainer makes it clear that for the remainder of training the trainees will have more control over how their time is used and will be kept well informed about activities and meetings. The trainees are told where the schedule will be posted, and where any changes will be posted as they arise. It is the trainees' responsibility to make sure they refer to the postings frequently to stay in touch with what will be a full and probably very dynamic schedule. With so many activities underway simultaneously, it will be important to have very short daily meetings just to keep both staff and trainees up to date. Trainees in charge of projects will also need to schedule meetings. They should also post these notices and make announcements at the meetings, and they should clear their plans through the appropriate staff members first.
4. Staff members make all necessary announcements including the day's schedule. Appointments are made to meet with individual trainees as necessary. Many of the trainee coordinators for the different projects will need to work on them and will require input and assistance. The trainees who will be facilitating the special technical sessions need to be notified of their responsibilities and receive input.
Country specific information is distributed to the trainees.
Resources and Materials:
· Names of all scheduled visitors, dates of their arrival and departure, countries in which they serve(d) or work(ed).
· Copies of any information about the countries to which the trainees are assigned and/or the aquaculture programs in those countries as provided by Peace Corps/Washington or field staff (Enough copies for all trainees to receive the appropriate material. If some documents are very thick, a few copies can be shared by the trainees, and individual copies can be provided upon request.)
· Prepared newsprint of proposed schedules for remaining weeks. Have some blocks filled in with items that the staff needs to schedule, but if preferred, leave the flexible blocks blank and fill them in at the meeting with the trainees input.
· Blank newsprint, markers, masking tape
· Blackboard, chalk, eraser.
· The mood of this meeting should be very upbeat and energetic. Trainees are usually inspired and excited what they saw on the field trip, and the facilitator should try to draw out that enthusiasm during Part A. During Part B, continue to draw on and project that positive energy. The point here is that trainees are in a new phase of training. They are much more knowledgeable and experienced than they were during the earlier part of the program, and they will have a lot more control and responsibility from now on. Since they now more fully understand the value of what they are learning and the effectiveness of learning it in sometimes difficult ways, they can be expected to appreciate rather than dread the busy weeks that lie ahead. Many will be feeling a much more real and focused sense of responsibility regarding their own preparedness to do their jobs since they have seen people doing similar jobs in "the real world" and since their departure time suddenly seems very close. They should be looking forward to the remainder of training with a sense of energy and determination. They should have become more relaxed with the staff during the field trip, and they should sense from the tone of this session and from the attitude of the staff that everyone will be working as a team in order to get through the many activities that have to covered during this last part of training. They should realize that although they have responsibility for their own training, the staff is there to help them, respect them and support them as allies and proponents.
· Having said what is said during this session, the staff must stand by it. Keep trainees informed as changes become necessary or as new issues develop. During the meeting, acknowledge items that you are not explaining in detail so trainees are assured that they will learn about these items at the appropriate time. Allow trainees to have as much say as possible in designing the schedule, given certain blocks that must be set aside for structured activities such as the site selection project.
· The weeks that remain after the field trip are extremely busy and hectic. The staff must be mentally and physically prepared, each staff member's roles and responsibilities must be very clearly defined and the staff should be as helpful and supportive as possible while also giving trainees as much control as is reasonable.
· Important: Prior to this meeting, the staff should have a similar meeting among themselves to discuss the field trip and the remaining weeks. The trainers should fill in the master trainer on what occurred during the trip, special points that should be brought up when discussing the trip with the trainees, and any important information regarding individual trainees that needs to be addressed immediately or at the next interview. The Master Trainer should bring the trainers up to date on exactly what will be going on during the last weeks. As with the trainees, any activities that are not familiar to the staff members should be explained. Each trainer should be certain of his/her role this is a period when several of the projects will have a particular trainer assigned to coordinate and/or provide support. Some time should be spent discussing the hectic pace of the remaining weeks, the pressure the trainees will be under, and the kind of atmosphere and attitude that needs to be maintained by the staff in order to provide the most supportive environment.
· Trainers, especially the Field Trip Coordinator, are often very tired upon their return from the trip, so if at all possible, they should be given opportunities to take off half-day blocks the week after they return.