The Coordination team played a significant role in coordinating the NCIEC programmatic work-teams, which were focused on identifying, establishing and disseminating effective practice-based products and resources. The Coordination work-team was charged with implementing processes and practices to ensure effective communication, collaboration and information-sharing across the various programmatic work-team activities.
The Coordination team proposed and implemented a number of time and cost-saving approaches to internal NCIEC communication, including streamlining and increasing the utilization of on-line office technology. The team also researched and implemented a standardized time-tracking system, which was adopted by all of the Centers. In addition, through the Coordination team, NIEC maintained responsibility for enhancing and carrying out standardized accounting procedures for the NCIEC.
Membership of the Coordination team was comprised entirely of NIEC staff.
Dissemination and Outreach Team
The Dissemination and Outreach team was responsible for increasing NCIEC brand visibility and recognition, and promoting standardized dissemination practices across the Consortium to eliminate duplicative efforts while achieving maximum geographic coverage. The work of this team was to utilize, and improve upon, the products of the PR/Marketing and Web/IT teams.
TIEM’s National Center provided technical and consultant support to the Dissemination and Outreach team with regard to NCIEC website development, maintenance and utilization, and also contributed expertise to the team as it refined its scope of work for years 4 and 5 of the grant.
Programming and Planning Administrative Team
TIEM’s National Center efforts on the Programming & Planning administrative team served to guide and inform the programmatic work-teams. The Programming & Planning team tracked the NCIEC programmatic work-teams adherence to effective practice protocols, and monitored the progress made by each work-team in the establishment of effective practices within their designated program area.
In addition, the team refined and streamlined the reporting format and protocols used by the programmatic work-teams, and assisted those work-teams to begin to establish performance measures by which to assess both work-team progress and final product effectiveness. The Programming & Planning team also focused a great deal of attention on strategic planning.
TIEM’s National Center actively participated on the Planning and Programming team.
TIEM’s National Center provided the leadership to the Evaluation team, which was charged with carrying out evaluation processes that focused both on the degree to which the NCIEC had effectively worked to maximize resources and minimize duplication through the collaborative approach, and the extent to which the effective practice-based resources and products developed and disseminated by the work-teams improved interpreter education outcomes.
The Evaluation team revised and implemented the Year 3 evaluation of Centers and the Consortium. It also began planning for the year 4 and 5 evaluation. The team also collaborated as possible with the Planning and Programming team in the development of procedures and performance measures to be used to assess the progress of the programmatic work-teams, and the effectiveness and impact of NCIEC-provided products and services, including changed practices, increased knowledge and improved skills.
The National Center provided leadership to the Evaluation team. In addition to regular team activities, the National Center worked directly with RSA in the dissemination of Year 2 evaluation reports, and in the required follow-up procedures related to the findings of that evaluation.
Policies & Procedures Team
TIEM’s National Center provided ongoing content contributions for the use of the Policies and Procedures team through the development and implementation of procedures relevant to effective coordination processes. These included developing expanded procedures for the use of the online office features and forms, proposed procedures for the RSA-mandated standardized budget and time tracking systems.
TIEM’s National Center led the Steering Committee, which was created to establish and promote ongoing collaboration and coordination among the six centers, and which it carried out through structured meetings, planned agendas, and formal documentation of discussions and decisions of the directors.
This team also developed and implemented a number of policies and procedures for effective business meeting management that contributed to the policies and procedures of the Consortium as a whole.
TIEM’s National Center played a pivotal leadership role on the NCIEC Steering Committee.