NSDTA is committed to contributing to the ongoing development of training staff through dissemination of new training products and information. This page is intended to grow and evolve based on the feedback from our members. We intend to keep expanding these resources over time. If you have anything to contribute to this list of resources, please contact us

Currently, we have information on NSDTA Publications and APHSA's Organizational Effectiveness Frameworks located here, and as well as links to Related Web Sites, and the APHSA Affiliates.

NSDTA Publications

  • Competency Guides for Human Services Roles
  • NSDTA Code of Ethics for Training and Development Professionals in Human Services 
  • This publication is currently available free of charge - download yours today!
  • NSDTA Journal
  • A New Keys to Success 
  • Training Evaluation

Please contact us at: if you have any questions regarding any of these publications.

Competency Guides for Human Services Roles

Competent, qualified professional and clerical personnel are key to the success of an effective staff development and training program.

What Guides are available?

Based upon a review of the literature and discussions with leaders in the field, the committee identified nine major roles. The following competency models are available as a free download:

What can I use these guides for?

  • Human Resource Planning
  • Developing Job Descriptions
  • Career Path Planning
  • Recruiting/Selecting Applicants for a Position
  • Strengths Inventory and Professional Development
  • Performance Management/Appraisal
  • Curriculum Development

The NSDTA Code of Ethics for Training and Development Professionals in Human Services

In 2000, NSDTA Conference participants attending a workshop on Ethical Issues in Human Services Training and Development recognized the need for a national dialogue on ethical issues in human services training and development. They also recommended that the workshop leaders approach the NSDTA Board to request further development in the ethical arena by establishing a committee with the charge of pursuing the development of a code of ethics for human services training and development professionals. Initial committee meetings focused on a review of the ethics literature, including an analysis of existing Codes in both human services and training and development fields. Ethical principles from both areas were ultimately integrated into the NSDTA Code.  

In 2001, members of the Ethics committee updated interested NSDTA members of the progress of the initiative including a draft list of core values at the Denver national institute.  A draft NSDTA Code of Ethics was developed during the next year and presented to the NSDTA Board and membership for feedback at the 2002 Institute in Nashville, TN.  A final draft version of the Code was presented to the NSDTA Board for adoption in 2003 at the national Institute in Anaheim, CA.  The code was then adopted, and is now available.

Examples of compliance and noncompliance to each of the Code's principles have also been developed as part of supplementary materials for "teaching the Code."  The Code and these Case Scenarios and Training Implications were given out to attendees of the 2004 Institute in Chicago , IL. 

The NSDTA Code of Ethics for Training and Development Professionals in Human Services is available as a free download.

Training and Development in Human Services: The Journal of the National Staff Development and Training Association

Training and Development in Human Services is the journal of the National Staff Development

Training Associations (NSDTA), an affiliate of the American Public Human Services Association. The mission of NSDTA is to build professional and organizational capacity in human services through a national network of membership, sharing ideas and resources on organizational development, staff development, and training. The primary goal of NSDTA’s Journal is to provide a venue for both human services training scholar and practitioner to contribute the to knowledge base and advance the field of human services training and development.

This publication is structured in a way that encourages the "traditional" conceptual and empirical journal articles that contribute to advancement of the field. The journal also provides very practical compositions that can be immediately applied by training and development practitioners. It is divided into four areas:

  • State of the Field
  • Learning Activities
  • Instrumentation and Methodology
  • Conceptual and Empirical

A New Key to Success: Guidelines for Effective Staff Development and Training Programs

View A New Key to Success document

Knowledgeable, skilled, and well-motivated staff are critical to the effective operation of human service programs. Staff need knowledge about program policy, professional and technical competence and the ability to work with a broad spectrum of people: clients, staff within the agency, other agencies, and the public at large.

The most effective way to ensure that staff acquire the necessary knowledge, skills, and abilities to carry out their responsibilities to the optimum and are prepared to assume greater responsibility in the future is through an organized staff development and training program. Such a program needs not only top management commitment and support, but also a prominent place in the agency structure so that it can direct its activities to help the agency meet its programs goals, objectives, priorities, and the varying needs of agency staff in all classes.

Training Evaluation in the Human Services

Evaluation of training serves many purposes. Agencies may conduct training evaluation to show improvement in staff knowledge and skills or increased progress toward agency goals; to secure employee commitment to agency values and mission; to provide feedback to improve the content, structure, or delivery of the training itself; or even as a reward for good performance. Well planned training evaluations often serve multiple purposes and answer multiple questions for a variety of stakeholders.

Training evaluation is most productive when the evaluation design and methods follow directly from carefully defined organizational needs, clearly articulated job requirements, and a competency-based, job-related curriculum. Training evaluation needs to be seen as an integral part of the training process and as part of a cycle of continuous quality improvement.

Organizational Effectiveness Frameworks

Public human services agency training directors are seeking ways to more positively influence and impact their organizations, towards improved performance and outcomes for the children, families, and communities that they serve.  APHSA has developed a set of models and tools that can help them do just that.

Since presenting an early version of the OE framework to National Staff Development and Training Association (NSDTA) members at their annual Institute in November 2004, APHSA’s organizational effectiveness (OE) staff has facilitated more than 50 improvement projects with public human service organizations in over 25 states.

As a result, OE staff has the expertise and tools to help clients solve problems and make improvements in many different areas that are important to them. For example, APHSA’s OE Handbook contains everything a facilitator needs to guide an organization through a continuous improvement process.

APHSA has also developed tools and guidance specifically for training directors and other leaders seeking to enhance the performance and capacity of their support functions. A Guidebook for Building Organizational Effectiveness Capacity -- A Training System Example helps strategic support functions expand their roles to strengthen their impact on the effectiveness of larger organizations they serve. A Training System example demonstrates the application of these guidelines, which other support functions could replicate.

This work continues to grow and evolve. For more information, review the OE website or feel free to contact us at any time.


2014 Call for Presentations