What do results look like in practice? The following profiles demonstrate how we combine coaching, facilitation, training, and applied research to match our project partners’ goals.

Washington D.C. Pretrial Services Agency ‘High Performance Supervision’ Training:
Enabled supervisors at this Federal agency to gain a practical understanding of how and when to coach staff on-the-job for improved performance. As a result supervisors are able to: (1) define coaching and describe how it can improve job performance; (2) build rapport with a diverse range of employees; (3) coach individual staff members to ensure alignment of their work with Agency mission and goals, define expectations for job performance as SMART results to be achieved, and plan action to reach these target results; and (4) use listening, questions, reframes, and feedback effectively to monitor progress and coach for high performance, accountability, and results. (2007)

US Air Force Family Support Center ‘Consulting Tools’ Training: Enabled Airman and Family Readiness Center (A&FRC, formerly Family Support Center) teams to fulfill newly mandated requirements for leadership consulting and military Unit service delivery. We consulted with sponsors at Command and base levels to specify change in requirements and job roles for A&FRC staff related to the evolving Air Force mission. Based on outcomes identified with sponsors, we customized training to address: skills and strategies for consulting with leaders; Unit research methods; Results Management principles; and techniques for collaborative planning, service delivery, and evaluation. Satisfaction surveys and follow-up conversations with A&FRC, base, and Command leaders confirm marked improvement in participant confidence and competence to undertake consulting tasks. This has aided recognition and use of A&FRC resources among military Units. (2004-2007)

US Air Force Community Capacity Action Plan Development: Assisted Air Force Integrated Delivery System (IDS) Teams at Command and base level to assess community data and prepare collaborative Community Action Plans. Plans provide a two-year focus for helping agencies that assist military members, their families, and their communities. Results included enhanced collaboration in service assessment and delivery. (2003-2007)

US Air Force NSPS Training: Under contract with the Maxwell AFB National Security Personnel System (NSPS) Office and the Altus AFB Civilian Personnel Office, we created and taught three different workshops to assist effective transition to a performance-based personnel system. These included: “Communicating for a Change,” “Writing SMART Job Objectives,” and “Performance Management Tools for NSPS”. Training assisted base personnel to meet requirements established by DoD for roll-out of NSPS. (2006-2007)

US Air Force ‘Working Together’ Initiative: Assisted A&FRC and Integrated Delivery System (IDS) partners to improve collaboration on initiatives promoting military community well-being and readiness. Consultation included a survey to rate collaboration on current shared projects, and assessment of results from a base-wide Summit regarding community readiness and quality of life issues. A two-day workshop engaged A&FRC and IDS Team members in: discussion of survey and Summit results; definition of Best Practices for collaboration; and facilitated planning of three high-priority shared service projects. The workshop assisted IDS and Summit leaders to meet a Wing Command mandate to update their Community Action Plan based on community member feedback. (2005)

US Air Force Airman & Family Readiness Center Focus Group Needs Assessment Training: Assisted A&FRC staff and heads of health and social service agencies at Air Force Bases in Northern California and Kansas to plan and lead Focus Groups for service evaluation. Training strengthened collaboration and supported the Base-wide strategy to realign and integrate services for priority needs. Data from Focus Groups was used to complement analysis of the 2003 Community Needs Assessment and development of the 2004 Community Capacity Action Plan at these bases. (2003)

Business and Visitor Center Collaborative Planning: Facilitated multi-agency sponsors of a new Business and Visitor Center as they mapped regional trends, examined strategic opportunities, developed a shared vision, defined their mission, and agreed to plans for Center operation. Meetings laid the foundation for continuing collaboration after the Center opened in 2003. Center sponsors agree that "Vision-to-Action" planning was key to rapid and lasting results. (2002-2003)

US Customs Service Leadership and Staff Development: Assisted executive management to evaluate staff and organizational development needs; customized and presented a suite of workshops for managers, administrative staff, and investigators; equipped staff with a common set of communication strategies and specific skills related to their primary functions. Results included enhanced motivation, coaching, sense of teamwork, and ability to deal with organizational change. (2002)

Hospital Leadership Training and Community Wellness Strategic Plan: Worked with CEO and leadership team to identify staff development needs related to the Hospital’s evolving health care vision; provided training to enhance coaching skills and team leadership abilities; and facilitated Vision-to-Action planning associated with the Hospital’s 10-Year Plan and community wellness initiative. (2002)

Healthy Start Focus Group Training and Program Planning Facilitation: Provided consultation, conference design and facilitation to support team building and effective planning among new Healthy Start school-site collaboratives. Designed and delivered Focus Group training to assist regional Healthy Start teams in community asset and needs assessment, and planning for local child/family services. Facilitated staff retreat to assess program results and plan for improvement and new needs. (2000-2002)

Domestic Violence (DV) Reduction: Assisted Domestic Violence shelter sponsor to research DV trends and needs; trained staff to lead Focus Groups with survivors; facilitated a collaborative strategic plan to reduce DV county-wide; and assisted evaluation planning and reports. Results validated program to funders, strengthened collaboration among DV-related agencies, and refocused services. (2000-2001)

Children’s Report Card: Convened a community stakeholders conference to develop a collaborative vision, outcomes, and success measures for assessment of children’s well-being; located, analyzed and assembled data to calculate these indicators; produced a data set and “user-friendly” report on trends and current status of children’s well-being in Lake County. CA (6.3 MB, available for download by clicking here ). (1999-2000)

New Vision/New Supervision Project: Facilitated Department of Social Services staff in renewing their vision and mission; trained supervisors to promote effective performance and teamwork in a reorganized structure; and supported the introduction of the agency’s new structure and services to the community-at-large. (1999-2000)

Community Services Leadership Development and Strategic Planning Support: Worked with lead er ship of Sutter Lakeside Community Services, a social service nonprofit, to identify staff and organizational development needs; provided training to enhance coaching and team leadership abilities; and facilitated staff to forge a unified vision, mission, and service delivery principles. (1999-2003)

Morale, Welfare, and Recreation Training for USAREUR: Assessed needs, developed, and delivered a series of four workshops on effective communication, supervision, and team-building for staff supporting military families in Europe. (1999)

Workforce Development Assistance: Conducted employment counselor “Detective Skills” training to enhance client information-gathering and career planning assistance. Presented “The Trainer’s Toolkit,” enabling staff to design and deliver their own workshops. With staff, organized and conducted pre-employment training, equipping graduates for work with local employers. Facilitated Executive Committee strategic planning meetings to structure service integration efforts among agencies participating in a county-wide employment assistance One-Stop. (1997-2003)

We believe that people grow through service, and that community and organizational vitality is linked to the well-being of individuals at work together. Whether we are conducting a one-day course or a multi-agency collaborative planning process, these beliefs guide us and enhance results.

Imagine people that you work with committed to a common vision and set of values. Imagine mobilizing the support and active involvement of your partners and stakeholders. Imagine a sense of community that fosters excellence. This is the potential that we see in partnering with you. For further information on our workshops, meeting facilitation, consulting, and products please consult other areas of this website. Our complete GSA Price Schedule is also provided there.

References and biographies are available upon request.

©Aligned for Results, LLC