Collaborative Planning, Team, and Organizational Development
• Facilitation Fundamentals for Guiding Group Innovation: Assisted Executive Leadership at a major applied technology, environmental materials, and aerospace surveillance company to improve product and service innovation. Worked with the company’s Innovation Team leaders to customize training for facilitators selected from the leadership of its tech divisions and Corporate Office. The project included a workshop for all divisional leaders to explore the company’s legacy of innovation, and future needs/plans for new products and services. Together, leaders identified priorities for enhanced innovation, building their commitment to use Innovation Facilitators in their projects. A subsequent 2.5 day workshop equipped Innovation Facilitators with mindsets, communication skills, and facilitation methods to conduct innovation processes and meetings, and to tailor them for specific projects.
Innovation Facilitators are now assisting project members to: Investigate their customer experience; generate innovative ideas for related services or products; and identify high-potential ideas to prototype and develop further. Executive Leaders report that these facilitators have gained enduring skills in team leadership, that the success of initial innovation projects has generated further demand for their services, and that a culture of innovation is growing throughout the organization.
• Resiliency Action Plan Focus Groups and Conference: Assisted Joint Base support agencies, military leadership, and Unit Resiliency Representatives (URRs) from all resident Services to create a collaborative action plan for greater resiliency among military and family members. Focus Groups enabled URRs to identify resiliency challenges and opportunities for improved support. Results fueled discussion and decisions at a graphically facilitated Resiliency Action Plan Conference. This Conference engaged URRs and agency support staff in exploring how to best support resilience both within units and at the Joint Base level. Participants achieved strong consensus on target outcomes, related tasks and responsibilities, and how to garner leadership support, breaking new ground for grass-roots collaboration within the Joint Base structure.
• US Air Force Community Capacity Action Plan Development: Assisted Integrated Delivery System (IDS) Teams at more than twenty sites in six Major Air Force Commands, Joint Service Bases, and Joint Nation Bases to assess community needs and priorities and prepare collaborative Community Action Plans. These Plans provide a two-year focus for helping agencies that assist military members, their families, and their communities. Results include enhanced collaboration in service assessment and delivery, tightly focused Plans and targets backed by Team commitment to execute, and integrated support to customer Quality of Life initiatives.
• US Geological Survey Earth Resources Observation and Science Center Strategic Plan Development: Facilitated Senior Leadership Team to assess the organization’s current environment, stakeholders, core competencies, internal resources, and future opportunities as the foundation for articulating a shared vision, value proposition and strategic plan. Outcomes and targets contained in the Strategic Plan provided the foundation for operational planning with a five year time horizon.
• NASA Ames Research Center Planning: Conducted interviews and Focus Groups with Branch leaders and staff in the Space Science and Astrobiology Division to identify organizational strengths, challenges and opportunities for action. Assessment findings were delivered to Division Chiefs, and furnished the framework for facilitation of planning sessions conducted at a Division-wide retreat. Following the retreat, we facilitated the leadership team in review of strategy recommendations, and development of a long-term Roadmap for action on three key planning initiatives. Leadership reported that the planning project produced much more than expected in terms of staff participation and improved morale, as well as actionable initiatives key to the Division’s future direction.
• Sutter Lakeside 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.
• US Air Force ‘Teaming Up for SMART Results’ Workshops: Enabled Airman and Family Readiness Center leadership and staff to renew or build on their vision and mission, identifying and agreeing on 1 to 2 year strategic outcomes and supporting SMART operational results with implementing plans supporting community members. This work fostered team cohesion and communication as well as improved organizational processes.
• UN-Sponsored Collaborative Planning and Team Development for National Land Monitoring Systems: Led UN Food and Agriculture Organization field team in teaming with Chinese Ministry of Forestry to create a plan for satellite-aided monitoring and mapping of China’s forest resources, funded by the Chinese Ministry of Forestry and the UN Development Programme. Focus was on integrating multilevel information inputs and technical cooperation from several administrative levels and organizations in China. Assisted in technical team development and training. Similar cooperative, team-oriented plan prepared with Mongolian government representatives for Mongolia national land/environmental monitoring.
• Multi-cultural Staff Orientation and Team Building Program for UN World Health Organization (WHO): Developed and delivered orientation for staff new to the HQ and field offices of WHO’s European Region. Focus on the WHO vision, mission and partnership processes were particularly effective in introducing participants to the WHO culture. For example, during the Yugoslavian conflict in the early 1990s, this program assisted staff from Bosnia, Croatia, and Serbia to improve their teamwork in fulfilling WHO’s mission. Success of the program led to expansion via Train the Trainer workshops.
• European-Sponsored Collaborative Planning and Team Development for Country or Regional Forest or Environmental Monitoring and Research: Through a series of individual and group consultations aimed at building mutual interest in cooperative work among teams, created a framework (under European Union sponsorship) for collaborative multi-country, multi-region monitoring and research of ecosystems throughout the Eurasian area. Using a similar team building approach, helped connect relevant groups and developed recommendations for new technology-aided national forest monitoring in Sweden drawing upon knowledge, skills, and tools from multiple teams in Scandinavia and elsewhere.
• US Air Force Airmen and Family Services Leadership Training: Facilitation and leadership training included a collaborative planning workshop on how agencies could work together to strengthen family support, and a companion coaching skills workshop for team leaders. This work supported communication, cohesion, and collaborative planning among leaders of units merging to produce a broader range of service to shared customers. It also enabled leaders to align organizational policy with operational planning and individual job objectives.
• US Air Force ‘Working Together’ Initiative: Assisted Air Force Base partners to improve collaboration on initiatives promoting 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 family support and other helping agency 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 helping agency and Summit leaders to meet a leadership mandate to update their Community Action Plan based on community member feedback.
• Water Quality Enhancement Planning and Outreach, County of Lake, California: Assisted project planning, analysis, and educational outreach for improving water quality in Lake County’s watersheds via individual and community action (a portion of the work funded via Section 205j). This work was designed to improve public/private partnerships in land and water conservation efforts. Related community service included participation in county erosion control/ public outreach committee for several years.
• Business and Visitor Center Collaborative Planning: Facilitated multi-agency sponsors of a new Business and Visitor Center in Northern California 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.
• County-Wide Plan for Domestic Violence (DV) Reduction: Assisted non-profit 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 funding organizations, strengthened collaboration among DV-related agencies, and refocused services.
• US Air Force Chaplain Service Strategic and Operational Planning: Facilitated chaplain leadership in an AF Major Command to review their stakeholders’ needs, identify opportunities for serving members, families, and others throughout their global area of responsibility, renew their vision and mission, and identify and agree on strategic outcomes, supporting operational results, and implementation plans.
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