Waste Water Treatment Handbook
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Waste Water Treatment Handbook as PDF for free.
More details
- Words: 4,579
- Pages: 83
Strategic Doing: Building Collaborations That Matter Ed Morrison Linda Fowler Scott Hutcheson
Saturday, May 30, 2009
Strategic Doing: Building Collaborations That Matter Ed Morrison Linda Fowler Scott Hutcheson
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
We live in a networked world
Internet map of city-to-city connections Source: chrisharrison.net
Saturday, May 30, 2009
We live in a networked world
Internet map of city-to-city connections Source: chrisharrison.net
Saturday, May 30, 2009
Question: Who makes the iPhone?
Answer: A network led by Apple
The iPhone production network
Saturday, May 30, 2009
Question: How many companies made the Wizard of Oz?
Answer: One (Metro-Goldwyn Mayer)
Saturday, May 30, 2009
Question: How many companies made the Spider Man 3? Answer: Fifty-six (working in a network)
Saturday, May 30, 2009
Question: How did regions function in a pre-networked world? State State State Agencies Agencies Agencies
Libraries Libraries Libraries
Economic Economic Economic Development Development Development
Counties Counties Counties Federal Federal Federal Federal Agencies Agencies Agencies Agencies
Saturday, May 30, 2009
PostPostPostSecondary Secondary Secondary
K-12 K-12 K-12
Cities Cities Cities
Answer: Silos
Workforce Workforce Workforce
Social Social Social Service Service Service
Chambers Chambers Chambers
Question: How do regions function in a networked world? State State State Agencies Agencies Agencies
Libraries Libraries Libraries
Economic Economic Economic Development Development Development
Counties Counties Counties Federal Federal Federal Federal Agencies Agencies Agencies Agencies
Saturday, May 30, 2009
PostPostPostSecondary Secondary Secondary
K-12 K-12 K-12
Cities Cities Cities
Answer: Still Silos
Workforce Workforce Workforce
Social Social Social Service Service Service
Chambers Chambers Chambers
We need new approaches to link and leverage assets within our communities and regions
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
Strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 companies
Saturday, May 30, 2009
Strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 companies A small group at the top did the thinking
A larger group at the bottom did the doing
Saturday, May 30, 2009
As organizations have become more networked, older strategic planning models do not work so well. The reason: There is no top or bottom to a network.
Saturday, May 30, 2009
Dilbert emerged to make fun of strategy in a hierarchical world...
Saturday, May 30, 2009
Organizations have been moving toward teams...where there is no separation of thinking from doing
Saturday, May 30, 2009
Strategic Doing is a discipline to enable teams of people to do complex projects in these open networks
Strategic Planning
Saturday, May 30, 2009
Strategic Doing
Most places: People and organizations work in isolation trying their best
Strategic Planning: A few people try to sort it all out (but it often does not work)
Strategic Doing: A continuous process of aligning, linking and leveraging
Saturday, May 30, 2009
With Strategic Doing, leaders guide open conversations to translate ideas in to action... Strategic Doing involves both open participation and leadership direction Key Insight: People move in the direction of their conversations
Le a
n tio
de r
a
en p O
ti ar
p ci
sh
ip
p
re
ct io
n
Dialogue
Decision
Collaboration
Saturday, May 30, 2009
di
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions...
Find
Learn
Focus
Plan
Saturday, May 30, 2009
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? Find
Learn
Focus
Plan
Saturday, May 30, 2009
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? Find
Learn
Focus
Plan
Saturday, May 30, 2009
What should we do together?
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? Find
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
Strategic Doing begins when a core team of people agrees to take responsibility for the Strategic Doing process... The Core Group agrees to use a Strategic Doing process to produce and update a Strategic Action Plan Core Group
Saturday, May 30, 2009
The Core Team identifies focus areas of opportunities to produce dramatically better results....
Focus Area 1
Core Group
Focus Area 2
Focus Area 3
Saturday, May 30, 2009
The Core Team identifies focus areas of opportunities to produce dramatically better results....
Focus Area Area 1 1 Focus
Core Group
Focus Area 2
Focus Area 3
Saturday, May 30, 2009
Within each focus area, teams start with initiatives or projects Project
Focus Area
Core Group Project
Project Project
Project Project
Focus Area
Project
Project
Focus Area Project
Project
Project Project Project
Saturday, May 30, 2009
Within each focus area, teams start with initiatives or projects Project
Focus Area
Core Group Project
Project Project
Project Project
Focus Area
Project
Project
Focus Area Project
Project
Project Project Project
Saturday, May 30, 2009
The process of shaping a strategy is continuous
Core Group
Saturday, May 30, 2009
Core Group
Saturday, May 30, 2009
Project
Core Group
Project
Project
Saturday, May 30, 2009
Project
Core Group
Project
Project
30 Days
Saturday, May 30, 2009
Core Group
Project
Core Group
Project
Project
30 Days
Saturday, May 30, 2009
Core Group
The team starts with Strategic Action Plan Version 1.0, then 1.1, then 1.2 and so on... Strategic Doing calls for continuous revisions of a Strategic Action Plan
30-90 days
Saturday, May 30, 2009
The team starts with Strategic Action Plan Version 1.0, then 1.1, then 1.2 and so on... Strategic Doing calls for continuous revisions of a Strategic Action Plan
1.0
1.1
30-90 days
Saturday, May 30, 2009
1.2
1.3
Strategic Doing is not that much different than planning a family vacation
Core Group for Our Florida Vacation
Saturday, May 30, 2009
Strategic Doing is not that much different than planning a family vacation
Core Group for Our Florida Vacation
Saturday, May 30, 2009
Relaxation
Core Group for Our Florida Vacation
Other Activities
Transportation
Saturday, May 30, 2009
Research Beach Activities on Web
Relaxation
Gather Good Books, Movies
Core Group for Our Florida Vacation Research Restauarants
Other Activities
Look at Museum Options
Check out Night Life
Transportation Explore One Day Side Trips
Local Travel
Flying Airport to Hotel
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
In hours, Strategic Doing generates all the components you need for a Strategic Action Plan to guide innovative collaborations. Strategic Doing is fast, flexible, and (surprisingly) fun. Strategic Doing is a civic discipline to guide open innovation Create ideas about what we can do together
Find Commitments to Stay Connected
Reconnect to learn and adapt
Opportunities
Learn
Focus
Outcomes and Initiatives
Action Plans
Plan Commit to link and leverage Saturday, May 30, 2009
Define what we will do
Strategic Doing quickly generates “link and leverage” strategies
Strategic Doing produces alignments, links and leverage
A great example...The new Water Council in SE Wisconsin
Saturday, May 30, 2009
Water, Water, Water, …
© 2008, Brian D. Thompson, UWM Research Foundation
Saturday, May 30, 2009
28
10/6/08
Water, Water, Water, … Public Sector
Municipalities
UW-Madison
Utilities
Pentair
• Filtering & purification
Water User
• Water reuse & softening • Phosphate & radium removal
Treatment/ Processing/ Softening
Energy/Efficiency
Sanitarie
• Wastewater treatment design
–Storm water treatment –Reduced use of chemicals
Fluid Transport/ Civil & Ind. Engr.
•Industrial wastewater treatment
–Farm manure, food processing waste, metals –Utilizing sewer sludge
•Residential Water Treatment
Detection
–Residential water treatment, home filtration –Residential Water softening without salt
Badger Meter
Analysis/ Measuring/ Control
•Reverse Osmosis •Softening •Ships ballast - treatment •Treatment targets
WATER Inst. Chem & Biosci School of Freshwater Science
UWM
Materials
• Water heaters
Consumer Products • Faucets • Materials, coatings, plating • Casting technology
DOE
Physics
Funds Fluid Power
NSF
MSOE
EPA NOAA/DOC
Saturday, May 30, 2009
Foundations
Rapid Proto Center
Greater Milwaukee Foundation
International Partners 28
Interior
DoD
NIH
© 2008, Brian D. Thompson, UWM Research Foundation
Kohler
Water security Real time monitoring User detection systems Real time sensing for life forms Pharmaceuticals
CEAS
Academic Institutions
Fall River
AO Smith
–PCBs in sewer pieps –Desalinzation –Radium in ground water –Pharmaceuticals –Phosphate
Monitoring/Detection • • • • •
Flygt
• pumps
• Water meters • Meter reading systems
Pumps/ Valves/ Components
Processing/Treatment
•Municipal wastewater treatment
Thermo Fisher Scientific
AquaSensors
Procorp
Algae control (& exploitation) Removal of PCBs from lakes & rivers Storm water containment, Road salt Ship’s ballast – policy/enforcement Aquaculture • Ethanol production efficiency Lake Michigan contamination • Tar sands water treatment Policy issues – metering/incentives • Elimination of boiler scaling • Increasing brewing efficiency • Increased efficiency of water heating • Speeding treatment for large volumes • Increasing treatment efficiency
ITT
Advanced Chemical Systems
• Ind. wastewater treatment
• Intake quality, output quality • Energy consumption
Bioscience
GE
• Water treatment equipment
Miller Coors
Environmental
Marquette
Siemens
Great Lakes Water
• Water utilities
Opportunities • • • • • • • •
Bucyrus
Joy
Veolia
MMSD
M7/GMC
Water Council
• Engineering services
Federal Government
UNDP
DNR City of Milwaukee
Private Sector
CH2MHILL
USDA
Funding Agencies
World Bank 10/6/08
Water, Water, Water, … Public Sector
Municipalities
UW-Madison
Utilities
Pentair
• Filtering & purification
Water User
• Water reuse & softening • Phosphate & radium removal
Treatment/ Processing/ Softening
Energy/Efficiency
Sanitarie
• Wastewater treatment design
–Storm water treatment –Reduced use of chemicals
Fluid Transport/ Civil & Ind. Engr.
•Industrial wastewater treatment
–Farm manure, food processing waste, metals –Utilizing sewer sludge
•Residential Water Treatment
Detection
–Residential water treatment, home filtration –Residential Water softening without salt
Badger Meter
Analysis/ Measuring/ Control
•Reverse Osmosis •Softening •Ships ballast - treatment •Treatment targets
WATER Inst. Chem & Biosci School of Freshwater Science
UWM
Materials
• Water heaters
Consumer Products • Faucets • Materials, coatings, plating • Casting technology
DOE
Physics
Funds Fluid Power
NSF
MSOE
EPA NOAA/DOC
Saturday, May 30, 2009
Foundations
Rapid Proto Center
Greater Milwaukee Foundation
International Partners 29
Interior
DoD
NIH
© 2008, Brian D. Thompson, UWM Research Foundation
Kohler
Water security Real time monitoring User detection systems Real time sensing for life forms Pharmaceuticals
CEAS
Academic Institutions
Fall River
AO Smith
–PCBs in sewer pieps –Desalinzation –Radium in ground water –Pharmaceuticals –Phosphate
Monitoring/Detection • • • • •
Flygt
• pumps
• Water meters • Meter reading systems
Pumps/ Valves/ Components
Processing/Treatment
•Municipal wastewater treatment
Thermo Fisher Scientific
AquaSensors
Procorp
Algae control (& exploitation) Removal of PCBs from lakes & rivers Storm water containment, Road salt Ship’s ballast – policy/enforcement Aquaculture • Ethanol production efficiency Lake Michigan contamination • Tar sands water treatment Policy issues – metering/incentives • Elimination of boiler scaling • Increasing brewing efficiency • Increased efficiency of water heating • Speeding treatment for large volumes • Increasing treatment efficiency
ITT
Advanced Chemical Systems
• Ind. wastewater treatment
• Intake quality, output quality • Energy consumption
Bioscience
GE
• Water treatment equipment
Miller Coors
Environmental
Marquette
Siemens
Great Lakes Water
• Water utilities
Opportunities • • • • • • • •
Bucyrus
Joy
Veolia
MMSD
M7/GMC
Water Council
• Engineering services
Federal Government
UNDP
DNR City of Milwaukee
Private Sector
CH2MHILL
USDA
Funding Agencies
World Bank 10/6/08
Water, Water, Water, … Public Sector
Municipalities
UW-Madison
Utilities
Water User
• Shangping Xu – safe drinking• water • • • • • • •
–Storm water treatment –Reduced use of chemicals
Fluid Transport/ Civil & Ind. Engr. Li, Jin – pollutant transport modeling Bravo, Hector – hydraulic modeling Christensen, Erik – pollutants in water Amano, Ryoichi - CFD Pillia, Krisna – porous media modeling Kevin Renken- mass transfer Sobolvev – biproducts utilization Doug Cherkauer – groundwater hydrology
•Industrial wastewater treatment
–Farm manure, food processing waste, metals –Utilizing sewer sludge
•Residential Water Treatment
Detection
–Residential water treatment, home filtration –Residential Water softening without salt
• Joe Aldstadt – analytical methods • Peter Geissinger – detection • Alan Schwabacher– pharmaceuticals in water
• • • • •
• Chen, Junhong – nano materials, sensors
Chem & Biosci
UWM
Materials
Pumps/ Valves/ Components
•Reverse Osmosis •Softening •Ships ballast - treatment •Treatment targets
Fall River
AO Smith
–PCBs in sewer pieps –Desalinzation –Radium in ground water –Pharmaceuticals –Phosphate
• Water heaters
Consumer Products
Kohler
Water security Real time monitoring User detection systems Real time sensing for life forms Pharmaceuticals
• Faucets • Materials, coatings, plating • Casting technology
DOE
CEAS Funds Fluid Power
Academic Institutions
NSF
MSOE
Cluster Effects • Shared resources/equipment • Collaborative grants • Improved competitiveness • Translational science
Foundations
Rapid Proto Center
EPA NOAA/DOC
Greater Milwaukee Foundation
International Partners 29
Interior
DoD
NIH
© 2008, Brian D. Thompson, UWM Research Foundation
Saturday, May 30, 2009
Flygt
• pumps
• Water meters • Meter reading systems
• Rohatgi, Pradeep – adv. castings, lightweight, lead-free • Aita, Carolyn – advanced coatings • Gong, Sarah – polymer materials
Physics
Partnerships • Sponsored Research Proj. • Shared equipment • Graduates • Workforce training • Subcontractor/supplier • Extramural grant support • Philanthropic support
Badger Meter
Analysis/ Measuring/ Control
Monitoring/Detection
• Jim Waples – water aging • Tom Consi – aquatic robots • Tom Grundle - harbors
WATER Inst.
School of Freshwater Science
Sanitarie
• Wastewater treatment design
Processing/Treatment
•Municipal wastewater treatment
• Carmen Aguilar – microbiology • David Petering –metal metabolism • Val Klump
Marquette
Treatment/ Processing/ Softening
Thermo Fisher Scientific
AquaSensors
• Water reuse & softening • Phosphate & radium removal
Energy/Efficiency
• Burlage – PCR environmental test
Pentair
• Filtering & purification
Procorp
Algae control (& exploitation) Removal of PCBs from lakes & rivers Storm water containment, Road salt Ship’s ballast – policy/enforcement Aquaculture • Ethanol production efficiency Lake Michigan contamination • Tar sands water treatment Policy issues – metering/incentives • Elimination of boiler scaling • Increasing brewing efficiency • Increased efficiency of water heating • Speeding treatment for large volumes • Increasing treatment efficiency
ITT
Advanced Chemical Systems
• Ind. wastewater treatment
• Intake quality, output quality • Energy consumption
Bioscience
GE
• Water treatment equipment
Miller Coors
Environmental
• Tim Ehlinger – aquatic systems
Siemens
Great Lakes Water
• Water utilities
Opportunities • • • • • • • •
Bucyrus
Joy
Veolia
MMSD
M7/GMC
Water Council
• Engineering services
Federal Government
UNDP
DNR City of Milwaukee
Private Sector
CH2MHILL
USDA
Funding Agencies
World Bank 10/6/08
Strategic Doing produces a swarm of innovations Gorilla innovation
Saturday, May 30, 2009
Swarm innovation
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
Strategic Doing needs: A “safe, creative space” for creativity to take place Simple rules of civility to promote “deep conversations”
Saturday, May 30, 2009
To be innovative, we need “safe, creative” places
‣ ‣ ‣
Camp Fires Watering Holes The Kitchen Table
Civic forums create safe places to stretch our minds... Civic forums provide the venue to define new opportunities and practice new civic behaviors
Source: Nead Brand Partners
Saturday, May 30, 2009
The Innovation Cafe at Memorial Hospital in South Bend serves no food, but offers a place “where staffers and outsiders can learn to craft new ideas."
Saturday, May 30, 2009
‣ Civility represents "the sacrifices that we make for the sake of living together."
‣ Civility recognizes our inter-dependence. ‣ Without civility, we cannot do the complex thinking and experimentation that workforce development requires... The Thrive region of 8 counties around Madison, Wisconsin has adopted Principles of Collaboration
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
Strategic Doing is simple, but not easy. It takes practice... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
What could we do together? 1. Explore the assets at the table 2. Watch for patterns and possible connections 3. Find opportunities by connecting assets (What if?)
Saturday, May 30, 2009
Here’s an example of a worksheet to connect assets to opportunities from a Strategic Doing Pack What are the assets you can contribute or share? Example: Network of professionals committed to youth initiatives
What are the opportunities we see when we connect these assets?
Who are the partners that could be engaged in this opportunity?
Example Opportunity 1: We WIB, 3 key service providers, the could conduct monthly webinars community college to inform us of the innovations taking place in the region. Opportunity 2: We could create WIB, library system, community weekly forums to keep people college informed and build our networks...
Saturday, May 30, 2009
As we connect assets, we notice something strange starts to happen... The “network effect” takes hold...
High
Zo
ne
Inflection Point
Op
po
rtu
ni
ty
Opportunities
Low Low
Saturday, May 30, 2009
Trust and collaboration
High
Strategic Doing is simple, but not easy. It takes practice... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
What should we do together? Pick something transformative..not just something you are already doing...Pick something that you can do together that you cannot just do alone
1. Pick an opportunity
Where do you want to be in 3 years? What will people be doing? And how will they be doing it?
2. Define an outcome with 3 characteristics 3. Describe one initiative using 3 SMART Goals An initiative is a project
Saturday, May 30, 2009
SMART = Simple + Measurable +Achievable + Relevant + Time Sensitive
Saturday, May 30, 2009
Here’s a worksheet for defining characteristics of an outcome...As we define outcomes clearly, sensible metrics emerge What does success look Define 3 characteristics like? of your Outcome
Define a way to measure this characteristic
Example: Creating a nationally Characteristic 1: Active on-line recognized workforce summit community of innovators that regularly pushes innovative initiatives to address the challenges of at-risk youth. Characteristic 2: Strategy teams that engage at-risk youth as members
Metric 1: Number of people engaged in our on-line network
Characteristic 3: Example: Regular webcasts
Saturday, May 30, 2009
Metric 2: Number of at-risk youth participating in our strategy sessions Metric 3: Number of webcasts; total number of webcast participants
Here’s a worksheet for SMART Goals to define an initiative Describe your initiative:
Define 3 SMART Goals
We will do this....
For this project by this date.... What are you going to do Example: to achieve your outcome? September 2009
Saturday, May 30, 2009
We convene a core team of professionals in the region engaged with at-risk youth to complete budget and agenda for summit
December 2009
Complete funding
March 2010
Launch summit
Strategic Doing is simple, but not easy. It takes practice... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
What will we do together? 1. Write an Action Plan of who does what by when 2. Make personal commitments
Saturday, May 30, 2009
Here’s a worksheet for an Action Plan Action Steps: To move our project forward over the next 30 days, we will take these action steps:
Date: Questions? Contact:
Saturday, May 30, 2009
Responsible:
By When:
Strategic Doing is simple, but not easy. It takes practice... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
How will we learn together? 1. Capture your conversation on the web 2. Plan the next face-to-face meeting for revisions Strategic Doing calls for continuous revisions of a Strategic Action Plan
30-90 days
Saturday, May 30, 2009
How will we learn together? 1. Capture your conversation on the web 2. Plan the next face-to-face meeting for revisions Strategic Doing calls for continuous revisions of a Strategic Action Plan
1.0
1.1
30-90 days
Saturday, May 30, 2009
1.2
1.3
Here’s a worksheet for the Learning Process Key elements of our Learning Process:
Who will compile notes from the Strategic Doing session? Who will post these notes to the web? Where, how and by when? What is the plan for the group to come back together to revise the Strategic Action Plan and continue the learning process? What other steps can we take to keep connected and expand our network?
Saturday, May 30, 2009
Answers:
Strategic Doing is like paddling a kayak in the ocean
The task requires quick strategic assessments and continuous “doing”
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
The framework for your Strategic Action Plan starts with 6 focus areas: 1. “Transformed” Intake 2. “Transformed” Process 3. “Transformed” Services 4. “Transformed” Analysis 5. “Transformed” Tools 6. Effective Policy Guidance
Saturday, May 30, 2009
You can start drawing your strategy map this way: :
Transformed Intake
Effective Policy Guidance
Core Group A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
Transformed Tools (Technology)
Transformed Process
Transformed Services
Saturday, May 30, 2009
Transformed Analysis
Within each focus areas, you have a set of promising initiatives to start. Pick one or more initiatives and organize a 1-2 hour Strategic Doing workshop to start... 1. Transformed Intake 1.1 Skill Assessments 1.2 Triage Models 1.3 Early Warning Systems 2. Transformed Process 2.1 One Stop Redesign 2.2 UI/WIA Integration 2.3 Priority of Service
Saturday, May 30, 2009
Chances are, you will not do everything all at once. Your Strategic Action Plan will focus on a more limited set of priority of focus areas and initiatives.
Preliminary Checklist for a Strategic Doing Workshop ✓ Prepare Strategic Doing Pack of workshop exercises (use a template to start)
✓ Provide copies of Strategic Doing Packs to participants ✓ Make table arrangements: 6-8 people for a round table ✓ Record names and e-mails of people at the table ✓ Appoint at least one Knowledge Keeper who will summarize and
draw connections to what is being said in the Strategic Doing Pack
✓ Appoint at least one Web Keeper who will agree to post a summary to the Web.
Saturday, May 30, 2009
The Strategic Doing workshop will generate the components of a Strategic Action Plan for that initiative: 1.1 Skill Assessments Outcome for Skill Assessments: What could we do together?
SMART Goals for Skill Assessments: Skill Assessment Action Plan:
Find
Schedule for Revision: How will we learn together?
Learn
Focus
Plan What will we do together?
Saturday, May 30, 2009
What should we do together?
You will not start by trying to do everything at once. You might start with 6 initiatives: Skills Assessment and Transferability
Transformed Intake
Effective Policy Guidance
Core Group
Triage Models
A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
Transformed Tools (Technology)
Transformed Process
UI/WIA Integration
Strategic initiatives or projects bring partners together to work on clear "deliverables"; it's where the rubber meets the road.
LMI Services and Support Flexible Service Options
Saturday, May 30, 2009
Transformed Analysis
Transformed Services
Applying TORQ, Auto Coder, WPRS
To keep organized, you start numbering your initiatives as they emerge...
1.1
1.2
Skills Assessment and Transferability
1.0
6.0
Transformed Intake
Effective Policy Guidance
Core Group
Triage Models
2.0 Transformed Process
A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
Strategic initiatives or projects bring partners together to work on clear "deliverables"; it's where the rubber meets the road.
3.0
UI/WIA Integration
2,1
Transformed Analysis
LMI Services and Support
3,1
Transformed Tools (Technology)
4.0
Transformed Services
Flexible Service Options
Saturday, May 30, 2009
5.0
4,1
Applying TORQ, Auto Coder, WPRS
5,1
In the next months, you conduct more Strategic Doing workshops and add other initiatives, so your strategy map looks something like this: Trade Adjustment Assistance Guidance
Skills Assessment and Transferability
Transformed Intake
Effective Policy Guidance
Core Group
Triage Models
Youth Guidance
ARRA
Early Warning Systems
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
Transformed Tools (Technology)
Transformed Process
A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
Improved Information Sharing UI/WIA Integration
Transformed Analysis
Transformed Services
Data-driven Youth Services
Priority of Service
Strategic initiatives or projects bring partners together to work on clear "deliverables"; it's where the rubber meets the road.
Greening Service Delivery Flexible Service Options
Saturday, May 30, 2009
LMI Services and Support
Career Intelligence Real Time Actionable Information
Applying TORQ, Auto Coder, WPRS
The Strategy Map is flexible. There is no one right way to draw it. The key point that you focus on doing something... Trade Adjustment Assistance Guidance
Skills Assessment and Transferability
Transformed Intake
Effective Policy Guidance
Core Group
Triage Models
Youth Guidance
Early Warning Systems
A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
ARRA Stronger Networks
Transformed Tools (Technology)
Transformed Process
One Stop Redesign
Improved Information Sharing UI/WIA Integration
Transformed Analysis
Transformed Services
Data-driven Youth Services
Priority of Service
Strategic initiatives or projects bring partners together to work on clear "deliverables"; it's where the rubber meets the road. In Baltimore, the RAD group identified 7 areas of strategic focus. In Atlanta, the 7 areas become 6 by combining skills assessments and transferability.
Improved Virtual Delivery
Greening Service Delivery Flexible Service Options Diverse E&T Models
LMI Services and Support
Applying TORQ, Auto Coder, WPRS
Career Intelligence Real Time Actionable Information
The Atlanta Region has modified the strategy framework developed in at the national reemployment summit in Baltimore
Saturday, May 30, 2009
Thank you! Questions? Ed Morrison [email protected] Linda Fowler [email protected]
Saturday, May 30, 2009
Saturday, May 30, 2009
Strategic Doing: Building Collaborations That Matter Ed Morrison Linda Fowler Scott Hutcheson
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
We live in a networked world
Internet map of city-to-city connections Source: chrisharrison.net
Saturday, May 30, 2009
We live in a networked world
Internet map of city-to-city connections Source: chrisharrison.net
Saturday, May 30, 2009
Question: Who makes the iPhone?
Answer: A network led by Apple
The iPhone production network
Saturday, May 30, 2009
Question: How many companies made the Wizard of Oz?
Answer: One (Metro-Goldwyn Mayer)
Saturday, May 30, 2009
Question: How many companies made the Spider Man 3? Answer: Fifty-six (working in a network)
Saturday, May 30, 2009
Question: How did regions function in a pre-networked world? State State State Agencies Agencies Agencies
Libraries Libraries Libraries
Economic Economic Economic Development Development Development
Counties Counties Counties Federal Federal Federal Federal Agencies Agencies Agencies Agencies
Saturday, May 30, 2009
PostPostPostSecondary Secondary Secondary
K-12 K-12 K-12
Cities Cities Cities
Answer: Silos
Workforce Workforce Workforce
Social Social Social Service Service Service
Chambers Chambers Chambers
Question: How do regions function in a networked world? State State State Agencies Agencies Agencies
Libraries Libraries Libraries
Economic Economic Economic Development Development Development
Counties Counties Counties Federal Federal Federal Federal Agencies Agencies Agencies Agencies
Saturday, May 30, 2009
PostPostPostSecondary Secondary Secondary
K-12 K-12 K-12
Cities Cities Cities
Answer: Still Silos
Workforce Workforce Workforce
Social Social Social Service Service Service
Chambers Chambers Chambers
We need new approaches to link and leverage assets within our communities and regions
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
Strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 companies
Saturday, May 30, 2009
Strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 companies A small group at the top did the thinking
A larger group at the bottom did the doing
Saturday, May 30, 2009
As organizations have become more networked, older strategic planning models do not work so well. The reason: There is no top or bottom to a network.
Saturday, May 30, 2009
Dilbert emerged to make fun of strategy in a hierarchical world...
Saturday, May 30, 2009
Organizations have been moving toward teams...where there is no separation of thinking from doing
Saturday, May 30, 2009
Strategic Doing is a discipline to enable teams of people to do complex projects in these open networks
Strategic Planning
Saturday, May 30, 2009
Strategic Doing
Most places: People and organizations work in isolation trying their best
Strategic Planning: A few people try to sort it all out (but it often does not work)
Strategic Doing: A continuous process of aligning, linking and leveraging
Saturday, May 30, 2009
With Strategic Doing, leaders guide open conversations to translate ideas in to action... Strategic Doing involves both open participation and leadership direction Key Insight: People move in the direction of their conversations
Le a
n tio
de r
a
en p O
ti ar
p ci
sh
ip
p
re
ct io
n
Dialogue
Decision
Collaboration
Saturday, May 30, 2009
di
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions...
Find
Learn
Focus
Plan
Saturday, May 30, 2009
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? Find
Learn
Focus
Plan
Saturday, May 30, 2009
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? Find
Learn
Focus
Plan
Saturday, May 30, 2009
What should we do together?
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? Find
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
Strategic Doing begins when a core team of people agrees to take responsibility for the Strategic Doing process... The Core Group agrees to use a Strategic Doing process to produce and update a Strategic Action Plan Core Group
Saturday, May 30, 2009
The Core Team identifies focus areas of opportunities to produce dramatically better results....
Focus Area 1
Core Group
Focus Area 2
Focus Area 3
Saturday, May 30, 2009
The Core Team identifies focus areas of opportunities to produce dramatically better results....
Focus Area Area 1 1 Focus
Core Group
Focus Area 2
Focus Area 3
Saturday, May 30, 2009
Within each focus area, teams start with initiatives or projects Project
Focus Area
Core Group Project
Project Project
Project Project
Focus Area
Project
Project
Focus Area Project
Project
Project Project Project
Saturday, May 30, 2009
Within each focus area, teams start with initiatives or projects Project
Focus Area
Core Group Project
Project Project
Project Project
Focus Area
Project
Project
Focus Area Project
Project
Project Project Project
Saturday, May 30, 2009
The process of shaping a strategy is continuous
Core Group
Saturday, May 30, 2009
Core Group
Saturday, May 30, 2009
Project
Core Group
Project
Project
Saturday, May 30, 2009
Project
Core Group
Project
Project
30 Days
Saturday, May 30, 2009
Core Group
Project
Core Group
Project
Project
30 Days
Saturday, May 30, 2009
Core Group
The team starts with Strategic Action Plan Version 1.0, then 1.1, then 1.2 and so on... Strategic Doing calls for continuous revisions of a Strategic Action Plan
30-90 days
Saturday, May 30, 2009
The team starts with Strategic Action Plan Version 1.0, then 1.1, then 1.2 and so on... Strategic Doing calls for continuous revisions of a Strategic Action Plan
1.0
1.1
30-90 days
Saturday, May 30, 2009
1.2
1.3
Strategic Doing is not that much different than planning a family vacation
Core Group for Our Florida Vacation
Saturday, May 30, 2009
Strategic Doing is not that much different than planning a family vacation
Core Group for Our Florida Vacation
Saturday, May 30, 2009
Relaxation
Core Group for Our Florida Vacation
Other Activities
Transportation
Saturday, May 30, 2009
Research Beach Activities on Web
Relaxation
Gather Good Books, Movies
Core Group for Our Florida Vacation Research Restauarants
Other Activities
Look at Museum Options
Check out Night Life
Transportation Explore One Day Side Trips
Local Travel
Flying Airport to Hotel
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
In hours, Strategic Doing generates all the components you need for a Strategic Action Plan to guide innovative collaborations. Strategic Doing is fast, flexible, and (surprisingly) fun. Strategic Doing is a civic discipline to guide open innovation Create ideas about what we can do together
Find Commitments to Stay Connected
Reconnect to learn and adapt
Opportunities
Learn
Focus
Outcomes and Initiatives
Action Plans
Plan Commit to link and leverage Saturday, May 30, 2009
Define what we will do
Strategic Doing quickly generates “link and leverage” strategies
Strategic Doing produces alignments, links and leverage
A great example...The new Water Council in SE Wisconsin
Saturday, May 30, 2009
Water, Water, Water, …
© 2008, Brian D. Thompson, UWM Research Foundation
Saturday, May 30, 2009
28
10/6/08
Water, Water, Water, … Public Sector
Municipalities
UW-Madison
Utilities
Pentair
• Filtering & purification
Water User
• Water reuse & softening • Phosphate & radium removal
Treatment/ Processing/ Softening
Energy/Efficiency
Sanitarie
• Wastewater treatment design
–Storm water treatment –Reduced use of chemicals
Fluid Transport/ Civil & Ind. Engr.
•Industrial wastewater treatment
–Farm manure, food processing waste, metals –Utilizing sewer sludge
•Residential Water Treatment
Detection
–Residential water treatment, home filtration –Residential Water softening without salt
Badger Meter
Analysis/ Measuring/ Control
•Reverse Osmosis •Softening •Ships ballast - treatment •Treatment targets
WATER Inst. Chem & Biosci School of Freshwater Science
UWM
Materials
• Water heaters
Consumer Products • Faucets • Materials, coatings, plating • Casting technology
DOE
Physics
Funds Fluid Power
NSF
MSOE
EPA NOAA/DOC
Saturday, May 30, 2009
Foundations
Rapid Proto Center
Greater Milwaukee Foundation
International Partners 28
Interior
DoD
NIH
© 2008, Brian D. Thompson, UWM Research Foundation
Kohler
Water security Real time monitoring User detection systems Real time sensing for life forms Pharmaceuticals
CEAS
Academic Institutions
Fall River
AO Smith
–PCBs in sewer pieps –Desalinzation –Radium in ground water –Pharmaceuticals –Phosphate
Monitoring/Detection • • • • •
Flygt
• pumps
• Water meters • Meter reading systems
Pumps/ Valves/ Components
Processing/Treatment
•Municipal wastewater treatment
Thermo Fisher Scientific
AquaSensors
Procorp
Algae control (& exploitation) Removal of PCBs from lakes & rivers Storm water containment, Road salt Ship’s ballast – policy/enforcement Aquaculture • Ethanol production efficiency Lake Michigan contamination • Tar sands water treatment Policy issues – metering/incentives • Elimination of boiler scaling • Increasing brewing efficiency • Increased efficiency of water heating • Speeding treatment for large volumes • Increasing treatment efficiency
ITT
Advanced Chemical Systems
• Ind. wastewater treatment
• Intake quality, output quality • Energy consumption
Bioscience
GE
• Water treatment equipment
Miller Coors
Environmental
Marquette
Siemens
Great Lakes Water
• Water utilities
Opportunities • • • • • • • •
Bucyrus
Joy
Veolia
MMSD
M7/GMC
Water Council
• Engineering services
Federal Government
UNDP
DNR City of Milwaukee
Private Sector
CH2MHILL
USDA
Funding Agencies
World Bank 10/6/08
Water, Water, Water, … Public Sector
Municipalities
UW-Madison
Utilities
Pentair
• Filtering & purification
Water User
• Water reuse & softening • Phosphate & radium removal
Treatment/ Processing/ Softening
Energy/Efficiency
Sanitarie
• Wastewater treatment design
–Storm water treatment –Reduced use of chemicals
Fluid Transport/ Civil & Ind. Engr.
•Industrial wastewater treatment
–Farm manure, food processing waste, metals –Utilizing sewer sludge
•Residential Water Treatment
Detection
–Residential water treatment, home filtration –Residential Water softening without salt
Badger Meter
Analysis/ Measuring/ Control
•Reverse Osmosis •Softening •Ships ballast - treatment •Treatment targets
WATER Inst. Chem & Biosci School of Freshwater Science
UWM
Materials
• Water heaters
Consumer Products • Faucets • Materials, coatings, plating • Casting technology
DOE
Physics
Funds Fluid Power
NSF
MSOE
EPA NOAA/DOC
Saturday, May 30, 2009
Foundations
Rapid Proto Center
Greater Milwaukee Foundation
International Partners 29
Interior
DoD
NIH
© 2008, Brian D. Thompson, UWM Research Foundation
Kohler
Water security Real time monitoring User detection systems Real time sensing for life forms Pharmaceuticals
CEAS
Academic Institutions
Fall River
AO Smith
–PCBs in sewer pieps –Desalinzation –Radium in ground water –Pharmaceuticals –Phosphate
Monitoring/Detection • • • • •
Flygt
• pumps
• Water meters • Meter reading systems
Pumps/ Valves/ Components
Processing/Treatment
•Municipal wastewater treatment
Thermo Fisher Scientific
AquaSensors
Procorp
Algae control (& exploitation) Removal of PCBs from lakes & rivers Storm water containment, Road salt Ship’s ballast – policy/enforcement Aquaculture • Ethanol production efficiency Lake Michigan contamination • Tar sands water treatment Policy issues – metering/incentives • Elimination of boiler scaling • Increasing brewing efficiency • Increased efficiency of water heating • Speeding treatment for large volumes • Increasing treatment efficiency
ITT
Advanced Chemical Systems
• Ind. wastewater treatment
• Intake quality, output quality • Energy consumption
Bioscience
GE
• Water treatment equipment
Miller Coors
Environmental
Marquette
Siemens
Great Lakes Water
• Water utilities
Opportunities • • • • • • • •
Bucyrus
Joy
Veolia
MMSD
M7/GMC
Water Council
• Engineering services
Federal Government
UNDP
DNR City of Milwaukee
Private Sector
CH2MHILL
USDA
Funding Agencies
World Bank 10/6/08
Water, Water, Water, … Public Sector
Municipalities
UW-Madison
Utilities
Water User
• Shangping Xu – safe drinking• water • • • • • • •
–Storm water treatment –Reduced use of chemicals
Fluid Transport/ Civil & Ind. Engr. Li, Jin – pollutant transport modeling Bravo, Hector – hydraulic modeling Christensen, Erik – pollutants in water Amano, Ryoichi - CFD Pillia, Krisna – porous media modeling Kevin Renken- mass transfer Sobolvev – biproducts utilization Doug Cherkauer – groundwater hydrology
•Industrial wastewater treatment
–Farm manure, food processing waste, metals –Utilizing sewer sludge
•Residential Water Treatment
Detection
–Residential water treatment, home filtration –Residential Water softening without salt
• Joe Aldstadt – analytical methods • Peter Geissinger – detection • Alan Schwabacher– pharmaceuticals in water
• • • • •
• Chen, Junhong – nano materials, sensors
Chem & Biosci
UWM
Materials
Pumps/ Valves/ Components
•Reverse Osmosis •Softening •Ships ballast - treatment •Treatment targets
Fall River
AO Smith
–PCBs in sewer pieps –Desalinzation –Radium in ground water –Pharmaceuticals –Phosphate
• Water heaters
Consumer Products
Kohler
Water security Real time monitoring User detection systems Real time sensing for life forms Pharmaceuticals
• Faucets • Materials, coatings, plating • Casting technology
DOE
CEAS Funds Fluid Power
Academic Institutions
NSF
MSOE
Cluster Effects • Shared resources/equipment • Collaborative grants • Improved competitiveness • Translational science
Foundations
Rapid Proto Center
EPA NOAA/DOC
Greater Milwaukee Foundation
International Partners 29
Interior
DoD
NIH
© 2008, Brian D. Thompson, UWM Research Foundation
Saturday, May 30, 2009
Flygt
• pumps
• Water meters • Meter reading systems
• Rohatgi, Pradeep – adv. castings, lightweight, lead-free • Aita, Carolyn – advanced coatings • Gong, Sarah – polymer materials
Physics
Partnerships • Sponsored Research Proj. • Shared equipment • Graduates • Workforce training • Subcontractor/supplier • Extramural grant support • Philanthropic support
Badger Meter
Analysis/ Measuring/ Control
Monitoring/Detection
• Jim Waples – water aging • Tom Consi – aquatic robots • Tom Grundle - harbors
WATER Inst.
School of Freshwater Science
Sanitarie
• Wastewater treatment design
Processing/Treatment
•Municipal wastewater treatment
• Carmen Aguilar – microbiology • David Petering –metal metabolism • Val Klump
Marquette
Treatment/ Processing/ Softening
Thermo Fisher Scientific
AquaSensors
• Water reuse & softening • Phosphate & radium removal
Energy/Efficiency
• Burlage – PCR environmental test
Pentair
• Filtering & purification
Procorp
Algae control (& exploitation) Removal of PCBs from lakes & rivers Storm water containment, Road salt Ship’s ballast – policy/enforcement Aquaculture • Ethanol production efficiency Lake Michigan contamination • Tar sands water treatment Policy issues – metering/incentives • Elimination of boiler scaling • Increasing brewing efficiency • Increased efficiency of water heating • Speeding treatment for large volumes • Increasing treatment efficiency
ITT
Advanced Chemical Systems
• Ind. wastewater treatment
• Intake quality, output quality • Energy consumption
Bioscience
GE
• Water treatment equipment
Miller Coors
Environmental
• Tim Ehlinger – aquatic systems
Siemens
Great Lakes Water
• Water utilities
Opportunities • • • • • • • •
Bucyrus
Joy
Veolia
MMSD
M7/GMC
Water Council
• Engineering services
Federal Government
UNDP
DNR City of Milwaukee
Private Sector
CH2MHILL
USDA
Funding Agencies
World Bank 10/6/08
Strategic Doing produces a swarm of innovations Gorilla innovation
Saturday, May 30, 2009
Swarm innovation
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
Strategic Doing needs: A “safe, creative space” for creativity to take place Simple rules of civility to promote “deep conversations”
Saturday, May 30, 2009
To be innovative, we need “safe, creative” places
‣ ‣ ‣
Camp Fires Watering Holes The Kitchen Table
Civic forums create safe places to stretch our minds... Civic forums provide the venue to define new opportunities and practice new civic behaviors
Source: Nead Brand Partners
Saturday, May 30, 2009
The Innovation Cafe at Memorial Hospital in South Bend serves no food, but offers a place “where staffers and outsiders can learn to craft new ideas."
Saturday, May 30, 2009
‣ Civility represents "the sacrifices that we make for the sake of living together."
‣ Civility recognizes our inter-dependence. ‣ Without civility, we cannot do the complex thinking and experimentation that workforce development requires... The Thrive region of 8 counties around Madison, Wisconsin has adopted Principles of Collaboration
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
Strategic Doing is simple, but not easy. It takes practice... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
What could we do together? 1. Explore the assets at the table 2. Watch for patterns and possible connections 3. Find opportunities by connecting assets (What if?)
Saturday, May 30, 2009
Here’s an example of a worksheet to connect assets to opportunities from a Strategic Doing Pack What are the assets you can contribute or share? Example: Network of professionals committed to youth initiatives
What are the opportunities we see when we connect these assets?
Who are the partners that could be engaged in this opportunity?
Example Opportunity 1: We WIB, 3 key service providers, the could conduct monthly webinars community college to inform us of the innovations taking place in the region. Opportunity 2: We could create WIB, library system, community weekly forums to keep people college informed and build our networks...
Saturday, May 30, 2009
As we connect assets, we notice something strange starts to happen... The “network effect” takes hold...
High
Zo
ne
Inflection Point
Op
po
rtu
ni
ty
Opportunities
Low Low
Saturday, May 30, 2009
Trust and collaboration
High
Strategic Doing is simple, but not easy. It takes practice... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
What should we do together? Pick something transformative..not just something you are already doing...Pick something that you can do together that you cannot just do alone
1. Pick an opportunity
Where do you want to be in 3 years? What will people be doing? And how will they be doing it?
2. Define an outcome with 3 characteristics 3. Describe one initiative using 3 SMART Goals An initiative is a project
Saturday, May 30, 2009
SMART = Simple + Measurable +Achievable + Relevant + Time Sensitive
Saturday, May 30, 2009
Here’s a worksheet for defining characteristics of an outcome...As we define outcomes clearly, sensible metrics emerge What does success look Define 3 characteristics like? of your Outcome
Define a way to measure this characteristic
Example: Creating a nationally Characteristic 1: Active on-line recognized workforce summit community of innovators that regularly pushes innovative initiatives to address the challenges of at-risk youth. Characteristic 2: Strategy teams that engage at-risk youth as members
Metric 1: Number of people engaged in our on-line network
Characteristic 3: Example: Regular webcasts
Saturday, May 30, 2009
Metric 2: Number of at-risk youth participating in our strategy sessions Metric 3: Number of webcasts; total number of webcast participants
Here’s a worksheet for SMART Goals to define an initiative Describe your initiative:
Define 3 SMART Goals
We will do this....
For this project by this date.... What are you going to do Example: to achieve your outcome? September 2009
Saturday, May 30, 2009
We convene a core team of professionals in the region engaged with at-risk youth to complete budget and agenda for summit
December 2009
Complete funding
March 2010
Launch summit
Strategic Doing is simple, but not easy. It takes practice... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
What will we do together? 1. Write an Action Plan of who does what by when 2. Make personal commitments
Saturday, May 30, 2009
Here’s a worksheet for an Action Plan Action Steps: To move our project forward over the next 30 days, we will take these action steps:
Date: Questions? Contact:
Saturday, May 30, 2009
Responsible:
By When:
Strategic Doing is simple, but not easy. It takes practice... What could we do together? Find
How will we learn together?
Learn
Focus
Plan What will we do together? Saturday, May 30, 2009
What should we do together?
How will we learn together? 1. Capture your conversation on the web 2. Plan the next face-to-face meeting for revisions Strategic Doing calls for continuous revisions of a Strategic Action Plan
30-90 days
Saturday, May 30, 2009
How will we learn together? 1. Capture your conversation on the web 2. Plan the next face-to-face meeting for revisions Strategic Doing calls for continuous revisions of a Strategic Action Plan
1.0
1.1
30-90 days
Saturday, May 30, 2009
1.2
1.3
Here’s a worksheet for the Learning Process Key elements of our Learning Process:
Who will compile notes from the Strategic Doing session? Who will post these notes to the web? Where, how and by when? What is the plan for the group to come back together to revise the Strategic Action Plan and continue the learning process? What other steps can we take to keep connected and expand our network?
Saturday, May 30, 2009
Answers:
Strategic Doing is like paddling a kayak in the ocean
The task requires quick strategic assessments and continuous “doing”
Saturday, May 30, 2009
Today’s Roadmap
‣ Why networks? ‣ Strategic Doing in a Nutshell ‣ What Strategic Doing Delivers ‣ Creating the Hub for Strategic Doing ‣ Practicing Strategic Doing ‣ Applying Strategic Doing to State Action Plans
Saturday, May 30, 2009
The framework for your Strategic Action Plan starts with 6 focus areas: 1. “Transformed” Intake 2. “Transformed” Process 3. “Transformed” Services 4. “Transformed” Analysis 5. “Transformed” Tools 6. Effective Policy Guidance
Saturday, May 30, 2009
You can start drawing your strategy map this way: :
Transformed Intake
Effective Policy Guidance
Core Group A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
Transformed Tools (Technology)
Transformed Process
Transformed Services
Saturday, May 30, 2009
Transformed Analysis
Within each focus areas, you have a set of promising initiatives to start. Pick one or more initiatives and organize a 1-2 hour Strategic Doing workshop to start... 1. Transformed Intake 1.1 Skill Assessments 1.2 Triage Models 1.3 Early Warning Systems 2. Transformed Process 2.1 One Stop Redesign 2.2 UI/WIA Integration 2.3 Priority of Service
Saturday, May 30, 2009
Chances are, you will not do everything all at once. Your Strategic Action Plan will focus on a more limited set of priority of focus areas and initiatives.
Preliminary Checklist for a Strategic Doing Workshop ✓ Prepare Strategic Doing Pack of workshop exercises (use a template to start)
✓ Provide copies of Strategic Doing Packs to participants ✓ Make table arrangements: 6-8 people for a round table ✓ Record names and e-mails of people at the table ✓ Appoint at least one Knowledge Keeper who will summarize and
draw connections to what is being said in the Strategic Doing Pack
✓ Appoint at least one Web Keeper who will agree to post a summary to the Web.
Saturday, May 30, 2009
The Strategic Doing workshop will generate the components of a Strategic Action Plan for that initiative: 1.1 Skill Assessments Outcome for Skill Assessments: What could we do together?
SMART Goals for Skill Assessments: Skill Assessment Action Plan:
Find
Schedule for Revision: How will we learn together?
Learn
Focus
Plan What will we do together?
Saturday, May 30, 2009
What should we do together?
You will not start by trying to do everything at once. You might start with 6 initiatives: Skills Assessment and Transferability
Transformed Intake
Effective Policy Guidance
Core Group
Triage Models
A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
Transformed Tools (Technology)
Transformed Process
UI/WIA Integration
Strategic initiatives or projects bring partners together to work on clear "deliverables"; it's where the rubber meets the road.
LMI Services and Support Flexible Service Options
Saturday, May 30, 2009
Transformed Analysis
Transformed Services
Applying TORQ, Auto Coder, WPRS
To keep organized, you start numbering your initiatives as they emerge...
1.1
1.2
Skills Assessment and Transferability
1.0
6.0
Transformed Intake
Effective Policy Guidance
Core Group
Triage Models
2.0 Transformed Process
A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
Strategic initiatives or projects bring partners together to work on clear "deliverables"; it's where the rubber meets the road.
3.0
UI/WIA Integration
2,1
Transformed Analysis
LMI Services and Support
3,1
Transformed Tools (Technology)
4.0
Transformed Services
Flexible Service Options
Saturday, May 30, 2009
5.0
4,1
Applying TORQ, Auto Coder, WPRS
5,1
In the next months, you conduct more Strategic Doing workshops and add other initiatives, so your strategy map looks something like this: Trade Adjustment Assistance Guidance
Skills Assessment and Transferability
Transformed Intake
Effective Policy Guidance
Core Group
Triage Models
Youth Guidance
ARRA
Early Warning Systems
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
Transformed Tools (Technology)
Transformed Process
A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
Improved Information Sharing UI/WIA Integration
Transformed Analysis
Transformed Services
Data-driven Youth Services
Priority of Service
Strategic initiatives or projects bring partners together to work on clear "deliverables"; it's where the rubber meets the road.
Greening Service Delivery Flexible Service Options
Saturday, May 30, 2009
LMI Services and Support
Career Intelligence Real Time Actionable Information
Applying TORQ, Auto Coder, WPRS
The Strategy Map is flexible. There is no one right way to draw it. The key point that you focus on doing something... Trade Adjustment Assistance Guidance
Skills Assessment and Transferability
Transformed Intake
Effective Policy Guidance
Core Group
Triage Models
Youth Guidance
Early Warning Systems
A core team takes responsibility for overseeing the strategic doing process: the team compiles and updates the Strategic Action Plan.
A Strategic Action Plan is organized in Focus Areas. These are the big buckets of related activities.
ARRA Stronger Networks
Transformed Tools (Technology)
Transformed Process
One Stop Redesign
Improved Information Sharing UI/WIA Integration
Transformed Analysis
Transformed Services
Data-driven Youth Services
Priority of Service
Strategic initiatives or projects bring partners together to work on clear "deliverables"; it's where the rubber meets the road. In Baltimore, the RAD group identified 7 areas of strategic focus. In Atlanta, the 7 areas become 6 by combining skills assessments and transferability.
Improved Virtual Delivery
Greening Service Delivery Flexible Service Options Diverse E&T Models
LMI Services and Support
Applying TORQ, Auto Coder, WPRS
Career Intelligence Real Time Actionable Information
The Atlanta Region has modified the strategy framework developed in at the national reemployment summit in Baltimore
Saturday, May 30, 2009
Thank you! Questions? Ed Morrison [email protected] Linda Fowler [email protected]
Saturday, May 30, 2009
Related Documents
Waste Water Treatment Handbook
May 2020 20
Water Waste Water Treatment
June 2020 30
Waste Water Treatment
November 2019 28
Waste Water Treatment
November 2019 40
Waste Water Treatment
November 2019 22