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13 Aug

Facilitator Playbook

USAG Wiesbaden Goal-setting Workshop21-23 Aug 07

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The playbook is designed as a recommended approach for the facilitators and recorders at the upcoming USAG Wiesbaden Goal-setting Workshop. This workshop is a combination of Workshop C (goal setting) and a half-day exercise to identify initial “low hanging fruit” projects.

Your teams will develop three products during the workshop:• initial goals briefing, presented Wednesday afternoon•final goals briefing, presented Thursday morning• proposed projects briefing, presented Thursday afternoon

The templates for the two briefings, and for the After Action Report (AAR) are contained in the powerpoint file named “Template AAR”. The purpose of the AAR is to consolidate and summarize all the work the team did in the Awareness/Baseline workshop held in June, as well as in this workshop. Please do not delete anything from it or change the content – this is our deliverable to the team. You should also be sure you have your team outbrief from Workshop A/B, as it is part of both the goal-setting workshop process, and the AAR.

The After Action Report is due from the facilitation teams to Christina Hudson and Glenn Lee by 31 Aug 07.

  

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USAG Wiesbaden Team Leaders and Facilitators

(Final – 9 Aug 07)

Team Team Leader Facilitation Team

Public Safety, Security and Law Enforcement Team (DES)

LTC Hulsebosch Mike LaDucJeff Darrow

Infrastructure (DPW) Judith Vera-Rodriquez Kelly Dilks Phillip Cohen

Workforce Development (DHR) Sharon Moseley David EadyGwen Dipietro

Logistics Services (DOL) Lavon Peoples Kevin PalmerBrian Moyer

Host nation relations (PAO) Anemone Rueger Christina HudsonDebra Dale

Community & Military Services (DMWR)

Todd Seitz Birgitte TingleyDavid Barber

Facilitators-At-Large (AV, registration, plenary briefs, GC feedback/wall walk

Glenn Lee, Jennifer Leonard, Wanda Johnsen

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DDown toAction

CClearGoals

E & FEvaluation and Feedback

AAwareness

BBaseline

Sustainability Planning Process USAG Wiesbaden

GGet

Better

12-14 June 07

21-23 August 07

22-26 October 07

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Tuesday, 21 August 2007

0730 – 0830 Coffee and Registration0830 - 0900 Opening Remarks0800 – 0930 Mission Briefing/Sustainability Challenges

0930 – 0950 Break0950 – 1050 Keynote Address1050 – 1150 Growing Momentum for Sustainability

1150 – 1300 Working Lunch

1300 – 1600 Team Sessions

CClear Goals

USAG Wiesbaden Sustainability Goal-Setting Draft Agenda

Day 1 Products – Teams work through various facilitated sessions to discuss sustainability issues and challenges, building on the results of Workshop A/B. This work will be the starting point for the next day.

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Wednesday, 22 August 2007

0730 – 0800 Coffee0800 – 1130 Team Sessions Continue1130 – 1230 Working Lunch1230 – 1500 Team Sessions Continue1500 - 1600 Brief Initial Goals to GC1600 - 1630 Vote1630 – 1800 GC, Team Leader Final Goals Selection

CClear Goals

USAG Wiesbaden Sustainability Goal-Setting Draft Agenda

Day 2 Products – Teams work through various facilitated sessions to develop initial long-term goals. The Garrison Commander, Directors, Team Leaders, and Industry Expert will review, group, select final goals, and develop guidance for teams to follow to produce final goals.

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Thursday, 23 August 2007

0730 – 0800 Coffee0800 – 0830 Facilitators provide guidance to teams 0830 – 1000 Teams finalize Goals1000 – 1030 Prepare for Briefing of Goals1030 – 1130 Brief Goals to Command Group1130 – 1200 Closing Remarks, GC1200 – 1300 Lunch1300 – 1430 Initial Project Development1430 – 1530 Project Presentations to participants1530 - 1600 Vote1600 Adjourn

CClear Goals

USAG Wiesbaden Sustainability Goal-Setting Draft Agenda

Day 3 Products - Teams will develop final goals per GC guidance. After lunch, teams will develop sustainability projects (within specific guidelines) that they will start prior to the next Workshop in Oct. Participants will vote on their favorite projects. Best vote getters will be part of AAR to GC.

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INTRODUCTION:

Team gets to know each other

  

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INTRODUCTION (30 minutes) Activity:

Go around room and have everyone introduce themselves providing answers to questions below.

Questions:

Name, real job when not at meetings? Years of work experience?What are your expectations for this workshop?

 

Purpose/Product:

Recorder captures jobs, years of experience, and expectations on three separate sheets.

Facilitator reviews list of types of jobs, years of experience, and expectations.

(Message – The TEAM has multiple disciplines and perspectives, lots of years of experience, and many expectations. This Team will be able to accomplish the task at hand)

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Step 1:

Team Agrees on Rules and Roles

  

RULES AND ROLES AND DEFINITIONS (15 minutes)

Activity: 

• Facilitator discusses jobs of the facilitator, recorder, team leader, timekeeper, and team members (share definitions on slides 17-21 )

• Facilitator explains survey with thumbs (reminding Team to go for good, not perfect)

Thumbs up = OK, I can support this idea; Thumbs down = no, can’t live with it; Thumbs sideways = keep talking; When does the Team move on? Unanimous thumbs up. If you have a “holdout” after further discussion, then you’ve probably got a parking lot issue that the team leader captures allowing the Team to proceed.

• Elect timekeeper (survey with thumbs)

Discuss and post suggested ground rules on butcher paper (example ground rules slide 22); encourage Team to add to or discuss any item on the ground rules list

Agree on ground rules (survey with thumbs)

• Present and Discuss definitions (on slides # 23, 24)

Purpose/Product:

Establish Team cohesion and understanding of HOW they will work together

Start using ground rules (thumbs especially)

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• Take permanent role in determining/recruiting team members

• Help facilitator keep team focused during Workshop

• Help Commander choose final goals at Workshop

• Participate / contribute ideas, opinions, etc.

• Lead follow-on strategic planning meetings

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• Contribute ideas/technical expertise at Workshop and follow-on team meetings

• Do specific planning tasks requested by team leader

• Communicate relevant plan elements back to organizational leadership and staff

• Execute relevant plan objectives

• Report back to team leader on progress towards objectives

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• Help team establish ground rules

• Build teamwork / full participation /consensus

• Get team to identify THEIR desired results

• Keep team active, balanced, focused & on-time

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• Capture and summarize team members’ ideas

• Prepare team PowerPoint presentations at Workshop

• Document team results at end of Workshop

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• Keep Team on time during the Workshop:• Watch Your Watch• Enforce Rules for Breaks • Reconvene Team at the End of a Break• Consider Using the 50/10 Rule …

Work for 50 Minutes then Break for 10• Give Team Five & One Minute Warnings• Be Tough on Time

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• No Bad Ideas (emphasize “yes, and …” discourage “no but …”)

• Respect Each Other’s Ideas

• Go for Good not Perfect

• First Names Only - Check Titles at the Door

• Actively Participate - Listen More than You Talk

• Seek Consensus• Consensus means we all understand and can live with a

position• Survey with “thumbs” to gain consensus

Useful DefinitionsSustainment (DoD Joint Publication 1–02, DOD Dictionary of Military and

Associated Terms): The provision of personnel, logistic, and other support required to maintain

and prolong operations or combat until successful accomplishment or revision of the mission.

Sustainability (DoD Joint Publication 1–02, DOD Dictionary of Military and Associated Terms):

Military capability: The ability to achieve a specified wartime objective (win a war or battle, destroy a target set). It includes four major components…. d. sustainability--The ability to maintain the necessary level and duration of operational activity to achieve military objectives. Sustainability is a function of providing for and maintaining those levels of ready forces, materiel, and consumables necessary to support military effort.

Sustainability (Brundtland Commission, 1987): Meeting the needs of the present generation without compromising the ability

of future generations to meet their own needs.

Sustainability (Fort Bragg, 2002):Managing our human and natural resources to support the present mission

without compromising our ability to accomplish the mission in the future.

More Useful Definitions Strategic Goals: Long-range change targets that move towards a sustainable

installation – the “headline” that captures the essenceStrategic objectives: measurable, intermediate end-states that accomplish the goals

in whole or in part during current POM cycle (FY08-15). They may represent a category of solutions (for example, sustainable infrastructure requires sustainable siting, energy, water, materials, and operations).

End-State: An explanation of what we mean by the goal. How does USAG Wiesbaden look when we’ve gotten where we want to go? A concrete description of the future reality: “Zero boot print Army.” NOT a description of activity or condition, such as “Installation of Choice.”

Action Plans – one-to-two year long initiatives and specific tasks/activities within an initiative. Includes responsible office/individual.

Milestones – qualitative and quantitative measures of the resultsMetrics – annual intermediate end-states that measure progress towards each

objective (aka “targets”)Issue: the situation or challenge that needs to be resolved to ensure mission

sustainabilityTimeframe: Year that the final end-state is reachedProponent: Owner of the process that must changed to meet the goal.Stakeholders: Every organization, both internal and external to USAG Wiesbaden,

that is affected by the ability to achieve the goals.

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Step 2:

Team Agrees on Their Purpose and Agenda

  

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Team PURPOSE STATEMENT AND AGENDA (15 minutes) Activity:

Facilitator draws upon guidance from the Garrison Commander for the Workshop and outlines a basic agenda for the Team to discuss to reach a shared understanding  Survey with thumbs to confirm all understand the Garrison Commander’s challenges.

Outline the deliverables for the week and suggested team breakout agenda (next five slides). Discuss and fill in gaps by asking the Team to brainstorm ideas, then survey with thumbs for concurrence. 

Questions:The challenge statement from the Garrison Commander is a given for our Team. Is there anything about it that we need to discuss? Any questions? If so, address questions and park concerns.Do we agree that by following this agenda we will accomplish the Workshop mission??

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THREE DELIVERABLES DUE THIS WEEK

• Initial goals briefing – 1500 Wednesday• Final goals briefing - 1000 Thursday• Project briefings – 1430 Thursday

TWO DELIVERABLES DUE POST-WORKSHOP

• Workshop AARs – from facilitators to Hudson/Lee by 31 Aug• Team Leader Briefing to Garrison Commander – late Sept/early Oct

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Agenda for Team Breakout Sessions

1300-1600 TUESDAY 21 Aug:INTRO: Team Gets to Know Each OtherStep 1: Team Agrees on Rules and RolesStep 2: Team Agrees on Purpose and AgendaStep 3: Team Discusses Baseline Issues

0800-1630 WEDNESDAY 22 AugStep 4: Team Identifies Potential Desired End StatesStep 5: Team Defines Initial Goals and Proponent Step 6: Teams Brief Initial Goals & VoteStep 7: GC Wall-walk to Review Votes/GC Feedback

0800-1600 THURSDAY 24 MayStep 8: Refine Final Goals and TeamsStep 9: Prepare final goals briefing to GCStep 10: Team Identifies Potential ProjectsStep 11: Teams prepare project briefingStep 12: Teams brief projects, vote and Adjourn

  

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Suggested Team Breakout Agenda

Tues 21 Aug1300-1330 Introductions – Teams Gets to Know Each Other1330-1345 Step 1, Rules and Roles 1345-1415 Step 2, Purpose & Agenda1415-1600 Step 3 Discussion of Baseline Issues1600 Adjourn

Wed 22 Aug0800 - 0845 Step 4, Identify Potential Desired End States0845 - 1130 Step 5, Develop Initial Goals 1130- 1230 Lunch

1230-1500 Step 5 con’t, Develop Initial Goals and Proponents, Prepare Briefing

1500-1600 Plenary - Step 6, Brief Initial Goals

1600-1630 Vote for Final Goals1630 Workshop adjourns for Day

1630-1800 Step 7, GC Wall-walk and Selection of Final Goals with Team Leaders, Directors, and Facilitators

  

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Suggested Breakout Agenda Thursday 23 Aug

0800-0830 Team Leaders and Facilitators provide feedback from GC

0830-1000 Step 8, Develop Final Goals and Teams1000 – 1030 Step 9, Develop Final Goals Briefing

1030 – 1130 Plenary – Final Goals briefing to GC1130 – 1200 Plenary – Closing Remarks, GC

1200-1300 Working Lunch in Break Rooms

1300 – 1400 Step 10, Develop initial projects1400 – 1430 Step 11, prepare project briefings

1430-1530 Step 12, Present Project briefings to all participants1530 – 1600 Vote1600 Adjourn

  

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“In order to sustain our mission over the long haul, we must examine and redesign our activities with respect to the "triple bottom line" of sustainability … to simultaneously optimize our mission, community well-being, and the natural environment, while controlling operational costs.”

COL Ray A. Graham, Jr.Garrison Commander

Aug 07

Vision: A Sustainable USAG Wiesbaden

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Step 3:

Team Discusses Baseline Issues

  

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BASELINE SUSTAINABILITY ISSUES (1 hour 45 minutes total)

 Activities:• Team reads their section of baseline document and the

“bootprint” (20 minutes)• Team Leader or Facilitator goes through the Awareness/Baseline

Workshop Team Briefing in the team AAR powerpoint file (20 minutes)

• Facilitator discusses definitions of “significant issue” and “sustainable installation” on next 2 slides (5 minutes)

• Team discussion of issues and challenges not covered in the Awareness/Baseline Workshop (60 minutes)

(Facilitators – capture any additional issues not covered in the Awareness/Baseline Workshop on a slide in the After Action Report)

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Issues are significant if they:

• Constrain military training• Reduce soldiers/families/community quality of life• Aggravate local/regional concerns about the economy

or environment• Cost a lot of money to manage• Damage the environment or deplete resources past the

point of recovery

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A Sustainable Installation...• Optimizes military training• Provides for the well-being of soldiers and families

– Great Facilities – Strong cultural/community services

• Has a mutually-beneficial relationship with the local community• Is life-cycle cost-effective to operate• Systematically decreases its dependence:

– on fossil fuels and mining;– on non-biodegradable and toxic compounds;

• Does not use resources faster than nature can regenerate them;• Operates within its “fair share” of earth’s resources

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Step 4:

Team Identifies PotentialDesired End States

  

Desired End States (45 min)  

Review “headlines” done in the Awareness/Baseline workshop. Ask the team to list possible end states to address baseline issues.

Use “think, write, talk, clump” to capture key ideas: 1)    Have each person write down 1-3 bullet ideas to challenge the Team to think of actions that move USAG Wiesbaden to a more sustainable “end state”.2)    Go around table and ask each person for one end state to address any issue listed3)    Post on wall in columns of similar ideas or themes, => it may be helpful to maintain the link between proposed endstates and specific issues4)  Review themes with Team and use them to organize the issues into logical themes.5) Review Sustainability definitions6) Review end states and themes with respect to the definition of significant7)    Use “thumbs” to survey / get concurrence on the potential desired end states.

Questions:

For baseline issues that are significant, ask “What do you want USAG Wiesbaden to look like/accomplish by 2030?” 

Purpose/Product: Identify the basis for strategic goals.

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Step 5:

Team DeterminesInitial Strategic Goals and Proponents

  

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CREATING INITIAL STRATEGIC GOALS -  Develop top 5-10 Initial Goals for presentation to plenary session and voting BEFORE 1500. Deliver electrons to Glenn Lee by 1445.

Activity: Team lists and prioritizes strategic goals.1) Discuss the elements of strategic goals on slide 35.

Issue:The desired end-state:

The timeframe to achieve the goal:Proponent Organization:

2) Break into sub-teams to work on initial strategic goals from desired end states developed in previous step.

3) Use initial strategic goal template on next slide to develop proposed initial sustainability goals.

4) Have each sub-team brief initial goals to whole Team and make changes to reach consensus.

5) Questions •What is the desired end-state (or outcome)? •What year will we accomplish it?•Who should be the proponent?

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Initial Strategic GoalGoal:

End State:

Issues Addressed:

Proponent:

Timeframe:Deliv

erable

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PREPARE for INITIAL GOAL PRESENTATION and VOTING  1) Elect/select a presenter from the Team, preferably the team leader or staff from USAG Wiesbaden.

2) Facilitator and team assist Presenter in preparing for the plenary presentation. REHEARSE THE BRIEFING – you will only have 10 MINUTES TO BRIEF. If necessary, coach presenter to start briefing by greeting the senior military officers and civilians present, then introducing themselves and their topic.

3) Create the initial goal briefing in the AAR powerpoint file. It should have an “initial goal” slide for each goal.

4) Print two copies of this file, one for the briefer, and one to post on butcher paper for voting.

5) Before sending Team back to plenary session, pass out 7 dots to each person. Explain that after the initial goals are presented, and CMD Team provides some feedback, everyone will get to vote for the final goals. They can use all 7 of their dots on one goal, or spread them in any combination among different goals.

6) FACILITATORS – after the initial goal briefs, while voting is going on, get all the initial goals briefings from the main computer in the plenary room. You will need them for tomorrow’s session and for the AAR, which includes each initial goal that was consolidated into the final goal(s) for that team.

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Step 6: Plenary – Initial Goal Briefs and Voting(90 minutes)

Workshop participants adjourn

Step 7: GC Wall-walk with Team Leaders and Facilitators - Feedback for Goal Refinement

(90 minutes)

ADJOURN for the day.

  

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Thursday 23 Aug

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Step 8: Team Prepares Final Goals and Team Membership

(90 minutes)

  

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Final Strategic Goal - Slide 1

• Goal:

• End State:

• Issues Addressed:

• Timeframe:Deliv

erable

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Final Strategic Goal - Slide2• Proponent Organization:

• Team Member/Role:

• Team Member/Role:

• Team Member/Role:

• Team Member/Role:

• Team Member/Role:

• Team Member/Role:

• Team Member/Role:

Deliver

able

Prepare final goals and define teams (90 min)

Discuss the “wall walk” feedback given by the GC the night before with the team. Each Team will have 1 -3 final goals to complete.

Activity:1) Facilitator / Recorder will review final wording of goal based on feedback received. Team will reach consensus on proposed changes using survey with thumbs. 2) Review the definition of “stakeholder”. Ask each Team member to list the organizations that must be on each team in order to accomplish the goal, and what their role/responsibility will be. These should include organizations external to USAG Wiesbaden where appropriate. 3) Go around the table and ask each person for 1 stakeholder/role, keep going around until no new ideas. Survey with thumbs for consensus on team make up and responsibilities.

Questions:Who are the stakeholders? (see definition of stakeholders on poster.) What role does each one play? What will they be expected to contribute to accomplishment of goal? Should they be a permanent member of the team, or brought in as needed on specific objectives?

Purpose/Product: Polished final goals, with proponent, team members, roles/responsibilities outlined.

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Step 9: Prepare Final Goals Briefings

  

PREPARE FINAL PRESENTATION TO COMMAND (30 min) 

1) Elect/select a presenter from the Team, preferably the team leader or staff from USAG Wiesbaden.

2) Share the draft final briefing and make revisions as the team desires.

3) Facilitator and team assist Presenter in preparing for the plenary presentation. REHEARSE THE BRIEFING – you will only have 10 MINUTES TO BRIEF. If necessary, coach presenter to start briefing by greeting the senior military officers and civilians present, then introducing themselves and their topic.

4) Print a copy for the presenter.

REVIEW OF ORIGINAL EXPECTATIONS AND WRAP-UP (10 min)

Take a few minutes with the Team to review their expectations from day 1 introductions.

Give them a feel for how far they’ve come.Congratulate the Team on their successes and thank them for joining the Army’s

quest for sustainable installations.

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Step 10: Develop initial projects

  

DEVELOP INITIAL PROJECTS (60 min) 

1) Template for project descriptions is on the next slide2) Hand out copies of the template, give everyone 20 minutes to work alone coming

up with as many ideas as possible3) Go around the team, having everyone present one project. Clump similar ideas

on the wall together4) Let the team vote with dots or marks for the top 5 projects they want to present to

the plenary session

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Sustainability Project Description

• Title:

• Description:

• Timeframe:

• Lead/Assist Organizations:

• Benefits to Mission:

• Benefits to Community:

• Benefits to Environment:

• Dollars and manpower needed:

• Dollars and manpower costs saved:

• Goal Supported:

Deliver

able

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Step 11: Prepare briefing on initial projects

  

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PREPARE PRESENTATION on Initial Projects (30 min) 

Elect/select a presenter from the Team, preferably the team leader or staff from USAG Wiesbaden.

Create a briefing showing the Top 5 projects, using slide 47. Project the briefing and make revisions as the team desires.

Facilitator and team assist Presenter in preparing for the plenary presentation. REHEARSE THE BRIEFING – you will only have 10 MINUTES TO BRIEF.

Print a copy for the presenter.

Give every team member 7 dots for voting in the plenary session.

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Step 12: Present briefings to all participants, vote, and adjourn!

  

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All In and All Done!

THANKS!

Please e-mail final AARs to Glenn and Christina by 31 August!

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CHALLENGE STATEMENTS

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Host Nation RelationsChallenge Statement

Interaction and open communication with the HN is critical to ensure USAGW mission success. How does USAGW maintain and sustain cooperation with the HN considering the following challenges?- Change in US and HN leadership and policies

- World politics (public opinion)

- US Army transformation

- US command authority to disseminate information hinders ability of USAGW to communicate with HN

- Force protection concerns

- Changing demographics within HN (post WWII)

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Public Safety, Security, and Law Enforcement Challenge Statement

Given our need to support transformation’s growing requirements with a congested, geographically-dispersed garrison, and limited resources….

How do we provide a safer, more secure place to live and work, now and in the future?

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Challenge Statement:Maintain and Improve Infrastructure

Over the past 60 years, Wiesbaden experienced changes in mission requirements and dispersed development patterns in response to historical conditions. There is now a legacy of aged, obsolete, and redundant facilities/infrastructure with high costs, inefficient use of resources, and negative impacts on the environment.

How should USAG Wiesbaden, in partnership with the Host Nation, respond to current and future infrastructure requirements in a sustainable manner that maintains a bi-lateral capability to adapt to unforeseen challenges?

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Military and Community Services Challenge Statement

Declining resources continually impacts the level of training and family readiness in a time of heightened optempo and transformation that leads to disparities in service capability and community support.

How can USAGW integrate services, maintain readiness through health, and reduce dependancy to move in a direction that promotes a sustainable community of excellence?

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Logistics Services Challenge Statement

USAGW must deploy key resources while eliminating delays, shortages, and insufficient supplies and services.

How can USAGW meet current and future community challenges through the development of systems and processes necessary to optimize the efficient use of sustainable resources supporting soldier readiness, families, and the community as a whole?

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USAGW needs to attain and retain support employees with specific skill sets who we can develop over time to provide the highest quality services to our enduring installation community.How does USAGW enhance employee focus and performance while grooming young employees for the next generation? Further, how does USAGW provide developmental and mentorship programs within our structured training opportunities that provide the leader for tomorrow?

Workforce Development Challenge Statement