Facilitator Playbook

1. Facilitator Playbook Objectives and Targets Workshop

2. Purpose • The playbook is designed as a recommended approach for the facilitators and recorders at the Objectives, Measures and Targets development workshop for Sustainability planning. • The fundamental purpose of the workshop is to develop the initial implementation plan components to start working towards the installation’s long term sustainability goals. • The products that your teams need to develop are: • Objectives for the current installation strategic planning cycle that support the long range Goals developed in the Goal Setting Conference. • Measures and Targets for each Objective that conform with strategic planning and quality management criteria. • Identify the Garrison Staff proponents/owners for each Objective • Identify primary Actions that are necessary to complete each Objective • Identify the proponent/owner for each Action, and when (which year) the Actions should be implemented • Stretch product: an initial resource estimate (labor hours and/or dollars) needed to complete each Action. • Coordination with the installation strategic planners and quality management staff is essential for this workshop. The products must be compatible with the Strategic Plan and Action Plans to be fully integrated with Garrison operations. Ideally, the facilitator(s) should be familiar enough with strategic planning to help the teams assess the completeness of their strategy as represented by the Objectives and Actions • This workshop is typically less structured than the previous planning workshops. It is set up to start with a 45 to 90 minute introduction/review session, then go straight into the objectives, targets and measures development. The workshop can be conducted with all the teams meeting simultaneously if multiple facilitators are available. You can also schedule the teams one at a time over one or two weeks and work with them separately, which is often an easier way to work around the team member’s regular work schedules. • You should not expect to complete the entire implementation plan development in a single workshop session. Your priority should be to identify the Objectives, Proponents, Measures and Targets as completely as possible in the first session. The teams will require additional sessions to fill out the Actions and remaining items. The first session should, however, develop enough structure for the plan than the team leaders can run future sessions without the need for facilitators.

3. INTRODUCTION • Review of Previous Workshop Results • Instructions for Work Session

4. INTRODUCTION (45-60 minutes) The introduction can be conducted with all teams at the same time or with each team separately at the beginning of their session, as local scheduling determines. The basic introduction should not take more than 45 minutes. The additional time would be needed if installation strategic planning staff discuss the local planning process (they should be invited to do so) The slides follow…

5. Slides for Workshop 4 Introduction/Review

6. Agenda • Purpose • Where We are in Planning Process • Pieces of the Puzzle - Planning and Management Systems • Tools • Terms & Definitions • Planning Format • Challenges and Goals • Example Exercise • Working Session

7. Purpose • Create objectives and targets which support team goals • Create input for installation strategic plan

8. IMA Strategic Planning Model Workshop A&B 12-14 Jun 2007 Workshops D 23-26 Oct 2007 “Developing the Plan” A Awareness WHERE WE ARE B Baseline WHERE WE WANT TO BE C Clear Goals HOW WE GET THERE D Down to Action Workshop C 21-23 Aug 2007 G Get Better Next Target Team Leaders brief to Command Group E & F Evaluation and Feedback

9. Desired Results An integrative Strategic Sustainability Plan that result in: • An optimal installation for military training and mission • A high quality of life for soldiers and families • Good facilities • Strong cultural/community services • A mutually-beneficial relationship with the local community • An installation that cost-effective to operate throughout its life-cycle • An installation/community/region that sustains natural resources and protects the natural environment for future missions.

10. (Some) Pieces of the Puzzle General Overview Notional draft slide to talk about some of the plans/processes and how they relate/interact HQ Guidance and Mission Sustainable Range Program Garrison Strategic Plan Real Property Master Plan Coordination and Mutual Support Action Plans Installation Sustainability Process Environmental Management System Identifies and plans for external variables that could impact mission (environment, community, economic) Management and implementation of the strategic plan with respect to the environment

11. Essential Elements for a Complete Plan • Goals - Long Range Vision – Where are we going? • Objectives – Mid-range, “Manageable bites” • Objective Description – Does everyone involved truly understand what we’re working on? What is the expected result? • Measures – How will you know when you achieve your Objectives? • Actions and Targets – What needs to be accomplished each year? • Action Description – Who does what to move towards the Objective? • Resource Estimates - What will it cost and how many labor hours will it take? (estimated at Action level) • Ownership – Who is responsible?

12. Definitions Goal: The purpose toward which an endeavor is directed. One of the Installation Sustainability goals developed at the goal-setting workshop. Objective: Measurable, intermediate end-state in current planning cycle that moves us towards one or more of the goals (Progress measurable annually) (Environmental) Objective: An overall environmental goal, arising from the environmental policy, that an organization sets itself to achieve, and which is quantified where practicable. Target: A single-year intermediate end-state to measure progress towards an objective. (Environmental) Target: A detailed performance requirement, quantified where practicable, applicable to the organization or parts thereof, that arises from the environmental objectives and that needs to be set and met in order to achieve those objectives Action: Organized activity to accomplish an objective. Specific tasks or steps within an initiative. Measure: A fact or statistic reflecting a particular aspect of performance for an action/activity. • Outcome Measure: Qualitative measures of the results (effects) - QUALITY • Output Measure: Quantitative measure of products or units of service -QUANTITY

13. Why Measure? • If you don’t measure results, you can’t tell success from failure • If you can’t see success, you can’t reward it • If you can’t reward success, you’re probably rewarding failure • If you can’t see success, you can’t learn from it • If you can’t recognize failure, you can’t correct it • If you can demonstrate results, you can win public/command support Adapted from Reinventing Government

14. Resources • How do we get initiatives resourced? (People - Time – Money) • Existing Resources • Survey what is already being done by existing manpower • Compete through existing local budget process • (primary mechanism for first two years) • New Resources • Programming for future years • (usually takes at least two full FYs to get “new” money) • Other Peoples Money • Partner, leverage, grants, “special projects” • (targets of opportunity) The most successful way to have a competitive advantage is to be better prepared than “the other guy”: • Have a Plan • Communicate the Plan • Execute the Plan and Demonstrate Benefits to Mission • Have flexibility in the Plan to go after “targets of opportunity”

15. Previous Workshop Results

16. Insert Goals Here

17. Today’s Workshop

18. Break-Out Session Tasks • Your Team will start the process outlined below today. You may not be able to complete it in a single session. • Step 1, Review Challenges and Goals from previous workshop • Step 2, Backcast: For each Goal, identify what major steps need to occur, what activities must be accomplished to reach the Goal • Step 3, Structure: Referring to list of definitions, organize the activities identified in Step 2 into Objectives and Actions/Initiatives • Step 4, Sequence: Determine the order that the Objectives/Actions must be accomplished in to achieve the Goals • Step 5, Timeline: Estimate how long it will take to complete an Objective and when effort will begin • Step 6, Scope: Determine which Objectives/Actions can/must be accomplished within the current planning cycle • Step 7, Measures: Define measures and yearly targets for each Objective/Action selected for the current planning cycle

19. Example Land Management & Training Support Goal: To manage available land (and airspace) to meet all mission and support requirements by 2029

20. Land Management & Training Support Goal: To manage available land (and airspace) to meet all mission and support requirements by 2029 • Optimize Use of Training Areas and Ranges • Description: Effective management with no net loss of natural/cultural resources (ideal state) and healthy/recovering plant and wildlife population. Includes the potential for acquiring additional training and range areas through reuse of existing property/land area and/or access to other properties. • Maintain an airspace management program at Fort Eustis • Description: Addresses conflicts with firing ranges, other uses of airspace, personnel safety, and endangered species buffer zones. • Integrate plans affecting land management, ranges, training areas, and airspace by 2009. • Description: Coordinate existing plans (INRMP, ICRMP, ITAM, Range Development Plan, Sustainable Range Program, future construction development plans, etc.) to ensure awareness, cooperation, and consistency among all functional areas.

21. Land Management & Training Support Goal: To manage available land (and airspace) to meet all mission and support requirements by 2029 • Objective: Optimize Use of Training Areas and Ranges • Description: Effective management with no net loss of natural/cultural resources (ideal state) and healthy/recovering plant and wildlife population. Includes the potential for acquiring additional training and range areas through reuse of existing property/land area and/or access to other properties. • Owner: DPTMS • Supporting: DPW • Measure: Doctrinal Requirements vs. available training resources (area and time) • Targets: Annual assessment in RTLP, ref TC 25-8 • Measure: Progress on execution of Range Development Plan • Targets: Annual count of funded and completed projects

22. Land Management & Training Support Goal: To manage available land (and airspace) to meet all mission and support requirements by 2029 • Objective: Optimize Use of Training Areas and Ranges • Actions: • Conduct planning-level wetland survey • Incorporate all natural/cultural resource information with installation GIS system • Conduct jurisdictional wetland delineation and characterization as project-driven; • Analysis of suitability of available land for training (wetlands, dredge spoils, • capped landfills, other); • Continue Development and implement Range Operations SOP • Evaluate and improve efficiency of scheduling system • Design and construct sustainable training area access roads (includes: • identification of all trail networks w/in Fort Eustis TA/range complex • Landscape, manage and maintain vegetation on training areas to better support • mission. (Execute ecosystem based management to establish desired future • conditions that conform to requirements of Range Development Plan and • conducive to native habitat); • Develop system to manage on and off-post inquiries and complaints (noise, dust, • smoke, convoy/traffic or other) as a result of training activities.     

23. Conduct planning-level wetland survey • Owner DPW • Resources: $300,000 contract; 100 staff hours • Year: Funded in 2007, Completed by 2009 • Incorporate all natural/cultural resource information with installation GIS system • Owner: DPW • Resources: 160 hours annually • Year: Complete as data available • Conduct jurisdictional wetland delineation and characterization as project-driven; • Owner: DPW- ENRD • Resources: TBD as projects developed • Year: TBD accordingly • Analysis of suitability of available land for training (wetlands, dredge spoils, capped landfills, other); •  Owner: DPTMS, supporting DPW •  Resources: 160 staff hours • Year: 2010

24. Strategy for Sustainability Every initiative checked against three questions: • Does it support and enhance mission effectiveness? • Are we moving towards sustainability goals? • Are we creating a flexible platform for further sustainability improvements?

25. Any Questions? Lets get to work…

26. Step 1: Group Agrees on Rules and Roles The following rules & roles description may be more formal than needed at this workshop. Most of the participants at this workshop will have been at the previous sessions, and a quick review of rules and roles may be all that is appropriate.

27. 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 group 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 group 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 group to proceed. • Elect timekeeper (survey with thumbs) • Discuss and post suggested ground rules on butcher paper (example ground rules slide 22); encourage group 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 group cohesion and understanding of HOW they will work together • Start using ground rules (thumbs especially)

28. Team Leader's Role • Take permanent role in determining/recruiting team members • Help facilitator keep team focused during workshop • Participate / contribute ideas, opinions, etc. • Lead follow-on strategic planning meetings • Brief Team progress/products to EQCC

29. Team Member's Role • Contribute ideas/technical expertise • 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

30. Facilitator's Role • Help team establish ground rules • Build teamwork / full participation /consensus • Get team to identify THEIR desired results • Keep team active, balanced, focused & on-time

31. Recorder's Role • Capture and summarize team members’ ideas • Document team results

32. Timekeeper's Role • 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

33. Example Ground Rules • 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

34. Step 2: Group Agrees on Their Purpose and Agenda

35. GROUP PURPOSE STATEMENT AND AGENDA (15 minutes) • Activity: • Facilitator reinforces that we are here to develop the basic components of a strategic plan – Objectives, Proponents, Measures, and Targets. Draw upon any guidance from the Command Group provided at the final goals selection or since the goals conference. This workshop is not intended to re-write, revise or add new goals unless specifically directed through Command guidance. • Outline a suggested agenda (next slide). Discuss and amend as necessary, then survey with thumbs for concurrence. • Questions: • Do we agree that by following this agenda we will accomplish the workshop mission??

36. Agenda • Rules and Role 5 Minutes • Purpose and Agenda 10 Minutes • The following steps are per each Goal: • Review of Previous Results 20 Minutes • Identify Activities 30 Minutes • Structure Activities into Objectives 20 Minutes • Sequence Objectives 15 Minutes • Refine Objectives & Descriptions 45 Minutes • Develop Measures & Targets 45 Minutes • Identify Actions 45 Minutes Estimated Time Per Goal: 180 to 240 Minutes

37. Work Session Agenda • For Each Goal: (3-4 hours per Goal) • Step 1, Review Challenge Statement and Initial Goals from previous workshop • Step 2, Backcast: For each Goal, identify what major steps need to occur, what activities must be accomplished to reach the Goal • Step 3, Structure: Referring to list of definitions, organize the activities identified in Step 2 into Objectives and Actions/Initiatives • Step 4, Sequence, Timeline and Scope: Determine the order that the Objectives/Actions must be accomplished in to achieve the Goals; Estimate how long it will take to complete an Objective and when effort will begin; Determine which Objectives/Actions can/must be accomplished within the current planning cycle • Step 5, Refine Objectives Titles and Descriptions • Step 6, Measures: Define measures and yearly targets for each Objective/Action selected for the current planning cycle • Step 7, Identify any additional Actions needed (not identified in Step 3) to more completely support the Objectives

38. Step 3: Group Reviews Previous Results

39. Review of previous results • Activity: • Provide (or project)copies of the Initial and Final Goals briefings from the previous workshop. The review serves a couple of purposes. One is to remind the team of their previous work; the other is to “mine” the previous work for activities to carry through as objectives or actions. In many cases the initial goals that were not selected as final will provide a starting point for objectives. Also, any measures or draft objectives identified in the briefings can carry forward. • Questions: • Do the goals adequately address the challenge statements? If not, can we address in an objective under one of the existing goals? • What initial goals do we want to work with? • What draft measures imply activities that could be objectives or actions?

40. Step 4: Group identifies activities

41. Identify Activities • Activity: • In group discussion or brainstorming identify all those “things” that need to happen to accomplish a goal. Do not label them as objectives or actions at this point. Use the “mining” of previous products in step 3 as a starting point.  • Write the activities on easel/chart paper in bullet form as group identifies

42. Step 5: Structure Activities into Objectives

43. Structure Objectives • Activity: • On charts from step 4, identify which activities are related, are similar, or support one another. Referring to  the definitions provided (next page) organize into objectives and supporting actions. It is likely that there will be several related activities where none really fit as an objective – develop the draft objective that they support. • Questions: • Which activities go together or support the same thing? • Which activities fit the definition of objectives?

44. Definitions Goal: The purpose toward which an endeavor is directed. One of the Installation Sustainability goals developed at the goal-setting workshop. Objective: Measurable, intermediate end-state in current planning cycle that moves us towards one or more of the goals (Progress measurable annually) (Environmental) Objective: An overall environmental goal, arising from the environmental policy, that an organization sets itself to achieve, and which is quantified where practicable. Target: A single-year intermediate end-state to measure progress towards an objective. (Environmental) Target: A detailed performance requirement, quantified where practicable, applicable to the organization or parts thereof, that arises from the environmental objectives and that needs to be set and met in order to achieve those objectives Action: Organized activity to accomplish an objective. Specific tasks or steps within an initiative. Measure: A fact or statistic reflecting a particular aspect of performance for an action/activity. • Outcome Measure: Qualitative measures of the results (effects) - QUALITY • Output Measure: Quantitative measure of products or units of service -QUANTITY

45. Step 6: Sequence Objectives

46. Sequence Objectives • Activity: • Review your draft objectives from step 3. Determine if any are dependent on completion of another. If so, what is the order? • Estimate how long it will take to complete each objective. • Determine if the team has identified any objectives that the completion target would be beyond the current planning cycle. If so, table that objective for the teams to work on in future updates to the plan. The Priority is to complete a plan for the current planning cycle. • This is one of the points where the facilitator can remind the teams that they don’t have to do everything at once. At any point in the planning that you are setting times/years distribute workload as possible to avoid large spikes in effort/resource needs. • Questions:

47. Step 7: Refine Objectives

48. Refine Objectives • Activity: • Develop Objective Titles and Descriptions. Each objectives should be formatted with a concise, clear title that is appropriate to bullets on a briefing chart or orbs on a SRS Mission Map, supported by a lengthier description that conveys detailed meaning. This is to avoid having someone else edit your title to make it fit their need (and risk changing meaning) and to be compatible with the balanced scorecard based Strategic Readiness System • Questions: • Does the title convey the basic intent of the objective to someone (especially leadership) outside of this team? • Does the description cover exactly what you intend to achieve with this objective?

49. Step 8: Measures and Targets

50. Measures and Targets • Activity: • See definitions. Develop draft measures and yearly targets for each objective. • Questions: • Do you measures clearly relate to the objective?