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Opportunities & Challenges:
The Gwinnett County (GA) Public Library serves one of the fastest growing and most diverse countiesin the US with fifteen branch locations and more on the way. The Library is internationally recognized as an innovator in its field; and its leadership knows that when you’re at the top of your game is the time to up your game even further for success. The challenge was to create a strategic plan to guide the library for the next five to seven years: one that is flexible—allowing the organization to cultivate its position in and relationship to a changing community—and one that provides concrete guidance for action in the near-, middle-, and longer term.

What we did:
M&B engaged the Library in an eight-month planning process that included extensive stakeholder engagement, research and careful crafting and review of the plan. We invited staff, community leaders, strategic partners, and citizens to participate in the process, so that the whole community has its “fingerprints” on the final product. We then worked with a group of key stakeholders to examine findings and develop goals and strategies. A set of action items was developed, along with extensive project plans, to create the first round of implementation for the plan.

Deliverables:
Deliverables include the strategic plan document, detailed documentation and processes for managing implementation and documents to guide further planning efforts.

Opportunities & Challenges

The F-35 Joint Strike Fighter is one of the largest and most complex major projects being undertaken today. Nine partner nations and multiple American military and industry partners work together in a high VUCA (Volatile, Uncertain, Complex and Ambiguous) environment to produce a product upon which the lives of service men and women around the world depend.

Effective leadership is required across the organization, and organization systems themselves must constantly be upgraded to allow for the most efficient and effective work to take place.

What we did:
In collaboration with Defense Acquisition University (DAU) and F-35 Program Office Senior Leadership, M&B co-developed the Enterprise Cohort Leadership Program (ELCP), an ongoing cohort program to support leaders across the F-35 enterprise in being and doing their best.

ELCP is a condensed program of eight weeks, comprising seven days in residence with workplace learning assignments back on the job, and a capstone project to scope an initiative that will have significant impact on the learners’ leadership development and business/mission outcomes for the enterprise.

The program is designed to maintain a consistent base of frameworks and also to evolve as needs change.

Results:
Nine cohorts have been completed with over 200 participants who now share common leadership language and frameworks with which to positively influence work across the organization. A cadre of coaches is in place to offer ongoing support to colleagues and to further the work going forward.

This past winter, M&B principal and Northeast Economic Development Association (NEDA) board president, Abby Straus, appeared in the annual journal of the Kettering Foundation, Connections 2018: Experiments in Organizational Innovation.

In the article entitled: “Vibrant Communities: Reinventing an Economic Development Organization,” Straus discussed the organizational transformation underway inside NEDA to maintain its relevancy to those creating vibrant communities throughout the region. Along the journey toward reinvention, Straus explained, NEDA began to ask itself:

Who has a stake in the economic wellbeing of our communities? How might we engage them, so they feel included and want to participate in the NEDA community? How might we connect members to ideas and to each other to create value that will produce revenue? How might we support local associations in their work in collaboration rather than competition?

In answering these questions, Straus said, NEDA discovered:

… that our purpose doesn’t lie in solving problems for our members, but rather in connecting them to each other and to the solutions they—and we—create together. We learned that there is an appetite for connection and co-creation and that NEDA can provide an environment in which people of diverse backgrounds and perspectives might exchange knowledge and experience in service to creating an economically vibrant Northeast.

Checkout the full article here and tell us what you think! What are some other new ideas in community and economic development that we should know about?

 

Opportunities & Challenges:

The Excelsior Service Fellowship, created by Governor Andrew Cuomo in 2013, is an initiative to attract the “best and brightest” of recent graduates from law, graduate, and professional schools to NYS government service. Each fellow, bringing a diverse background and skill sets, is placed for two years in a policy or operational position within the executive branch.
Tasked with working on some of the most pressing issues facing New York State, Excelsior Fellows required the right tools and frameworks to lead in the 21st Century.

What we did:
Over five months in 2017, M&B provided a multi-session Leadership Development Program for some 50 fellows serving throughout NYS government. Session topics included:

  • Leading in a Complex World
  • Forming and Leading Teams
  • Leader as a Facilitator
  • Working Well with Stakeholders
  • Leading Organizational Change

In addition to the above topics, fellows also inventoried stresses in their personal and professional lives that inhibited performance and effective team leadership. M&B presented mindfulness as a tool for focusing on the present moment, while not reacting to all the stressors that enter our daily lives. Participants were led through a 10-minute guided meditation.

Deliverables:
Each fellow was tasked with creating an individual “leadership development plan” and a “project plan” to implement throughout the five month program. Projects were identified based on actual opportunities and challenges within the workplace. In between sessions, fellows worked with their supervisors and teams to reach clear and measurable results with their projects during the 5-month program.

Opportunities & Challenges:

Revitalize 19 cities and towns in North Central New Jersey, on the verge of re-urbanization, but saddled with home rule political processes, the buildings and the infrastructure are still in place from a time when America was first settled (the 1600s), when New Jersey factories were a powerhouse of the Industrial Era (the 1800s) and when families flocked to newly created suburbs on the borders of decaying urban centres (the mid-1900s).

What we did:

In collaboration with Camoin Associates, Maverick & Boutique facilitated a two year program to develop a Comprehensive Economic Development Strategy (CEDS) for the North-Central Region of New Jersey via the John S. Watson Institute, a policy arm of the Thomas Edison State College that provides support for the New Jersey Urban Mayors Association.

The project was conducted in three overlapping phases – research, planning and implementation, so that teams recruited to help plan new initiates, were also being encouraged to begin the process of implementation – otherwise known as Strategic Doing.

The first stage of the project involved a study of the industry, employment, wages, and occupational base for the 19 municipalities that make up the region, a study of the business climate of the region and the municipalities including: infrastructure, labor, incentives, taxation, buildings/land and  a review of opportunities for private investment leading to job creation, especially in emerging industries, such as advanced manufacturing, “green” construction, environmental services and alternative energy.

During the second stage, M&B facilitated the work of a region-wide strategy 50-member planning committee of business, political and community leaders as well representatives from critical infrastructure and government services organizations. The committee met on a regular basis, both as a committee to develop the overall strategy, and as task forces to scope initiatives in six focus areas – training as an economic engine, infrastructure renewal, small business development, implementation assistance under a formal regional organization structure and a collective modular marketing program. As the programs develop, new people with the necessary skills, knowledge or access to resources were invited to join he effort.

In a third and overlapping stage, we helped Watson Institute staff recruit Community Implementation and Planning Teams in each of the municipalities; identify and design shovel- ready projects; and help each community develop local versions of the regional initiatives.

Deliverable:

Read the 2015 Urban-Focused Comprehensive Economic Development Strategy (CEDS) for the North-Central Region of NJ here!

 

 

Opportunities & Challenges:

The Materiel Group within the Canadian Department of National sought to develop the capacities of Project Team Leaders and Managers to think and operate more flexibly, adaptively, and creatively.

What we did:

In 2014, M&B delivered a four day course: Complex Adaptive Systems Approach to Complex Project Management. Participants appreciated the personal coaching by the presenters as they learned to apply each framework to a challenging project issue, that each person, or intact team, brought to the course. They also liked the opportunity to work in groups to openly explore issues with colleagues and learn from each other.

Opportunities & Challenges:

Reverse the jobs jobs in the once thriving IT and telecommunication sector and the closure of Fort Monmouth were eclipsed by Hurricane Sandy which damaged large swathes of the Jersey Shore. High property values and inadequate cross-county transport options excluded young families and service workers from the economic mix and limited the county’s ability to flourish.

What we did:

With our partner Camoin Associates we completed a Comprehensive Economic Development Strategy (CEDS) that balances housing that is affordable in clusters around transport hubs with new business and job creation initiatives. Maverick & Boutique conducted a series of workshops with community leaders to generate ideas for cross-boundary initiatives to get people working better together in a region that has historically been siloed with groups unable to integrate their interests for sustainable action. M&B provided its Zing facilitation tool to allow participants to simultaneously view and generate ideas together.

The integration of community input and stakeholder buy-in was particularly important to ensure that the final plan will be implementable and achievable with the support of the public officials and residents.

Deliverable:

See the final report here!

Opportunities & Challenges:

Over the past three decades, Australia has shifted its focus away from Europe to Asia, South Asia and Southeast Asia, with China and Japan being Australia’s two main trading partners, and India, South Korea and Indonesia becoming just as important.  The national government decided embark on a long-term project to engage more deeply with Asia, to ensure that Australia develops the skills, and cultural awareness to build stronger relationships.

What we did:

After the government’s Australia in the Asian Century Task Force completed their report, Maverick & Boutique was asked by the Department of Prime Minister & Cabinet to help develop the internal team responsible for the implementation of the plan to develop strategies for involving 30 other departments, major corporations, small business, universities and trade Organization in the roll-out of the plan. For this one day workshop, the implementation team used the Zing meeting system to rapidly share ideas, and reach agreement about the way forward.