Background and Supporting Research...industry and professional roles; •Summary of research-in...

B a c k g r o u n d a n d S u p p o r t i n g R e s e a r c h

TEAM-SUCCESS: 2015 UNITED REACH!

Certification and Professional Development

Graduate Certificate Program

Intro Video Here

http://seattleresearchpartners.com/Boeing-Success


“By Learners; For Learners”


“Engage the Culture; Change the World”

We are in the learning business. . .

SEATTLE RESEARCH PARTNERS, INC.

Program Awards & Affiliates

• Strategic Learning Alliance (SLA) • Society of Human Resource

Management (SHRM) • Human Resource Institute (HRCI) • American Schools & Colleges of

Business Top 5% accreditation (AASCB)

Research, Design, & Testing by:

Seattle Research Partners, Inc. • SHRM Learning & Development (10 year

consecutive recognition) • USTCRI 2014 Research Award • 2013 USIEC Excellence Award

ACADEMIC CREDIT PARTICIPANTS 1. Explore: (3 total assignments) – complete term 1 (or Month 1)

a. Complete Leadership & Learning Course: Course Format Varies. See syllabus. - Survey leadership, learning, and strategic thinking - Complete leadership activities as directed - Principle Centered Leadership as assigned. c. Analysis of self-leadership (Conference & online class): start CDS process. d. Analysis of team leadership (conference & online class) e. Start TEAM BUILDING & STRATEGIC PLANNING sessions (team and group classes) e. Understand: review the deliverables for each step of 3-Month Program (iterative process!!!!)

2. Discover: (Well-being: mind, body, spirit, and heart) – complete in term 2 (or Month 2)

a. Classes: coaching, negotiations, and HR engagement (attend content courses); continue team planning classes

b. Movie review: The Ultimate Gift, We Are Marshall, Chasing Mavericks, American Sniper, Expanded list coming with SLA monthly movie club 2015 (third Thurs; all presentation OK)

c. Book review: The Alchemist; Core Values Handbook (SLA tool); Allegory of the Cave; d. Modify Leadership & Learning MAP & Template: CDS completed. - Build Group or TEAM MAP in-class: See assigned project topic - Continue completing your individual Leadership MAP (see below for details) Complete certification: coaching, negotiations or HR (select 1; re-attend as desired)

3. Design: (a dynamic life through activity): Final Term (or month 3) a. Dynamic activity one (individual activity) b. Dynamic activity two (group experience) c. Dynamic activity three (group or individual) d. Complete 9-15 page Personal Life MAP (this template) based on experiences and goals; then create an artistic, expressive, visual and/or creative "depiction" of this experience (See slide 12)

ACADEMIC CREDIT PARTICIPANTS

To understand the Life & Career Strategic Learning Process, Please view this quick video here:






WINTER 2015 LEARNING SCHEDULE

P r o f e s s i o n a l i s m : E f f e c t i v e l y A p p l i e d K n o w l e d g e ( P E A K ) ™

LEARNING & LEADERSHIP METHODS

PEAK RESEARCH & LEARNING METHOD

• Individual: Altadisciplina Persona

• Continuous Whole-Person Learning

• Personal mastery, autonomy, and purpose

• Awareness, Balance, Causal

• Group experience

• Subjective/Perceptual

• Common learning (Literary

• Creative Essence (depiction)

• Learning Frame-Work

• Process

• Experience

• Synthesized subjective, perceptual, and group

• REAL Depiction

PEAK LEARNING THEORY

L e a r n i n g F i r s t S a m p l e s

MODELED APPLIED LEARNING

INTRODUCTION: PEAK RESEARCH IN MOTION

Research in motion:

Programs designed by SRP, Inc. serve to provide theoretical foundation for organizational leadership development. Leadership is a choice (Rand & Mashuta-Maydag, 2012, vide summary here). However, often employees require real-time application and opportunity to explore, discover, and develop clarity of their leadership attributes (here).

This packet provides a foundation and understanding for you to learn about prior efforts, become aware of those projects, and more readily apply your learning to build bridges with prior learning-leaders by obtaining clarity prior to community learning environments.

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http://seattleresearchpartners.com/hrfoundations

INTRODUCTION: PEAK RESEARCH IN MOTION

Each individual, team, and group will submit work evaluated and considered for publication in various video-reports, white-papers, or written reports. These opportunities are integrated into your learning and ensure each individual learner is challenged to apply themselves in service of learning, leadership, and research in motion. Not only does individual PEAK outcome occur, but also applied results directly impact future learning communities.

This section includes:

• Projects/contributions by teams and individuals within HR and coaching industry and professional roles;

• Summary of research-in motion projects facilitated by SRP, Inc.

• Description of the 2015 culmination of research that will be tested through applied individual, team, and group experiences.

2015: TEAM SUCCESS UNITED REACH

Winter (FEB) 2015 TEAM Success Strategy

With HR-Focus Learning Team, veterans & Corporate learners

• Understand group objectives

• Problem: Brain & Skill Drain

• Problem: Engagement = disassociation

• Problem: Work-Life Loss of Self

• Differentiate and Define: what & how should organizations understand, articulate and systematically promote life-work balance.

• Explore, Discover, Design recommended pathways for HR to promote Life & Career Strategies

• Model by individually creating a Life & Career MAP

• Review content and recommend how to link “REAL” teams to tackle and promote dynamic results through life-work balance learning experiences.


Winter (March) 2015 TEAM Success Strategy

Veteran & Corporate Cohorts only

TEAM-Building Efforts to hone strategic service-learning initiative

• Understand Group Culture

• Differentiate Strategies from Corporate/Veteran teams

• Focus and crystalize on a strategy build-out

• Engage individuals/teams with tools for team building

• Report on Team Building Experiences.

• Complete an applied presentation “Nature of Team-Building”

• Plan a focused team (or cohort) tactical MAP for applied learning (April)


Winter (April-June) 2015 TEAM Success Strategy

Veteran & Corporate Cohorts only

Crystalize Life & Career Strategies Course

• Teach to Learn: Lunch-hour

• Pick a tool & a topic

• Present twice April-May to peers (min. per person)

• Emphasize strategic thinking, acting, and learning

• Execute TEAM-Tactical MAP to lay foundation for next group

• Service-Learning REACH Cohort courses

• June Conference Topic/Learning Presentations

N o n - c r e d i t L e a r n i n g c o n t r i b u t i o n s : 2 0 1 1 - 1 4

TEAM COMMUNITY

RESEARCH CONTRIBUTIONS

2012: Performance-Based Research

• Validation & Reliability of Core Values Index • SRP, Inc. & Associates, 2014 – see team building guide.

• Validation & Reliability of Improved Employee System • Rand & SLA, 2013 – see Career Development System Report

• Validation of Consultative Application of Learning • Rand & Associates, 2013 – see Learning & Leadership Guide.

• Leadership is a Choice (Rand & Mashuta-Maydag, 2012)

• Leadership for the non-leadership role (Rand & Mashuta-Mayday, 2012)

• Employee-Centered Applied Learning Case Study (Company Confidential)

• Dark Side of Leadership & Community (Association Confidential)


2013: Experiential-Based Research

• Modern HR Imperatives: Rand & SLA, 2013 (Career Development Guide) • On Hiring Veterans: Rand, Goering, Saint Germain, & Schulze, 2013

• Modern Resume & Career Development: Rand, Gebarski, Rink & Schulze, 2013.

• Service Learning, Veteran Learning, Lost-Generation: Rand & Associates, 2013.

• Experiential consultative learning (HRA Committee; Rand & SLA, 2015)

• Validated Professionalism: Effectively Applied Knowledge (PEAK) 12 week method • MAP Theory (Rand & SRP, 2011-2014)

• ABC Practical Theory (Rand & SRP, 2013-2014)

• Consultative Method (Explore, Discover, Design)

• Experiential consultative learning (CDS) • Validation of CDS (Rand & Associates, 2015)

• Validation of Resume systems (Rand & SLA, 2015)

• Validation of HR needs, wants, and challenges (SRP & Associates, 2013-2015)


2014: Learning-First Research

• Coaching Re-Validation & Reliability (2012) – SRP & Associates (2010/2014)

• TEAM Building (CDS build out) Grounded Theory (pending teams)

• Validation of WGI coaching methodology (SRP & Associates, 2014)

• Validation of SLA CPC, CPN certifications (SRP & Associates, 2014)

• Reliability of individual, collective, and applied certification

• Validation of Inspiration (Passion), Service (Engagement) Learning (Purpose) –Wainwright, Abroms, Carr, & Newsome, 2014

• Profound Learning (Bucher, McClure, & Watson, 2014) • Science of Belief & the Idea of (Innovation/Wisdom era Theory) – Taylor & Rand, 2014

• Science of Character (invisible) awareness, bridging, and connecting (REACH Theory) pending

• Validation of CPL methodology: Speed of Patience Theory (Rand, 2014) • Case Study & Phenomenon of Interactive Syllabus

• Case study of Experiential Learning Conference

• Case study of Performance Learning Conference

• Case study of CPL online performance leadership

• Case study of CPL online experiential leadership

21ST CENTURY: EXCELLENCE THEORY

2015 marks a transition from a precipitous of change, to outright focused-implementation on change initiatives. The following will provide learners with a foundational framework for the 21st Century Excellence Theory (a meta-analysis) linking the individuality of Professionalism: Effectively Applied Knowledge (PEAK)™ with collective creations that occur when the various methods are deployed.

The challenge in researching such initiatives is that individuals, groups, AND teams are multi-dimensional “Beings.” In other words, 21st Century Excellence will be defined holistically through individual awareness, life-work balance, and community results measured by multiple motives.

Where an individual is impacted, a team is impacted; where companies are impacted, individuals are impacted. Excellence will be in the balance of multidimensional measures to ensure holistic REAL outcomes in the 21st Century era of knowledge & wisdom.

21ST CENTURY EXCELLENCE THEORY

Professionalism: Effectively Applied Knowledge (PEAK) employee-centered method (learning-first) produces three-fold output when measured by purpose-motive, profit-motive, and service-motive

measurements to ensure organizational LIFT Dynamics (Taylor & Rand, 2015; Rand & Associates, 2015).

Value Indicators (Pillars of Success)

• Speed of Patience

• REAL-REACH

• Ignited-Innovation

21ST CENTURY EXCELLENCE THEORY

OUTCOME

Professionalism: Effectively Applied Knowledge (PEAK) Employee Centered Results create a three-fold (REAL)output that LIFTS an employee, group, team, department, and organization (LIFT DYNAMICS) compared to output that is entirely profit-motive, purpose-motive, service-motive, or relies on performance/experience without a learning-first basis.

Profound Profit Measures of Excellence

Strategic thinking, Acting, & Learning produces a balanced method to ensure learning, performance, experience is cultivated by patiently causing individuals and groups to be aware of who-first; serve in a manner that promotes applied engagement by service to others and the community to build bridges – invisible and tangible – by leveraging REACH to ensure simple clarity in complex and ambiguous situations that foster the choice to learn, lead, and lift individual and collective bodies through the belief in, the ideas of, REAL results that matter.

REAL: AN OUTCOME THEORY

Foundation A – AWARE: (individual, collective, holistic)

B – BELIEF: (building bridges by being the solution)

C- CAUSE: character (invisible), community

(collective), & confidence

REAL OUTCOMES

Profound Profit Theory

21st Century Excellence: BE REAL is a theory that argues the collective lift of organization comes not from greatness of purpose but from the ability to CAUSE REAL “humanBEings” to re-immerse within a holistic manner that emphasizes life-work balance. It is organic and ill-refined, in other words the greater emphasis on employee centered programs that apply the ABC values, the tighter-woven community. Like a lump of coal, the community is malleable and impressionable, but over time excellence will produce a diamond through the speed of patience, the power of REACH, and insights of innovation that inspire individuals, groups, and teams to be the solution needed to ensure sustainability through REAL interface internally, externally, simply-tangibly, and characteristically invisible.

PROFOUND ESSENCE THREE-STEP IMMERSION METHOD

Strategic Thinking, Acting & Learning

Individual Depiction

Communal (literary Comparison)

Creative Depiction

[Scientific

FRAMING]

Profound Profit Theory

As ideas emerge and strategies are set, the LIFT occurs separate from internal funnel points causing the “backing into” a collective strategy. In this manner, in 2015 the focal of research is to combine the measured output by building, testing, and measuring the PROFOUND PROFIT that results from the best practice adherence to Professionalism: Effectively Applied Knowledge (PEAK) methods.

PROFOUND ESSENCE

Meta Analysis 2011-2014 Tested FRAMING-METHODS/MODELS

Applied Consultative Experiential Practical Empirical Theoretical

Passion Explore Inspire Attuned Who Thinking

Service Discover Engage (SERVE) Buoyant What Acting

Learning Design Purpose (learn) Clarity How Learning

Profound Profit: in all measurements the output of learning-first methods built on Professionalism: Effectively Applied Knowledge (PEAK) methods produces three-fold profitable output against control measures. Leveraging the MAP theory to produce individual, collective, and REAL outcomes

3 year predictors

• Veteran Hiring can sustain 20th century organizational models; but demands the proper performance learning, clarity, and directives are implemented;

• Next Generation hiring will mean leveraging coaching certification before employment so that the “expert” is asked profoundly important questions of clarity and learning

• HR will require widespread innovation of new roles to empower employees to innovate solutions for life-work balance that prevents the brain and skill drain that will otherwise occur by 2021 through leveraging:

1) Career Development System

2) Team Building LIFT System

3) Life & Career (PROUND LIVING) System.


Profound Profitability through focused disciplina of Professionalism: Effectively Applied Knowledge (PEAK) methods of performance, experience, and learning producing REAL outcomes through three pillars of LIFT:

• Speed of Patience: Awareness, Belief, & Causation

• REAL-REACH: 3 step service-learning (individual and collective engagement)

• Innovation: simple, tangible, P 3- focus (Passion-purpose-profit motive)

The LIFT DYNAMIC of organization will be measured by the profit, purpose, and service motives that defined 21st Century Excellence Model.


Through this research a final frame-work will be created adequately devising a PEAK method for organizations to scale employee-centered solutions. Adherence to methods of the past, awareness to demands of the future, and balance of learning-first methods (performance/experience balance) to ensure three-fold, sustainable, profitable REAL outcomes.


BOEING LEADERSHIP TEAM

Boeing-Success Table of Contents

1. Background Research 1. BT&E/Coaching 2. PEAK Learning Theory 3. Program Method

2. Essence of Learning & Leadership (Dixon & Siebol, 2014) 3. Leadership Team Creation: Boeing Leadership Academy

1. Performance, Experience, Essence of Team Building 2.Purpose, Mission & Values

4. Leadership Team (Team Building BETA) Team Well Being MAP Strategy

Key Domains Focus Areas

Roles, Goals, & Schedule


BT&E TEAM

JUNE BETA REPORT

INSERT BT&E and BLA Learning TEAM MAPS provided by SPU/SRP

BT&E TEAM MAP

D i x o n & S i e b o l , 2 0 1 4

ESSENCE OF LEARNING & LEADERSHIP

D i x o n & S i e b o l , 2 0 1 4

C l i c k I m a g e f o r V i d e o o r h e r e

ESSENCE OF LEARNING & LEADERSHIP

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ESSENCE OF LEARNING

Take a deep breath in through you nose. • Exhale slowly blowing it out through your mouth taking about

twice the time that it took you to breath in the life giving air. • Continue this breathing pattern and place one hand on your

abdomen and one your heart. As you breathe-in: • Keep you shoulders relaxed and allow your lungs to fill with air,

feel your shoulders slightly move as you breathe, and feel your heart beating.

• As you exhale, sense where your shoulders are, how slow your heart beats and how relaxed your are.

• Breathe in and breathe out again allowing your body to relax. You are filled with wonder and excitement as you hear the mission and vision statement and learn about our purpose!

EXPERIENCE Photo: “Whisper” ~ Joy L Dixon Photography © PEAK-Publishing|2015

PERFORMANCE

• We Learn & Explore

• We Apply & Discover

• We Lead & Design

• We Collaborate, Trust, Facilitate, Coach, & Mentor to

focus implementation with purpose

L e a r n i n g & P r o f e s s i o n a l C r e a t i o n

BOEING LEADERSHIP ACADEMY

BOEING LEADERSHIP ACADEMY (BLA)

Our Purpose:

"Inspiring Boeing employees learn and be the solution to ensuring organizational excellence through applied leadership."

BLA MISSION

Our Mission: Ensuring Boeing’s continued leadership in the global market by building a model organizational learning system leveraging leadership, negotiation, and coaching to patiently promote innovation, employee and team engagement, and

transformative change through PEAK-Learning.

BLA VISION

Vision: Delivering groundbreaking cultural changes to safeguard the Boeing Company’s position as a global market leader as we become recognized for cultivating an innovative learning-organization that is independently accredited, internally delivered, and externally recognized as a model of excellence for 21st Century employee engagement, innovation, and cultivation.

BLA VALUES

Quality

Collaboration

Application

Innovation

PEAK-Learning

BLA STRATEGY

Increase the total of high-level employee engagement from 20% (Gallup, 2013; SLA, 2014) to 60% of FTEs within five years as measured by PEAK Learning Standards (Rand & SRP, 2014)

resulting in Strategic Learning Alliance accreditation as an organizational applied-learning university run by the Boeing

Leadership Academy and cooperating organizations as a model of 21st century organizational applied-learning and

excellence.

BLA PEAK LEARNING STRATEGY: DOMAINS

Engagement Goal:

Apply PEAK Learning standards to promote the engagement and academic recognition to 300 professional credential holding employees a year; 3000 applied certification participants a year, and promotes professional learning to 10000 employees a year that results in improved clarity of employee, team, and department purpose by 75% within five years based on 2014 PEAK Learning Institute standards (internal and external to Boeing).

PEAK-Learning Goal:

Ensure the innovation, patience, and engagement of human capital improvements is attained by creating an applied-learning affinity leadership academy group that promotes coaching-based, consulting-based, and peak-learning research, beta-testing, and establishes partnerships with three key employee resource groups to promote patient, safe, and gradual leadership development experiences.

Profitable Growth Goal:

Explore, discover, and design the necessary accreditation requirements to profitably save over $20Million a year through the adoption and integration of an accredited pathway for organizational excellence within Boeing reducing educational costs while increasing applied competency attainment to 30% of FTEs within 5 years.

BLA PEAK LEARNING STRATEGY: ELEMENTS OF FOCUS

• Explore discover and design a researched-based pathway to accrediting the Quality University, Boeing Leadership university, and other organizational programs under the SLA accreditation in partnership with applied learning alliance members.

• Discover an ecosystem of applied professional learning by promoting, leading, and consulting affinity groups quarterly to provide a safe, philanthropic, passion-based opportunity for leadership development by modeling continuous learning through an PEAK Learning Affinity group run by academy participants.

• Design predictive cash-flow and operations to ensure the recruitment,

viability, and internal operational management of the Boeing Leadership Academy to achieve profitable growth.

BLA PEAK LEARNING: TACTICAL GOALS

• Promote, market, and engage 3000 BT&E employees with the SLA membership

tools through an applied negotiations effort to help introduce career development, passion-service REACH partnerships with TEAM Veteran-Success & TEAM Boeing-Success programs to cultivate applied-learning internally at Boeing.

• Implement continuous learning opportunities by leveraging PR, marketing,

teach-to-learn service engagement to achieve service-learning goal.

• Promote research, transformational learning results and strategic opportunities

to obtain sponsorship within five Boeing organizations within the next three years by implementing the BLA BETA-TEST MAP

PARTICIPATION FRAMEWORK

Proposed Introductory Graduate Certificate

1) Month One: Exploration phase

1) Ideal: Three day kick off – Leadership and strategy

2) Weekly webinars

3) Continuous learning assignment

2) Month Two: Discovery phase

1) Coaching Immersion

2) Negotiations Immersion

3) HR engagement/SLA tool mastery

3) Month Three: Design phase & focused delivery

1) Through phase one and two facilitated strategy sessions

2) Phase three teams create new focused strategies to support

BT&E Plan

1) Teams build tactical learning strategies

2) Teams tag-up over 1-2 months

3) Individuals and teams complete leadership MAPs.

PLANNING TEAM MAP

L e a r n i n g & L e a d e r s h i p A u g - D e c 2 0 1 4

BOEING PLANNING TEAM

SYLLABUS

PLANNING TEAM (DRAFT) STRATEGY

Strategic Goal In the next five years, improve clarity of team purpose by 75%; improve employee and team interworking relationships by 50% measured by PEAK-Learning standards; increase the number of certified applied-learning professionals 30% of FTEs so that enterprise performance measures are improved 30% through implementation of Strategic Learning Alliance accredited internal leadership academy.

PLANNING TEAM (DRAFT) INITIATIVES

Initiatives: 1) Explore, discover, and design dynamic passion and service focused affinity group promoting applied

learning by partnering with BWIL and other key affinity groups

2) Develop BETA efforts to ensure measurements are properly captured in three to five Boeing organizations by leveraging Strategic Learning Alliance, University partnerships, and Seattle Research Partners curriculum and funding opportunities.

3) Explore opportunities for the implementation of PEAK Learning Theory™ to ensure a safe learning environment, service through internal consulting, and achievement of on-going transformational change with both employees and teams to fund Leadership Academy operations.

4) Explore, Discover, and Design methods of applied learning and engagement to REACH Boeing employees, facilitate dynamic learning and immediate transformational results to attract those craving a chance to BE the solution!

5) Redesign the BT&E plan to engage, recruit, promote, and inspire engagement with the leadership team as we design a profitable learning and leadership academy to also include expansion of the plan by leveraging opportunities with BCA & Training Compliance

BLA REAL-TIME GOALS

• Promote, market, and engage 3000 BT&E employees with the SLA membership

tools through an applied negotiations effort to help introduce career development, passion-service REACH partnerships with TEAM Veteran-Success & TEAM Boeing-Success programs to cultivate applied-learning internally at Boeing.

• Implement continuous learning opportunities by leveraging PR, marketing,

teach-to-learn service engagement to achieve service-learning goal.

• Promote research, transformational learning results and strategic opportunities

to obtain sponsorship within five Boeing organizations within the next three years by implementing the BLA BETA-TEST MAP

PLANNING TEAM GUIDING STRENGTHS

◦ Inspired

◦ Transformation (open to)

◦ Results oriented

◦ Shared vision

◦ Bridging & building

PLANNING TEAM GOALS & INITIATIVES

Team Well-Being Goal: Dare to challenge each-other, our teams, but promote collaboration by accentuating positive opportunities from difficult situations in the work place as we strive to build the foundations of quality, learning, innovation, and human capital engagement necessary to achieve the Boeing Leadership Academy internal mission and external vision one team at a time:

• We challenge ourselves by attending, applying, and earning the only applied-competency certifications accredited by Strategic Learning Alliance in areas of coaching, negotiations, leadership, and human capital engagement.

• We respect each individual’s journey and transformational change is there own; allowing for uncomfortable silence; allowing for reflection; and use of thinking tools to ensure 100% engagement, input, and opportunity for each member at the table.

• We commit to learning by holding each other accountable to our learning as the common baseline to inspire, challenge, and reposition others on the team to ensure we choose the best pathways based on what we have learned.

• We model excellence in learning by sharing in discussion, keeping emotions in check, and self-managing our established 2-minute-to-talk rule when discussing issues.

PLANNING TEAM

PLANNING TEAM BUILDING/SWOT

INSERT BT&E and BLA Learning TEAM MAPS provided by SPU/SRP

PLANNING TEAM WORK PRODUCT

PLANNING TEAM ROLES • Ellen T. instructor and inspirational speaker, advocate and executive

leadership conduit. Coach CPC, Learning and CPN. Traveling over

50% of the time.

• Chili H. Facilitator, leader, and link between organizational university

theories, implementation and BLA accreditation requirements.

• Celeste S., teach, coach, traveling

• Evelyn G. Teaching, breathing techniques and yoga. BLC

• Joy D. Teach, Coach, Facilitate, travel, market through Boeing and

beyond.

• Michelle B. Facilitate, train, practice coaching, negotiations and

leadership to teams and management in collaboration with project

management, process improvements, quality within teams in Boeing

enterprise wide.

• Leland S. Coach, facilitate, recruit, teach, enterprise wide to supplier

development, travel. Help supplier partners.

PLANNING TEAM GOALS

• Market analysis: • Educate community on what you will bring to the table.

• Promote, share, and engage other employees with SLA membership tools

• Negotiate access for BLA access and management of SLA membership site for 3,000 FTEs in 2015

• Design Management Structure • including the experience of key team members and previous successes;

• How you plan to market the service;

• Demonstrate personal success: • walk the talk.

• Complete learning workbooks

• Recommend best “experiences” and “tools” for future groups

• Teach-to-Learn to earn the CPL by Nov.

• Research analysis: • Continue to refine and report applied learning results

• Partner with SRP, Inc. to report on applied learning experiences of BLA learners

• Leverage Learning Together program funding to ensure 2015 Beta-tests to support BLA strategy and sponsorship

• Provide predictive analysis of ROI based on a fully-owned, hybrid, or entirely externally run learning academy

• Ensure bottom-up alignment to promote buy-in

• Develop a cash flow statement based on predictive modeling and BETA test results through higher education partnership

• Revenue projections based on tested, taught, and engagement focus areas based on leveraging external partner tools

to promote, recruit, and project results and demand for BLA services

SCHEDULE

Sept 27/28 Oct 24/25 Oct (thurs) Nov 6-8 Team Map Personal MAP Project MAP

Michelle Burdette x x x x x x x

Evelyn Ghosh x x x x x x x

Joy Dixon x x x x x x x

Celest Siebol x x x x x x x

Leland Schmidt x x x x x x x

Chili Hicks x x xEllen Tarantino x x x x x x

Coaching Negotiations CDS/HRA Leadership

Thurs-SAT Thurs-SAT Thurs (4 weeks) Thurs-SAT + Six weeks online

CPC CPN HRA/CDS CPL

Online-live Online-live Online-Live Live- Seattle

27-Sep 24-Oct Oct 2nd 5-7pst 6-Nov

weekend weekend weeknight THURS- SAT x required

28-Sep 25-Oct repeats in Nov 8-Nov x optional

* participants may attend additional scheduled courses

* participants will explore, discover, and then finalize a Boeing Academy MAP & Strategy by Dec 15th

* process may include implementation of a planning team of 15 to complete a start/stop program opposed to diversified group planning/experience

Boeing Leadership Academy Strategic Learner Team

Planned Schedule for Boeing Leadership Team: Fall OM CERT

SYNTHESIS

The BLA team, having united with the BTE design team,

worked to create the following learned experience.

Learners in corporate or veteran certificates will work with a facilitator to develop their strategic thinking and team building

skills to create a strategy typically on a given subject. From

there each team re-engages to innovate their own strategic

plan.

The BTE team produced the following plan: Burdette, M., Dixon, J. & Siebol, C. (2014). Certified Professionals: People

First. Journal of PEAK Studies, V(3)

L e a r n i n g & L e a d e r s h i p A u g - D e c 2 0 1 4

BT&E LEADERSHIP TEAM

SYNTHESIS

The BLA team, having united with the BTE design team,

worked to create the following learned experience.

Learners in corporate or veteran certificates will work with a facilitator to develop their strategic thinking and team building

skills to create a strategy typically on a given subject. From

there each team re-engages to innovate their own strategic

plan.

The BTE team produced the following plan: Burdette, M., Dixon, J. & Siebol, C. (2014). Certified Professionals: People

First. Journal of PEAK Studies, V(3)

Engineering, Operations & Technology

Copyright © 2014 Boeing. All rights reserved. BOEING PROPRIETARY

Boeing Test & Evaluation

2015 Certified Professionals

People First Strategic MAP

12/3/2014

Copyright © 2014 Boeing. All rights reserved. Author, 1/21/2015, Filename.ppt | 79 BOEING PROPRIETARY

Engineering, Operations & Technology Boeing Test & Evaluation | Project Name

▪ To inspire others to have a meaningful, personal and professional experience by participating in the "Certified Professionals " training program, building confidence and relationships, promoting the attributes of coaching and leadership among peers.

▪ We are engaging, developing and retaining the best talent, while developing a dynamic culture.

▪ We engage leaders at all levels of business to create a strategic "continuous improvement" and “learning together" culture, bringing innovation back into the workplace.

Purpose



• We achieve the “People First" objective with all who desire "continuous improvement" by strategically partnering with the "Certified Professionals " program.

• We share an impressive learning opportunity to positively impact personal and professional lives.

• We build a strong and positive team within The Boeing Company through exploration of all opportunities.

• We are the example to others by our actions, contributions of time and collective expertise to bring our vision to life through the " Certified Professionals " program.

Strategic SMART Goal



• We are working with the Strategic Learning Alliance, in partnership with Seattle Pacific University (SPU), to create the “Certified Professional” team within Boeing.

• Our goal is to create a thriving, learning, and productive environment beginning mid-year 2015.

• Partnering with LTD and LTP to provide:

▪ Lunch and learns with the assistance from SLA

▪ An overview of available certification courses

▪ Coaching support to BT&E, BEVA, BWIL and individuals entering into retirement

Tactical Partnerships



• Develop new opportunities for continuous personal and professional improvement

• Continue to bring in new candidates each month to expand our “Certified Professionals” team

• Continue to read and apply the learning from CPC, CPN, CPL and HRA across the Enterprise

• Network to share applied learning opportunities to create a culture of inspiration and collaboration.

Development



• Securing approval from leadership to move forward

• Develop

▪ High level introduction

▪ Lunch and learn presentations

▪ Road show presentation

▪ Business plan

▪ Training plan

▪ Simple directions to join the “Certified Professional” team

▪ Create a SharePoint site for a one-stop-shop

Next Steps



Celeste Siebol

Joy Dixon

Michelle Burdette

Leland Schmidt

Ellen Tarantino

Chili Hicks

Key Contributors:



• Leadership to approve a Statement of Work enabling us to train and coach Boeing employees to be confident contributors

• Initial investment of 10% to 15% committed work time to plan and train one class per month

• On-going, continuous support

Help Needed:



• We actively pursued, learned and applied the SLA tools, certifications and training to teach and inspire others in their work/life ambitions.

• We will encourage others on this journey to become part of the “Certified Professionals“ team.

• We will share our expertise to inspire a transformational change to the Enterprise.

Summary:

L e a r n i n g & L e a d e r s h i p ( 1 O c t 1 4 )

VETERAN-SUCCESS

VETERAN SUCCESS

You are encouraged to watch the video summary intro and then survey the REACH program site pages available at www.veteran-success.org then print and read specific REACH program reports included in this section (Executive Briefs).

The following presents just a few learning-leaders in the veteran program active in 2014. However, you will find several plans linking the REACH program summaries available online that will be valuable information as TEAM SUCCESS focuses on the Project UNITED-REACH: 2015.

http://www.veteran-success.org/



VETERAN SUCCESS

Specifically focus on understanding key details on the following programs:

• www.veteran-success.org Career Development System (CDS for Vets)

• www.hra-success.org (CDS/HRA for Vets: TEAM FREEDOM 2015)

• www.veteran-success.org • Sailing4right & Riding4right (2011-2013 REACH programs)

• Widow4Right (TEAM James & Volunteer Program: 2014/15)




http://www.hra-success.org/






C l i c k I m a g e t o V i e w o r h e r e

VIDEO INTRO


http://seattleresearchpartners.com/veteran-welcome

Table of Contents

1. Mission & Values: 2. TEAM Culture Report: Veteran Success 3. Strategic Initiatives: 2014 revisions 4. Team Well-Being MAP: Team Kentucky Sample 4. 2014/2015 TEAMS: Sample - TEAM FREEDOM: CDS/HRA REACH PROJECT - TEAM SUCCESS: Supporting Briefs - TEAM James & Volunteers:

- Widow4Right REACH Program - CDS for coaches funding drive

VETERAN-SUCCESS PURPOSE

Our Purpose:

Empower Veterans to

live a dynamic life.

MISSION

Our Mission:

Empowering Veterans by helping them to Explore

opportunities, Discover their passions, and Design a dynamic

life through customized learning, leadership, and service-

based REACH opportunities which provide immediate

vocational, financial, academic, and life-work success.

GUIDING VALUES

R- relationships: trust is the beginning toward expanding immediate surroundings

that opens doors to deeper connection and understanding

E- empowerment: prior to and during military transition to build and attain

professional and life goals

A- appreciation: for the freedoms provided to everyone and of unity:

brotherhood/sisterhood that exists beyond military service

C- community: caring for the surrounding environments of people

H- health: within the heart, mind, body, and spirit

VETERAN-SUCCESS STRATEGY

Strategic Initiative 1 Dynamic REACH: by 2017 execute 5 to 7 annual standardized REACH initiatives by:

• Align learning, approval, and REACH efforts with a governing board implemented in 2015 to ensure conversion three profitable REACH programs by 2018.

• ENGAGE 100 Veterans a month with FREE PROGRAM CONCEPTS by

2016: 1) Free self-directed; 2) Customized to differentiate and create veteran group alliances; 3) Designed and tested by 25 “paid” veteran participants.

• Direct implementation to ensure 3-5 REACH PROGRAMS energy from annual events to become REACH programs funding a wholly veteran owned system of REACH providers by YE 2017.

ORGANIZATIONAL STRATEGIC INITIATIVES

VS Strategic Initiative 2: Engage & Empower: ensure consistency of experience, opportunity to choose leadership and learning, customized involvement, and profitable growth by empowering veterans, volunteers, and learners to execute REACH initiatives:

• Design & Implement a dual UNITE! REACH! concept with Sailing4Right and Riding4Right concepts by 2015 to recruit 25 new members to SPU/SRP programs by 6/2015

• Alignment of 3-5 new veteran planned and implemented annual

REACH campaigns through VS Planned by 25 SRP participants starting by 6/2015; approved by a VS board; and promoted directly to veterans by 2016; and established as a profit source by 2017.

• Increase interaction and simplification of message with a basic and

limited veteran designed, created, and managed website linking to veteran-success aligned programs, providers, and opportunities.

T E A M S U M M A R I E S

VETERAN-SUCCESS

VETERAN-SUCCESS: TEAM KENTUCKY

Culture & Roles

Team-Member Strengths Report(s)

Creative Introduction

TEAM KENTUCKY CULTURE MAP

TEAM CULTURE MAP

Who we are… (this should be the IE team report summary report)

TEAM FREEDOM

VETERAN LEAD: ERIC C. RANKIN

“Carpe Diem”

I am Sergeant First Class(Ret), Eric C. Rankin, from Radcliff, Kentucky. I served

in the US Army for 12 years as a 19D Cavalry Scout. I served with the best soldiers on two

separate deployments in support of Operation Iraqi Freedom, from 2003-2006. I am married

to Christina M. Rankin. We have three outgoing and motivated boys, Trevor, Collin and

Aidan. I am currently in the service and support role for my Wife and children. My Wife is

currently serving the US Army on Active Duty. I am totally dedicated to getting my sons to

all sports and school functions. For the past 4 years I have practiced the Martial Art of

Taekwondo with my sons, and we all hold the current rank of Black belt.

I joined the Veteran-Success program in May 2014. In June I found myself at my first

strategic learning seminar in Seattle, Washington. During those 3 days of strategic

and tactical learning, I discovered why I want to continue with the Veteran-Success program.

I saw and felt the passion from the instructors and fellow Veterans, about the future of this

non-traditional and dynamic learning. I saw the support from the University and their

partners. I knew at the end of weekend seminar, that this “thinking out of the box” type of

learning and growing is what I needed to move on

after the military.

After returning from the seminar in Seattle, WA, myself and my family enjoyed the best summer of our lives! I have been involved

with the Veteran-Success program as a volunteer, going through the Certified Professional Leadership class. I have been given

tools to help me in my future, and tools to help as a team member. Veteran-Success has re-engaged my excitement to be

once again part of a team, with people just like myself. A Veteran ran program, for Veterans, is how we learn, teach, mentor,

and motivate each other to arrive at a common goal. TO BE DYNAMIC!

TEAM FREEDOM: 2015

Initiative: Recruit and BETA test operational process for 3000 veterans to leverage the CDS experience to securing a profitable contract with the DOD by ensuring 80% participation and completion of BETA test participants: 1) Create a process to promote Veteran Success to 50 veterans a month; - Establish a date to promote BETA test access for VOC-Rehab Wounded Vets - Defined roles to ensure support from recruitment, access, start-up, 30-day completion 2) Create a cooperative team with the SLA to ensure alignment of CDS participants with the HRA Certification: - Integrate new Widows REACH program and coordination for CDS sales to leads - Implement BETA process for webinar sales, 1:1 email PR, - intersect the Veteran-Success story with CDS sales campaign - Set goals for targeted revenue 3) Integrate the CDS with HRA Certification™ based on strategic opportunity BETA from SLA. Roles: Recruiting and complete CDS with HRA add-on opportunity Tactical Goals: Ensuring 80% completion of the CDS experience no cost for at least 25o VETS by 6/1/2015 as part of the 12/30 goal to REACH 3000 vets through a combined CDS/HRA REACH program with wounded warrior participants. ! Schedule:

MON Tues Wed Thurs Fri Sat/Sun

FEB Leadership: BUS 5000 (veteran team meetings)

FEB Leadership: BUS 5000 5-8pm (veteran team meetings)

FEB Leadership: BUS 5000 5-8pm VETERAN FOUNDATION

FEB Leadership: BUS 5000 5-8pm CPC online 2/28 & 3/1 9-4

March Online Continues; CPN 6-8pm TBD (veteran team meetings)

March CPN: 6-8pm PST TBD (veteran team meetings)

March CPN: 6-8pm PST TBD VETERAN FOUNDATION

March Conclude online work (unless in advanced HR) TBD (veteran team meetings)

April 5-8pm (veteran team meetings)

April 5-8pm CPC (Both Days)

April HR: advanced class (optional) 6 week course 5-8pm CPN (Both Days)

April 5-8pm

TEAM FREEDOM: GROUP MAP

In development Jan & FEB 2015!

Members

Jessica Sculze, HRA, CPL (Veteran Success: Seattle)

Eric Rankin, CPC (Veteran Success: Kentucky/Kansas)

Saadia Graves (Veteran Success: Seattle)

Carlene Little (Veteran Success: Kentucky)

Marian McClure: HR/CPL Candidate Seattle

CDS SYSTEM: TEAM FREEDOM

3 Step Strategic Learning System

- Increases effectiveness 3-fold

for career advancement

- Independently researched by

SRP, Inc. (2011-2014)

- Self-Directed, Coached, and

Learning-Platform based

program

DETAILS AT: http://www.strategiclearningalliance.org/registration-sla-membership.shtml

http://www.strategiclearningalliance.org/registration-sla-membership.shtml





CDS SYSTEM FREE FOR VETS

3 Step Strategic Learning System

- Increases effectiveness 3-fold

for career advancement

- Independently researched by

SRP, Inc. (2011-2014)

- Self-Directed, Coached, and

Learning-Platform based

program

DETAILS AT: http://www.strategiclearningalliance.org/registration-sla-membership.shtml






CDS SYSTEM: COURSE VIEW

CDS Course:

• For Veterans

• For Employees

• For Teams (2015)

2015 United REACH! Links course participation

(corporate) with the

HRA/CDS REACH program

for veterans to meet the

3000 solider goal!

HISTORICAL: CDS REACH TEAM

WWW.VETERAN-SUCCESS.ORG

VETERAN LEAD: JAMES B. ANDERSON

A results-driven professional with over 30 years Military experience in all aspects of management with

the United States Army to include equipment and property management. I am hard working and

dedicated – a solid team player that works well with all levels of an organization. I am very experienced

in personnel management and development, communication, and interpersonal skills protocols.

Furthermore, I am a skilled supervisor, possessing the ability to interpret the needs of the employee as

well as the organization and managing and directing diverse staff populations. Possess the ability to

resolve problems and build effective teams for the organization. Extremely flexible and adaptable to

change, consistently meeting and exceeding goals and objectives of management. Designs and

administers human resources policies and procedures that pertain to employee relations.

As a Soldier/Family Management Specialist in the Wounded Warrior Program Services, Soldier/Family Management Monitoring Team,

providing professional judgment with a flexible application of a wide range of social science skills. Provides professional, advanced,

independent level of skilled social work services to monitor and track military, retired military and family services in support of their

rehabilitation and transition to civilian life. Cases involving the utmost degree of difficulty will be handled on a routine basis. I make

independent decisions of great complexity under highly adverse circumstances. I have responsibility for monitoring the implementation of

multiple administrative and medical/clinical standards and procedures in AR 608-18, AR 600-85, Social Service Policies and Procedures and

other governmental and civilian standards. Monitors and tracks program evaluation and ensures compliance is consistent with high quality

patient care and in compliance with civilian and military standards of care.

James B. Anderson CPC

I live the seven core Army Values: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal

Courage. I was taught these values when I came in the Army and I use these values now and forever.

Whether on the job or off I live up to this high standard. I am an outstanding worker because I love helping

people and seeing them succeed in life. I like working and socialize with other people, helping people solve

their problems, helping others with mental, spiritual, physical or vocational needs, and working with young

and older adults.

TEAM JAMES

TEAM JAMES: WIDOW4RIGHT REACH

Strategic Initiative 1: ENGAGE 100 Veterans a month with FREE PROGRAM CONCEPTS by 2016: 1) Free self-directed; 2) Customized to differentiate and create veteran group alliances; 3) Designed and tested by 25 “paid” veteran participants.

Goal One: recruit 3-5 SRP/SPU funded (Post 911) participants per term to ensure a team of 15-25 volunteers can continually learn and engage with the veteran success participants. Goal Two: Recruit and BETA test operational process for 150 veterans to leverage the CDS experience to securing a profitable contract with the DOD by ensuring 80% participation and completion of BETA test participants: 1) Create a process to promote Veteran Success to 400 veterans a month 2) Establish a date to promote BETA test access 3) establish roles to ensure continuous support from recruitment, access, start-up, 30-day completion 4) Create a cooperative team with the SLA to ensure alignment of CDS participants with the HRA Certification Role: Keep the Team Kentucky informed, motivated and moving forward toward getting a contract with DOD to help Veterans while building relations with AW2 and other possible program-staff funding entities.

Established 20 years working experiences for various banking institutions during my

marriage to an active duty military member for 22 years. Proceeded to own a children’s

daycare for 4 years for more or less 85 children plus 12 full/part-time employees. Highly

focused in the need to accomplish tasks. Business management applications including team

building, quality assurance, and strategic decisions. A solid team player that works with all

levels of people in the our community and organizations. Demonstrated abilities to provide

quality results, designs and administers human resources policies and procedures that pertain

to employee relations. Extremely flexible and adaptable to change, possessing the ability to

interpret the needs of the employees as well as the organization and managing and directing

diverse staff. Articulate communicator working with people from diverse

cultures/professional backgrounds. I am hard working, independent, and very motivated to

make ideas turn into reality. Always seeking improvements and accepting challenges to

have a better quality of life beyond my comfort zone for me and my fellow man. I am

enthusiastic to work for your organization and give me the opportunity to utilize my

experiences.

WIDOW4RIGHT VOLUNTEERS

BERNA CLAIRE BONIFIELD

“Carpe Diem”

Demonstrated abilities in developing, implementing, integrating, and managing complex

procedures into quality/production. Articulate communicator experienced working with

people from diverse cultures/professional backgrounds. Recognized for tact, honesty, and

my willingness to accept challenges. Proficient in computer skills to include Windows 8, MS

Office, and Internet technologies. I am hard working and dedicated - a solid team player

that works well with all levels of an organization. I am very experienced in personnel

management and development, communication, and interpersonal skills protocols. Also,

have extensive computer and automation experience that would greatly contribute to my

ability to perform well in any position. I would appreciate the opportunity to meet with you

and discuss my potential with your organization.

WIDOW4RIGHT VOLUNTEERS

Rene Williams

WIDOW4RIGHT VOLUNTEERS BRIEF

WIDOW4RIGHT

HISTORICAL: UNITED REACH W4R & R4R

HISTORICAL UNITED REACH WIDOW4RIGHT

• MOS provides

retirement services to

vets

• To elderly masons

• Aid-and-assistance

($1750/mo)

• More …

HISTORICAL UNITED REACH WIDOW4RIGHT

TEAM JAMES CAR MAGNET

TEAM SUCCESS: UNITED REACH PROJECT 2015

TEAM SUCCESS: 2015

Strategic Initiative 2: Engage & Empower: ensure consistency of experience, opportunity to choose leadership and learning, customized involvement, and profitable growth by empowering veterans, volunteers, and learners to execute REACH initiatives: Purpose: Design & Implement a dual UNITE! REACH! concept with Sailing4Right and Riding4Right concepts by 2015 to recruit 25 new members to SPU/SRP programs by 6/2015 Roles: Continue to provide the TEAM with 100% dedication to the Veteran-Success program, REACHing Veterans, impressing upon them the value of dynamic living. Goals: Keep all TEAM Kentucky members informed of all potential candidates, the forming of future alliances to facilitate the S4R and R4R recreational programs, and spread the importance of Strategic Learning and Tactical Application, and become an advocate for the Career Development System (CDS). Schedule: Get online and skype with TEAM Kentucky weekly, staying engaged, and complete the VocRehab process no later than 3 October 2014. Model the way for follow on students and Veterans.

TEAM SUCCESS MAP

BEING CREATED FEB 2015!

Members:

Corporate HR

Corporate Project Managers

TEAM FREEDOM: Veterans

Veteran Success REACH Leaders

TEAM SUCCESS SUMMARY

The following can be full reviewed at

www.veteran-success.org

Select PROGRAMs

Review each site, research, and info.




TEAM SUCCESS SUMMARY

Create a PLAN to UNITE! REACH Programs and

Participants

MAP the PLAN

Delegate to Leadership Teams to focus

implementation

TEAM SUCCESS: RIDING4RIGHT REACH PROGRAM

TEAM SUCCESS R4R RESEARCH REACH TEAM

TEAM SUCCESS: RIDING4RIGHT RESEARCH 2009-14

TEAM SUCCESS: RIDING4RIGHT REACH EVENTS 2010-12

TEAM SUCCESS: RIDING4RIGHT OYSTER RUN

TEAM SUCCESS: RIDING4RIGHT OYSTER RUN REACH

Right-Riders & Girls!

• 3 patched Veteran

REACH Arm of

Riding4Right in

attendance.

• 500 endorsements

picked up


Riding4Right Project:

• Raised awareness

• Built bridges

• Contributed a side

car

Riding4right provided

a side car for a

veteran who was

provided a service

dog to sustain injuries

in Iraq.


Riding4Right Project:

• Partnered w/1st

Responders (Fire-

Fighter Association)

• Partners with Dog-

House Engineering

• Raised money and

replaced a small

community park

over a 3 day ride

to Republic

Washington.

TEAM SUCCESS: SAILING4RIGHT

Sailing4right.org

Program start-up overview:

• About

• Mission

• Cooperative Program

Visual & Notes

• Strategy (real-time &

long-range)

www.sailing4right.org

Providing Strategic Immersion Learning for

teens, vets, and others;

Providing an organic opportunity for the

boating industry to support recreational

learning by exposing at-risk populations to

the sailing experience

Providing proven learning programs to

enhance well-being among participants

and open opportunities to higher

education and/or vocational careers in

the boating industry.

Mission

Introduce participants to the

wealth and richness of experience

and connection that sailing in our

local environment can offer.

Build and promote learning,

leadership, philanthropy and

contribution through the

confidence, self-reliance,

individual responsibility,

interdependence and teamwork

that naturally occurs on a sailboat.

Provide a unique opportunity to

foster spiritual and emotional

relaxation and growth. To create

memories, foster relationships, and

change lives on sail at a time.

Cooperative

Participation The following slide demonstrates how various at risk populations will interact with Saling4Right, the Strategic Learning Alliance, and other S4R participants

S4R

Immersion Learning Series ™

Teens

Vets

Vocational Learners

• SLA • S4R

• Teens • Veterans

Coaches, project

managers, SLA Participants

College-success

scholarship & well-being

participants

Provide learning

programs DOE of participants

Provide executive

direction and program

development for the above populations

Sailing4right.org

Sailing Experiences

Administrative support

Project Management & coordination

SLA Learning program

Coaching

Sailing4Right

Strategy The following slides highlight

the real-time and long-

range strategy developed

by the executive team.

Real-Time Start-Up

Strategy

Executive Development: Create an advisory board of Boating enthusiast; host quarterly lunches for

direction and input;

Obtain financing to off-set $2k/mo costs for donated wooden boat between Dec & April 2013;

Assist in recruiting SLA participants (veteran) to provide a core group of support and operational team.

Find licensed captains to help facility sailing retreats before Spring 2013

Continue to revise and hone the long-range strategy based on market support and the objective to do something great for the community no matter how small... Fundraising min needs;

Operational licensing – boat, learning programs, and funding potential

Marketing process; operational process; and min business model development

Plan the spring-time learning program 1 month program

3 month program

Teen vs. veteran programs

Direct contribution or investment to off-set the winter-time boat preparation and acquisition fees and program development; Identify investors or philanthropists

Obtain $50-100K in capital to achieve the three to five year strategy

Long-Range Strategy

Initiative One: Build a viable learning program supporting 200 teen

participants a year; guided by up to 25 veteran participants by successfully recruiting participation within the SLA learning programs.

Initiative Two: Build a fleet of three boats to provide year-round sailing

and applied learning experiences;

Initiative Three: Partner with an established facility to offer more

conventional learning experiences around boating maintenance and academic success in the North Puget Sound Region

Initiative Four: Obtain accreditation or cooperation with an established

sea-learning school to provide more continuous learning opportunity for teens and veterans.

TEAM SUCCESS: SAILING4RIGHT

Background:

www.Sailing4Right.org, was launched in 2012. The organization steamed full speed ahead into oblivion and, without having created

a foundation upon which to build its superstructure, quickly sank. Yes this creative team was so enamored with the idea of being

able to create a fleet of sailing boats, on which to train veterans and underprivileged youth in the teamwork building ethics of sailing

and maintenance, it neglected to design a support plan with which to maintain its own program. The aftermath of this temporary

setback has been the breeding ground for mind mapping that has led to the current plan, yet to be initiated. The design and

construction of a plan to attain the ultimate goal of having a sailing fleet that can maintain itself financially while still being a

program viable to providing veterans with coaching skills and allowing young adults the opportunity to learn new skills has been

ongoing. This plan continues to change and evolve, but it has reached the point where action is necessary to implement the growth

of this organization.

One of the first attractive sail boat kits originally researched, was Shell Boats LLC, in St. Albans, Vermont,

http://www.shellboats.com. The company offers a small fleet of kits to choose from, 16 to be exact. The kits are intended for small

rivers, lakes and ponds. The kits and plans for a 12 ft. sail boat will cost a person from $2,000.00-$9,000.00. Kits can easily be

ordered through the company online, and delivered from 2-3 weeks. Finished sailboat kits can run from $3,000.00-$13,000.00, and

delivered to any address around the world. Meanwhile, the Chesapeake Light Craft Boat Company, http://www.clcboats.com,

located in Annapolis, Maryland was also researched. The company was founded by John C. Harris. As a boat builder and designer,

Harris’s work has been featured in virtually every English-language paddling, sailing, and small boat magazine you can think of,

including WoodenBoat, Yachting World, Popular Mechanics, Sea Kayaker, Canoe and Kayak, Paddler, Soundings, Sailing, Cruising

World, Classic Boat, Watercraft, and scores more. Harris’s portfolio includes almost every wooden format, including strip-planking,

cold-molding, carvel, lapstrake, and of course stitch-and-glue. He has taught at the esteemed WoodenBoat School in Maine since

1999, and has led scores of boatbuilding classes and workshops over the years. As a business owner, Harris has been profiled in the

Washington Post, Forbes FYI, the Washington Business Journal, Corridor Magazine, Chesapeake Bay Magazine, the Baltimore

Business Journal, the Baltimore Sun, and others.

CLC collection of sailboat kit designs range from 8 to 31 feet, and from 100-150 lbs. Strong, lightweight okoume plywood

means strong, lightweight sailing craft. Most of the sailboats can be cartopped, and all of them are easy to build. The average build

time requires 100-150 hours, 15-20 days. The main reason is the drying process of the epoxy and paint. Why build a boat that

requires such a process? Because it’s fun, and because you really can get a better boat if you build it yourself, even if it’s your first

time. Chesapeake Light Craft boats use only the most modern methods: ultra-high-grade marine plywood, sheathed on both sides

with epoxy and fiberglass. Using this method, your boat will be 40% lighter than the solid fiberglass equivalent. You get the beauty of

wood---fiberglass and epoxy are clear---but none of the maintenance of your grandfather’s boats, because the wood is sealed away.

By choosing a sail/row boat, no engine maintenance is needed. These crafts are nearly half the price of its competitors, and nearly ¾

larger, and lighter.

The Northwest School of Wooden Boatbuilding, http:nwboatsschool.org, located in Port Hadlock, Washington is one of the

premier accredited educational institutions of its kind, attracting students from around the world. Their mission is to teach and

preserve traditional and contemporary wooden boatbuilding skills while developing the individual as a craftsperson. All boat builds

are sold and donated to non-profit organizations. Their boats are fairly large, and assembled by students.

Tactical SMART Goal: In the next 4-6 weeks, through extensive research, team members will identify 2 specific types of sail boats

that can be built in a short amount of time, and are durable and easy to maintain and operate, without exhausting the holistic

experience.

Process:

1) Identify & Analyze: We have to find the right type of boat.

a. Explore sailboats, kayaks and row-boats

b. Select 3 max for triangulation; no more to start.

2) Establish a team to identify, set, and execute a capital campaign to fund the purchases:

a. Recruit veterans through AW2

b. Build corporate donations

c. Recruit corporate learning partners to generate SRP contributions

3) Link and Learn:

a. Establish opportunities to link boat building as part of the learning experience

TEAM SUCCESS

a. Document the steps to compare, contrast and develop standardized strategies for REACH initiatives led at the

local level

b. Replicate the process in order to provide service-learning opportunities and manuals as value-added

opportunities to build alliances.

2) Ensure we host a BBQ, build a Boat, and be dynamic before Jan 2015!

3) TEAM Knox

In one week TEAM Knox members identifies their “ideal candidate”. Who is your ideal candidate for S4R?

Someone who is already doing positive things? Just sitting around waiting for meds to kick in and get through

the day? DD2, Dynamic and Deserving! No Later Than Tuesday 23 Sep 2014 Skype meeting, present your

candidate, with supporting evidence. Also send it to Eric Rankin via email, [email protected], NLT

Monday 22 Sep. 2014. NLT Tuesday 23 Sep. 2014 vote for 1st

candidate to receive boat within AO Knox!

Have 1 boat identified from CLC boats!

Katherine, Rene, and Howard please make contact with anyone at the CLC Boat Company, #410-267-0137, NLT

Friday 19 Sep. 2014! Please go to web site and educate yourself of who they are prior to call, it helps. Ask

simple questions about how long it takes to build, what materials needed, time of delivery, how many people

does it take, and impress upon them your passion and devotion to help our Dynamic Veteran recipient. Also

ask if we get boat and begin construction on Saturday 11 Oct. 2014 if we can have it done a delivered 25

October 2014. If we have to start earlier than that is great!

Raise funds or identify donor NLT 26 Sep 2014!

Inform local veterans of an opportunity to make new friends and help out a fellow veteran in need, by building

the first boat in Kentucky for a Veteran!!!

Begin building boat Saturday 11 October 2014. The boat will begin its journey with all current and future

TEAM Knox members! Family members invited too!

Identify local Veteran Riding chapter of Riding4Right!

Deliver finished boat to Dynamic Veteran on 25 Oct 2014!

Summary

The vision of this Recreational Therapy and further education through the Seattle Pacific University and Veteran-Success, is

not solely targeting the ground soldier. Every able person that was eligible and capable of serving this great country, did not pound

sand or engage in fire fights. Some were in support roles. They too are deserving. It is an all-volunteer military. Those soldiers,

airmen, sailors, and marines who were called upon to serve their country were not alone. Some have wives, children, and family

members as dependents. If they were lost in combat, then what about those wives and children left all alone? YES! They too are

eligible candidates! Why not?

They were doing their duty, keeping the house running, so that their soldier can focus on himself and his battle buddies.

There have also been soldiers since retiring or exited the military honorably, have taken their lives. Suicide is claiming too many

lives. I know, my friend, battle buddy, Platoon Sergeant took his life 2 ½ years ago. He left a wife and 4 kids. This program is so

unique and capable of helping any able person who is ready to explore, discover, design, and implement their purpose in this great

big world. Any and all are worthy to live a dynamic life!

We successfully be the solution by moving forward to build a website, build a shared vision, build a team of veterans, build

a team of corporate learners, and build a boat. By doing so we be the solution now; this requires that our team of veterans moves

and applies the learning provided by SRP as this is to be our program and our achievement. By defining the vision, establishing roles,

and delegating assignments, we deliver 4 boats: three to dynamic and deserving veterans who engage with us and one to the

wife/widow and her dependents, we will restore Sailing4right and apply a level of thinking to ensure it stays afloat.

TEAM SUCCESS

Model: Length: Hull Weight: Beam: Max Payload: Cockpit Size: Rowing Draft: Sailing Draft: Sail Area:

Passagemaker Standard 11' 7" 90 lbs. 56 in. 650 lbs. Open 6" 30" 78 sq ft

Model: Length: Hull Weight: Beam: Max Payload: Rowing Draft: Sailing Draft: Sail Area:

Northeaster Dory 17' 0" 100 lbs. 56 in. 800lbs. 5" 24" 68 sq ft.

Boats from CLCBoats.com

TEAM SUCCESS

WWW.VETERAN-SUCCESS.ORG

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