SIN 874-2: Approach

SB&A's approach to effective facilitation involves pre-event preparation, event facilitation and post event actions tailored to the specific requirements of the event and the anticipated results. Our role is to guide the group with planning, keep the group focused, facilitate collaboration of divergent views, document the outcome, provide feedback and report the results to the agency.

Pre-Event Preparation: Special attention to pre-event activities ensures a successful outcome. A prepared work group saves time and directs resources and talent to the task at hand. To achieve a successful event, SB&A will:

Assist in goal setting and recommend indicators of success
Develop event agenda and handouts
Advise group on pre-event coordination and facility requirements
Recommend approaches
Assist members in preparation

SB&A finds that pre-event preparation is an ongoing and interactive exchange between SB&A and the agency's project managers who will be reviewing and approving strategies recommended.

Event Facilitation: SB&A's tailors its facilitation approach to the specific requirements of the agency and the event. SB&A' role is to act as catalyst by guiding the process so that the agency can focus on the issues.

To facilitate successfully, we recommend the following procedural guidelines:

Keep group focused on goals and actions within the agenda
Limit discussions so as to stay on track
Develop event agenda and handouts
Update group on status of tasks by summarizing discussions and decision
Maintain flexibility and make adjustments when necessary
Demonstrate sensitivity to issues outside of the working group's control
Motivate group and encourage ownership of issues and actions
Respond to administrative matters promptly and discreetly

It is not uncommon to have conflicts in decisions or approaches during the event facilitation process. Facilitators are trained to assist in the resolution of such conflicts and engage group members in consensus building for the successful completion of the task at hand.

Post-Event Actions: SB&A's role is to bring closure to the event. We then perform the following:

Write and submit reports for review and approval and agree on final distribution process
Ensure that results for decisions/actions are stated and responsible parties are identified
Assist in implementation of outcomes, tracks and evaluates action of items
Meet with agency staff and brief them about outcomes
Will conduct additional research as required
Provide proper recognition to all participants

In addition to the above, SB&A will be in regular contact with the contracting agency during the report writing period. This is essential to ensure that all requirements are presented appropriately.

Developing Diversity Initiatives: Our most successful facilitation lies in the area of assisting agencies in the development of diversity initiatives. SB&A offers a diversity initiative process model, which integrates consulting, facilitating and training solutions. We work with agencies to develop goals for creating awareness, developing strategies, implementing strategies, measuring the effectiveness of training and other initiatives, reassessing needs, and adjusting strategies to achieve the goals articulated in a diversity action plan. Figure 3 provides a brief outline of the process model.

STEP 1: Employees in an organization must become aware of diversity as an urgent business issue impacting their mission and bottom-line. These employees will form a critical mass of informed team members who are motivated and given the responsibility and authority to implement the steps necessary to achieve change.

STEP 2: This critical core of informed employees must be organized into working/planning teams engaged in brainstorming sessions designed to develop a strategy of collaboration. Such planning sessions will recognize the organization's strengths, identify obstacles, and develop an action plan for targeting the barriers which stand in the way of an Empowered, Productive, Inclusive and Collaborative (EPIC) organizational culture.

STEP 3: The action plan that emerges out of these strategic brainstorming sessions must be implemented to achieve diversity goals as a way of enhancing core values and assuring a competitive advantage. This might include rolling out an organization-wide education initiative with Train-the-Trainer programs, as well as utilizing distance education and interactive multimedia tools for individual-based learning.

STEP 4: Any diversity initiative must be viewed as a process, which needs continuous evaluation. Assessments of the effectiveness of all activities related to the initiative and ongoing improvement applications are an integral part of the measuring results step. Metrics frameworks can be developed to illustrate and measure indicators for success.

STEP 5: New challenges emerge from the ongoing measurement process. Strategies for dealing with these new challenges must be developed through strategic brainstorming sessions. It is necessary to reassess Consulting, Facilitation and Training needs.

STEP 6: The action plan for implementing a diversity initiative must be reviewed periodically. Strategic adjustments that emerge from measuring results and ongoing brainstorming sessions are then incorporated into the overall implementation process.

Inherent to the success of any diversity initiative is the awareness and understanding that diversity, like quality, is not a destination, but a journey. Organizations must welcome the idea that improvement is a continuous process. Ultimately, it is that spirit that prepares an organization to embrace the challenges of change and make the necessary structural transformations to meet its bottom-line/mission readiness goals.

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