Second week: in Hampton Roads (staff work)
Highlights:
Alexander Hamiton Award
LANTAREA received five "request for consideration" packages from units within the LANT AOR.
Oversaw the process to review the packages and to nominate to CG-0931 up to four units to continue on with the AHA process.
Three trained Criteria examiners scored each package in the Criteria's results category. The three examiners were Dave Rott (the OPC assigned to D5), Ron Kaufman (a long-time examiner and lean six sigma black belt at FINCEN), and me. Each examiner independently reviewed and scored the packages based on the information provided by the units. The scores were then reviewed to ensure consistency both within the individual examiner and amongst the three examiners. Using the Criteria rubric, an organization can score a maximum of 450 points in the results category. Scores for the five units assessed ranged from 143 to 21. One unit scored 143; three units scored in the 60-72 range (a dead heat given the variation possible built into the scoring process); one unit was significantly lower.
The low socre does not mean that unit does not have results, nor does it mean they are doing poorly. It merely means that they did not have results to show, results which must (as per the Criteria) demonstrate levels, trends, comparative data, and integration. I've recommended they be encouraged to continue on with using the Coast Guard's organizational management and leadership framework, including the development of metrics which will help them see how they are doing against a goal or target and will help them make management decisions.
Action Required:
1. Draft email for chief of staff to send to the fifth unit.
2. Someone on the AMP staff should reach out to the unit to provide consulting services as necessary. I believe Byron or Dave already have a relationhip with the unit.
Official Coast Guard blogging and impact of social media on operations
CAA sought me out to discuss the impact of social media on the work of the Coast Guard. Specifically, the issues have to do with responding to "stuff" on the Internet and managing expectations.
With the current immediate communiations tools, it's hard to stay out in front. Over the past several weeks there have been two incidents that seemed to amplify this. The ice flow rescue in D9 broke in the mainstream media before the Coast Guard had made any public affairs (or Web 2.0) statements about the case, and some people suggested the service was caught flat-footed (when, in truth, the service was launching assets and briefing the chain of command, including the Secretary). The death of a senior officer broke online with a Facebook dedication page created by an Academy classmate of the deceased officer. The Coast Guard didn't make any public statements until after the officer's family had been notified and care was being provided to them. Some people suggested that the Coast Guard was "hiding" something during the delay.
In both of these cases, the Coast Guard did use both traditional forms of media engagement and new media to engage the public. And, from my point of view, the speed of this engagement was light years faster than it might have been in years gone by. Rear Admiral Peter Neffenger went so far as to "live blog" during the ice flow operation (1, 2) and a first person account was posted several days later.
Both of these are examples of the desire for immediacy which these new technologies have created. This is not a situation limited to the Coast Guard, but the impact to our senior leaders is certainly being felt. How can we manage expections?
Action Required:
1. Provide CAA with some thoughtful suggestions on how to engage using Web 2.0 tools and to manage expectations.
National Graduate School: Coordination for possible Hampton Roads cohorts
Completed three briefs this period for the NGS program: ISC Portsmouth, TRACEN Yorktown, and ATTC Elizabeth City. Continue working with the school to answer questions and serve as the local POC.
No future briefs are planned; the application deadline for the 2009/2010 master's program is today, February 27th. Classes start March 20th.
Collateral duty performance improvement qualification codes
Started a wiki page -- with some ideas for collateral duty performance improvement qualification codes -- on Intelink-U available at http://tinyurl.com/dfjwev. People interested in participating in the discussion can add thoughts to the discussion tab, or can edit, straightaway, the front page. My hope is that those who participate, either full time or part time, in CG-0931 programs can come to some sort of consensus; CG-0931 can then get qual codes in the system and draft/issue a COMDTINST.
OCIT Support
Nothing to report.
Future look:
- 4-5 March: Facilitating session for MLCA(p) as they develop a new IDP form and process to be piloted for CG-1.
- 9-13 March: Participating in the examiner training for the Hamilton Award process in Saint Louis.
Summary for this reporting period
- Hours Worked: 79.8
- Holiday Hours: 8.0
- Additional travel hours outside work hours: 14.5
- Billable hours/direct client work: 42.0 (KM Summit)
- Leave hours: 0.0
- Days away from home: 5
LANTAREA (Am) Trip/Activity Report
Submitted by: Peter Stinson
Trip Report: Coast Guard Knowledge Management Summit
Location: Houston, TX
AM Travel Party: George and Peter
Purpose of Trip:
Lead, facilitate, and participate in the Coast Guard KM Summit.
Summary of activity:
Hosted 2-and-a-half day KM Summit for Coast Guard personnel interested in knowledge management. Agenda for summit is posted here. The first two days were full of discussion and presentations. The morning of day 3 was dedicated to developing next steps. The group made significant progress toward developing the framework for an enterprise-wide KM system. More work, of course, is still needed.
Of note, a member from the DHS Web2.0 team presented as did the chief of future learning for the the U.S. Air Force.
Links to review:
Summit Link List (all on Intelink-U)Summit Link List (all on the Internet)
Way ahead:
1. George is working on the final report.
2. I need to finish capturing all the information for the proceedings as well as get the videos produced.
3. We need to continue driving this bus.
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