REPORT) STRATEGIC)PLANNING)RETREAT) Chemical)Health ... · 8/14/2015 · American)Chemical)Society) 1155Sixteenth#Street,#N.W.#Washington,#D.C.#20036###T#[123]123#4567####F#[123]123#4567#####

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REPORT

STRATEGIC PLANNING RETREAT Chemical Health & Safety Committee (CHAS)

July 21, 2015

Prepared for:

Debbie Decker and

The CHAS Leadership Team

By

Larry Krannich and Kathleen Schulz

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Table of Contents

A. Executive Summary .......................................................................................................................... 2

B. Report ............................................................................................................................................................. 4

1. Background ............................................................................................................................ 4 2. Approach ............................................................................................................................... 5 3. Mission and Vision ................................................................................................................. 6

i. Mission ii. Vision

4. Current Situation ................................................................................................................... 7 i. Environmental Scan (STEP) ii. Challenges and Opportunities Analysis (TOWS)

5. Goals ...................................................................................................................................... 9 i. Process Overview ii. Results

6. Strategies ............................................................................................................................. 11 i. Process Overview ii. Results

7. Implementation Plan ........................................................................................................... 18 i. Pitfalls ii. Next Steps

1. Appendix (Separate Document) .......................... …………………………………………………………………..20 2. Background Information…………………………………………………………………………………………………….. 3. CHAS Environment Scan……………………………………………………………………………………………………… 4. Pre-‐work compilation .............................................................................................................. 5. Proposed Strategies (Retreat Brainstorm)………………………………………………………………………….. 6. Project Plan Template ............................................................................................................. 7. Strategic Planning Worksheets ................................................................................................

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Executive Summary

This report contains results of a facilitated Strategic Planning Retreat for ACS Chemical Health and Safety Committee (CHAS), held in Denver, CO, on July 14-‐15, 2015. The body of this report presents key outcomes from the retreat, e.g., final decisions and action items. The Appendix contains supporting information e.g., pre-‐work, intermediate steps and actions, and information, which may be useful to guide actions after initial implementation. The resulting CHAS Strategic Plan for 2015-‐2016 is:

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REPORT

1. Background

The ACS Chemical Health and Safety Committee (CHAS) held a Strategic Planning Retreat in Denver, CO, on July 11 and 12, 2015. The retreat was facilitated, and used ACS LDS ™ methodology, as taught in the ACS Strategic Planning Workshop. The planning methodology was reviewed with participants at the beginning of the workshop. Facilitators then guided participants in applying the strategic planning concepts to the CHAS situation. Facilitators were Larry Krannich and Kathleen Schulz. Twelve people from CHAS participated in the retreat, as follows:

Retreat Participants

Timothy Black Russ Phifer Kimi Bush Joe Pickel Brandon Chance Samuella Sigmann James Crandall Ken Smith Larry Doemeny Ralph Stuart Harry Elston Ellen Sweet Neil Langerman Monique Wilhelm John Palmer Frankie Wood-‐Black

Debbie Decker, CHAS Chair

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2. Approach

CHAS’s strategic planning process started with a scoping call with Leadership Development System representatives prior to scheduling this retreat. This information was augmented by facilitator study of background materials provided prior to the retreat, and the CHAS environmental scan provided by ACS (See Participant Guide, Appendix G). The background materials included information from the CHAS website, including currently published vision and mission. Other pre-‐retreat preparations included phone calls between the CHAS representatives and facilitators, and pre-‐work completed by retreat invitees. Through these activities, retreat details were finalized, and existing information and ideas were gathered for proposed CHAS mission, vision, strengths, weaknesses, and goals prior to the retreat. At the retreat, the facilitators led participants through the ACS Leadership Development System™ Strategic Planning Process, as documented in the Retreat Participant Guide. Steps in the planning process, in the order covered in the retreat, were:

• Mission, Vision, Core Values • Environmental Scan (Using STEP tool) • Challenges and Opportunities Analysis (Using TOWS tool) • Goals

o Identification of Preliminary Goals o Down-‐selection (via discussion) o Checking Down-‐Selected Goals vs. SMART Criteria o Opportunity Mapping o Final Goal Selection

• Strategies o Identification of Strategies for Final Goals (Brainstorm) o Down-‐selection (via discussion) o Checking Goal/Strategy Statements vs. SMART Criteria o Opportunity Mapping o Final Goal/Strategy Selection for 2015-‐2016

• Implementation Planning o Identification of Champions o Kickoff Date Selection o Next Steps

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3. Mission and Vision

a) Vision

After discussion, retreat participants agreed on the following vision statement for CHAS: b) Mission

At the retreat, facilitators presented collated pre-‐work input on proposed mission statements (see report Appendix or retreat Participant Guide). Retreat participants reviewed and discussed the information presented and agreed on the following mission statement:

CHAS Mission Statement – July, 2015

The ACS Division of Chemical Health & Safety provides authoritative technical resources and mentorship in chemical

health and safety for all.

CHAS Vision Statement – July, 2015

Improving people’s lives through the power of best chemical health and safety practices

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4. Current Situation

Prior to considering goals, participants analyzed CHAS’s current situation by structured brainstorming for Environment Scan (STEP Tool) and Challenges/Opportunities Analysis (TOWS Tool). These tools provided categories for brainstorming, to ensure focus and that nothing was missed. The resulting data were used as reference points for the retreat discussions. Environment Scan results were narrowed to key trends through multi-‐voting. The complete list of Environment Scan elements (prior to down-‐selection is included in the Appendix of this report (Section2). a) Key Trends from CHAS’s Environment Scan (STEP):

Social • Safety not valued O/T • STEM education – lack of preparation

of teachers O/T • YouTube generation – social media for

information O/T • Insufficient training and education of

chemical safety professionals O • Safety education is hazard-‐based, not

risk-‐based O/T

Technological

• Information source is on apps -‐-‐ mobile/social media (Reddit, Facebook…) O

• Poorly defined/understood technical terms O

• Follow the crowd vs. critical thinking in using information T

• Resource information needs to address demographics O

• Technology replacing problem-‐solving T

Political

• Lack of ACS governance recognition of importance of chemical H&S

• Regulatory change • Non-‐harmonized regulations • Increased awareness of liability • Global security threats affecting

chemical security

Economic • Shift in safety expectations in

transition from academe to industry/corporate O

• Safety resources related to regulatory action/injuries O

• Industry expectation for “soft skills” including safety not being met by education O

• Emergence of small start-‐ups – lack of safety focus O

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b) Results of CHAS’s Challenges and Opportunities Analysis (TOWS):

•

External Threats

• Safety not valued • STEM education – lack of preparation of

teachers • YouTube generation – social media for

information • Safety education is hazard-‐based, not risk-‐

based • Technology replacing problem solving • Follow the crowd vs. critical thinking in

using information • ACS governance recognition of importance

of chemical H&S • Regulatory change • Global security threats affecting chemical

security

External Opportunities • Safety not valued • STEM education – lack of teacher preparation • YouTube generation – social media for info. • Insufficient training and education of chemical

safety professionals • Safety education hazard-‐based, not risk-‐based • ACS governance recognition of importance of

chemical H&S • Regulatory change • Increased awareness of liability • Global security threats affects chemical security • Shift in safety expectations: academe vs.

industry/corporate • Safety resources related to regulatory

action/injuries • Unmet industry expectation for “soft skills” • Emergence of small start-‐ups – lack safety focus • Information source is on apps -‐-‐ mobile/social

media (Reddit, Facebook…) • Poorly defined/understood technical terms • Resource information needs to address

demographics

Internal Weaknesses

• Lack of membership involvement in the division and its programming

• Aging membership • Same individuals involved in leadership

roles • Limited succession planning • Inadequate communication of CHAS

operations • Inadequate membership recruitment and

retention

Internal Strengths

• Dedication, commitment, and expertise of CHAS leaders and staff

• Members are passionate about chemical health and safety issues

• Members have a diversity of health and safety expertise/knowledge

• Loyal, professional members • World-‐recognized Journal and its relevant

content • Regional/national meeting programming and

workshops • Utility of the CHAS List-‐Serv

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5. Goals a) Process Overview

Participants started with a proposed list of draft goals for CHAS, grouped into five broader areas, provided by facilitators from pre-‐work (See Participant Guide, Appendix F). Through discussion, this list of proposed goals was combined and refined, giving four goals for further work during the retreat. These were made SMART (see SMART criteria in Retreat Participant Guide) and each was ranked High-‐Medium-‐or Low, first with respect to probable impact if achieved, and second, resources required. These goals were then plotted on an Opportunity Map prior to brainstorming strategies for each goal and, ultimately, final selection of Goals/Strategies to be implemented in 2015-‐2016.

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b) Results

The list of CHAS’s SMART goals chosen for 2015-‐2016 is shown below.

Goals Opportunity Map Here (from completed slide deck)

Goal 1: Sponsor two educational programs per year on chemical health safety topics; one on fundamentals, one on advanced topics. [Impact, High; Resources, Low-‐Medium]

Goal 2 (Initial “B”): By 2020, CHAS will be the preferred and accepted resource for authoritative chemical health and safety information. [Impact, High; Resources, Medium-‐High] Goal 3 (Initial “D”): Be a visible advocate and champion for the CHAS mission to ACS and the public. [Impact, High; Resources, Medium] Goal 4 (Initial “E”): Increase diverse and active membership and expand CHAS leadership opportunities. [Impact, High; Resources, High] Two ongoing operational Items that must continue were also identified: (1) Have a programming presence at each national meeting

[Champion: Programming Committee] (2) JCHAS Items [Champion: Editor]

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6. Strategies a) Process Overview Participants brainstormed strategies for the four SMART goals chosen for 2015-‐2016. Then, via group discussion, the initial brainstorm lists were refined and 3-‐6 strategies were selected for each goal. Then the SMART goal/strategy combinations were opportunity mapped. A list of all strategies considered for CHAS’s four goals is included in the Appendix of this report. After successfully completing strategies chosen for 2015-‐2016, this list can be used to choose additional strategies for implementation. Champions, responsible to complete and lead execution of a project plan (or to recruit Project Leads to do so) were identified for each Goal/Strategy combination (See table below). A template for project planning is included in the Appendix. The project-‐planning template also appears in the Retreat Participant Guide.

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Next Steps for Goals/Strategies (contd)

b) Results

Goal/strategies Opportunity Mapping & discussion: The final CHAS opportunity map shown on the following page includes a large number Goal/Strategies (15 total). Of these eight require H-‐M resources. Four goal/strategies fall solidly in the “No-‐Brainer” quadrant, indicating high impact, relative low resource requirements. CHAS may wish to consider these four goal/strategies for early implementation, as they represent “low hanging fruit”. It is unlikely that CHAS will have the resources (volunteers, money, etc) to successfully implement all goal/strategies on this opportunity map in the first 6-‐12 months. Groups are generally more successful at building momentum and completing goal/strategies if they choose a smaller, more manageable number of goal/strategies initially. Thus, your facilitators recommend further discussion prior to kick-‐off to ensure that implementation activities do not exceed CHAS resources. This can be accomplished by preparing detailed tactical plans for all goal/strategy combinations, looking at the entire plan and adjusting 2015-‐2016 target dates or staggering start dates as needed to ensure success.

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Opportunity Map for CHAS’s 2015-‐2016 Goal/Strategy Combinations:

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An outline of CHAS’s Strategic Plan for 2015-‐2016 is shown below. It is represented graphically in the Executive Summary.

Sponsor two educational programs per year on chemical health safety topics; one on fundamentals, one on advanced topics. [Impact, High; Resources, Low-‐Medium]

Strategy 1-‐1: Expand and rename the Workshop Committee to the Educational Program Team (EPT) to manage courses, workshops, webinars and other educational offerings by the Aug. 2015 meeting in Boston. [Impact, High; Resources, Low] CHAMPION: Russ Phifer

Strategy 1-‐2:

The EPT will develop an educational course plan by May 2016. [Impact, High; Resources, Medium] CHAMPION: Kimi Bush

Strategy 1-‐3:

The EPT will conduct a survey to measure interest in possible advanced topics, venues, delivery formats, and length of courses by July 2016. [Impact, High; Resources, Low] CHAMPION: Ellen Sweet

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: By 2020, CHAS will be the preferred and accepted resource for authoritative chemical health and safety information. [Impact, High; Resources, Medium-‐High]

Strategy 2-‐1: Redesign the DCHAS website by end of 2016. [Impact, High; Resources, High] CHAMPION: Ralph Stuart Strategy 2-‐2: Have a programming presence (i.e. program at ) two regional

meetings by end of 2016 [Impact, Medium; Resources, Medium] CHAMPION: Harry Elston Strategy 2-‐3: Use pilot webinar (by San Diego Meeting) to develop a model for

presenting webinars by end of 2016 [Impact, High; Resources, Medium] CHAMPION: Frankie Wood-‐Black Strategy 2-‐4: Develop a repository where CHAS professionals can go to find a

list of reference materials. [Impact, High; Resources, High] CHAMPION: Monique Wilhelm

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: Be a visible advocate and champion for the CHAS mission to ACS and the public. [Impact, High; Resources, Medium]

Strategy 3-‐1: Develop a lessons learned collection and distribution system that consists of: “Lab near miss” app, mini-‐grant program for lessons learned videos (1/quarter), use social media to solicit lessons learned experiences, network with The Safety Zone blog. [Impact, High; Resources, High] CHAMPION: Neal Langerman Strategy 3-‐2: Investigate the feasibility of expanding “Ask Dr. Safety”: on national meeting expo floor with demos in San Diego (2016); put on web page (2016); develop “Ask Dr. Safety” app (running by 2018).

[Impact: High; Resources: Medium] CHAMPION: Neal Langerman Strategy 3-‐3: Develop an organizational neural network map of DCHAS connections, both internal and external to ACS (2016). [Impact, High; Resources, Low ] CHAMPION: Jim Crandall

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Increase diverse and active membership and expand CHAS leadership opportunities. [Impact, High; Resources, High]

Strategy 4-‐1: Increase CHAS membership by 10% (~100 members) by Jan. 2017. [Impact: High; Resources, High] CHAMPION: Joe Pickel Strategy 4-‐2: Identify at least one successor for each CHAS leadership role by Jan. 2016 [Impact: High; Resources Low] CHAMPION: Tim Black

Strategy 4-‐3: Increase attendance by 25% at CHAS-‐sponsored events (E.C. breakfast, symposia, monthly phone call, etc.) by Jan. 2017. [Impact: Medium; Resources Medium] CHAMPION: Tim Black

Strategy 4-‐4: Expand DCHAS liaisons to 10 divisions by July 2017. [Impact: Medium; Resources Low] CHAMPION: Tim Black

Strategy 4-‐5: Develop (6 mos.) and implement (18 months) a plan to leverage social media to increase and diversify active membership. [Impact: High; Resources Medium] CHAMPION: Brandon Chance

Strategy 4-‐6 (Add to 2-‐1): Improve “Get involved” website by 2016 . Impact: High; Resources Medium-‐High CHAMPION: Brandon Chance [Will join Goal/Strategy 2-‐1 team]

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7. Implementation Plan a) Pitfalls

Participants agreed the items listed below are pitfalls and need special attention to ensure successful implementation of the CHAS strategic plan. Facilitators specifically recommend special attention to setting up an accountability system (regular reporting, etc.) to ensure ongoing progress toward achievement of the goals/strategies CHAS selects for 2015-‐2016 focus after final opportunity mapping discussion (see facilitators’ recommendation, page 12 of this report).

Pitfalls [Special Attention Needed]

We’re Really Good Planners; Are We Doers?...Make Sure We Do Put Too Much On Our Plates Giving Up Too Early Build Accountability/Progress vs. Plan Into Agenda Scope Creep Don’t Let Economics Stop You

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b. Next Steps Participants discussed key factors for successful project implementation, set a kickoff date and agreed on the following next steps:

c) Items for Post-‐Retreat Discussion

Additional “parking lot” items were identified by retreat participants as important to address in the longer term. These, as transcribed verbatim from original retreat flipcharts, are: • New Members to Leadership Development • Distributing to CHAS S.P. participants the outcome of Friday’s conversation with CCS/OPA (?) • What is diff between CHAS/CCS? (Role of Gov. Rel. within CHAS) • Business Plan • Certificates • JCHAS Follow-‐up at ACS Boston • Add “ACS and You” to new member email • Need an overall advertising strategy • Gap check our goals

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APPENDIX

(See Separate Document)

REPORT) STRATEGIC)PLANNING)RETREAT) Chemical)Health ... · 8/14/2015 · American)Chemical)Society) 1155Sixteenth#Street,#N.W.#Washington,#D.C.#20036###T#[123]123#4567####F#[123]123#4567#####

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