Transcript A Quick Start Guide for Action

Deploying Dream It. Do It. for Success and Sustainability
A Q UICK S TART
G UIDE FOR A CTION
Dream !t. Do !t. (DIDI) is managed by The Manufacturing Institute
(Institute), the 501 (c) (3) affiliate of the National Association of
Manufacturers (NAM). W e are pleased to provide this guide to assist new
member organizations in implementing the program within their counties,
regions, or states. At present, twenty DIDI initiatives are operating
throughout the country—all with different approaches and strategies that
cater to local needs. This flexibility to address local demographics,
economies, and educational systems is a key strength of the program. The
DIDI program provides a national brand, infrastructure, support,
messaging, and research to the broader roles and initiatives of each site,
whether DIDI is used as a career awareness strategy, a platform for
manufacturing education reform, or a driver of regional economic
development.
In light of variation among deployment models, the Institute has identified
common best-practices that will guide you in the process of implementing
DIDI in your area. This guide, when used in combination with the Institute’s
experience-based consultative services and other assets and resources
provided to our members, will enable your organization to successfully and
expeditiously move forward on the implementation of its own DIDI
initiative. The Institute looks forward to working with you on this exciting,
challenging and critically important opportunity.
Dream It. Do It. - Purpose and Vision
As older workers depart the workplace, businesses grow, and required
skills advance, manufacturers face significant challenges in finding and
attracting skilled and educated quality workers. Contributing to the problem
of recruiting and retaining employees is the fact that young people, their
parents, and educators often have an outdated, inaccurate perception of
modern manufacturing as a career option. The DIDI program aims to
reverse this trend by promoting the real image of modern manufacturing:
innovation-driven, high-tech, high-skilled, and critical to our economic and
national security. The DIDI program f ocuses on creating awareness among
young people of the valuable career opportunities that exist in
manufacturing today, and provides referral systems for them to pursue their
dreams and ambitions through accessible academic and career pathways.
It is designed to help fill local manufacturing workforce needs and to assist
in making manufacturing a preferred career option. In the areas around the
country where the program is most successful, it serves as a catalyst for
positive changes that are occurring in education, training and workforce
development systems as well as regional economic development.
G ETTING S TARTED
G UIDING P RINCIPLES
The Institute and DIDI Executive Committee members have identified
the following guiding principles that have warranted good results
across the network of DIDI programs:
 P a r t n e r s h i p s c r e a t e d t h r o u g h t h i s i n i t i a t i v e r e p r e s e n t i t s t r u e p o w e r.
W hen participating organizations share information, blend
resources and think globally about possibilities, regions move
forward.
 Local ownership and involvement are keys to success in all
jurisdictions. They promote innovative ideas, approaches and
s u s t a i n a b i l i t y.
 R e a d y, a i m , f i r e . D e v e l o p m e n t o f p r o g r a m i n f o r m a t i o n ,
infrastructure and preliminary plans in advance of promoting the
initiative to a broader public is important.
 Implementation of DIDI is a process, not an
event. Focus on developing a solid core of
activities that can be built on over time as the
program matures. Successful initiatives are
continually adding new program dimensions .
 Sustainability of the program over time is a
key issue. As plans are put into place,
available resources and fundraising strategies
must be considered to promote development of
a lasting program.
1. Identify a small consortium of area leaders w ho are committed
to a pro-manufacturing and related business agenda and are
willing to champion the effort.
• They should be capable of rallying others to support the campaign
programmatically and financially.
• Garner the active participation and support of key area
manufacturers and business leaders on the front end of the
initiative. These manufacturers can cut across state borders.
• To the extent possible, let the private sector drive the initiative.
2. Define and describe the scope of the region encompassed by
your DIDI initiative.
• Complete a demographic profile of the region (e.g., area
description and map, current population, projected population
growth, civilian labor force, unemployment rate, labor force
participation rate, average weekly wage for manufacturing vs. all
other sectors, educational attainment).
• Complete a regional manufacturing analysis (e.g., number and
type of manufacturing companies and jobs, largest manufacturers,
innovative manufacturers, employment trends, skills gaps, training
needs, capacity of the region to train workers).
• Much of this information may be readily available at little or no
cost through various sources including regional and state
workforce offices, planning and development districts, regional
and state economic development offices and state institutions of
higher learning.
3 . P r o d u c e a n As s e t M a p
• Take inventory of existing recruitment and engagement strategies
that can be leveraged or accelerated to support implementation.
• Take inventory of existing partnerships that may support the
rollout of Dream It. Do It.
• Outline the region’s or state’s connections with national
organizations that can provide guidance and support.
• Research the foundation, government, or private funding
landscape of your region or state to determine channels to pursue
fiscal support.
PATHWAYS T O S UCCESS
• Consider including leaders from a variety of other areas such as
education, economic development, workforce development, and
the political arena along with other business and trade
organizations.
4 . Ad d r e s s o r g a n i za tio n a n d m a n a g eme nt c o n s i d erati o ns.
Confirm the organization that will serve as fiscal agent and
legal entity for the initiative.
• Determine the most effective and efficient option for staffing,
office facilities and equipment. In most instances, a dedicated
experienced professional with limited clerical support is needed
to successfully launch a program. The program director can be
regular paid staff, a qualified contractor or consultant, or a
loaned executive. Recruit this individual early in the process.
• Raise initial seed capital to begin program activities.
• Secure your Web URL.
• Consider forming a 501(c)(3) or affiliating with a willing partner
organization to enable receipt of charitable contributions.
5. Develop your strategic plan.
• Broadly define your program’s vision, goals, and metrics.
• This description should be short, to the point and define the
broad objectives of the project. A more detailed program of work
will be developed later by your regional partnership based on the
parameters set here.
• Develop an executive brief that can be used as a marketing
document containing summary information gathered in steps 1 -5
of this Guide to assist in recruiting additional stakeholders.
• Consider potential target groups and uses for your funds.
• Determine whether your program will serve the entire region or
be implemented on a more limited pilot basis at first.
• Adopt a general timeline for completing your program of work.
6. Consider holding a “soft launch” to announce program to key
stakeholders.
• A “soft launch” can be used as a marketing tool to generate
interest in and raise the visibility of the program.
• Consider sending out a press release to local media that
positions the program as a solution to economic and workforce
development challenges, as well as a call to action to support
manufacturing competitiveness.
PATHWAYS TO S UCCESS
• Establish a preliminary budget estimate for start up of the
initiative.
7. Form a dynamic, broad based regional partnership.
• Carefully consider and recruit leaders to guide these areas.
Emphasis should be placed on recruiting committee leadership
from the private sector.
• Identify and recruit partner organizations and individuals
including manufacturers, education, economic development,
workforce development and political leaders along with other
business and trade organizations (for example, manufacturers
associations, financial institutions, ad agencies, area chambers
of commerce and others). Approach manufacturers first to
determine their interest and willingness to participate with the
program. Personal visits to leading manufacturers and key
partner organizations will pay significant future dividends.
8. Conduct a partnership meeting to kick off your program and
engage and motivate your partners.
• Consider inviting respected leader(s) from your region or state’s
public and private sector to key note the event. Institute
leadership will be present to extend a national welcome and
endorsement to the region on request.
• Determine if media should be present and, if so, prepare a media
kit with targeted messaging for distribution to them at the event.
• Pre-assign partners to specific committees in advance of the kick
off meeting.
• Make sure that all partners begin with a common knowledge
base. Provide an overview of DIDI, your region’s program, broad
goals, timeframe, progress to date and committee structure and
leadership.
• Break out into individual committee meetings. Review committee
goals and actions to be performed, timeframe for completion of
work, and set future meeting dates. As time permits, begin
deliberations and input gathering.
PATHWAYS TO S UCCESS
• Determine your working committee structure, responsibilities,
leadership and membership. There are essentially two sides of
the equation that must be dealt with in establishing the structure
that will work best for your region - program development and
implementation, and fundraising. Some regions have taken a
straight forward approach and formed one or two committees to
address these broad areas. In certain instances they have also
formed subcommittees to address major topics such as a
communications strategy. Other regions have established an
expanded committee structure with an overall steering committee.
In considering the structure that will work best in your locale,
remember that more committees may lead to more process as
well as logistical and communications issues.
• Stress the value you place on your partners’ time, set
expectations for the number of meetings that will be required,
and emphasize the importance of their consistent participation.
9. Based on input received in steps 1 -7, develop and implement
your detailed program of w ork.
• Key elements of your program of work should include 1) actions
you will take to interest and inform your target population(s) (and
those who influence them) about advanced manufacturing career
opportunities; 2) how your program will work to support and
enhance systems for connecting people with information,
education, training and job opportunities in advanced
manufacturing; 3) a fundraising and sustainability strategy; 4) a
communications plan to support items one thru three; 5) a
deployment strategy and timeline; 6) a budget to support the
program; and 7) a method for measuring and monitoring results .
10. Reevaluate and improve
• Let your program evolve according to identified metrics of
success and changing needs.
• Use network and national assets and guidance to revise and
enrich your program.
PATHWAYS TO S UCCESS
• This should be done based on input received through your
partnership committee process, a review of Institute resources,
and information acquired on best practices of other DIDI
initiatives around the country. Remember that this is a
beginning, not an end, to program development. You are
attempting to lay a solid foundation for the program that will
evolve and become stronger over time.
N ATIONAL S UPPORT
All DIDI sites operate under a partnership agreem ent with the Institute,
and an Institute consultant is available to review all aspects of this
agreem ent with your organization. The Institute provides a variety of
services and support to its m ember organizations :
• Members benefit by being part of a successful national effort that has
a collective reach to nearly 100,000 manufacturers. DIDI is a national
brand, one that is increasingly recognized as the program grows and
m ore sites participate. DIDI and its regional partners receive
recognition through a num ber of Institute publications,
communications, and outreach.
• You will have access to prof essionally -developed creative m aterial
designs and collateral, grounded in over 10 years and $1 m illion in
research. Collateral m aterials include brochures, art work,
photographs, advertisements, business cards, logos, letterhead, and
other m arketing tem plates. These can be customized by your
organization to m eet the requirements of your local m anufacturers and
target populations and advance the brand of your own DIDI program .
• You will be a part of a nationally recognized web site ( www.dream it doit.com) and have access to consultant services to assist you in
establishing a prelim inary website presence f or your region. A website
tem plate, URL, and limited technical assistance is available to
expedite the developm ent of your web presence. DIDI also receives
significant exposure through the Institute's website.
• The Executive Committee, comprised of all DIDI m ember organizations’
leadership, m eets twice a year. The Executive Com mittee m eetings
provide opportunities to share best practices, challenges and
accomplishments on both a formal and informal basis. The Executive
Committee also provides input to Institute staff that is used to shape
and improve DIDI at the national level.
• The DIDI network thrives as a highly collaborative learning com munity
that leverages assets and ideas among members to strengthen the
program as a whole. Innovative program ideas, tools and creative
m aterials developed by other m ember regions are m ade available to
the entire network via the DIDI website.
• There is accompanying research, organizational, and communications
tem plates and guides that can be used in conjunction with this Quick
Start Guide to facilitate the rollout of your DIDI program.