Keep the Momentum Moving Planning to ensure your program continuesstrong in the face of change

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Keep the Momentum Moving! Planning to ensure
your program continues strong in the face of
change
Angel McCormick Franks
Angel McCormick Franks, Director, Missouri Office
of Supplier and Workforce Diversity Teo
Tijerina, Executive Director, EDCO Ventures,
Austin, Texas Jeff Jones, Sr. Vice
President, Bank of America Supply Chain Management
Teo Tijerina

• Inclusive Business Initiative
• Insight Center for Community Economic Development
• December 4, 2008

Jeff Jones
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Insight Center for Community Economic Development

• The Insight Center for Community Economic
  Development is a national research, consulting
  and legal organization that develops and promotes
  innovative solutions that help people and
  communities become, and remain, economically
  secure. The Insight Center is based in Oakland,
  California, and was founded in 1969 as National
  Economic Development and Law Center (NEDLC).
• The Insight Center's multidisciplinary approach
  utilizes a wide array of community economic
  development strategies including industry-focused
  workforce development, individual and community
  asset building, establishing the link between
  early care and education and economic
  development, and advocating for the adoption of
  the Self-Sufficiency Standard as a measurement of
  wage adequacy and an alternative to the Federal
  Poverty Line.

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Inclusive Business Initiative

• The Inclusive Business Initiative is the Insight
  Center for Community Economic Developments
  effort to support minority- and women-owned
  business development (MBEs and WBEs,
  respectively), through research, policy analysis,
  and partnerships with the public, private, and
  nonprofit sectors. This initiative is a key
  component of the Insight Center's work to advance
  strategies that build family and community assets
  and help overcome racial and gender wealth gaps.
  We also believe that strengthening the
  development of MBEs and WBEs is a key component
  of the economic development of cities, regions
  and states.
• The Insight Center launched InBiz with a December
  2007 online release www.insightcced.org/index.ph
  p/insight-communities/inbiz and a series of
  research reports that include the first-ever
  policy scan of each states inclusive business
  programs.

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Angel McCormick Franks

• Director, Missouri Office of Supplier and
  Workforce Diversity
• Dealing with Change in the World of Politics

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Missouri Office of Supplier and Workforce
Diversity

• The Office of Supplier and Workforce Diversity
  (OSWD) exists to promote a diversified workforce
  within state government and to assist women and
  minorities in developing opportunities to
  contract with the state, economically empowering
  traditionally underserved communities and
  improving the overall fiscal vitality of the
  State of Missouri.
• To serve as a resource for promoting diversity
  within the state workforce and improving the
  opportunities for women and minorities to access
  state employment opportunities and state
  contracts through excellent service and efficient
  use of resources. OSWD works toward this goal by
  completing the following primary functions
  Certification of Minority/Women Business
  Enterprises (M/WBE), Education and Outreach, and
  Matchmaking Activities.

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When the world gives you lemons.make LEMONADE!
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THE DAY AFTER THE GENERAL ELECTION

• You arise to discover that your candidate has
  lost the election. Since your job depends on a
  particular party, you start worrying. Dont
  panic!!! Take a moment and breathe deep. It is
  now time to take stock of the progress you bring
  to the table.

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TABLE OF CONTENTS

• I. THE DAY AFTER THE GENERAL ELECTION
• II. OUTLINE FOR SUCCESS
• III. THE ONLY SURE THING IS DEATH
• IV. STAY TRUE TO YOURSELF
• V. GOOD HOUSEKEEPING LIST

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THE DAY AFTER THE GENERAL ELECTION

• How did you end up in this predicament? It
  sounded good at the time. Your Governor offered
  to appoint you as Director to the Office of
  Supplier and Workforce Diversity. You say to
  yourself, WOW! What a great opportunity. You
  delve head first into the position without
  thinking.
• Here are your surroundings great upper
  management support, unsure staff, suspicious
  interoffice colleagues and no outside networking
  partners! Hmmmwhat do you do? Take one step
  and day at a time.

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OUTLINE FOR SUCCESS

• Keep a positive attitude!
• Meet each staff member, analyze and listen to
  their ideas. Restructure positions to the staff
  strengths.
• Re-establish disillusioned network partners by
  emphasizing the positive results of
  cross-collaborative ventures.
• Establish structures policies and guidelines.
• Make sure everyone you come in contact with
  realizes his or her WORTH to the OSWD mission.

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THE ONLY SURE THING IS DEATH!

• As mentioned in previous context, I accepted a
  most challenging assignment. However with long
  hours, blood, sweat and a lot of networking, I
  was able to garner the respect of my staff,
  colleagues and outside organization. This
  resulted in a 180 degree turnaround and a
  Community Service Person of the Year Award from
  the Asian American Chamber of Commerce of Greater
  Kansas City.
• A little kindness and understanding go a long way!

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STAY TRUE TO YOURSELF

• Follow the Golden Rule
• Ive found if your up front and honest with all
  you encounter, the same is reciprocated
• Always give 110 or more
• The true superstars are those who go above and
  beyond standard expectations
• Be a champion for others
• It is your social responsibility to education
  those who cannot help themselves
• The A.R. T. Concept
• Accountable
• Reliable
• Transparent
• If you are mindful of accountability, reliability
  and transparency to all you encounter, the
  increased percentage of success rise
  exponentially!

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GOOD HOUSEKEEPING RULES

• Keep all works accessible
• Provide annual reports and other resources
  available online for consumers. This saves time,
  money and promotes transparency.
• Keep ALL channels of communication open to all
  customers, management and colleagues.
• Foster outside network partnerships to save
  resources and incorporate fresh ideas
• Promote line-minded synergies when applicable

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Teo Tijerina

• Executive Director, EDCO Ventures, Austin, Texas
• www.edcoonline.org
• Keep the Momentum Moving! Planning to ensure
  your program continues strong in the face of
  change

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Contents

• EDCO Background
• Key Structures
• Recommendations
• Change Management

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EDCO Ventures Background
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Mission

• To create companies and jobs
• with living wages
• in economically distressed regions

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EDCO Project Selection

• Scope is to facilitate the creation of companies
• High value-added products or services
• Disruptive ideas or technology
• High and fast growth potential
• Criteria
• 5 year revenue target greater than 30 million /
  year.
• Ability to produce jobs with living wages.
• Headquartered in economically distressed region.

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Key Structures Processes
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Founding Documents

• Founding Documents
• High level policy documents that
• - Define Purpose, Organization Founders
• - Undergo little change over time
• - Set High Level Strategy
• - Serve as the guiding principles for
  organizational behavior.
• Founding Documents answer these type of
  questions
• - Why do we exist?
• - What is our mission?
• - What are our goals?
• - What roles should exists?
• - Who is the Director in each role?
• - What strategy should we use?

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Typical Founding Documents

• - Articles of Incorporation
• - IRS F1023
• - Bylaws
• - Organizational Goals (10 Yr)
• - Development Goals (10 Yr)
• - Conflict of Interest Policy

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Process Procedures

• Process Procedures - Get your Ducks in a Row!
• Administrative documents that
• - Provide Instructions on complying to
  requirements.
• - Focus on Execution
• - Are useful for Training Board and Staff
• - Undergo Frequent Change
• Process Procedures answer these type of
  questions
• - How and when should people be trained?
• - How and when can funds be spent?
• - What are Admin Roles and Responsibilities
• - How and when to evaluate employees?
• - What are the vacation days?
• - How are finances tracked and reported?

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Typical Procedures

• Document Control Procedure
• Training Procedure
• Fiscal Administration
• Roles and Responsibilities Matrix
• Travel and Expense Procedure
• Vacation Policy
• Project Tracking and Reporting

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Recommendations
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Recommendations

• Financial
• Strive to Build Assets
• Build an Endowment Immediately
• Create a Rainy Day Fund
• Staff
• Include Staff in Goal Setting
• Use Performance Plans
• Use Quantifiable Metrics when possible
• Focus staff work on results
• Board
• Board adopts on Annual Goals (metrics)
• Annual Board Review of Founding Documents
• Board approves on Annual Budget

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Change
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Change

• Focus on Results
• Resist Negative Change
• Embrace Positive Change
• World is Constantly Changing

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Jeffrey Jones

• Senior Vice President, Bank of America Supply
  Chain Management
• Keep the Momentum Moving
• Planning to Ensure Program Success in the Face of
  Change

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Brief Background

• Bank of America
• Bank of America Supplier Development
• Me

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Supplier Development Organization
Martha Rangel
Supplier Development Mgr.
Jeff Jones
Shawn Washington
Supplier Dev. Mgr.
Sr. Change Mgr.
Steve Massey
Supplier Development
Revenue Enhancement
Communications
Mgr.
Jaymie Mitchell
Jennifer Rabon
Mary Gilliam
Sr. Change Mgr.
Change Mgr.
Communications
Specialist
TJ Lewis
Demetria Massey
Supplier Dev. Mgr.
Business Support
Brian Powers
Paul Burbank
MAP Associate
Supplier Dev. Mgr.
Bank of America

Proprietary

Do not distribute
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Start Out Like You Can Hold Out

• In order to maintain momentum you have to always
  act like this is a brand new initiative and no
  one knows what you are talking about.
• Tribal versus Immigrant Knowledge
• Let facts and data tell your story and emotion
  guide your enthusiasm about your story.
• Your program has to be personality driven but not
  your personality
• Never forget the power of the third person Momma
  said who said
• Here is a secret (dont tell) The third person
  can be a person, place or thing!

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Follow the Money The Link to Market Share

• Always know the business case for your program
• Keep up with the evolution of the case
• Find out whos business case it really is.
• For Instance
• Bank of America sells banking products and
  services to the federal government
• The federal government says we must sub-contract
  to small and diverse suppliers
• Supply Chain is responsible for sourcing
  suppliers
• Supplier Development is responsible for helping
  supply chain source and keep diverse suppliers
• Sowhos business case is this? I said Momma
  said who said

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Initiative Customers

• You have to know who all the customers of your
  program are!
• Use a simple Six Sigma tool called a SIPOC to
  determine who the customers of your process are
• SIPOC means
• Supplier Suppliers and Bank associates who will
  spend money with diverse suppliers
• Input strategies/tactics used to spend money
  with diverse suppliers
• Process the process of spending money with
  diverse suppliers
• Output money spent with diverse suppliers
• Customer who cares about this result
• Heres a big secret dont tell anyone. You
  want to have a relationship with the customers of
  the process

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Critical to Quality (CTQ) A Six Sigma Term

• Identify the customer and what is important to
  them not you!
• Supply Chain management they get great
  suppliers who save us money
• Bank of America Sales Teams Increased revenue,
  they get to be more competitive as they bid on
  banking business with the government, non-profits
  and companies that say diversity is important
  satisfied customers
• Bank of America Lines of Business better
  solutions
• Regulatory Affairs a favorable reputation
• Marketing links to diverse customer groups
• Community Investment Group they are able to
  tell a good story in the community
• Market Leadership Brand Enhancement
• Corporate Diversity Executive they want the
  best diversity story they can get
• The diverse supplier they make money

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We Owe, We Owe, So Off to Work We Go

• Manage your relationships so that you owe someone
  something
• Over time people forget what you are supposed to
  do for them. So remind them of why you are
  engaged with them. It is to meet those CTQs.
• Your customers are not in the business of
  supplier diversity you are - so you have to be
  concerned about the customer meeting their goal
  with supplier diversity included

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How Do We Get This Done

• Integrate and Communicate

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Integrate and Communicate

• Integrate your people with designated sourcing
  teams to drive results
• Management Review of Supplier Diversity
  Performance
• Get it scheduled so someone is asking you for it
• We report quarterly to senior leadership spend in
  dollars, spend, supplier development activities
  etc.
• We use a Six Sigma approach using facts and data
• Communicate how your diverse suppliers are
  performing and how they impact your customers
  CTQ
• Are your diverse suppliers bringing value
  savings, process change etc..
• Remember the more you report on someone elses
  CTQ the more value they see in the program even
  through change!

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Integrate and Communicate

• Communicate your Awards and Integrate with other
  Bank Award Winners
• On internal and external websites we let the
  world know what awards we have won for supplier
  diversity.
• Equally as important we notify our Corporate
  Diversity Executive so that we can be included in
  the overall diversity picture for Bank of
  America.
• Track Media Exposure
• Supplier Diversity at Bank of America has been
  the subject of significant press exposure.
• We share that exposure internally. It gives
  others a sense of ownership and again it gets
  people talking about your program.
• Let me ask a question Do you think corporations
  want to sustain programs that are winning and
  bringing good exposure?

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Integrate and Communicate

• Track and Report on Your Public Policy or
  Community Investment Support.
• Bank of America partners with key stakeholder
  groups around the country NMSDC, WBENC, Insight
  Center Greenlining Coalition, NAACP, Urban
  League, USHCC etc.
• We execute on supplier diversity training in the
  field, participate in trade shows, events and
  meetings with stakeholders
• We also participate in diversity events that
  impact our Community Investment team even though
  the events are supplier diversity
• (Remember program sustainability through change
  results from someone looking for you)

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Integrate and Communicate

• We Track Contribution to Revenue
• We know how many RFPs for Bank services we
  contributed to
• We know how many referrals to our customer sales
  units resulted in business for Bank of America.
• We respond to customer supplier diversity spend
  report

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The End of the Matter

• I wanted to share things that you may not
  necessarily find written in a book somewhere.
• Remember this
• Supplier Diversity is a business imperative that
  has many process customers all who have a desire
  for the program to do well. Sometimes they dont
  remember that is what they want so we remind them
  of what they should expect in order to meet their
  goal and how we are going to help them reach it.
  We use the power of the third person to
  integrate and communicate what is important using
  facts and data. And like good Six Sigma
  practitioners we duplicate this process over and
  over.

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Contact Information

• Jeffrey W. (Jeff) Jones
• 757-728-3711
• Email jeff.jones_at_bankofamerica.com
• www.bankofamerica.com see Bank of America in the
  Community for Supplier Development information

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Corporate signature Do Not print this page. For
projector presentations only.
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The Inclusive Business Initiative

• http//www.insightcced.org/index.php/insight-commu
  nities/inbiz

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The Inclusive Business Initiative

• http//www.insightcced.org/index.php/insight-commu
  nities/inbiz

Missouri OSWD http//www.oswd.mo.gov/ EDCO
Ventures www.edcoonline.org Bank of America
Supply Chain Management www.bankofamerica.com/supp
liers