from the institute
AWB Institute Approaching the Launch of Bold , New Agenda
Mike Schwenk
Over the last six months , longer truth be known , there has been an effort underway to rethink the AWB Institute . Much has been accomplished updating AWB over the last several years , proving it never hurts to ask if the time has come for a refresh . In the case of AWB , that has certainly proved to be invaluable and timely . Considering all this — AWB ’ s mission , vision , strategic plan and brand update — we are convinced that now is the time the AWB Institute deserves a similar look .
The good news as we embark on AWBi ’ s ( as I like to refer to it ) update is that we are not fixing something that is broken . The Institute enjoys a solid set of well executed programs working with the state ’ s community and technical colleges on workforce issues , launching and running Leadership Washington , hosting AWB ’ s annual manufacturing awards ceremony and conducting major events such as the Manufacturing Day programs . The question is much more about tomorrow . As Peter Drucker reminded us who live in the business world , it is paramount to ask not only what business we are in , but what business should we be in .
And so , we have been asking those questions about AWBi . As you might imagine , we are stepping out boldly . We intend the Institute to serve as the solutions arm of AWB — to be the place where diverse ideas from many stakeholders all over the state can be brought to bear on the major challenges facing this state .
Some of those are new . Many are old . All will take time to solve . But the Institute will not operate based on the calendar or clock of the state Legislature . It is intended to address issues that have been decades in the making and may take decades to resolve . Those solutions may not even intersect with Olympia . If they do , the AWB government affairs team will be there to pick up the cause and lead the way .
As of this writing , there is a draft strategic plan for the Institute , including proposed modifications to the mission and vision . There is a framework for creating a new board of directors , and recruitment has begun . There is an operational model for engaging at all levels across the entire state . There is a game plan for funding . And there is a plan to look nationally at the best practices in other states — which will occur by visiting those places this summer . All of this is designed to come together at a “ new ” Institute kickoff event in the fall . Your executive committee and board have been briefed and have concurred with the direction we are taking .
And what of you , the AWB member ? Well , we will soon start a communication outreach program to begin soliciting from you those issues that are top-of-mind as the biggest problems this state faces — and , solicit your thoughts about how they can be rectified .
What will we do with all this input ? We intend to create a bold vison for this state . We intend to have it prepared before the next gubernatorial election . And we intend to lead by having AWB present this vision with the expectation that the state ’ s elected leadership-to-be must respond to it . In short , we are going to be out in front , we are going to implement , we are going to hold ourselves accountable for progress , and we are going to expect elected leadership to react and respond accordingly .
So put your thinking caps on . Not so much about the problems we face — you share those collectively every year as AWB interacts with its members . Far more importantly , think about what you , us , we can and should do to solve them .
14 association of washington business