Transcript Engaging University Communities in Environmental Change

Campus/Community
Engagement Through
Informed Deliberation:
The NU Directions
Experience
Linda Major
NASPA Strategies Conference –
Alcohol Abuse Prevention &
Intervention
Boston, MA
January 23, 2009
“A Matter of Degree”
• $700,000.00 five-year grant funded by the Robert
Wood Johnson Foundation; $500,000.00 four-year
extension
• Administered by the American Medical Association
• University of Nebraska-Lincoln one of 10 universities
selected nationwide to pilot new strategies
• Evaluated by the Harvard School of Public Health
• Directed by a campus-community coalition
• Environmental approach
• Visible and vocal campus and community leadership
Resources
• Deep Change: Discovering the Leader Within,
Robert E Quinn (1996)
• Building the Bridge As You Walk On It: A Guide
for Leading Change, Quinn (2004)
• Change the World: How Ordinary People Can
Achieve Extraordinary Results, Quinn (2000)
• The Speed of Trust, Stephen Covey (2007)
• The Art of Engagement: Bridging the Gap
Between People and Possibilities, Jim Haudan
(2008)
Robert Quinn’s Model of Four Change Strategies (2000)
Level 4:
The Transforming Strategy
Transcend self; emphasis on emergent
reality
Level 3:
The Participating Strategy
Open dialogue; emphasis on relationship
Level 2:
The Forcing Strategy
Level 1:
The Telling Strategy
Leveraging behavior; emphasis on
authority
Rational persuasion; emphasis on
facts
Strategies in Action: Traditional AOD Prevention
Level 1:
The Telling Strategy
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Alcohol & other drug education programs
Peer education
Epidemiology-driven reports
Social norms marketing
Strategies in Action: Traditional AOD Prevention
Level 2:
The Forcing Strategy
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Substance prohibition/control
Zero tolerance policies
Hospitality beverage control
Increased enforcement efforts
Adjudicating AOD-related behaviors
Emerging Strategies: AODV Prevention
Level 3:
The Participating Strategy
• Campus-Community task forces and
coalitions
• Public forums on AODV
• Broad stakeholder involvement in
addressing issues
Informed Deliberation
• A process where stakeholders are
educated around a set of data and
perspectives about a problem
• Perspective sharing broadens
understanding for all stakeholders
• All stakeholders participate in
collaborative problem-solving with new
understanding of the issues
The Transformational Perspective
• First step to transforming a community is
transforming my own thinking as a leader
• Fundamental paradigm shift about the
community and its issues
– My understanding of the problem from multiple
stakeholder perspectives
– My vision and beliefs about the outcome of change
– My collaboration with a broad range of others by
identifying the talents, skills and interests they
bring to the table
– My comfort with chaos
– A matter of integrity: clarifying my motivations and
my own perspectives
Employing Quinn’s Perspectives to Create A Model of
Community Organizing for AODV Environmental Change
The transcending
frame enables
coalition leaders and
members to think
broadly about
collaborating
between interests,
recognizing the
needs and concerns
of others, and
operating from a
vision of abundant
opportunity
The Participating Strategy
The Forcing Strategy
The Telling Strategy
TRANSCENDING FRAME
All three
Strategy
choices
are viable
when
appropriate
to the
situation
and
objective
Coalition Philosophy
• Focus efforts toward reducing high-risk
alcohol consumption across undergraduate
population, with a special emphasis on the
first and second year
• View high-risk drinking as a shared
responsibility
• Utilize an inclusive process, student
participation essential
• Adopt a comprehensive approach
incorporating both individual and
environmental strategies
Using the Power of Data
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Police Reports/GIS Maps
Student Self-Report Data
Neighborhood Complaints
Focus Groups
Market Trends
Student Retention Data
Last Drink Data
Anecdotes and Stories
Self-Reported Location of Consumption
100
90
80
70
Residence Hall
Greek House
Off-Campus Party
Bar or Restaurant
60
50
40
30
20
10
0
1999
2002
2004
2008
2007 Wild Party Density
2007 Wild Party Dispatches by Day of Week
2007 Wild Party Dispatches by Time of Day
2007 Wild Party Dispatches by Time of Day
Resident Roundtable Project
• Based on “study circle” process
• Organized meetings comprised of 5 – 10 neighborhood
participants
• Meetings facilitated by Leadership Lincoln members
• Critical questions used to guide discussion
• Process moved participants from personal experience
to multiple perspectives to strategy development
• Themes emerged that were common across
neighborhoods
– Physical environment
– Safety
– Attitudes and perceptions
Great Neighbors Campaign
Great Neighbors Campaign
• University sponsored
service projects
• Revise lease policies
• High profile campaigns
• Multiple enforcement
strategies
• Share police reports with
landlords
• Disorderly house
citations to noncompliant
landlords
• UNL Code of Conduct
applied to off-campus
violations
Wild Party Patrol
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Identify Locations
GIS Mapping
Posted Advertisements
Coordination with UNLPD
Dispatched Calls for
Service
• Party House List-from
prior complaints
• On view observations by
officers
Tactics
• Undercover and
Uniform up to 8
officers
• Sergeant
• Written Wild Party
Guidelines
• Opportunity to
eliminate problem
• If problem persists,
make all possible
arrests
• Evidence
Changing Attitudes and Perceptions
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Capture the story of the North Bottoms
neighborhood within one 24-hour period
surrounding the home football game
using student photographs
Morning. Noon. Evening. Night. We want
to tell the entire 24-hour story of a
neighborhood, its residents, and the
impact of having the state’s flagship
university and largest sports arena right
next door.
UNL students can enter as many as 12
photographs. A total of 24 photographs
depicting different hours of the day will
be chosen. Selected photographs will be
part of a travelling exhibit throughout the
UNL campus and in the Lincoln
Community. Cash prizes will be awarded
to the top three selections.
Resident Roundtable Project
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Student Code of Conduct
– Maintaining a disorderly
house
– Selling alcohol without a
license
– Procuring for minors
Increased Fines/Consequences
Communication between LPD
and Landlords
Maintaining a disorderly house
citation
Contact with the city’s Internal
Liquor Committee and law
enforcement
Identified as problem oriented
policing project
Voluntary landlord intervention
initiative
Disorderly House Citations
2004 – 2005
Lincoln Police Department Dispatches to Party Complaints
City Wide
1999 – 2000
Academic Year
1085
2000 – 2001
Academic Year
1103
2007 – 2008
Academic Year
1026
66
44
44
North Bottoms
Neighborhood
77
51
53
Clinton
Neighborhood
174
184
Northwest Team 216
Area
196
186
145
Center Team
Area
Neighborhood residents report an improved quality of life, significant
decrease in wild party complaints and a positive collaborative relationship
with area colleges and universities
Drinking Trend for All Students
70
60
50
40
30
20
10
0
1997
2000
2002
Does not binge
2004
Binge
2006
2008
Binge Drinking Rate
1997-2008
40
35
30
25
20
15
10
5
0
1997
2000
2002
Abstainers
Occasional binge drinker
2004
2006
Drink, does not binge
Frequent binge drinker
2008
Primary Effects
1997-2008
80
70
60
50
40
30
20
10
0
1997
2000
2002
2006
2008
Secondary Effects
1997-2008
70
60
50
40
30
20
10
0
1997
2000
Insulted/Humiliated
Study/Sleep Interrupted
2002
2008
Babysit a Drunken Student
Unwanted Sexual Advance
High School and College Drinking Behavior
1997-2003
50
45
40
35
30
25
20
15
10
5
0
1997
1999
2000
2001
2002
Did not binge in high school or college
Did not binge in high school/binged in college
Binged in high school/did not binge in college
Binged in high school and college
2003
Suggested Reasons for NU Directions Success
• Coalition staff and members understood and appreciated
community organizing and environmental management
• The focus remained on reaching consensus among
stakeholders though meaningful dialogue
• Commitment to continuously scanning the environment for
emerging trends and/or opportunities
• To accommodate the fluid environment, strategic plans
remained flexible
• Coalition members took advantage of unanticipated
opportunities to forward agenda
• Strategic use of communications critical to coalition
success
• Full utilization of resources available on campus and in the
community
• The coalition publicly celebrated positive change
Linda Major
[email protected]
402/472-2454
NU Directions
www.nudirections.org
Slide design © 2007, The Board of Regents of the University of Nebraska. All rights reserved.