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Welcome to the Leadership Institute Informational Meeting Excellence is not an accomplishment. It is a spirit, never-ending process. Lawrence Miller The first responsibility of a leader is to define reality. The last is to say thank you. Max DePree Uncertainty will always be a part of the change process Harold Geneen Sharing the Challenges Objectives • • • • • • • • What is the UDETC Leadership Institute? What type of leadership would I develop? What are the application requirements? What are the time, study and service requirements? Where does the Institute take place? Am I eligible? Who are the trainers? Stimulate your thinking about leadership Leadership Institute • A year long program of leadership classes and coaching hosted by the Underage Drinking Enforcement Training Center ( UDETC) at PIRE. • Trainers include PIRE staff and contract trainers in a range of specialties • Two in-person trainings will be held with your class from across the country • 40 hours of class work and many hours of focused community assessment, planning and implementation are involved. Big Picture Problem Solving “The significant problems we face cannot be solved by the same level of thinking we were at when we created them.” Albert Einstein Benefits • An opportunity to build skills in collaborative leadership • Increase proactive strategies and decrease “reactive” programming. • Build relationships and learn from others doing similar work • Coaching from a team of expert knowledgeable in evidence based practices and sustainability. Collaborative Leadership • • • • Servant Leader Model Uses Influence not Authority Team oriented Focused yet Flexible and able to bring several individual view points and agendas into one vision • Big Picture oriented • Acknowledges others at all levels of effort • Values civic engagement – including youth There is no I in Team Communication Cooperation Coordination Commitment Topics Content Process Research based strategies and proven practices Working with media Dynamics of adaptive change to support policy and practices improvement Evaluation and Sustainability Engaging the community in the planning and implementation process Communicating and Facilitating for change Sharpening your leadership tools Group Dynamics Inspiring Accountability Requirements • You are a professional or volunteer working with a EUDL sub-grantee enforcement program or community coalition. • You create a partnership with one law enforcement member and one health professional or community partner. • Obtain advance permission from employer to attend two trainings and next year’s conference. • You show willingness to work collaboratively on a project focused on underage drinking reduction. Application 1. Complete an individual and team application downloadable at www.UDETC.org 2. Do an active needs assessment involving youth and community using interviews, community mapping, surveys or other means of putting a face and dynamic to your statistics. 3. With your team define a specific problem and develop a logic model with discrete steps for addressing it. 4. Review your application w/ EUDL coordinator & include recommendation with your application. What is strategic planning? Strategic Planning involves • conducting a needs assessment to help define the specific manifestations of the problem • crafting a clearly vision and mission • defining success in terms of measurable data • setting goals and objectives for implementation ( ACTION) • aligning resources for sustainability • putting in place a culture of continuous communication and examination • assigning accountabilities Question Why is strategic planning so important? Answer • So you address the most pressing current problem • So you ensure broad-based ownership of your initiative • So your target constituency is consulted • So that people understand specifically what is expected • So that the destination is clear to all involved View from the balcony Who will be involved? • Complete Partnership Assessment Potential Partners • Identify and reach out to all potential stakeholders. Youth Judicial Parents Law Enforcement Prevention Prof Fire Department Coroner Emergency Personnel Legislators Business Roundtable Educators/Counselors Civic and Faith Leaders Pediatricians University Experts Media Hospital/Medical Association Local or State Gov. reps Non-profit Partners Review Needs Assessment • Community profile • Data gathering • Interviews or focus groups with specific people or groups of people including youth Leading through a Process • Engaging in Needs Assessment and Data Collection •Defining the problem •Articulating a Vision • Reaching consensus on a Mission • Setting Goals and Objectives • Strategizing Implementation Defining the Problem • In our rush to solution we often fail to take the time to really define the problem. • Getting consensus on the scope of the problem often really helps get people on board. Different constituents see different parts of the proverbial elephant. • In the sometimes time consuming process of refining the problem statement into operational terms – we can learn a lot about our team process and focus Don’t reinvent the wheel • Brainstorm – Yes! It helps you involve everyone and consider various causes for and perspectives on the issue. Then……. • Determine strategies with evidence behind them and determine how to educate your community about them. http://www.udetc.org/documents/nlc2009/pubs.pdf http://www.udetc.org/documents/nlc2009/p ubs.pdf Facilitating the Process Develop a logic model • Resources: • Kellogg Foundation – Downloadable guide to developing logic models. Example: Underage Drinking Long-Term Outcome Reduce Underage Drinking Intermediate Outcomes Intervention Easy access to alcohol Merchant education Poor enforcement of laws Compliance checks Party patrols Community tolerance Low perception of risk and harm from use Public education campaign involving extensive use of media advocacy Specifics • Goals are specific statements describing what the sites want to accomplish. • Activities/action steps will help accomplish the sites’ goals. (assign accountabilities) Developing a Work Plan to Address Goals Community Name: State: Date: Definition of the Problem: Team Goal: ___________________________________________________ Objective: Activity/Action Steps Responsible Party Media Support Work Plan Template Resources Needed Time Frame Start/End Tracking Measures (Documentation of Progress) Developing a Work Plan for Addressing Underage Drinking Community Name: State: Date: Definition of the Problem: Team Policy Goal: ___________________________________________________ Objective: Activity/Action Steps Responsible Party Media Support Resources Needed Time Frame Start/End Collect Existing Data -Liquor Law Violations -Liquor Licensee Information -Criminal Justice Data Officer Jones None for this activity Access to database By April 17 Gathering Youth Survey data specific to ease of alcohol access at retail stores Local Site Coordinator None for this Activity Access to youth survey results from Health Department By April 21 -Arrange meeting with local prosecutor and district judge to update them on compliance operations Local Site Coordinator, Two parents and teacher None for this activity Summary of grant, studies on importance of compliance operations Set meeting by April 28 Conduct a public policy review -Law and regulations -Policies and practices related to compliance checks Local Site Coordinator None for this activity Access to public and internal documents. By April 21 Officer Jones ABC Agent Tracking Measures (Documentation of Progress) Written or oral commitment to address in court Types of evaluation. • Formative Evaluation includes surveys or critiques of events, focus groups, feedback interviews, logs and journals, mapping, team process meetings, attendance. answers the question: How are we doing? • Outcomes evaluation measures what you have accomplished. Pre and Post data, attitude surveys, knowledge gains, change in individual and group behavior or addition of policy. Did we succeed? Evaluation Thinking • Envision your goal clearly. What will things look like if you succeed? • What would be measurably different? • A few steps earlier – what would be measurably or observably different? • How will you know what obstacles are there going to be and how you will address them? • What are intervening variables? hurricane Plan Backwards But be flexible and forward thinking. Map your strategies when possible. What do I do now? • Gather information and best practices at this conference • Convene your current or potential coalition at home immediately following the conference and do your current community needs assessment. • Define the problem and draft an action plan with your team. • Identify a law enforcement team leader and a community team leader. Submit your application • By September 30th submit your team application including a logic model and suggested goals. • Also submit 2 individual applications with bios for your team leaders. • Request a letter of recommendation from your EUDL State Coordinator ( suggest submitting action plan to her for review prior to request). Address Attention: Martha Johns UDETC at PIRE Suite 900 11720 Beltsville Drive Calverton MD 20705 www.UDETC.org Institute click on Leadership The End! Thanks for coming! We look forward to your applications. Forms will be posted on www.UDETC.org next week!