4Results Together Association of University Centers on Disabilities

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4Results TogetherAssociation of University
Centers on Disabilities
FORGING NEW PARTNERSHIPSMaking Them Work
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LAYING THE GROUNDWORK
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IRISH FABLE

• A traveler stopped a farmer to ask directions to
  a town. The farmer replied Its only twenty
  miles, but I wouldnt start from here.

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NATIONAL NETWORKS

1. AUCD (Association of University Centers on
   Disabilities)
2. 64 UCEDDs (University Centers for Excellence in
   Developmental Disabilities Education, Research
   Service)
3. 35 LENDs (Leadership Education in
   Neurodevelopmental and Related Disabilities)
4. 19 DDRCs Developmental Disabilities Research
   Centers

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AUCD
Examples

1. Provides networking and information sharing
   venues for the Centers
2. Manages, awards and monitors multiyear grants on
   RTOIs (with CDC)
3. Develop and test prototype Pediatric Medical
   Units and expedited selection process (with SSA)
4. Operates a National Service Inclusion Project
   (with Boston UCEDD and Corporation for National
   Community Service) to perform community service

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64 UCEDDs
Examples

1. Provide pre-service preparation
2. Perform services TA, community education, direct
   services
3. Engage in research and information dissemination
4. Increase the independence, productivity and
   community integration of individuals with
   developmental disabilities

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35 LENDs
Examples

1. Improve healthcare delivery system for children
   with developmental disabilities
2. Provide interdisciplinary education to health
   professionals which emphasizes service
   integration
3. Provide health professionals with skills to
   foster community partnerships
4. Promote innovative practice models that enhance
   cultural competency and family-centered
   approaches to care

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19 DDRCs
Examples

1. Prevent and treat disabilities through biomedical
   and behavioral research
2. Conduct multidisciplinary and innovative research
   on developmental disabilities
3. Train scientific investigators and clinicians
4. Seek solutions to practical issues and problems

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ISSUES FACING THE CENTERS

• Years of outstanding experience in doing
  outstanding work
• Need to nourish present partnerships while
  addressing changing needs
• Must stay relevant
• Contraction in traditional funding streams
• Devolution of responsibility from Feds to States
• Changing demographics anad cultural relevance
• Technological changes

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CURRENT AND NEEDED PARTNERS

1. Federal funders
2. State funders
3. State and local government agencies
4. Universities and colleges
5. Departments of education
6. State and local health and social service
   agencies

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CURRENT AND NEEDED PARTNERS

• Advisory groups
• Consumers
• State Medicare and Medicaid offices
• Housing and transportation services
• Ethnic and minority advocacy organizations
• Business and philanthropy

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• The future aint what it used to be.

Yogi Berra

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RESOURCES

• From REVENUE

To RISK MANAGEMENT
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LEADERSHIP IMPLICATION

• Promoting risk promotes the greatest number of
  opportunities.

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SIX STRATEGIES
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• Pay attention to the questions you need to ask,
  not the answersyou want to hear.

Len Hirsch

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SIX STRATEGIES
One TAP PERSONAL ASSETS
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• Curious things, habits. People themselves never
  knew they had them.

Agatha Christy

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PASSION SOURCES

• CUSTOMS
• LANGUAGES
• PREFERENCES
• Begetting Becoming Being Bequeathing

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PASSION SOURCES

• CUSTOMS
• LANGUAGES
• PREFERENCES
• Begetting Becoming Being Bequeathing
• CAPABILITIES

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ASSETS

• Authority
• Connections
• Expertise
• Facilitation
• Personality

• Reputation
• Resources
• Rewards

• Confrontation

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CELEBRATE

• Each person!
• All steps!
• Every success!
• All the time!!

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LEADERSHIP IMPLICATION

• Talk up the people involved before talking about
  the results to be achieved.

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SIX STRATEGIES
Two INVOLVE ALL PEOPLE
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• Leadership springs up at the intersection of
  personal passions and public problems.

Barbara Crosby

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• Being a man or a woman is a matter of birth.
  Making a difference is a matter of choice.

Patricia Russell-McCloud

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INTENSITY OF RELATIONSHIPS
Cooperation
Coordination
Collaboration
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SELECTED INVOLVEMENT
RIGHT LEVEL, RIGHT PLACE, RIGHT TIME, RIGHT WORK
PARTNERSHIP
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LEADERSHIP IMPLICATION

• Involve people in different ways the right
  people in the right place at the right time
  doing the right work.

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SIX STRATEGIES
Three MAP RESULTS STRATEGIES
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EVALUATION
E In
VALUE Valor/Strength
EVALUATION
Finding strength in what we do
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STRATEGIC MAP
Desired End-Point
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ROI RETURN ON INVESTMENT
Obtain a return on our investment
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LEADERSHIP IMPLICATION

• Keep the strategic map in front of everyone at
  all times in all places. Its the glue that
  holds the collaboration together.

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SIX STRATEGIES
Four INCORPORATE SELF-INTERESTS
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INCORPORATING SELF-INTERESTS
RESULTS
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• God protect me fromself-interest masquerading
  as moral principle.

Mark Twain

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• Self-interest is the prime mover of people.

Saul Alinsky

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SELF-INTEREST

• Self-interest is not good or bad. It has to be
  acknowledged, not denied.

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LEADERSHIP IMPLICATION

• Acknowledge and incorporate self-interests.They
  are powerful tools.

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SIX STRATEGIES
Five IMPLEMENT STRATEGIC ACTIONS
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EFFECTIVE MEETINGS

1. Know the purpose
2. Choose the facilitator
3. Set the stage
4. Create the context
5. Manage the information

• Set ground rules
• Focus the discussion
• Keep action minutes
• Evaluate and celebrate
• End on time

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KEEP ACTION MINUTES

• Attendance
• Decisions Made
• Responsibilities Taken
• Progress Made
• Purpose of Next Meeting

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LEADERSHIP IMPLICATION

• Take action more quickly by planning meetings and
  making decisions more carefully.

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SIX STRATEGIES
Six ALIGN INDIVIDUAL RESPONSIBILITIES
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TRUST/CONFLICT
Trust
Conflict
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TRUST IS NOT

• Liking
• Being Liked
• Getting My Own Way

?
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TRUST IS

• RELIANCE Well do what we say well do,
  competently
• SUCCESS Well achieve what we say well achieve,
  knowledgably

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• When the elephants fight, the grass suffers.

Kikuyu People

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CONFLICT

• The feet are in agreement
• African saying

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• Conflict is working through a difference of
  opinion. Fighting is the avoidance of conflict.

Len Hirsch

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PERFORMANCE CHECKLIST

• 1. Personal assets tapped
• 2. All people involved
• 3. Results strategies mapped
• 4. Self-interests incorporated
• 5. Strategic actions implemented
• 6. Individual responsibilities aligned

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LEADERSHIP IMPLICATION

• Build trust, encourage conflict and align
  roles.We are most effective in our
  differences,not in our similarities.

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In the End is Our Beginning
PERSEVERANCE AND AUDACITY GENERALLY WIN