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4Results Together Association of University Centers on Disabilities

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Title: 4Results Together Association of University Centers on Disabilities


1
4Results TogetherAssociation of University
Centers on Disabilities
FORGING NEW PARTNERSHIPSMaking Them Work
2
LAYING THE GROUNDWORK
3
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.

4
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

5
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

6
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

7
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

8
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

9
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

10
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

1
11
CURRENT AND NEEDED PARTNERS
  • Advisory groups
  • Consumers
  • State Medicare and Medicaid offices
  • Housing and transportation services
  • Ethnic and minority advocacy organizations
  • Business and philanthropy

2
12

  • The future aint what it used to be.

Yogi Berra

13
RESOURCES
  • From REVENUE

To RISK MANAGEMENT
14
LEADERSHIP IMPLICATION
  • Promoting risk promotes the greatest number of
    opportunities.

15
SIX STRATEGIES
16

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

Len Hirsch

17
SIX STRATEGIES
One TAP PERSONAL ASSETS
18

  • Curious things, habits. People themselves never
    knew they had them.

Agatha Christy

19
PASSION SOURCES
  • CUSTOMS
  • LANGUAGES
  • PREFERENCES
  • Begetting Becoming Being Bequeathing

20
PASSION SOURCES
  • CUSTOMS
  • LANGUAGES
  • PREFERENCES
  • Begetting Becoming Being Bequeathing
  • CAPABILITIES

21
ASSETS
  • Authority
  • Connections
  • Expertise
  • Facilitation
  • Personality
  • Reputation
  • Resources
  • Rewards
  • Confrontation

22
CELEBRATE
  • Each person!
  • All steps!
  • Every success!
  • All the time!!

23
LEADERSHIP IMPLICATION
  • Talk up the people involved before talking about
    the results to be achieved.

24
SIX STRATEGIES
Two INVOLVE ALL PEOPLE
25

  • Leadership springs up at the intersection of
    personal passions and public problems.

Barbara Crosby

26

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

Patricia Russell-McCloud

27
INTENSITY OF RELATIONSHIPS
Cooperation
Coordination
Collaboration
28
SELECTED INVOLVEMENT
RIGHT LEVEL, RIGHT PLACE, RIGHT TIME, RIGHT WORK
PARTNERSHIP
29
LEADERSHIP IMPLICATION
  • Involve people in different ways the right
    people in the right place at the right time
    doing the right work.

30
SIX STRATEGIES
Three MAP RESULTS STRATEGIES
31
EVALUATION
E In
VALUE Valor/Strength
EVALUATION
Finding strength in what we do
32
STRATEGIC MAP
Desired End-Point
33
ROI RETURN ON INVESTMENT
Obtain a return on our investment
34
LEADERSHIP IMPLICATION
  • Keep the strategic map in front of everyone at
    all times in all places. Its the glue that
    holds the collaboration together.

35
SIX STRATEGIES
Four INCORPORATE SELF-INTERESTS
36
INCORPORATING SELF-INTERESTS
RESULTS
37

  • God protect me fromself-interest masquerading
    as moral principle.

Mark Twain

38

  • Self-interest is the prime mover of people.

Saul Alinsky

39
SELF-INTEREST
  • Self-interest is not good or bad. It has to be
    acknowledged, not denied.

40
LEADERSHIP IMPLICATION
  • Acknowledge and incorporate self-interests.They
    are powerful tools.

41
SIX STRATEGIES
Five IMPLEMENT STRATEGIC ACTIONS
42
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

43
KEEP ACTION MINUTES
  • Attendance
  • Decisions Made
  • Responsibilities Taken
  • Progress Made
  • Purpose of Next Meeting

44
LEADERSHIP IMPLICATION
  • Take action more quickly by planning meetings and
    making decisions more carefully.

45
SIX STRATEGIES
Six ALIGN INDIVIDUAL RESPONSIBILITIES
46
TRUST/CONFLICT
Trust
Conflict
47
TRUST IS NOT
  • Liking
  • Being Liked
  • Getting My Own Way

?
48
TRUST IS
  • RELIANCE Well do what we say well do,
    competently
  • SUCCESS Well achieve what we say well achieve,
    knowledgably


49

  • When the elephants fight, the grass suffers.

Kikuyu People

50
CONFLICT
  • The feet are in agreement
  • African saying

51

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

Len Hirsch

52
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

53
LEADERSHIP IMPLICATION
  • Build trust, encourage conflict and align
    roles.We are most effective in our
    differences,not in our similarities.

54
In the End is Our Beginning
PERSEVERANCE AND AUDACITY GENERALLY WIN
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