4Results Together Association of University Centers on Disabilities

1. 4Results TogetherAssociation of University Centers on Disabilities FORGING NEW PARTNERSHIPS:Making Them Work

2. LAYING THE GROUNDWORK

3. IRISH FABLE A traveler stopped a farmer to ask directions to a town. The farmer replied: “It’s only twenty miles, but I wouldn’t start from here.”

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

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

6. 64 UCEDDs Examples: • Provide pre-service preparation • Perform services: TA, community education, direct services • Engage in research and information dissemination • Increase the independence, productivity and community integration of individuals with developmental disabilities

7. 35 LENDs Examples: • Improve healthcare delivery system for children with developmental disabilities • Provide interdisciplinary education to health professionals which emphasizes service integration • Provide health professionals with skills to foster community partnerships • Promote innovative practice models that enhance cultural competency and family-centered approaches to care

8. 19 DDRCs Examples: • Prevent and treat disabilities through biomedical and behavioral research • Conduct multidisciplinary and innovative research on developmental disabilities • Train scientific investigators and clinicians • 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. Federal funders State funders State and local government agencies Universities and colleges Departments of education State and local health and social service agencies CURRENT AND NEEDED PARTNERS #1

11. Advisory groups Consumers State Medicare and Medicaid offices Housing and transportation services Ethnic and minority advocacy organizations Business and philanthropy CURRENT AND NEEDED PARTNERS #2

12. “ The future ain’t 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 BegettingBecoming BeingBequeathing

20. PASSION SOURCES • CUSTOMS • LANGUAGES • PREFERENCES BegettingBecoming BeingBequeathing • CAPABILITIES

21. Authority Connections Expertise Facilitation Personality Reputation Resources Rewards ASSETS • 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. Core Initiation Collaboration Coordination Cooperation 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. It’s the glue that holds the collaboration together.

35. SIX STRATEGIES Four:INCORPORATE SELF-INTERESTS

36. Self-Interests Self-Interests 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. Know the purpose Choose the facilitator Set the stage Create the context Manage the information Set ground rules Focus the discussion Keep action minutes Evaluate and celebrate End on time EFFECTIVE MEETINGS

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:We’ll do what we say we’ll do, competently SUCCESS:We’ll achieve what we say we’ll achieve, knowledgably =

49. “ When the elephants fight, the grass suffers. Kikuyu People ”

50. CONFLICT The feet are in agreement African saying