Keeping the FLAME alive

Transcription

1 Keeping the FLAME alive A meeting about meetings and coalition development Jessica Gargus, M.Ed., CHES Christal Dent, MSOL, PS, CHES

2 INTRO Coalition and committee work Jessica Gargus, M.Ed., CHES Chair STEP UP! Past A-TEAM Chair Title IX Content and Curriculum Committee Chair Peer Educators Advisor Christal Dent, MSOL, PS, CHES Chair A-TEAM Community Coalition Chair for Asthma Healthcare Committee Chair: Coalition for Tobacco Free Utah

3 OBJECTIVES > Understand various types of coalitions > Identify factors that inhibit coalition success > Identify strategies to improve coalition meetings

4 FOCUS LEADERSHIP ACTION PLAN MAINTENANCE EVALUATE

5 FOCUS A coalition can: > concentrate the community's focus on a particular problem > create alliances among those who might not normally work together > keep the community's approach to issues consistent.

6 FOCUS > Advisory committees generally provide suggestions and technical assistance to an individual or institution, but do not make final decisions. > Alliances and consortia typically have broad policy-oriented goals and usually consist of organizations and coalitions, as opposed to merely individuals. > Commissions usually consist of individuals appointed by official bodies. > Networks are loose-knit groups formed primarily for the purpose of resource and information sharing. > Task forces often come together to accomplish a specific series of activities at the request of an overseeing body. > Associations generally are formed by professionals or people with common interests; these tend to have a formal structure

7 LEADERSHIP STRUCTURE > DEPENDENT UPON TYPE OF COMMITTEE Chair/Co-chair Steering Committee Subcommittees Flat > POSITION SELECTION Job title Individual strength/expertise Voluntold (appointed) Volunteer Cluster

8 LEADERSHIP ROLE OF THE LEADER > VISION Ensure stakeholders are broad enough to include diverse viewpoints Transformational Leaders are change agents who achieve outcomes beyond expected; create and articulate clear organizational vision; empower others to achieve at higher standards; lead as peer problem solvers; and build broad-based involvement and participation (Chrislip & Larson, 1994; Northouse, 2001).

9 LEADERSHIP ROLE OF THE LEADER AM I A TRANSFORMATIVE LEADER 1. I let go of things others can do. 2. I encourage new ideas, problem solving and risk taking. 3. I ensure that people have goals and know how they are doing 4. I delegate to challenge, develop and empower others. 5. I coach others to ensure success. 6. I reinforce good work and attempts. 7. I share information, knowledge and skills 8. I value, trust and respect each individual. 9. I provide support without taking over. 10. I practice what I preach.

10 ACTION PLAN VISION MISSION GOALS STRATEGIES

11 ACTION PLAN OVERALL GOAL COALITION ACTION PLAN WORK GROUP OBJECTIVES: Obj. # Action Strategy/Major Steps Needed (include timelines) Defining Success (Specific outcomes, by when) Partners Resources Barriers 1 2 3

12 ACTION PLAN MISSION CREEP A gradual shift or broadening of original objectives.

13 MAINTENANCE MAINTAIN MOTIVATION > Provide members with meaningful tasks that are suited to their interests and abilities. > Conduct regular member orientations to the coalition and its activities that includes: mission statement, goals, action plans, and roles and expectations of coalition members. > Conduct formal and informal training on a regular basis that gives members the knowledge and skills needed to be effective partners. > Recognize and accommodate members personal needs as much as possible. > Recognize members by simply thanking them to offering tangible rewards and incentives for continued participation. Some members may want public recognition, while others prefer a personalized, one-on-one form of recognition. > Seek feedback from members as goals and action plans are updated or to make sure that they make sense to those who will execute them.

14 MAINTENANCE EFFECTIVE MEETINGS

15 MAINTENANCE EFFECTIVE MEETINGS Set dates in advance Send reminders Send agenda with supporting documents Talk to members prior to meeting to gain consensus Choose a convenient, appropriately sized location with a chair for everyone Provide introductions Start and end on time Focus discussion

16 MAINTENANCE EFFECTIVE MEETINGS A-TEAM providing a 10 min training per meeting for prof. development keeps group on the same page with best practices, deeper understanding of what we do. Help coalition understand some of our strategic plan initiatives or upcoming events. August: Types of Coalitions/Purpose of A-TEAM Coalition September: Effectiveness of Screening Tools October: Prescription Misuse November: Prevention Efforts within the Community December: Marijuana January: Social Norms February: Strategic Plan Update March: Biennial Review Requirements April: Missouri Assessment of College Health Behavior May: SWOT analysis June: Retreat

17 MAINTENANCE SUSTAINABILITY What do we want to sustain? Funding source Coalition membership Progress on strategic plan

18 MAINTENANCE SUSTAINABILITY > STEP UP! committee members commit to 2 years of service. This timeframe gives new members ample time to become acquainted with the committee and accomplish subcommittee goals before leaving. > Members terms will be staggered, meaning new members will be on-boarded each year. This staggering will happen naturally as new members join at different times. > Membership for some individuals is necessitated by their job descriptions. These individuals will maintain permanent membership on the committee. If a permanent member leaves his or her position, the committee vacancy will be filled by the new occupant of the position. Membership Cycle > The two year term of service will begin on June 1st and end on May 31st two years later. Membership will be tracked by the support staff member in the office of Student Wellness (CDSW). > New members will be on-boarded during the annual STEP UP! retreat in June. New members will be introduced, view the current STEP UP! bystander intervention training, become familiarized with the charge of each subcommittee, and select a team to join. > Upon occupancy of a vacant committee position, new members will receive an on-boarding letter that outlines the terms of service, the subcommittee in which they will join, and contact information of the team leader. > Members who are not permanent members of the committee are encouraged to identify a replacement before the end of their terms. If a member chooses to leave before the end of the term limit, notice will need to be given to the chair of the committee, along with suggestions for a replacement. The committee chair or implementation/engagement subcommittee team leader will then help facilitate outreach to the potential replacement(s). > Individuals may renew membership up to three terms in a row with the approval of the committee chair.

19 MAINTENANCE SUSTAINABILITY Current permanent members include: > Health Educator > A member of Institutional Equity, Diversity & Inclusion > Assistant Director of Counseling, Disability Support, and Student Wellness > Program manager for Risk Management > Chair of the bystander engagement working group of the Title IX Strategic Curriculum Committee Representation: There are certain departments or areas of campus that should always have representation on the committee but does not require a specific position to be on the committee. These areas are: Athletics Counseling, Disability Support, and Student Wellness Dean of Students Office Faculty Graduate Studies Greek Life Institutional Equity, Diversity, and Inclusion International Affairs International Student Advisory Council Leadership and Cultural Programs Marketing and Communications New Student Programs Residential Life St. Pat s Board Student Council (The Diversity Liaison) Student Diversity, Outreach, and Women s Programs Student Health Student Life Student Representatives Undergraduate Studies University Police The areas in bold currently are not represented on the committee. The implementation and engagement subcommittee is charged with the recruitment with new members for STEP UP!

20 MAINTENANCE WHAT NEEDS TO BE MAINTAINED? > The coalition's vision, mission and objectives > The basic governance and operating rules of the coalition > The coalition leadership > The coalition membership > The division of labor > The coalition's funding > The coalition's visibility in the larger community > The coalition's public support > The coalition's strategic and action plans > The coalition's actions and results ctb.ku.edu

21 EVALUATE COALITION ACTION PLAN OVERALL GOAL WORK GROUP OBJECTIVES: Obj. # Action Strategy/Major Steps Needed (include timelines) Defining Success (Specific outcomes, by when) Partners Resources Barriers 1 2 3

22 EVALUATE EXAMPLE COALITION ASSESSMENT > How long have you served on the A-TEAM? > How many committee meetings have you attended in the past 12 months? > In the average month, how many hours of your time have you given to the A-TEAM? > In the average month, how many hours of your time have you spent on committee related work outside of regular meetings (e.g. attending activities, preparing for meetings, subcommittee meetings, trainings, paperwork, etc.)? > Is your participation in the A-TEAM: Voluntary, Part of your job, Leader of the committee? > I am familiar with the mission of A-TEAM. > I find it hard to speak in committee meetings. > My abilities are effectively used by the committee. > I can effectively communicate the purpose of A-TEAM to those outside of the committee? > In your opinion, how strong is the coalition?

23 EVALUATE WHAT ARE ALTERNATIVES TO MAINTENANCE? > Growing > Spinning off > Changing focus > Cutting back > Ending > Staying the way you are ctb.ku.edu

24 FOCUS LEADERSHIP ACTION PLAN MAINTENANCE EVALUATE Questions: studentwellness.mst.edu