Project Directors and Coordinators: Facilitating the Process Barbara Paradiso Shannon Collins Training and Technical Assistance Institute II June 9, 2016 FY 2015 Grants to Reduce Sexual Assault, Domestic Violence, Dating Violence and Stalking on Campus Program 

Our Work for Today Session Goal: Clarify and provide support for the role of the Project Director/Coordinator in carrying out the OVW Campus Program project. Session Objectives:  Articulate the role of the Project Director/Coordinator in facilitating the implementation of the grant project. Identify challenges experienced by grantees in carrying out that role successfully and consider potential solutions. Understand the meaning, value, challenges, and benefits of campus and community engagement. Explore strategies for engaging CCRT and facilitating collaborative ownership of the grant project.

Small Group Exercise: In teams of three, discuss the following questions: What role do you believe you play as Project Director/Coordinator for your campus? For the CCRT? What three words would you use to describe your role? How does the role you play impact the focus of your work? What expectations do you believe others have of you in your role as Project Director/Coordinator? What are the greatest challenges you are facing as a Project Director/Coordinator?

Hersey & Blanchard: Leadership Styles Telling Selling Participating Delegating S1 S2 S3 S4 Source: Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition– Utilizing Human Resources. New Jersey/Prentice Hall

Quick Talk! In your team of three – Discuss which of the four leadership styles you naturally gravitate towards. Is there diversity among those at your table? Any surprises?

Hersey & Blanchard: Levels of Maturity Low competency; low motivation Low competency; high motivation High competency; low motivation High competency; high motivation M1 M2 M3 M4 Source: Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition– Utilizing Human Resources. New Jersey/Prentice Hall

Leadership Approaches Source: Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition– Utilizing Human Resources. New Jersey/Prentice Hall

Small Group Exercise: In your teams of three, discuss the following questions: Which leadership style is most comfortable for you as an individual? Which maturity level do you believe your CCRT is at this time? Which leadership approach might be most effective given the current situation?

We created a large and diverse CCRT… now what do we do with it?

Barriers to team engagement… High staff turnover Power dynamics within the group Power dynamics outside of the group Staff burnout Knowledge and Expertise

Importance of Team Engagement and Self-Reliance It is the mechanism for sustainability. People are more likely to carry out work they choose to do. Engagement provides social support and builds allies. When team members are engaged, we feel connected to one another and the work. When one or two people do the work, they are easily scapegoated if something goes wrong. The job is simply too big for any one or two people to do alone. Our stakeholders are our information source

Strategies for Engagement Teams should define the scope of the work. Team members should articulate how they want to contribute to the work.

Examples of Strategies of Engagement Storytelling Three Questions Onboarding Cross-training Art

Quick Talk! In teams of three, discuss: The sample engagement strategies; Any experience you may have had with them; and Other ideas to encourage development of competency and commitment among the CCRT membership.

Closure Questions? Thank You! Contact: Barbara.Paradiso@ucdenver.edu Shannon.Collins@ucdenver.edu