Looking for Leadership?

Leadership! It is a basic fundamental need for any organization to perform at its best. And whether you want to learn more about public service or have thought about becoming more involved in your community, participating in a formal leadership development program may be helpful.

OSU Extension has been involved in such programs for over half a century and recent research shows such programs make a difference. Currently, OSU Extension Clermont County is working to address the needs of local elected officials and appointees of local government committees, zoning and planning commissions, school boards or task forces. The Clermont County Organizational Leadership Academy (CCOLA) includes eight, weekly two-hour workshops involving foundational principles of organizational leadership and decision-making tools enabling participants to learn more about their leadership style and those of others. It also provides opportunities to explore effective strategies for team-building, conducting effective meetings, communicating with citizens and media, managing conflict and building sustainable communities.

The components of the CCOLA can also be customized to fit a specific organization for hands-on training. The workshops below are available on single-session basis in addition to the multi-session Academy format. The sessions are:

  • Public Officials and Public Service: Build a framework for improving your tenure and service in public office. Topics include Duties and Responsibilities of Public Officials, Codes of Ethics, Standards of Conduct, Conflict of Interest, and Open Meetings Laws/Executive Sessions.
  • Team Building: Explore the principles for building effective working relationships with others, with organizations or local governments. Learn more about these relationships with Real Colors ®.
  • Conducting Effective Meetings and Decision Making: The goal for every public official is to “make good decisions.” What is a good decision?  How do we make them? Learn the most effective techniques to conducting effective meetings as well as decision-making processes.
  • Communicating and Working with Citizens and the Media: How can you develop positive and effective working relationships with all community residents, as well as with media representatives? Polish your skills for building effective relationships, while engaging community residents and improving media relations.
  • Building Sustainable Communities: Explore the relationships between growth, development, environment, ecology, social structures and the civic culture. Learn how to build sustainable communities in the areas you serve.
  • Conflict Management and Dispute Resolution: Learn how to work through difficult situations by developing conflict and dispute resolution skills needed to create strong, lasting collaborations.
  • Leadership Skills and Styles: Do you know your leadership style? Do you know that understanding leadership styles and types can help improve  interpersonal relationships and the effectiveness of your organization(s)? Gain skills to improve the operations and effectiveness of your governing body and your personal decision-making.
  • Intergovernmental Relations: Opportunities and Challenges for Cooperation: Explore Ohio law pertaining to opportunities and limitations for intergovernmental agreements and cooperative arrangements. Invest in opportunities to cooperate with others.

For more information about the Clermont County Organizational Leadership Academy or how to register, go to OSU Extension – Clermont County, go.osu.edu/ccola, or contact me using the information below. How are you making your organization or your community better?

For further information, contact Trevor Corboy, Clermont County Community Development Program Coordinator, at 513-732-7070 or email at corboy.3@osu.edu.

Improving Community Health Outcomes with Geo-Caching

What do you get when you combine a leadership program class assignment with a county health outcome ranking of 76 (of 88)? A real-life ‘Pokemon-type’ outdoor treasure-hunting game using GPS-enabled devices.

geocache-1a-2016-09-29

The Leadership Fayette alumni class of 2015 recently launched the geo-caching project in Washington Court House as a part of the community’s efforts to improve its health, physical and fitness outcomes of residents and visitors. Like a high-tech game of hide and seek, geo-caching appeals to people of all ages.

Anyone can participate at no cost and engage in as much or little physical activity as they desire. Because many approach geo-caching from a group or team perspective, they may make the hunt a race or a relay.

From an educational perspective, many of the caches are hidden at important historical or geographical sites in the community. Uncovering the caches of educational information helps increase awareness of an area’s cultural assets and can help build a sense of team when done with others.

It is too soon to know of the health benefits of this Fayette Leadership alumni class project. But it is clear that the local leageocache-2-2016-09-29dership development program has enabled participants to come together to collaborative in addressing a significant community challenge.

You can learn more about geocaching here.  To learn more about Leadership Fayette, go here.

 

Godwin Apaliyah is a Community Development Extension Educator in Fayette County (Miami Valley EERA).

All Things Community Development in Clermont County

WOW! What can one get into just six months into a brand new CD position in Clermont County? As one of two ‘seeded’ CD positions in Ohio, I have learned the answer to that question and it is a great deal of excitement!

local-foods-2016-09-22After a very engaging and successful Ohio Local Foods week in August, there was a variety of interest expressed in pursuing a center for small business owners to collaborate within Clermont County. As envisioned, this center would incorporate an incubator kitchen for cottage foods producers and other locally sourced value-added products to supply a wide variety of market sectors within the agriculture industry of Clermont County. A preliminary working group has been established to facilitate the process. Over the coming weeks the group will research facilities and design after which a larger group of producers and supporters will be convened to expand upon the foundation work and decide on the next steps in this venture.

leadership-2016-09-22Leadership! It is a basic fundamental need for any organization to perform as a well-balanced machine. We have learned from an earlier developed plan of work that addressing the needs of county elected officials is a necessity. Many of the public officials I met with during the first few months in my position confirmed this need. They have asked for education in leadership development, conducting effective meetings, communicating more effectively, and other key areas. Based upon these conversations, the Clermont County Organizational Leadership Academy has been formed. The Academy will allow public officials to build and enhance existing leadership skills and decision-making abilities through their active participation in eight ‘themed’ workshops held monthly. Learn more about the Clermont County Organizational Leadership Academy.

clermont-county-2016-09-22Through early discussions with townships and villages, many officials and community members have expressed an interest in strategic planning and goal setting for their communities. This has added to the growing excitement of expansion and redevelopment of infrastructure throughout Clermont County, and community-based projects of this nature are currently being planned.

I’ve been on the job for only six months, but it has been exciting to see people working together to address opportunities and issues. It is especially satisfying to be part of the process of bringing people together to make their communities better.

To learn more about county-based Community Development programming (Clermont County-style) please contact me, Trevor Corboy, Community Development Program Coordinator at corboy.3@osu.edu. Learn more about all of the educational opportunities and services available to you and your community through Community Development and Ohio State University Extension by visiting your local extension office or find one here.

Trevor Corboy is a Program Coordinator for Community Development in Clermont County (Miami Valley EERA).

SMALL TOWNS, BIG DREAMS: Do you have what it takes?

Small Town 2016-06-02Many small towns want to improve their current condition for a number of reasons. What we often hear from residents and leaders is: “We are tired of our “best and brightest” leaving the area for college and never returning because we have no jobs/careers for them,” or “Our retired residents have to seek appropriate housing in other communities because there isn’t any here,” or “The youth that remain are not “work ready” and opioid use among them has become a real problem.” Some of these towns have existing community or economic development plans that, while they might offer viable solutions, were never fully implemented (the old “the plan sits on the shelf” complaint).

So, what’s a town to do? Here are some suggestions based on my experience working with many communities throughout Ohio:

Overcome fractured goals by building inclusion into your community’s dialogue about the future:

If you are a local leader, have you discovered your residents’ vision of the future? I use the word “discover” because, chances are your residents already have a picture of what they would like your town to be. And, although there may be some divergent views, there is also a core set of beliefs and desires that can lead to consensus to set major goals. The task of local leadership then becomes setting the stage for open and inclusionary dialogue about the future. Inclusion is important. By reaching out to all sectors of the community to include their desires and hopes, a shared vision of the future can be discovered.

Engage a broad range of residents in both planning and implementation:

When residents are engaged in determining their community’s future, they become invested in results and clearly discover their place in making the plan a reality. By taking actions every day through their workplace, community organizations, leadership roles, businesses and their own personal life, they work individually and collectively to achieve success. Time spent engaging residents results in less time spent “selling” the plan to the community, leading to faster implementation. When the community is engaged throughout the process, there develops a much larger base of volunteers to draw upon to move goals forward.

Identify outcomes you want to achieve, and develop indicators of success to use in measuring progress toward reaching these outcomes:

A community plan is a living document. It is important to monitor progress toward reaching goals and modify strategies as needed. Indicators of success developed during planning and goal setting are used to stay on track with plan implementation and make changes as needed. An indicator should be easy to understand, relevant and measurable. It should be widely shared with the community, with progress reported at least annually. Indicators provide a way for residents and organizations to see the results of their contribution toward community goals.

An example of how this inclusionary focus may play out in a community is as follows:

  • Together the community sets a vision and goal of retaining youth that receive post-secondary degrees.
  • During the inclusionary planning process an objective is established to expand job opportunities in the medical field.
  • Using an inclusionary method to establish indicators helps various sectors of the community discover their roles in reaching the shared vision and implementing objectives.

So as an example, perhaps the high school career counselor presents medical careers as possible paths to pursue. Economic developers accept the development of a business park for medical industries. Builders identify construction of senior housing alternatives like condos and assisted living. Medical providers participate in local job fairs.

By building inclusion into community planning at every stage of the process, from development to implementation, big dreams can be achieved by small towns.

(Submitted by Myra Moss, Associate Professor and Extension Educator, Heart of Ohio EERA)

Holy Toledo! Local Government Leadership Academy graduates 15th Class

The quality and long-term sustainability of any community depends on the caliber of its local leadership. One thing we can do to ensure a deep pool of qualified leaders is to engage individuals in leadership development, and the Toledo Local Government Leadership Academy is one such program.

Toledo Local Govt Leadership Acad 2016

Toledo Local Government Leadership Academy – Class of 2016

This educational offering marks the 15th year of an outstanding local partnership with the Toledo Regional Chamber of Commerce, Ohio State University Extension and the Ohio Sea Grant College Program and is the longest running local government leadership academy in Ohio. The 2016 class had twenty-eight graduates from various local government backgrounds. Since 2002, the Toledo Local Government Leadership Academy has produced over 300 graduates.

The Ohio Local Government Leadership Academy is designed for elected officials from county, municipal, and township governments, and for appointed individuals who serve on local government committees, commissions, boards or task forces. The purpose of the Academy is to provide useful programs that will enhance the leadership and decision-making skills of public officials. The Academy curriculum includes eleven workshops. A leadership certificate is presented to each individual who completes seven of the workshops.

General Workshop:

All participants in the Academy must complete the basic course, Public Officials and Public Service, which includes:

  1. Duties and Responsibilities of Public Officials
  2. Codes of Ethics
  3. Standards of Conduct
  4. Conflict of Interest
  5. Open Meetings Laws / Executive Sessions
Elective Workshop Topics:

To earn the Leadership Certificate each candidate must complete five additional workshops from those listed below. Most workshops are designed for two hours.

  1. Conducting Effective Meetings
  2. Communicating and Working With the Media
  3. Communicating and Working With Citizens
  4. Building Sustainable Communities
  5. Team Building (between each other/ other officials / and staff)
  6. Conflict Management and Dispute Resolution
  7. Leadership Skills and Styles
  8. Effective Decision-Making
  9. Intergovernmental Relations: Opportunities and Challenges for Cooperation
  10. Technology in Local Government
Schedule:

The Academy workshops can be offered on a local or regional basis as requested. The Academy will be sponsored by a local or regional organization or association that will be responsible for making all local arrangements, including facilities, equipment and securing participation. Enrollment fees will be determined by the sponsoring organization. Expense reimbursement will be paid to the instructor(s) for travel and workshop materials.

For more information, contact Joe Lucente, Assistant Professor and Extension Educator, Ohio State University Extension and Ohio Sea Grant College Program.

Toledo Local Government Leadership Academy celebrates 13th year and over 300 graduates

Toledo Local Govt Leadership Acad 2015Are leaders born or are they made? While the philosophers debate that question, consider this:  For over a decade, Extension and the Ohio Sea Grant College Program have partnered with the Toledo Regional Chamber of Commerce to provide training focused on leadership skill development to more than 300 aspiring, new and experienced public officials.

This educational offering, now in its 13th year, is the longest running local government leadership academy in Ohio. The Academy curriculum includes materials that support eleven face to face workshops and is designed for elected officials from county, municipal and township governments, and for appointed individuals who serve on local government committees, commissions, boards or task forces. The 2015 class graduated twenty-five participants from a variety of local government backgrounds.

For more information about Academy offerings, including general and elective workshop topics, click here. To read more about this program’s impact, click here. To weigh in on the question (born or made?) feel free to post a comment!!

(Submitted by Joe Lucente, Assistant Professor and Extension Educator, Ohio State University Extension and Ohio Sea Grant College Program)

Imagination: The Key to Making Positive Change in Groups, Organizations and Communities

What we forget about groups, organizations and communities is that they are human inventions just like moveable type, the steam engine, the automobile, the airplane and the atomic bomb. There is of course a huge difference between inventing a social system like an organization and creating an inanimate object like an automobile. The parts of an automobile do not have cognition. They can’t think. They don’t wonder if they are doing the right thing or doing the thing they have been asked to do correctly. They are not looking to be recognized for doing a good job or looking for a promotion and salary increase.

Humans, however, can and fortunately do think. Their thinking leads to meaning making, values, ethics and emotions. It is the human thinking and feeling that make organizing and all the good things that come from working together possible. At the same time human thinking and feelings make organizing enormously complex. The complex social arrangements created by humans since the beginning of time have led to our current way of life. Those complex social arrangements created by diverse people in different parts of the world lead to very different ways of living and working together. Those different ways should not scare or threaten us. Not all bridges are built the same, but they all have the same purpose.

Ideas 2015-04-23Obviously some of our social inventions for working together, resolving conflict, sharing resources and living together have not worked so well. We still settle some of our differences through violence, and there is still racism, prejudice and greed. There are far too many people who live in poverty, lack adequate food, water, education and medical care. However, looking at the facts we can see a decline in all these categories. In the area of hunger we now produce enough food to feed everyone in the world but not everyone has enough food, so we need to invent a new worldwide food distribution system. What we forget is that we invented the current worldwide food system and that the only thing that limits our ability to create something new is our imagination.

Everything that goes on in every group, organization and community is something that humans have invented and the only thing that limits our ability to create something better is our imagination. We forget that we are the inventors, and therefore we can reinvent anything that is not working. The interesting part is that research shows that the best way to reinvent a social process is to start studying what is currently working. That gives us a shared understanding of what is making organizing possible and allows us to imagine new and yet undiscovered organizational possibilities.

(Submitted by Chet Bowling, Associate Professor and Extension Specialist, Community Development)
Note: Chet will be retiring from OSU Extension on April 30. We thank him for his many years of dedicated service to Community Development work and look forward to continuing our working relationship with him in the future.

Discovering your community’s shared vision

So you missed the last meeting, only to later learn that the “Downtown Committee” decided to name you to head up the city’s initiative to revitalize the downtown. Even better, a (insert any chain store here) recently announced their desire to build a new store on the main street, razing two older buildings.

˜ How do you proceed in the face of these development pressures?
˜ What are your and fellow residents’ future dreams for the downtown?
˜ Does this new development fit?

Fortunately for you, the city just finished a visioning process which engaged residents in discovering the shared, long-term hopes for their community. Your committee will use this vision to help guide development and revitalization in your downtown.

So, what is community visioning?

Sustainable Development 2015-02-19 - West Carrollton Facilitator

West Carrollton, Ohio – Volunteer Facilitator – Gathering input during Vision Session.

It is a bottom up process based on the belief that residents have a role in articulating their shared vision for their community. It informs the community decisions and the actions of community leaders and officials. Following these key principles can help insure that the visioning process will effectively discover what residents hope for the future:

Be inclusive: make sure to solicit input from a broad range of community voices, sectors and interests

Reduce barriers to participation: go to where people gather, and piggyback on top of other events and meetings to reach more and varied residents, finding shared hopes for the future

Multiply efforts: train volunteer facilitators to conduct vision sessions as a way of extending your reach and providing access to many more residents

Think long term: push residents past everyday issues/conflicts to consider what they want their community to be for future generations

Act multi-dimensional: be sure to reach out to representatives of the community’s economic, environmental and social sectors and seek common threads that link together all three sectors

Sustainable Development 2015-02-19 - Kent Acorn Alley

Kent, Ohio – Downtown, Acorn Alley – Places to gather. Locally owned small business. Arts and culture.

Over the past 15 years, OSU Extension’s Sustainable Initiatives has helped 11 communities (including cities, counties, townships and villages) throughout Ohio discover their residents’ shared vision. This process has often been the first stage in a comprehensive community planning process. Communities have found that their planning goals, when guided by a shared community vision, are more quickly and successfully achieved.

For further information about community visioning and sustainable planning, visit the OSU Extension Community Development Sustainable Development website.

(Submitted by Myra Moss, Associate Professor and Extension Educator, Heart of Ohio EERA)

Local leaders learn to engage residents to create shared vision

The residents of every community are an enormous pool of untapped power. Daily they make decisions based on their vision of the future that positively and negatively affect the community. None of those individual decisions will send a community in a decidedly positive or negative direction, but the aggregate of the multiple decisions will. As such, the way leaders engage residents may be the most important and most useful of all leadership activities. It may also be the most difficult.

Possible - Chet 2014-10-02In the 23rd Edition of the Survey of Young Americans’ Attitudes Toward Politics and Public Service done by Harvard University, only 30% of those surveyed said they trusted local government to do the right thing all or most of the time. In a society that is increasingly distrustful of government and institutions, now more than ever our leaders need to make positive change through civic engagement. But how can a leader productively bring a large number of community members with broadly diverging values and ideas together to create a shared vision?

In the Strengths Based Local Government Leadership Academy participants learn a civic engagement process called Appreciative Inquiry (AI) that has been used worldwide to help communities (and groups numbering as many as 3000) to reach common ground. The four-phase AI process starts with an inquiry into community strengths; an area where communities have the most consensus. It then turns to questions that reveal the most important visions for the future. The third phase focuses on what the community believes it should work on first and leads to the outline of an action plan. The final phase is directed at how the action plan will be implemented. During the academy participants not only experience the AI process, they learn the theory behind it so they can adapt it to multiple uses in their communities.

For more information, contact Chet Bowling.

(Submitted by Chet Bowling, Associate Professor and Extension Specialist.)

Helping find employee/employer ‘fit’ via OhioMeansJobs

Whether you are looking for gainful employment and career advancement or you are seeking highly qualified and motivated associates for your business, finding the right fit is key. The new OhioMeansJobs website is designed to assist employers in broadening their choices and gaining access to the large pool of data of potential employees from the State of Ohio.

OSU Extension, in partnership with the Fayette County Economic Development Department, recently held a training session focused on the features of the new OhioMeansJobs website designed to assist them in attracting, hiring, retaining and advancing their workforce needs. The site also enables employers to post jobs, search resumés and take advantage of federal, state and local employment programs. The training was open to all businesses including the county’s eight major employers. Participating companies included:

  • TFO Tech, Inc.OhioMeansJobs Website Employer Training - Post
  • Stage Stores Distribution Center
  • Domtar
  • Sugar Creek Packing
  • Mars Pet Care
  • Wal-Mart Super Stores
  • YUSA Corporation
  • McKesson Drug Company

The Fayette County Chamber of Commerce, Fayette County Jobs and Family Services, Southern State Community College and the OhioMeansJobs local office provided support for the training.

(Submitted by Godwin Apaliyah, Extension Educator, Fayette County & Miami Valley EERA)