Leading Through Crisis: A Model for Education Collaboration

Recommendations for Future Practice of "Leadership in Crisis"

 

• Change the schedule to two days with one day of follow up. Blend leadership topics into the other two days.
   

• Try to lower the cost to attend to just under $1,000.00.
   

• ​Anticipate what outside resources are needed next. In the context of crisis leadership, participants may need recommendations to help them write a crisis management plan. 

 

• Play up the University expertise, reputation and added value it brings to the certificate.
   

• With interdepartmental collaboration, timing is important and difficult. Good timing is always necessary in collaboration...unless there is a crisis! (Community Toolbox)
   

• Be open to changing or blending the delivery.
   

Sustainability of the Model

 

• Do a job analysis.  Even though these programs leverage knowledge that exists in the university, they reach into specific professional function. A job analysis was required to determine the competencies for crisis management roles. My earliest research showed the largest threats to academic-community partnerships are when universities have a lack of respect for community knowledge and when the community of practice finds the research to be impractical. 
   

• Make sure there is a market for the certificate.
   

• Be specific with what you can and can't do. Be clear about what you are offering. Academic degrees, like the AICL Master's program, are broad. Certificates are defined by their specificity.

 

• Make the budget work. If it isn't profitable, it won't be sustainable or expandable. More staff and other resources will be required to continue to expand programming. Marketing and administration continues to build.
   

• Plan and systemize activities for easy repetition, continuous improvement and safeguards against turnover.

 

 

 

Leading Through Crisis: A Model for Education Collaboration full case study.