Here we offer information on the Tri Sector Teaming Program. Topics you'll find below include:

• About the Tri Sector Teaming Program
• The Tri Sector Teaming FAQs
• What Tri Sector Team Members Do
• Program Support
• Acknowledgments

About the Tri Sector Teaming Program            [ Back to Top ]

The Tri Sector Teaming Program is a leadership development program designed to build effective leaders, strengthen organizations, and improve communities. Working in regional teams (with representatives from business, government and nonprofit organizations) team members study independently, learn from coaches and peers, travel to expand understanding of other cultures, and identify and solve community problems.

There are four regional leadership teams. The nine members of each team include equal representation from business, government, and nonprofit organizations. Teams are ethnically diverse and reflect a range of ideologies and perspectives. The composition of the leadership teams reflects core values of the program: 1) leadership is strengthened by breadth of experience and depth of understanding with people of different backgrounds and holding diverse ideas; and 2) collaboration among government, business, and the nonprofit sector strengthens organizations and expands capacity to solve problems and build communities.

The Tri Sector Teaming FAQs             [ Back to Top ]

If you don't see the answer to your questions about the Tri Sector Teaming Program in this overview, look through our FAQs ("Frequently Asked Questions") or feel free to email us. We'll be glad to talk with you about our programs!

What Tri Sector Team Members Do            [ Back to Top ]

The Teaming Program lasts for two years. Participants meet as a group for six institutes in advanced leadership training. Each institute lasts five to seven days and blends training, skill building, and problem solving with opportunity for discussion, reflection and self-examination. The program makes study of leadership theory personal and practical.

Each institute has a special focus. An institute convened in Washington, D.C., for example, focuses on the public policy process and includes face-to-face meetings with decision-makers and public opinion leaders. International development is the focus of an institute held in Latin America, where team members learn from local leaders. A third institute considers new leadership theories and the importance of self-expression and personal development to effective leadership.

In addition to training, travel and discussion, each regional team identifies a community problem and develops a process to work toward solving that problem in the first year of the program. The Northeastern regional group, for example, may work on the problem of expanding affordable housing, tapping leaders and resources from the United States Department of Housing and Urban Development. A Southern regional team may focus on biological or environmental hazards, working with the Center for Disease Control in Atlanta. Projects reflect real problems of interest to the team and of importance to the region. Regional seminars give team members an opportunity to develop, explore, and discuss their projects.

In year two, the teams begin to implement their project process plan. Building on the cross-cultural and inter-sector membership of the team, plans will incorporate solutions that draw on public and private resources and reflect a variety of approaches to and resources for problem-solving.

To expand opportunities for learning, team members use long distance learning techniques, including video conferences and interactive messaging. They will assist the development and testing of the Tool Kit for Leaders, an electronic package of resources for leaders.

Program Support            [ Back to Top ]

The tuition for each team member is provided by agencies in the local community. Teaming funds also provide seed support for the most promising community projects.

Team members remain on their jobs throughout the program. Sponsoring organizations agree to provide release time for their employees who are selected as team members so that they may participate in meetings, seminars, and community projects.

In return, team members give back to their organizations by providing a written report, project action plan, and follow-up activities for their organization and community project. This plan incorporates ways that the organization or its employees may assist in the solution of identified problems.

Strong leaders act. Team members act to build better communities and stronger organizations.

Acknowledgments            [ Back to Top ]