About Us

EARLY PLANNING FOR GREAT LAKES LEADERSHIP ACADEMY

With the aid of a planning grant from the W.K. Kellogg Foundation (awarded in May of 2004), the Michigan State University College of Agriculture and Natural Resources, including MSU Extension and the Michigan Agricultural Experiment Station, brought together a diverse group of stakeholders representing communities and the food system, agriculture, manufacturing, natural resource and environmental sectors of the economy. The result of this discussion was consensus on a program that presents leadership concepts in the context of current issues and brings together current leaders in government, non-profits, and industry to broaden their perspectives about key sustainability issues and consider how leadership for the common good can influence Michigan's future.

The external planning committee created to provide guidance and support for this effort includes the following members:

• Elizabeth Browne, Chief, Superfund Section - MI Department of Environmental Quality 
• Molly Cantrall, Legislative Assistant - Michigan Association of Counties 
• Wil Cwikiel, Water Resource Program Director - Tip of the Mitt Watershed Council 
• Frank Fear, Professor, CARRS - Michigan State University 
• Dennis Fox, Chief of Staff - Michigan Department of Natural Resources 
• Mike Kovacic, Dir. ANR Leadership Development Program - MSU CANR 
• Tom Nugent, Director, Field Operation Division - Michigan Farm Bureau 
• Vicki Pontz, Director, Environmental Stewardship Division - MI Dept. of Agriculture 
• David W. Robertson, General Manager of Finance & Administration - Robertson Bothers Community Builders 
• William R. Rustem, Senior Vice President - Public Sector Consultants 
• Andrew J. Such, Executive Director - Michigan Chemistry Council 
• Donna Stine, Asst. Director of Policy - Michigan United Conservation Clubs 
• Guy O. Williams, Senior Director Community Education Programs - National Wildlife Federation 
• Ex Officio Member: Gail Imig, Program Director - W.K. Kellogg Foundation

The planning committee examined relevant literature, studied current leadership development efforts on the state and national levels, considered potential audiences, and created a mission statement for the proposed program. Visits were made to leadership programs and institutes in other states. Program structure and curriculum development was also done through a broad stakeholder base.

THE NEED FOR LEADERSHIP DEVELOPMENT IN MICHIGAN

Challenges exist for leadership at virtually every level of Michigan society. Issues such as land use, water quality, rural and urban interactions, and the competing interests of recreation, manufacturing, food production and quality of life create opportunities for conflict over a variety of public and private decisions. Organizational and community vitality requires a steady supply of empowering, motivated and entrepreneurial leaders.

With a land base of 57,000 square miles, more than 11,000 inland lakes and over 36,000 miles of streams, Michigan is blessed with an abundance of natural resources. Michigan touches four of the five Great Lakes which contain roughly 1/5th of the world's fresh surface water supply. With more state parks and prepared campsites than any other state in the union, miles of shoreline and sandy beaches, abundant wildlife and three national forests, tourism is one of the top three contributors to the state's economy. The state ranks fifth or higher in the production of over 20 major food crops, boasts a significant livestock sector and continues to rank among the top ten dairy producing states in the nation. Michigan is also a major manufacturing state, ranking first in 19 manufacturing categories including motor vehicles and cereals (statistics from http://www.michigan.gov/).

Beginning in September of 2004, Michigan State University met with and discussed the need for a twenty-first century leadership development programs with a diverse cross-section of stakeholders representing the food system, agriculture, natural resources, manufacturing and environmental communities. This group agreed there was a critical need to develop the next generation of leaders to play key roles on the community, regional and state levels. Although a number of leadership development programs existed in the state, the consensus of the planning team was these programs were focused on training leaders to advocate for special interest and had little or no association with sustainability issues. In short, the group concluded there was a critical need for leadership development that would focus on the issues and challenges associated with helping leaders from diverse constituencies transcend self-interest and create workable solutions for the common good.

The Planning Committee established the following framework for the Great Lakes Leadership Academy.

MISSION STATEMENT

The missions of the Great Lakes Leadership Academy is to promote positive change, economic vitality, resource conservation and enhance the quality of life in Michigan by encouraging leadership for the common good.

OUTCOMES

• Participants will develop their individual and collective leadership to help diverse constituencies transcend self-interest and create workable solutions for the common good.
• Participants will deepen their understanding of and increase their appreciation for the divergent perspectives associated with sustainability issues.
• The creation and implementation of dynamic networks to provide dialogue and encourage action on the critical sustainability challenges facing Michigan.
• The enhancement of the capacity for succession leadership for Michigan's future.
• The establishment of a continuous program funded by tuition, grants, private gifts and university resources.
• The on-going involvement of program graduates in supporting the core program as members of the governing board, coaches, mentors, speakers and in the recruitment and selection of future cohorts.

AUDIENCE

• Leaders associated with communities, food systems, agriculture, natural resources, environmental and manufacturing sectors where they impact quality of life issues for the citizens of Michigan.
• A diverse group of existing leaders who have demonstrated leadership ability and a commitment to their community.

CURRICULUM

• Expose participants to emerging issues through participatory "hands-on" learning experiences.
• Analyze the impact of our major themes on all of society.
• Create a forum where diverse perspectives are encouraged.
• Infuse the program with the experience and wisdom of Michigan leaders.
• Develop broader perspectives by exposing participants to societal, economic and cultural differences on the community, state, national, tribal and global levels.
• Provide for ongoing networking, training and support of GLLA alumni.