One hour lecture for arriving faculty to introduce the available resources for Sexual Harassment and Sexual Assault response. Additionally, the new faculty was given a primer on the mechanics of violence prevention including:

• The differences between primary, secondary, and tertiary prevention efforts

• The Center for Disease Control and Prevention’s Social Ecological Model and its utilization within the SHARP Comprehensive Prevention Plan

• The 3 “P’s” of prevention – Policies, Programs, and Procedures

• The USMA SHARP Prevention System and their role with regards to the prevention of harmful behaviors

At the University of Maryland, Baltimore (UMB), our core values are more than words, they are our way of life — the demonstration of what we stand for and the guide for our behaviors. Our core values of Respect and Integrity, Well-Being and Sustainability, Equity and Justice, and Innovation and Discovery are at the heart of our mission to improve the human condition and serve the public good of Maryland and society at-large. This ongoing initiative incorporates digital engagement (Core Values Conversation), trainings focused on understanding the core values of UMB and discovering ways to exemplify them, and opportunities for acknowledgement and feedback.

New Staff Orientation – March 2018, June 2018, December 2017, January 2019

Training Objectives:

By the end of this training, new staff will be able to:

• Understand the mission and organizational structure of Planned Parenthood of Delaware (PPDE)

• Be skilled in protecting client confidentiality

• Have a working knowledge and awareness of diversity and the importance of cultural competency

Customer Service Training - March 2018, June 2018, December 2017, January 2019

Training Objectives:

By the end of this training, new staff will be able to:

• List all 7 Customer Service Standards

• List all 6 Customer Service Values

• Identify at least 1 example for each value that is already being exemplified in their department/division

• List 1 best practice that exemplifies each of the 7 service standards

• Demonstrate at least 1 skill needed to implement 1 of the best practices associated with each of the 7 service standards

Diversity, Inclusion, and Equity – September 2018

Training Objectives:

By the end of this workshop, participants will be able to:

• Define implicit bias

• Identify 1 example of a microaggression

• Name 1 way to combat implicit bias at Planned Parenthood of Delaware

UMB SPARK! Supervisor Academy is a new supervisor learning initiative designed to improve the

supervisory skills for current UMB supervisors who lead people. Intended for Front line supervisors, Mid-level supervisors, and Faculty who supervise staff, this mandatory 9-month learning program is built on a foundation of UMB’s Core Values to enable supervisors to be more effective leaders in their supervisory role​.

This two and a half-hour training incorporates interactive, small and large group activities designed to support UMB Supervisors in understanding the UMB core values and their ability to model the core values with their teams.

By the end of this training, participants are able to:

1. Define the four UMB Core Values

2. Describe the value of having values

3. Utilize the UMB Core Values to ease potential points of friction within their departments

4. Utilize the UMB Core Values to enhance the experience of those within their departments and the customer experience externally to their departments

This two and a half-hour training incorporates interactive, small and large group activities designed to support UMB Staff in understanding the UMB core values and their ability to utilize the core values with their role.

By the end of this training, participants are able to:

1. Define the four UMB Core Values

2. Discuss how each of the UMB Core Value sets can be used to enhance their professional performance

3. Demonstrate the UMB Core Values in action in at least one aspect of their daily job

4. Share their insights with their team

This one-hour training incorporates interactive, small and large group activities designed to orient UMB students to the UMB core values. By the end of this training, participants are able to define the four UMB core values, identify behaviors that are demonstrative of each of the values, and see how they can align the UMB core values with their future professions.

In response to the Department of Defense (DoD) Sexual Assault Prevention and Response Office (SAPRO) directive to Enhance Efforts to Reduce and Stop Sexual Assault, the United States Military Academy’s (USMA) Sexual Harassment/Assault Response/Prevention (SHARP) team developed a 48-month, comprehensive sexual violence prevention plan to combat the trust-breaking behaviors that are sexual harassment (SH) and sexual assault (SA).

This plan is in line with the goal described in the Army People Strategy’s Strategic Outcomes to have all members of the Army treat one another with “dignity and respect, retaining the trust and confidence of both the American people and each other” by 2028 (Grinston, McConville, & McCarthy, 2019, p.5). In order to do this, the West Point community needs to collectively reinforce messaging that positively influences what happens at the individual and relationship levels. USMA is actively reshaping its culture towards one of true dignity and respect for all people – a culture where sexual violence, racial violence, and other forms of violence/discrimination are not tolerated.

USMA’s approach is guided by several of SAPRO’s Prevention Plan of Action principles including: (a) having the prevention process be a multi-step, data-driven process that first understands the nature and magnitude of the problem of sexual assault in the USMA through survey and other data sources, (b) using a comprehensive approach that involves universal activities (to engage all Service members) and targeted activities (that address unique needs of at-risk subpopulations) as well as implementing prevention activities and approaches that address individual, interpersonal, and organizational factors in a cohesive way (c) implementing assault and prevention activities with quality in a supportive climate and (d) using continuous evaluation to inform the implementation and effectiveness of activities in order to continue activities that are effective and revise those that can be revised to better meet the needs of military service members.

This plan is intended to provide a big picture perspective of the approach (how all of these prevention and awareness activities fit together and complement each other) as well as how each core component (e.g., the seven distinct prevention activities, see section titled Activity Descriptions) leads towards USMA’s targeted short, intermediate, and long-term outcomes, when implemented with quality and fidelity. Our plan presents information about each of these 7 distinct categories of prevention and awareness activities and describes the evaluation approach that will be taken to determine both if activities are being implemented as intended and if the group of activities are influencing relevant risk and protective factors and leading towards longer-term outcomes. What is critical to the success of this effort is understanding the extent to which different types of activities address the same or different content areas, and scaffold learning in ways that are developmentally appropriate as cadets progress through their training.