Mobilizing the Community

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Mobilizing the Community

Developing and sustaining multisectorpartnerships and cooperative strategies for

environments and policies that GROW HealthyKids and Communities

Feb 21, 2014



Our guide…



Our change theory

• What is community readiness?

• Community readiness is the

degree to which a community is

ready to take action on an issue.



Using Community Readiness

Information• Initiate a participatory planning process, if

possible

• To move ahead, readiness on all dimensions

must be at about the same level

• Begin with strategies appropriate to the

communities stage of readiness at each

dimension

• Stick to it—the job’s never really done



When should you use the community

readiness model?

Useful in virtually any situation where an issue needs to be addressed, butthere are some times when it can be particularly useful:

• In the course of an ongoing effort – it’s important to monitor readiness,and adjust your strategy accordingly.

• Each time you tackle a new issue - community readiness is issue-specific. Acampaign will have to respond to where the community is currently.

• When several different communities, or different segments of thecommunity, are involved. – You may need a unique strategy for each in order to mount a successful effort.

•

When you’re planning an effort that involves a participatory process.• When you’re engaged in a community or neighborhood planning effort.

– A close look at where the community or neighborhood is actually startingfrom might both speed up the process and broaden involvement andsubsequent satisfaction with the results.



Community readiness can be described by nine

different levels with stage-specific goals and

general strategies

• No Awareness. Here, your goal is to raise

awareness that the issue exists.

–Make one-on-one contacts with communityleaders/members. Visit existing and established

small groups to inform them of the issue. Make

one-on-one phone calls to friends and potential

supporters.

– Place items in the media that explain or call

attention to the issue

http://ctb.ku.edu/en/table-of-contents/overview/models-for-community-health-and-development/community-readiness/main










No Awareness

• The issue is not generally recognized by the communityor leaders as a problem (or it may truly not be anissue).

• Assessing Community Needs and

Resources • Assessing Community Needs & Resources

• Developing a Plan for Identifying Local Needs andResources

•

Understanding and Describing the Community • Collecting Information About the Problem

• Analyzing Community Problems

http://ctb.ku.edu/node/3805




















general strategies

• Denial / Resistance. To address this level, you have toraise awareness that the problem or issue exists in thiscommunity. – Continue one-on-one visits and encourage those you’ve

talked with to assist. Discuss descriptive local incidentsrelated to the issue. Approach and engage localeducational/health outreach programs to assist in theeffort with flyers, posters, or brochures. Begin to point outmedia articles that describe local critical incidents. Place

your own items in the media about the issue’s local effects.Prepare and submit articles for church bulletins, localnewsletters, club newsletters, etc.

– Present information to local related community groups.











Denial/Resistance

• At least some community members recognize that it is aconcern, but there is little recognition that it might beoccurring locally – Analyzing Problems and Goals

– Analyzing Community Problems and Solutions

– Defining and Analyzing the Problem

– Analyzing Root Causes of Problems: The "But Why?" Technique

– Responding to Counterattacks

– How to Respond to Opposition Tactics

–

Getting Issues on Public Agenda – Communicating Information about Community Health and

Development Issues



http://ctb.ku.edu/node674













http://ctb.ku.edu/node674







general strategies

• Vague Awareness. Now that people recognizethe problem, they have to be aware that thecommunity can do something about it. –

Get on the agendas and present information at localcommunity events and to unrelated communitygroups. Post flyers, posters, and billboards. Begin toinitiate your own events (potlucks, etc.) and use thoseopportunities to present information on the

issue.Conduct informal local surveys and interviewswith community people by phone or door-to-door.

– Publish newspaper editorials and articles with generalinformation and local implications.











Vague Awareness.

• Most feel that there is a local concern, but there is no immediatemotivation to do anything about it.

– Increasing Participation and Membership

– Encouraging Involvement in Community Work

– Developing a Plan for Increasing Participation in Community Action

– Promoting Participation Among Diverse Groups – Involving Key Influentials in the Initiative

– Involving People Most Affected by the Problem

– Recruiting and Training Volunteers

– Developing a Plan for Involving Volunteers

–Core Functions in Leadership

– Building and Sustaining Commitment

– Deciding Where to Start

– Identifying Targets and Agents of Change: who Can Benefit and WhoCan Help



































general strategies

• Preplanning. At this level, people are ready tostart thinking about how to address the issue. – Introduce information about the issue through

presentations and media. Visit and invest communityleaders in the cause. Review existing efforts in thecommunity (curriculum, programs, activities, etc.) todetermine who the target populations are andconsider the degree of success of the efforts. Conduct

local focus groups to discuss issues and developstrategies.

– Increase media exposure through radio and televisionpublic service announcements.











Preplanning•

There is clear recognition that something must be done, and there may even be agroup addressing it. However, efforts are not focused or detailed

– Developing a Framework or Model of Change

– Developing a Strategic Plan

– Proclaiming Your Dream: Developing Vision and Mission Statements

– Creating Objectives

–

Developing Successful Strategies: Planning to Win – Analyzing Community Problems and Solutions

– Generating and Choosing Solutions

– Choosing and Adapting Community Interventions

– Understanding Risk and Protective Factors: Their Use in Selecting PotentialTargets and Promising Strategies for Interventions

–

Introduction to Evaluation – A Framework for Program Evaluation: A Gateway for Tools

– Choosing Evaluators

– Developing an Evaluation Plan

– Some Methods for Evaluating Comprehensive Community Initiatives

– Behavioral Surveys

–Gathering and Using Community-Level Indicators









































general strategies

• Preparation. Here, the goal is information-gathering to lay the groundwork for planningcommunity strategies to deal with the issue.

– Conduct school drug and alcohol surveys.Conductcommunity surveys.Sponsor a community picnic tokick off the effort.Conduct public forums to developstrategies from the grassroots level. Utilize key leaders

and influential people to speak to groups andparticipate in local radio and television shows.

– Plan how to evaluate the success of your efforts.











Preparation.•

Active leaders begin planning in earnest. The community offers modest support oftheir efforts. – Developing Strategic and Action Plans

– Analyzing Problems and Goals

– Developing a Framework or Model of Change

– Developing an Intervention

– Our Model for Community Change and Improvement

–

Our Model of Practice: Building Capacity for Community and System Change – Getting Issues on Public Agenda

– Gaining Public Support for Addressing Community Health and Development Issues

– Choosing Strategies to Promote Community Health and Development

– Strategies for Community Change and Improvement: An Overview

– Encouraging Involvement in Community Work

– Involving Key Influentials in the Initiative

–

Developing a Strategic Plan – Creating Objectives

– Developing Successful Strategies: Planning to Win

– Developing an Action Plan

– Identifying Action Steps in Bringing About Community and System Change

– Deciding Where to Start

– Designing Community Interventions















































general strategies

• Initiation. As a more serious community effort getsunder way, you’ll need to provide community-specificinformation to support existing programs andinitiatives. – Conduct in-service training on Community Readiness for

professionals and paraprofessionals. Plan publicity effortsassociated with start-up of activity or efforts.Attendmeetings to provide updates on progress of the effort.Conduct consumer interviews to identify service gaps,

improve existing services and identify key places to postinformation.Begin library or Internet searches foradditional resources and potential funding.

– Begin some basic evaluation efforts.











Initiation

Enough information is available to justify efforts. Activities areunderway.• Increasing Participation and Membership

• Enhancing Cultural Competence

• Advocating for Change

• Influencing Policy Development Toolkit: Implementing aSocial Marketing Effort

• Our Model for Community Change and Improvement

• Some Lessons Learned on Community Organization andChange

• Choosing Strategies to Promote Community Health andDevelopment

• Systems Advocacy and Community Organizing

• Coalition Building I: Starting a Coalition

• Developing a Strategic Plan

• Developing an Action Plan

• Developing an Organizational Structure for the Initiative

• Choosing a Group to Create and Run Your Initiative

• Hiring & Training Key Staff of Community Organizations • Developing a Plan for Staff Hiring and Training

• Developing Training Programs for Staff

• Recruiting & Training Volunteers

• Developing a Plan for Involving Volunteers

• Recruiting Volunteers

• Developing Training Programs for Volunteers

• Providing Training and Technical Assistance

• Designing a Training Session

• Orienting Ideas in Leadership

• Developing a Plan for Building Leadership

• Core Functions in Leadership

• Learning How to be a Community Leader

• Discovering and Creating Possibilities

• Understanding People’s Needs

• Building and Sustaining Commitment • Influencing People

• Building and Sustaining Relationships

• Becoming an Effective Manager

• Developing a Management Plan

• Analyzing Community Problems and Solutions

• Putting Your Solution into Practice

• Cultural Competence in a Multicultural World

• Building Relationships with People from Different Cultures

•

Principles of Advocacy • Recognizing Allies

• Encouraging Involvement of Potential Opponents as well asAllies

• Getting Grants and Financial Resources

• Developing a Plan for Financial Sustainability

• Social Marketing of Successful Components of the Initiative

• Conducting a Social Marketing Campaign

• Promoting Awareness and Interest Through Communication











































































































general strategies

• Stabilization. Now that efforts and programs are inplace, it’s necessary to stabilize them so as to maintainthe overall community effort. – Plan community events to maintain support for the issue.

Conduct training for community professionals. Conducttraining for community members.Introduce your programevaluation through training and newspaper articles.Conduct quarterly meetings to review progress, modifystrategies. Hold recognition events for local supporters or

volunteers. Prepare and submit newspaper articlesdetailing progress and future plans.

– Begin networking among service providers and communitysystems.











Stabilization

Activities are supported by administrators or community decision-makers. Staff are trained and experienced.• Increasing Participation and Membership

Toolkit: Enhancing Cultural Competence

• Influencing Policy Development Toolkit:Evaluating the InitiativeChapter12

• Providing Training and Technical Assistance

• Delivering a Training Session • Conducting a Workshop

• Providing Information and Enhancing Skills

• Training for Conflict Resolution

• Establishing Youth Organizations

• Developing a Speaker's Bureau

• Enhancing Support, Incentives, and Resources

•

Creating and Facilitating Peer Support Groups • Improving Services

• Promoting Coordination, CooperativeAgreements, and Collaborative AgreementsAmong Agencies

• Developing Multisector Collaborations

• Developing and Increasing Access to Health andCommunity Services

• Changing Policies

• Changing Policies: An Overview

• Using Tax Incentives to Support Community Health and

Development

•

Changing Policies to Increase Funding for CommunityHealth and Development Initiatives

• Changing the Physical and Social Environment

• Promoting Neighborhood Action

• Cultural Competence in a Multicultural World

• Learning to be an Ally for People from Diverse Groups

and Backgrounds

• Creating Opportunities for Members of Groups to

Identify Their Similarities, Differences, and Assets • Building Culturally Competent Organizations

• Transforming Conflicts in Diverse Communities

• Working with the Media

• Creating News Stories the Media Wants

• Changing the Media's Perspective on Community Issues

• Responding to Counterattacks

•

Overview of Opposition Tactics: Recognizing the Ten D's • How to Respond to Opposition Tactics




























































































general strategies

• Confirmation / Expansion. Once services are stabilized, the task is to expand and enhance them.

– Formalize the networking with qualified service agreements.

– Prepare a community risk assessment profile.

– Publish a localized program services directory.

– Maintain a comprehensive database available to the public.

– Develop a local speaker’s bureau.I

–nitiate policy change through support of local city officials.

– Conduct media outreach on specific data trends related to the issue.

– Utilize evaluation data to modify efforts.

• High Level of Community Ownership. Once the community reaches the highest level, the trick is tomaintain the momentum and continue growth. You’re not done – the effort has to be sustained. Nomatter how good your programs and services are, they could be better; no matter how much you’re doing,you could do more. And if you turn your back, you’ll start losing ground. Stick to it – the job’s never reallydone.

– Maintain local business community support and solicit financial support from them.

– Diversify funding resources.

– Continue more advanced training of professionals and paraprofessionals.

– Continue re-assessment of issue and progress made.

– Utilize external evaluation and use feedback for program modification. Track outcome data for usewith future grant requests.

– Continue progress reports for benefit of community leaders and local sponsorship. At this level,community members have ownership of the efforts and will invest themselves in maintaining theefforts.











Mobilizing the Community

Channeling change – how developing andsustaining multisector partnerships and

cooperative strategies for environments andpolicies creates collective impact

Feb 28, 2014



Today’s focus…

• Guidelines for spending GROW

Action Team funds

• R-CFPA audit feedback

• R-CFPA audit reports

• SNPA SPAN-ET

•

Mobilizing Action Part 2

Old

and

+ New

Business



Dimensions of Community

Readiness

Where was your GROW community

when we started?

•

Community Efforts(Programs, Activities,

Policies as Supports or

Barriers)

• Community Knowledge of

the Efforts

• Leadership (Formal and

Informal )

•

Community Climate• Community Knowledge

About the Issue

• Resources Related to the

Issue (People, Time, Money,Space, Environmental

Features for HE and PA)



What the Model

Can Do…

• Help identify resources

•Help identify obstacles

• Provide an assessment of howready the community is withrespect to accepting a givenissue as something that needs

doing• Identify types of efforts that

are appropriate to initiate,depending on stage ofreadiness

Can’t Do…

• Make people do what they

don’t believe in• Tell you exactly what will

you should do to

accomplish your objectives



Dimensions of Community

Readiness

Where is your GROW community now? What haschanged? How are you/we tracking changes(positive or negative) in each dimension?

•

Community Efforts(Programs, Activities,

Policies as Supports or

Barriers)

• Community Knowledge of

the Efforts

• Leadership (Formal and

Informal )

•

Community Climate• Community Knowledge

About the Issue

• Resources Related to the

Issue (People, Time, Money,Space, Environmental

Features for HE and PA)



Channeling Change: 5 Conditions of Collective Impact

within Community and across GROW Communities

• Common Agenda

– All participants have a shared vision for change including a common

understanding of the problem and a joint approach to solving it through agreed

upon actions

• Shared Measurement

–Collecting data and measuring results consistently across all participantsensures efforts remain aligned and participants hold each other accountable

• Mutually Reinforcing Activities

– Participant activities must be differentiated while still being coordinated

through a mutually reinforcing plan of work

• Continuous Communication

– Consistent and open communication is needed across the many players to build

trust, assure mutual objectives, and create common motivation

• Backbone Support

– Creating and managing collective impact requires a separate organization(s)

with staff and specific set of skills to serve as the backbone for the entire

initiative and coordinate participating organizations and agencies



5 Requirements for Collective Impact

• Implementers (and funders) understand that social problems,

and their solutions, arise from the interaction of many

organizations within a larger system

• Progress depends on working toward the same goal and

measuring the same things

• Large scale impact depends on increasing cross-sector

alignment and learning among many organizations

• Corporate and government sectors are essential partners

• Organizations actively coordinate their action and share

lessons learned



Next Topic: Volunteers

Gail will share her expertise on working with

volunteers – the “true” agents of community

change

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