Presentation Transcript

1. Community Readiness and Engagement

   Preparing communities for alzheimer’sleadership group Scott Chazdon, Ph.D. Extension Center for Community Vitality January 19, 2012
2. Session Objectives Gain insights Public health (Tri-Ethnic Center) Community Readiness Model Sociological literature on barriers and strategies for community engagement Public administration literature on cross-sector collaboration Discuss and apply these insights to the Preparing Communities for Alzheimer’s work
3. Community readiness: Tri-ethnic center model Assessment of readiness on 6 key dimensions: Existing Efforts (programs, activities, policies) Community Knowledge of Efforts Leadership (includes formal and informal) Community Climate (prevailing attitudes about the issue) Community Knowledge of the Issue Resources (related to the issue). http://www.triethniccenter.colostate.edu/communityReadiness.htm Edwards, R.W., P. Jumper-Thurman, B.A. Plested, E.R. Oetting and L. Swanson (2000). Community readiness: Research to practice. Journal of Community Psychology, 28(3): 291-307. Kelly, J.K, Edwards, R.W., Comello, M.L., Plested, B.A., Jumper Thurman, P., and Slater, M.D. (2003). The Community Readiness Model: A Complementary Approach to Social Marketing. Marketing Theory, 3(4):411-426.
4. Community readiness: Tri-ethnic center model No awareness ­— The community or the leaders do not generally recognize the issue as a problem. Denial — There is little or no recognition that this might be a local problem, but there is usually some recognition by at least some members of the community that the behavior itself is or can be a problem. Vague awareness — There is general feeling in the community that there is a local problem and that something ought to be done about it, but there is no immediate motivation to do anything.
5. Community readiness: Tri-ethnic center model Preplanning — There is clear recognition on the part of at least some that there is a local problem and that something should be done about it. Preparation — Planning is going on and focuses on practical details. Initiation — Enough information is available to justify efforts (activities, action, or policies).
6. Community readiness: Tri-ethnic center model Stabilization — One or two programs and activities are running, supported by administrators or community decision-makers. Confirmation/Expansion — There are standard efforts (activities and policies) in place and authorities or community decision-makers support expanding or improving efforts. Professionalization — Detailed and sophisticated knowledge of prevalence, risk factors, and causes of the problem exists. (Edwards et al, 2000:298-300).
7. Community readiness: Tri-ethnic center model 1. Strategies for No Awareness Stage Goal: Raise Awareness of the Issue One-on-one visits to key community members Meet with existing and established small groups Phone calls to friends and potential supporters
8. Community readiness: Tri-ethnic center model 2. Strategies for Denial/Resistance Stage Goal: Raise Awareness That the Problem or Issue Exists in the Community Discuss descriptive local incidents related to the issue Approach and engage local educational/outreach programs to assist in the effort with flyers, posters, or brochures. Begin to point out media articles that describe local critical incidents Prepare and submit articles for church bulletins, local newsletters, club newsletters, etc.
9. Community readiness: Tri-ethnic center model 3. Strategies for Vague Awareness Stage Goal: Raise Awareness that the Community Can Do Something Share information at local events Make presentations on the issue for existing groups Conduct informal surveys to see how people feel about the issue Publish newspaper editorials and articles
10. Community readiness: Tri-ethnic center model 4. Strategies for Preplanning Stage Goal: Raise Awareness with Concrete Ideas to Combat Condition Introduce information about the issue through presentations and media Review existing efforts Visit and get investment of community leaders Conduct focus groups and make plans Increase media exposure through radio and TV PSAs
11. Community readiness: Tri-ethnic center model 5. Strategies for Preparation Stage Goal: Gather Information to Help Plan Conduct community surveys Sponsor a community picnic to initiate the effort Present in-depth local statistics Determine and publicize the costs of the problem to the community Conduct public forums to develop strategies Utilize key leaders and influential people to speak to groups and to participate in local radio and television shows
12. Community readiness: Tri-ethnic center model 6. Strategies for Initiation Stage Goal: Provide Community Specific Information Conduct in-service training for professionals and para-professionals Plan publicity efforts associated with start-up of program or activity Attend meetings to provide updates on progress of effort Conduct consumer interviews to identify service gaps and improve existing services Begin library or internet search for resources and/or funding
13. Community readiness: Tri-ethnic center model 7. Strategies for Stabilization Stage Goal: Stabilize Efforts/Program Plan community events to maintain support for the issue Conduct trainings for community professionals & members Introduce program evaluation through trainings Increase media exposure detailing progress Hold recognition events for local supporters/volunteers
14. Community readiness: Tri-ethnic center model 8. Strategies for Confirmation/Expansion Stage Goal: Expand and Enhance Service Formalize networking with service agreements Prepare a Community Risk Assessment Profile Publish a localized Program Services Directory Develop a local speakers bureau Begin to initiate policy change through support of local officials Conduct media outreach on specific data and trends related to the issue
15. Community readiness: Tri-ethnic center model 9. Strategies for Professionalization Stage Goal: Maintain Momentum and Continue Growth Engage local business community and solicit financial support from them Diversity funding resources Continue more advanced training of professionals and para-professionals Continue re-assessment of issue and progress made Utilize external evaluation and use feedback for program modification
16. Community readiness –sociological insights Community actions occur in social fields Single interests Locally oriented Community field “Permeates” special interest social fields Broader public interest – common good Community development = building the community field
17. Community leadership and the community field (From Theodori, 2009) For more information, see Wilkinson, Kenneth P. 1991. The Community in Rural America. New York: Greenwood Press; Pigg, Kenneth E. 1991. Community Leadership and Community Theory: A Practical Synthesis. Journal of the Community Development Society 39(2): 196-212. Theodori. 2009. Preparing for the Future: A Guide to Community-based Planning. http://www.shsu.edu/~glt002/Guidebook/theodori%202009.pdf
18. Community leadership and social capital University of Minnesota Extension’s Social Capital Model For more information, see Social Capital and Our Community at: http://www.extension.umn.edu/community/00007.pdf
19. Community social capital typology Adapted slightly from Flora, C.B., Flora, J., and Fey, S. 2004. Rural Communities: Legacy and Change, 2nd edition. Boulder, CO: Westview Press, p. 64.
20. Ready for Engagement? Bonding Networks – close knit ties among people who share common backgrounds. Bridging Networks – weaker ties among people from different backgrounds Linking Networks – ties among residents to formal institutions as well as individuals with power and resources Leadership Energy – openness to new ideas, new people, and change Chazdon, S., and S. Lott. 2010. Ready for Engagement: Using Key Informant Interviews to Measure Community Social Capacity. Community Development 41(2):156-175.
21. Cross-sector collaboration Linking and sharing of information, resources, activities, and capabilities of organizations in two or more sectors to achieve jointly an outcome that could not be achieved by organizations in one sector separately. Excerpted From: Bryson, J.M., Crosby, B.C., and Middleton Stone, M. 2006. The Design and Implementation of Cross-Sector Collaborations: Propositions from the Literature. Public Administration Review. 66(1); 44-55.
22. Cross-sector collaboration Most likely to succeed when: One or more linking mechanisms, such as powerful sponsors, general agreement on the problem, or existing networks, are in place at the time of their initial formation. Have committed sponsors and effective champions at many levels who provide formal and informal leadership. The collaborative network is perceived as legitimate among both internal and external stakeholders.
23. Cross-sector collaboration Most likely to succeed when: Trust-building activities (such as nurturing cross-sectoral and cross-cultural understanding) are continuous. Partners use resources and tactics to equalize power and manage conflict effectively.
24. Extension’s Civic Engagement model
25. Questions and Discussion

26. Thank you.

    Scott Chazdon, Ph.D., Evaluation and Research Coordinator, Extension Center for Community Vitality, schazdon@umn.edu