Military Family Services Community Development

1. Military Family ServicesCommunity Development 28 September 2015

2. Objectives Community Development • Explore introductory concepts of community development-Focus on formal networks • Collectively discuss best practices in partnership development • Highlight tangible examples of partnership development from various MFRCs • Review current approach by MFS for strategic outreach • Discuss your challenges and successes!

3. Staff

4. Advantages of Collaboration Cambridge & North Dumfries Community Foundation - Building Successful Collaborations-A guide to collaboration among non-profit agencies and between non-profit agencies and businesses Rationale: The coming together of diverse stakeholders who may not otherwise meet The pooling of both tangible and information-based resources The sharing of ideas and information The diversification of talents and capabilities of individuals between agencies The limiting of overlap in services and the coordination of existing services

5. CF Ombudsman Strategic Requirement: • It is recommended that the CF continue to pursue partnership opportunities that enhance its ability to support military families, without relinquishing control or responsibility of the national military family support function. • Partnerships offer the potential to increase the support that DND/CF is able to bring to bear and/or access external stakeholders who would otherwise be largely inaccessible • The CF must become a better partner, making it simpler and more mutually beneficial for external organizations to contribute to supporting military families.

6. CF Ombudsman Strategic Requirement: • It is recommended that the CF continue to pursue partnership opportunities that enhance its ability to support military families, without relinquishing control or responsibility of the national military family support function. • Partnerships offer the potential to increase the support that DND/CF is able to bring to bear and/or access external stakeholders who would otherwise be largely inaccessible • The CF must become a better partner, making it simpler and more mutually beneficial for external organizations to contribute to supporting military families.

7. A wide range of support

8. Community Capacity Model • Elements of the model: • Community capacity • Extent to which community members demonstrate sense of shared responsibility for the general welfare of the community and its members • Extent to which community members demonstrate collective competence in taking advantage of opportunities for addressing community needs and confronting situations that threaten the safety and well-being of community members • Collaborative Asset Based Approach • Formal and Informal Relationships • Formal networks are those associated with agencies and organizations; they address the support needs of individuals and families, and sponsor activities that provide citizens with opportunities for meaningful participation in the collective life of the community Jay A. Mancini, Ph.D, Buidling Community Capacity to Support Military Families

9. Community Capacity Model • Informal and formal networks • Informal networksinclude group associations, and less-organized personal and collective relationships that are maintained voluntarily by individuals and families, including relationships with work associates, neighbors, and friends. Mutual exchanges and reciprocal responsibility are the cornerstones of informal ties. • Formal networksare those associated with agencies and organizations; they address the support needs of individuals and families, and sponsor activities that provide citizens with opportunities for meaningful participation in the collective life of the community Jay A. Mancini, Ph.D, Buidling Community Capacity to Support Military Families

10. Why Formal Networks are Important  • Formal systems provide support programs and services • Collaboration among formal system units significant for network effectiveness; “silos” avoided • Outreach becomes a primary activity, targeting vulnerable groups in particular • Strength of formal network is found in its diversity, and its comprehensiveness • Formal systems intentional about supporting informal networks: • Development of ongoing networks established as a goal, in addition to providing services • Organizational success gauged by supporting informal networks that are self-sufficient • Nexus of formal & informal support is the linchpin: • Power of interpersonal relationships • Expertise of formal organizations Jay A. Mancini, Ph.D, Buidling Community Capacity to Support Military Families

11. Performance Indicators for Community Capacity Model

12. Asset Based Approach • A "clear commitment to discovering a community's capacities and assets". • Community Assets include skills, knowledge, talents and experience • Does not remove the need for outside resources, but makes their use more effective by: • Starting with what is present in the community – A mindset! • Concentrating on the agenda-building and problem-solving capacity of the community • Stressing local investment, creativity, and control • Organizations and people only actively engage in collaboration when the benefit they derive is greater than the time and effort it takes to collaborate!

13. Keys to Success • Clearly articulated goals, along with the outcomes to be achieved both by the lead agency, and the regional and community networks. • Collaboration and network linkages within and among service providers and stakeholders to share best practices and to avoid duplication. • Infrastructure – systems support, skills, knowledge, and financial and staff resources – to enable partners to effectively work together to achieve health outcomes. • Development of partnerships and organizational capacity building • Well defined populations or communities for capacity building. • Mapping exercise to provide insight into the capacity and capability of the community, its existing resources, and the will power necessary to mobilize the community to action. • Adequate time between the initiation of community capacity building and the desired change. B.C Healthy Living Alliance-Community Capacity Building Strategy

14. Formal Networks – Community Mapping 1. Identifying: listing relevant groups, organizations, and people 2. Analyzing: understanding community partner perspectives and interests 3. Mapping: visualizing relationships to objectives and other organizations 4. Prioritizing: ranking stakeholder relevance and identifying common issues

15. Be engaged with the military community rather than apart from it Know the communities within the community, i.e. military families Value the importance of fostering connections Reject the status quo in favour of bold approaches Be committed to intentionally addressing military family issues Give priority to building and sustaining community capacity Embrace supporting informal networks as a formal network goal Allow desired results to provide guidance to activities Be outreach-oriented Work to develop partnerships with military entities Develop partnerships with community agencies around military family issues Define community members as partners and assets rather than clients and service beneficiaries Engaged Community Partners: Characteristics Jay A. Mancini, Ph.D, Buidling Community Capacity to Support Military Families

16. Mission Critical…. • Creation of partnerships, collaborations and linkages • Mobilization and communication within the community • Development of vision, mission, and will of the community • The use of systems, organization, knowledge/skills, connectedness and resources • Build a culture that is amenable to partnering • Build vs Leverage • “What’s in it for them?” vs “What’s in it for us?” • Responsibilities, benefits and credit are all mutually shared • Military family challenges are too complex to be shouldered single-handedly by MFS/MFRCs • Relationships need to be stewarded/managed!

17. MFS Community Development Strategic Approach: • Raise the awareness and knowledge among community service providers, and all levels of government, about the unique stressors inherent with the military family lifestyle, and to increase their level of shared responsibility and the willingness to enhance their programs and services • CE Plan-Two year plan developed in support of developing and sustaining national, regional, and local networks • Collaboration/Coordination • Community Awareness • Education & Training

18. Culture (MFS/MFRC) Build vs Leverage “What’s in it for them?” vs “What’s in it for us?” Provinces Competing Priorities Managing Expectations Ability to Support multiple requests MFS Network Operationalized MH Dialogues, Leadership Circle, TPL Community Lead Programs/Services Leadership Driven! Challenges ? Successes ?

19. Keys to Successful Community Partnerships 1.Define your formal networks 2. Analyse organizations by interest, impact and influence 3. Plan and manage network communications and reporting 4. Engage with your partners! 5. Define collaborative, mutually beneficial actions 6. Relationship Management