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Afternoon Presentations

Afternoon Presentations. Kansas City, MO. May 20, 2009. The AdvantAge Initiative Planning Process: Data Driven, Participatory Community Development. DATA. INFORMATION. ACTION. EVALUATION. Figure 30.1, Indiana-Area 6 §.

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Afternoon Presentations

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  1. Afternoon Presentations Kansas City, MO. May 20, 2009

  2. The AdvantAge Initiative Planning Process: Data Driven, Participatory Community Development DATA INFORMATION ACTION EVALUATION

  3. Figure 30.1, Indiana-Area 6§ Percentage of people age 60+ who engaged in at least one social, religious, or cultural activity in the past week None 16% Engaged in one or more activity 84% Unweighted N=300 Weighted N=88,016 Note: Percentages may not add up to 100% due to rounding and/or missing information. § Area 6 includes Blackford, Delaware, Grant, Henry, Jay, Madison, & Randolph Counties. Source: AdvantAge Initiative Community Survey in Indiana 2008

  4. Numbers don’t stand on their own… we have to make meaning from the data…use the data to tell a story.

  5. “Improving a community, from beginning to end, involves organizing people. Money is secondary.”

  6. Framing the issue may be the most important thing we do… For – how we define the problem will determine what we do to solve it.

  7. Stakeholders Who knows about the issue? Who cares about it? Community Change Who can do something about it?

  8. Observations on Change

  9. Sources of Information • AdvantAge Initiative Site Visits, Field Notes, Conversations, Consultations • Best Practices Research • Experiential/Personal Reflections

  10. Successful change efforts … • Are initiated by leaders with “situated” knowledge of the environment for change • That the right people in the right relationships are at the heart of change • That early leaders link this knowledge and these relationships through effective framing or marketing of issues

  11. Successful change efforts… • That these relationships are sustained through effective communication and the creation of learning communities • That community needs are met through the creative alignment of resources and solutions

  12. Situated knowledge = Savvy • Knowledge as power vs knowledge as a resource to be shared • Examples: Knowledge of the lifeworld of those whom we ultimately are trying to serve • Knowledge of the audiences we are trying to reach with our messages

  13. Situated knowledge = Savvy • Knowledge that behavior is embedded in practical human interest- that people operate within a set of constraints/potentials: time, money, competing loyalties, lack of authority, axes to grind, personal and professional agendas

  14. What can I get from this? • Fun! • I’m an old guy, (this affects me). • I’m a baby boomer, this will affect me. • I’ve been a family caregiver and we can make it better. • I’m old, therefore I have a lot to share and contribute.

  15. What can I get from this? • Learn about my community. • Identify and verify gaps/needs our organizations can address. • Better mobilize resources and coordinate services through developing new relationships. • Sharing information/knowledge. • Discovering new models/solutions. • Leverage new funding sources.

  16. The savvy leader (s) … • Knows what motivates people to participate and makes it easy, fun, social, convenient, to be involved • Mediates conflicting interests because he/she understands both sides of a question • Merges non-overlapping interests by seeing the common ground

  17. The savvy leader(s)… • Sees potential alliances others don’t see • Knows the stakeholders and how to bring them in… • Or knows who knows • Uses face-to-face, personal contact

  18. Stakeholders Who knows about the issue? Who cares about it? Community Change Who can do something about it?

  19. With this knowledge… you can get people to the table.

  20. Now how do you keep them there? Sustaining these relationships is a major challenge in community change efforts.

  21. Sustaining relationships… • Among task force members • With the media • With elders in the community • With other stakeholders who will play a role in the change efforts

  22. Sustaining relationships… • Face to face interaction: asking for involvement • Communication Communication Communication • Work to do – action steps to take

  23. Sustaining relationships… • Framing issues so they are personally relevant • A learning community atmosphere • A culture of inclusiveness (a role for everyone) • Contention as an opportunity for learning

  24. Creatively aligning resources and solutions… • Use of social capital • Getting others to “pay your bills” • Appropriately scaled, culturally relevant solutions • Change as a resource, an opportunity • Keeping your pulse on the community • Relationships Relationships Relationships

  25. “Community is the smallest unit of health.” Wendell Berry Health is Membership Another Turn of the Crank

  26. Contact info: • Philip B. Stafford, Ph.D. • Center on Aging and Community, Indiana Institute on Disability and Community, Indiana University • 2853 East Tenth Bloomington, IN 47408 • 812-855-2163 • staffor@indiana.edu • www.agingindiana.org

  27. Contact Info: Mia R. OberlinkSenior Research AssociateCenter for Home Care Policy and ResearchVisiting Nurse Service of New York1250 Broadway, 20th Fl.      New York, N.Y. 10001Phone: 212-609-1537Email:  mia.oberlink@vnsny.orgwww.vnsny.org/researchwww.advantageinitiative.org

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