1 © 2011 regents of the university of minnesota. all rights reserved. 11 community readiness and...

1

© 2011 Regents of the University of Minnesota. All rights reserved.

11

Community Readiness and Engagement

Scott Chazdon, Ph.D.Extension Center for Community VitalityJanuary 19, 2012

PREPARING COMMUNITIES FOR ALZHEIMER’S LEADERSHIP GROUP

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:

1. Existing Efforts (programs, activities, policies)

2. Community Knowledge of Efforts

3. Leadership (includes formal and informal)

4. Community Climate (prevailing attitudes about the issue)

5. Community Knowledge of the Issue

6. 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.

http://www.triethniccenter.colostate.edu/communityReadiness.htm

4


5



1. No awareness — The community or the leaders do not generally recognize the issue as a problem.

2. 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.

3. 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.

6



4. 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.

5. Preparation — Planning is going on and focuses on practical details.

6. Initiation — Enough information is available to justify efforts (activities, action, or policies).

7


COMMUNITY READINESS: TRI-ETHNIC CENTER MODEL7. Stabilization — One or two programs and activities are

running, supported by administrators or community decision-makers.

8. Confirmation/Expansion — There are standard efforts (activities and policies) in place and authorities or community decision-makers support expanding or improving efforts.

9. Professionalization — Detailed and sophisticated knowledge of prevalence, risk factors, and causes of the problem exists. (Edwards et al, 2000:298-300).

8



1. Strategies for No Awareness StageGoal: 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

9



2. Strategies for Denial/Resistance StageGoal: 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.

10



3. Strategies for Vague Awareness StageGoal: 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

11


COMMUNITY READINESS: TRI-ETHNIC CENTER MODEL4. Strategies for Preplanning StageGoal: 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

12



5. Strategies for Preparation StageGoal: 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

13



6. Strategies for Initiation StageGoal: 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

14


COMMUNITY READINESS: TRI-ETHNIC CENTER MODEL7. Strategies for Stabilization StageGoal: 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

15


COMMUNITY READINESS: TRI-ETHNIC CENTER MODEL8. Strategies for Confirmation/Expansion

StageGoal: 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

16



9. Strategies for Professionalization StageGoal: 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

17


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

18


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

http://www.shsu.edu/~glt002/Guidebook/theodori%202009.pdf

19


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

http://www.extension.umn.edu/community/00007.pdf

21


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.

Bridging Social Capital

- +

- Wealthy solve problems with financial capital; the poor have few options

Community change dominated by local or extralocal bosses or power

elite

+Community resists externally initiated

change or infighting negates community change efforts

Locally initiated change driven by community defined goals, with links

to external resources

Bo

nd

ing

So

cia

l Ca

pit

al

22


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.

23


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.

24


CROSS-SECTOR COLLABORATIONMost likely to succeed when:

1. 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.

2. Have committed sponsors and effective champions at many levels who provide formal and informal leadership.

3. The collaborative network is perceived as legitimate among both internal and external stakeholders.

25


CROSS-SECTOR COLLABORATIONMost likely to succeed when:

4. Trust-building activities (such as nurturing cross-sectoral and cross-cultural understanding) are continuous.

5. Partners use resources and tactics to equalize power and manage conflict effectively.

26


EXTENSION’S CIVIC ENGAGEMENT MODEL

27


QUESTIONS AND DISCUSSION

28

© 2011 Regents of the University of Minnesota. All rights reserved.The University of Minnesota is an equal opportunity educator and employer. In accordance with the Americans with Disabilities Act, this PowerPoint is available in alternative formats upon request. Direct requests to the Extension Store at 800-876-8636.

Thank you.

Scott Chazdon, Ph.D., Evaluation and Research Coordinator, Extension Center for Community Vitality, [email protected]

mailto:[email protected]

1 © 2011 regents of the university of minnesota. all rights reserved. 11 community readiness and...

Documents

university of minnesota

community vitalityjanuary

community decisionmakers

colorado state university

extension center

local problem

standard efforts activities

existing efforts programs