NM County/Tribal Health Council Convening Frances Varela, RN, MSN, - - PowerPoint PPT Presentation

Reclaiming a Proud Tradition of Wellness

Strengthening the Voice of Community: Health Councils: Effective Collaboration through Collective Impact

NM County/Tribal Health Council Convening April 17, 2013

Frances Varela, RN, MSN, MALAS Healthy Native Communities Partnership

The Leaders we need are already here, The Wisdom we need is present in our communities

Reclaiming a Proud Tradition of Wellness

Healthy Native Communities Partnership Inc. (HNCP) is a 501c3 non-profit

• rganization that supports

capacity building, leadership development, partnership, and networking so that Native communities realize their own vision of wellness.

Reclaiming a Proud Tradition of Wellness

Healthy Native Communities Fellowship (HNCF) Develops and supports teams of community change agents for wellness Just Move It (JMI) A North American campaign to promote and support physical activity for Indigenous communities Native Wellness Resource Network brings people together to share‘what works’ for wellness in Native communities and develop regional support networks Health Communications Supporting wellness through digital storytelling & social marketing Consultation, Training & Capacity Building for Native communities in community engagement, leadership development, health communications & wellness planning

Building Capacity in Native Communities

• How can health councils organize themselves to

best respond to needs of their communities?

• How can we keep the lens of health equity front

and center?

• How can health councils more effectively organize

their collaborative efforts to achieve collective impact?

• How do we maintain consistency and follow-

through when there's so much turnover in political leadership at the local/tribal level?

Questions I Was Asked To Consider

How Can Health Councils Organize Themselves to Respond to Needs of Their Communities? How Can We Keep the Lens of Health Equity Front and Center?

PART ONE QUESTIONS

Engaging Community Voices To Make A Difference

Listening to and Engaging Community Voices: Strengthening Social and Cultural Capacity

• Community Conversations that matter and lead to

action

• Strengths focus while understanding historic

context and power dynamics and their effect on health inequities

• Creating a community container that supports the

work

• Collaborative leadership

and participatory group facilitation skills

• Participatory Group

Process Tools

Margaret Wheatley: Turning to One Another: Simple Conversations to Restore Hope to The Future (2002)

Listening to Community Voices: Paulo Freire Learning and Social Action Model

• The wisdom and knowledge about how to change

community conditions to address oppression caused by social, political and economic inequality, resulting from the colonization of Native communities over the last 400 years, comes from within the collective experiences

• f every person living in communities who deal with these

inequalities on a daily basis.

• The methodology of Paulo Freire creates a structure
• f participation that taps into this communal wisdom.

Colonizing Education

It’s not east to begin to talk to one another again. We stay silent and apart for many reasons. Some of us never have been invited to share our ideas and opinions. From early school days and now as adults, we’ve been instructed to be quiet so others can tell us what to think.

Margaret Wheatley: Turning to One Another: Simple Conversations to Restore Hope to The Future (2002)

We humans want to be together. We

• nly isolate
• urselves when

we’re hurt by

• thers, but alone is

not our natural state. We become hopeful when somebody speaks the truth.

Communitiy River

• f Life

LEGACY OF COLONIZATION, ASSIMILATION & ACE’s Power Over VS MUTUAL RELATIONSHIP, TRUE PARTNERSHIP Power With H I S T O R I C A L

• T

R A U M A

• One

Way

• Fosters

Irresolvable

• Grief
• Causes

Generational Anger and Guilt

• Causes

Mistrust

• Suppresses

Choice

• Generates

Internalized

• Oppression
• Reinforces

Sameness

• Creates

Hidden Voices

• CONFLICT

POINT

• =
• Role

Strain Role Conflict

• Two

Way

• Requires

Collaboration

• Heals

Generational Anger and Guilt

• Rebuilds

Trust

• Based
• n

Choice

• Heals

Internalized Oppression

• Reinforces

the Richness

• f

Diversity

• Seeks
• ut

Hidden Voices

P R O B L E M

• S

O L V I N G

Health Inequities

Healing, Health and Well Being

• Roberto Chene-

Creating a Container For Community Listening and Dialogue

Many Hands: Community Members Are Key

When community members and organizations from diverse parts of the community bridge their differences to work together to solve a community problem- this in and of itself begins to re- build a sense of community and cultural connection and strengthens the wellbeing

• f the community.

Best Practices in Engaging Community

• Broadening Participation in Community Problem

Solving: a Multidisciplinary Model To Support Collaborative Practice and Research

• Roz D. Lasker and Elisa S. Weiss
• Journal of Urban Health: Bulletin of the New York Academy of

Medicine Vol. 80, No. 1, March 2003

Community Involvement is Key To Solving Community Problems

Reasons Why It’s Hard to Involve Community People:

• Our voice doesn’t matter
• Distrust & polarization
• What happens is beyond
• ur control
• Community members are
• bjects not peers
• Stress of daily life

Involving community members is about creating stronger social ties, building trust and fostering a sense of identity and belonging-all of which contribute to community health.

• Constantly reach out to the community- do

not expect the community to come to you.

• Create spaces for participants to form

connections and build trust

• Make participation easy and fun
• The community wellness planning process is

not run by a single individual or entity, but by a team of diverse participants who represent different community interests

What Works to involve the Community

• The CWP process is independent- not

controlled by the interests or agenda of any single entity or person.

• Value listening to one another and meaningful

conversation above talking at each other with sound bites and confrontation.

• Create group norms to make sure all feel safe to

voice different opinions

• Create a common language for the work

What Works to involve the Community (cont)

• Evaluate and continuously improve the group

process: Get feedback from participants about how the process could be improved to make it work for them and then make those changes to the process.

• Don’t blame people who drop out or stop

participating in the group: Most of the time, the process wasn’t meeting their needs or they had nothing to contribute

What Works to involve the Community (cont)

An Agenda to Promote Participation

.

Collaborative leaders value team work, appreciate difference perspectives, bring diverse community participation into the process, are committed to making sure hidden voices are involved, and are comfortable sharing ideas, resources and power. Collaborative leadership and democratic management of the process are crucial to its success

CWP Resource Guide

Part 2 Questions How can health councils more effectively organize their collaborative efforts to achieve collective impact?

• The approach and the term were made popular by Kania and

Kramer, in a 2011 Stanford Social Innovation Review article.

• Defined as “the commitment of a group of important actors

from different sectors to a common agenda for solving a specific social problem.”

• The initial article was based largely on the experience of the

“Strive” initiative in Cincinnati, but a follow-up article draws from multiple collective impact initiatives across the nation.

What is “Collective Impact”?

The Five Conditions of Collective Impact

2

• 1. Common Agenda

Shared vision, common understanding of the problem, and a joint approach to solving the problem.

• 2. Shared Measurement

Collecting data to measure results on a regular basis so that participants can hold each other accountable.

• 3. Mutually Reinforcing Activities

Coordinated, but differentiated activities among the participant organizations.

• 4. Continuous Communication

Consistent and open communication to: build trust, assure mutual objectives, and create common motivation.

• 5. Backbone Support

A separate organization to coordinate the overall initiative and the participating

• rganizations.

Source: Hanleybrown, Kania, & Kramer. 2012. “ Channeling Change: Making Collective Impact Work.” Stanford Social Innovation Review.

• A sense of possibility based on connection that change

can happen

• Strong Partnerships from grassroots to tree tops
• A disciplined conversation and planning process that

gets community partners from talk to action

• Keeping track if community change efforts are making a

difference

• Aligned contributions-everyone contributes an action

based on their strengths and mission toward a common goal

What Does It Take to Achieve Collective Impact on Community Wellness?

ASK: What’s Possible not What’s Wrong Keep asking.

Margaret Wheatley: Turning to One Another: Simple Conversations to Restore Hope to The Future (2002)

Bernalillo County Early Childhood Accountability Partnership Framework for Change

Focus on A Single Measurable Result & Core Set of Indicators: Bernalillo County Children will be Ready for and Succeed in School Focus on A Single Measurable Result & Core Set of Indicators: Bernalillo County Children will be Ready for and Succeed in School

Collaborative Leadership: Leaders with Collaborative Skills Set Work Together For an Extended Time Period Collaborative Leadership: Leaders with Collaborative Skills Set Work Together For an Extended Time Period Public Accountability: Sense of Urgency & A Public Commitment To Make A Measurable Difference Public Accountability: Sense of Urgency & A Public Commitment To Make A Measurable Difference Aligned Contributions: A critical mass of leaders from multiple sectors take aligned action at a scope and scale sufficient to turn the curve on indicators Aligned Contributions: A critical mass of leaders from multiple sectors take aligned action at a scope and scale sufficient to turn the curve on indicators

We have to slow down. Nothing will change for the better until we do. We need time to think, to learn, to get to know each other.

Margaret Wheatley: Turning to One Another: Simple Conversations to Restore Hope to The Future (2002)

Fitting RBA Within Collective Impact

Going Through An RBA Process Creates:

• Common Agenda
• Shared Measurement

System

• Mutually Reinforcing

Actions

Early Childhood Accountability Partnership Roadmap for Success

Age 1 Age 2 Age 3 Birth Age 4 Age 5 Prenatal

Children, 3-5 years old, participate in high-quality early care and education programs Children are ready for kindergarten Children are on time and attend kindergarten regularly Children receive at least two developmental screenings by the age of 3 with a validated tool Children have stable and affordable housing Mothers experience safe and healthy pregnancies, absent of adverse events

Kindergarten

Draft 12-4-12

Families are engaged in their children’s learning and cultivate their cultural heritage and home language development

Ready Children Ready Families Ready Communities Ready Services

Governance & Infrastructure Strategic Planning Community Involvement Evalua on and Improvement Phase I: Ini ate Ac on (Planning period) Champions, cross-sector groups Map the landscape, use data to make case Community outreach Baseline data to iden fy key issues, gaps Organizing commi ee, iden fy new champions, LAP training Analysis of current capaci es, asset mapping Targeted outreach to early childhood community Create data commi ee, develop shared measures of readiness Phase II: Organize for Impact (Ac vi es that need to be undertaken in the first couple of years following the planning period) Infrastructure Common agenda Engage community, build public will Shared metrics Phase III: Sustain Ac on and Impact (Ac vi es that deepen the work begun in Phase II to move us toward our long-term vision) Facilitate and refine Support implementa on (alignment) Further engagement, advocacy Collect and track data and report progress

The Three Phases of Collec ve Impact in Rela on to ECAP ←We are here

5

NM EC Investment Zones

• Race to the Top Investment Zones: Overall goal in this effort

continues to be the development of a model that can be employed in other communities and other school districts of the State to strengthen community investment in early childhood and early learning programs

• This will be accomplished by working with high risk and ready

communities to engage in community-specific capacity building, infrastructure development and comprehensive integrated to make high quality early learning opportunities universally available to all those who wish to participate.

• Four Current Sites: South Valley Albuquerque, Quay

County, Luna County, McKinley County

• How do we maintain consistency and

follow-through when there's so much turnover in political leadership at the local/tribal level? Part Three Question

Together we can build the future

• ur elders hoped for, and our

grandchildren deserve