1. The Power of Collaborative Solutions: Community Psychology Building Healthy Communities Canadian Community Psychology Conference Ottawa, May 2010 Tom Wolff Ph.D. Tom Wolff & Associates 24 S. Prospect St. Amherst, MA. 01002 413 253 2646 tom@tomwolff.com

2. What are collaborative solutions? Doing together that which we cannot do alone A collaboration is a group of individuals and/or organizations with a common interest who agree to work together toward a common goal. »From S.Fawcett et.al

3. Core Principles of Community Psychology We need to focus not only on individuals but also on communities. Human strengths and problems are best understood and changed when we view people within their social, cultural, economic, historical, and geographic cultures. We need to pay explicit attention to and respect the diversity among people and settings.

4. Core Principles of Community Psychology We can enhance well-being and promote social justice by fostering collaboration where there is division and empowerment where there is oppression. We are committed to promoting equitable distribution of resources, equal opportunity for all, non-exploitation, promotion of peace, active citizenry, liberation of oppressed people, greater inclusion for historically marginalized groups, and respect for all cultures. From: SCRA Vision statement

5. Why collaborative solutions have been encouraged? To create social change To encourage social innovation Expand interventions to the whole community To do more with less when there are budget cuts To address limitations of the health and human service systems To promote civic engagement To build healthy communities

6. Concerns with Community Helping Systems Fragmentation Duplication of effort Focus on deficits Crisis Orientation Failure to respond to diversity Excessive professionalism Detached from community & clients Competition Limited and inaccessible information Failure to engage those most directly affected Loss of our spiritual purpose

7. Collaborative Solutions 1. Engage a broad spectrum of the community –Especially those most directly affected –Celebrate racial and cultural diversity 2. Encourage true collaboration as the form of exchange

8. The Continuum of Collaboration Definitions: NetworkingExchanging information for mutual benefit. CoordinationExchanging information and modifying activities for mutual benefit. Cooperation Exchanging information, modifying activities, and sharing resources for mutual benefit and to achieve a common purpose.

9. The Continuum of Collaboration- cont. CollaborationExchanging information, modifying activities, sharing resources, and enhancing the capacity of another for mutual benefit and to achieve a common purpose by sharing risks, resources, responsibilities, and rewards (From Arthur Himmelman) Respect each others views Seek win-win

10. The Continuum of Collaboration Worksheet Instructions: Given the definitions of networking, coordinating, cooperating and collaborating, identify the following: With an “x” identify which functions are most frequently used in your collaborative efforts Discuss how you might like to change this “mix” With an “o” identify where you would like to be (which functions you would like to use more frequently, etc.) Discuss and note what your collaborative needs to do to make this happen Use Frequently Use Sometimes Hardly Ever Use Networking_______________________________________ Exchanging Information Coordination_______________________________________ Exchange Information Alter Activities Cooperation_______________________________________ Exchange Information Alter Activities Share Resources Collaboration_______________________________________ Exchange Information Alter Activities Share Resources Enhance Capacity

11. Collaborative Solutions cont. 3. Practice democracy –Promote active citizenship and empowerment 4. Employ an ecological approach that emphasizes individual in his/her setting. –Build on community strengths and assets

12. Neighborhood Needs Map Domestic Violence Alcoholism AIDS Dropouts Abandonment Homelessness Child Abuse Pollution Rat Bites Drug Abuse Welfare Dependency Boarded-up Buildings Unemployment Gangs Illiteracy Lead Poisoning Mental Illness Teenage Pregnancy Broken families TruancyTruancy Crime Slum Housing From John McKnight

13. Neighborhood Assets Map Capital Improvement Expenditures Police Vacant Bldgs., Land, etc. Social Service Agencies Welfare Expenditures Energy/Waste Resources Home-Based Enterprise Gifts of Labeled People Parks Personal Income Associations of Business Citizens Associations Religious Organizations Individual Businesses Individual Capacities Cultural Organizations Fire Depts. Public Schools Higher Education Institutions HospitalsHospitals Libraries Public Information Primary Building Blocks: Assets and capacities located inside the neighborhood, largely under neighborhood control Secondary Building Blocks: Assets located within the community, but largely controlled by outsiders. Potential Building Blocks: Resources originating outside the neighborhood, controlled by outsiders. From John McKnight

14. Types of community assessment questions Traditional: What are your needs? How can we (providers) meet those needs? Asset-based assessment questions: What are your community’s strengths? How can you contribute to helping us find a solution?

15. Collaborative solutions cont. 5. Take action –Address issues of social change and power –Build on a common vision 6. Engage your spirituality as your compass for social change Align the goal and the process –“Be the change that you wish to create in the world.” (M. Gandhi)

16. Story of the Cleghorn Neighborhood Center

17. Factors Affecting a Collaboration’s Capacity to Create Change Having a clear vision and mission Action planning for community and systems change Developing and supporting leadership Documentation and ongoing feedback on programs Technical assistance and support Securing financial resources for the work Making outcomes matter –From Roussus and Fawcett Plus – Dealing with conflict - OSAP

18. Barriers to Coalition Building Turf and Competition Bad history Failure to Act Lack of a Common Vision Failure to provide and create collaborative leadership Minimal organizational structure Costs outweigh the benefits Not engaging self-interest Overcoalitioned community

19. Agency-Based and Community-Based Approaches IssuesAgency-BasedCommunity-Based Approach Weakness/DeficitStrength/Asset Definition of Problem By Agencies, Government By Local Community Role of Professional Central to Decision Making Resource to Community Problem Solving

20. Agency-Based and Community-Based Approaches IssuesAgency-BasedCommunity-Based Primary decision makers Agencies, Gov’t Community Potential for Community Ownership LowHi Community’s Control of Resources LowHi

21. Outreach questions Strengths and Gaps in your present membership Who is missing? Who else do we need to have in the room to improve health and quality of life? Who else in the community cares about your issue? Who might you engage?

22. Benefits of Involving Grassroots Organizations and Leaders 1.Can reach “high risk” and “hard to reach” populations 2Work with “formal” and informal” leaders 3Know what works in their communities 4. Community organizations are community archivists (continued....)

23. Benefits of Involving Grassroots Organizations and Leaders (continued) 5.Promote ownership and participation 6.They are the best architects of solutions 7.Build local leadership 8.Create positive “norms” in the community 9.Promote community ownership

24. THE FORMAL SECTORS

25. THE INFORMAL SECTORS

26. Degrees of Involvement – Ladder of Participation Community initiated – shared decision making with agencies Community initiated and directed– agencies support Agency initiated – shared decision making Consulted and informed Assigned roles Tokenism Decoration Manipulation

27. Stakeholder Analysis- What to think about in inviting someone to join Capacities, skills, resources? Potential role? Self interest? Why should they join? Are there shared goals around health status? How will you recruit? Barriers to recruiting? Who? When?

28. Retention _ The 6 R’s of Participation Recognition Respect Role Relationship Reward Results

29. REACH 2010 Boston Racial and Ethnic Approaches to Community Health

30. Boston Blueprint for Action Health Care and Public Health –Health Insurance. –Data Collection –Patient education –Health Systems – –Cultural Competence-. –Public Health Programs –Research Needs Environment and Societal Factors –Neighborhood investment – –Jobs and economic security –. –Public awareness –. –Promotion of key community institutions –

31. A Health Equity Framework Racism Transportation Food Access Socioeconomic Status Environmental Exposure Health Behaviors Access to Health Services Housing Public Safety Health Outcomes Employment Social Capital Education

32. Jamaica Plain Youth Health Equity Coalition Why focus on youth –We’re doing it already! –Youth issues = community issues = family issues –Narrows the focus (but not much)

33. Jamaica Plain Youth Health Equity Collaborative - Goals Involve residents, organizations and youth Examine health disparities Identify causes including social determinants Common language and framework Define and implement programs

34. Healthy youth have/are… High Quality Education That Helps Them Achieve Their Dreams Meaningful Living Wage Jobs Safe and Connected Community Environment High Quality and Affordable Housing Engaged in High Quality and Comprehensive Health Care High Quality Food Access and an Environment that Promotes Physical Activity

35. Bucket Meetings Case Study Employment inequities for low income African American/Latino youth – role of institutional racism Employment Health impacts for low income African American/Latino youth Possible Action Steps/Strategies

36. Youth Retreat August 2009 Undoing Racism Activity

37. Current Focus: Youth Employment Job Development Communications Job Training

38. Youth Report 2009

39. March and Rally February 2010

40. Institute of Medicine Evaluation Model

41. The work of SCRA’s Council on Commmunity Psychology Practice SCRA Vision at Illinois Biennial Wherefore art thou community practice? Survey of practitioners on training Practice Summit at Pasadena Biennial Focus: Publication, Training, Professional Practice Global eJournal of Community Psychology Practice www.gjcpp.org

42. The work of SCRA’s Council on Commmunity Psychology Practice Lisbon Intl Conf. session on models of training for practice Book – Community Psychology Practice Value Proposition – for employers Web face SCRA, Facebook, Idealist The Community Practitioner in the TCP The World Café at the N.J. Biennial Collaboration with the Council on Educational Programs

43. Are we preparing our community psychology graduate students to Be leaders in collaborative solutions?

44. COMPETENCIES in Community Psychology Practice (in order of frequency of use by respondents in the Values Proposition survey): DRAFT: Professional Judgment Locate, Evaluate, Apply information Community-Based Applied Research Assessment, Program Evaluation Ecological, Systems, Community Understanding Build & Maintain Collaborations Communication, Disseminating Information Ethical Practice Intervention, Program Planning & Development

45. COMPETENCIES (in order of frequency of use by respondents in the Values Proposition survey): Small/Large Group Processes Leadership, Supervision, Mentoring Capacity Building Organizational Assessment, Development, Consultation Resource Development Service Delivery Planning, Management Political Advocacy Community Organizing (Ratcliffe, Neigher 2009)

46. “ Be optimistic, it feels better.” Dalai Lama

47. Web Resources Tom Wolff & Associates www.tomwolff.com Community Tool Box http://ctb.ku.edu Global Journal of Community Psychology Practice www.gjcpp.org

48. New February 2010 from Jossey Bass/John Wiley- available at www.tomwolff.com