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Expanding the Margins: A New Paradigm for Successfully Doing More with Less
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Expanding the Margins: A New Paradigm for Successfully Doing More with Less

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Vulnerable and hidden populations look to inclusive networks to offer solutions for their unmet needs. Building successful collaborative relationships with resources that already exist in a community, …

Vulnerable and hidden populations look to inclusive networks to offer solutions for their unmet needs. Building successful collaborative relationships with resources that already exist in a community, increases capacity for the community and honors what members of the community have to offer toward reversing their own negative health outcomes. Factors determining whether or not people will be healthy many times have to do with the strength and inclusiveness of collaborative networks around them. Figuring out the resources available to a population and then bringing those resources together into a collaborative effort can bring healing to the body and the spirit of those touched by the unity of such an effort.

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  • 1. Expanding the Margins: A new paradigm for successfully doing more with less VFCA/VRHA Conference Homestead, Virginia November 15-17, 2009 Susan L. Triggs, RN, MPH Health Equity Specialist Virginia Department of Health Office of Minority Health and Public Health Policy
  • 2. Where Are We After Congregational Health Assessments?
    • OMHPHP partnered with Congregational Health Resource, LLC
    • Assessments completed in
      • Page County
      • Shenandoah County
      • Bath County
      • Essex County
    10-09 Susan L. Triggs, RN, MPH
  • 3. Next Steps
    • To encourage community organizations and agencies to work across organizational lines and collaborate in order to meet the health needs of the whole community.
    10-09 Susan L. Triggs, RN, MPH
  • 4. What Could Happen?
    • The church community expands
    • The educational community expands
    • The medical community expands
    • The civic community expands
    • An enlarged networking environment increases the capacity of the community at large to meet the health needs of its residents.
    10-09 Susan L. Triggs, RN, MPH
  • 5. “ Expanding the margins” -- Defined
    • The economy
      • Its impact on what we do
      • Its impact on how we do it
    • Difficult situations and purpose
    • Our box
    • Tapping into stuff outside of our box
    10-09 Susan L. Triggs, RN, MPH
  • 6. How Do We Expand the Margins?
    • Think inclusively
    • Look for the system
    • Segment stakeholders
    • Analyze each segments perspective of the issue
    • Know what stakeholders will gain by participating
    • Highlight for stakeholders what they will gain
    • Know what “expanding the margins” will do for your group
    • Begin
    10-09 Susan L. Triggs, RN, MPH
  • 7. Thinking Inclusively
    • Identify stakeholders outside of your box
    • Acknowledge stakeholder interdependence
    • Manage differences constructively
    • Allow for joint ownership of decisions
    • Share responsibility for problem management
    10-09 Susan L. Triggs, RN, MPH
  • 8. Thinking Inclusively (cont.)
    • Accept that the process will constantly change
    • Understand that positive change promotes growth
    • Involve other community coalitions/groups
    • Diversify partners in order to impact more members of the community
    • Utilize community-based participatory approaches
    10-09 Susan L. Triggs, RN, MPH
  • 9. Looking for the System
    • A system is
      • a group of interacting, interrelated, or interdependent elements forming a complex whole. (Online free dictionary found at http://www.thefreedictionary.com/system )
      • a regularly interacting or interdependent group of items forming a unified whole. (Merriam Webster online dictionary found at http://www.merriam-webster.com/dictionary/system )
    10-09 Susan L. Triggs, RN, MPH
  • 10. Looking for the System (cont.) 10-09 Susan L. Triggs, RN, MPH
  • 11. Segmenting Stakeholders
    • Socio-demographics
    • Organizational affiliations
    • Pro or con stakeholder
    • Resources
    • Generational affiliation
    10-09 Susan L. Triggs, RN, MPH
  • 12. Analyzing Perspectives
    • Who in the community cares about this?
    • Assess awareness/education
    • Assess community support
    • Back to pro/con stakeholders
    • Assess what stakeholders will gain or lose if true collaboration occurs
    • Political/policy ramifications
    • Force Field Analysis ( http://www.mindtools.com/pages/article/newTED_06.htm )
    10-09 Susan L. Triggs, RN, MPH
  • 13. Knowing What’s in it For Stakeholders
    • Economics
    • Culture
    • Values
    • Social norms
    • Politics
    • Trust…….. or not
    • Status quo (Why; Why not)
    10-09 Susan L. Triggs, RN, MPH
  • 14. Knowing What’s in it For Stakeholders (cont.)
    • A walk in the woods brings shared interests
    • Guiding (steering) the process
    • Commitment to the process
    • Quick Results vs. Lasting Results
    10-09 Susan L. Triggs, RN, MPH
  • 15. Knowing What’s in it for Stakeholders? (cont.) 10-09 Susan L. Triggs, RN, MPH
  • 16. Highlighting What’s in it for Stakeholders Mission Statements
    • Organization/agency mission statements
    • Community members (personal mission)
    • The Group/Coalition/Collaborative Team (your) mission statement
    10-09 Susan L. Triggs, RN, MPH
  • 17. Highlighting What’s in it for Stakeholders (cont.)
    • Help stakeholders understand
      • How does my mission align?
      • What resources do I bring to the process?
      • How will the community benefit if my organization participates?
      • What outcomes do I want to see as a result of this process?
    • How will this process be evaluated?
    10-09 Susan L. Triggs, RN, MPH
  • 18. Leadership
    • Elected leaders
    • Member organizations
    • Lead agency
    • Staff
    • Members – Representatives/Individuals
    • Community members
    • Informal leaders
    • Grassroots people
    10-09 Susan L. Triggs, RN, MPH
  • 19. Leadership (cont.)
    • Community members
    • Informal leaders
    • Grassroots people
    • Elected leaders
    • Member organizations
    • Lead agency
    • Staff
    • Members – Reps vs. Individuals
    • Balance of power promotes success
    10-09 Susan L. Triggs, RN, MPH
  • 20. What Will Your Group Gain?
    • Community-based collaborative team
    • Opportunity to work with a diverse array of community stakeholders
    • Productive working model that leads to successful outcomes
    • Increased knowledge about your focus community
    • Increased capacity
    10-09 Susan L. Triggs, RN, MPH
  • 21. What Will the Focus Community Gain?
    • Resource identification
    • Leader identification
    • Leadership training
    • Education/awareness
    • Networking
    • Working with……
    • Increased capacity
    10-09 Susan L. Triggs, RN, MPH
  • 22. What Will the Focus Community Gain? Increased Capacity
    • Capacity
      • Capabilities, knowledge, and resources
    • Capacity building
      • Strengthening activities that help a collaborative group better fulfill its mission.
    • Some Components
      • Mission, Vision, and Strategy
      • Governance and Leadership
      • Program Delivery and Impact
      • Strategic Relationships
      • Finances/Resources
    10-09 Susan L. Triggs, RN, MPH
  • 23. The Starting Line
    • Find committed workers
      • Many will come
      • Some will leave
      • Some will stay
      • Invite others that did not come
    • Engage committed workers
    • Stay the course
      • Develop group mission and vision
      • Post it during every meeting
    10-09 Susan L. Triggs, RN, MPH
  • 24. The Starting Line (cont.)
    • “ A small body of determined spirits fired by an unquenchable faith in their mission can alter the course of history.” Gandhi
    • “ Coming together is a beginning. Keeping together is progress. Working together is success.” Henry Ford
    • “ Problems can become opportunities when the right people come together.” Robert South
    10-09 Susan L. Triggs, RN, MPH
  • 25. References
    • Butterfoss, F.D. (2007). Coalitions and partnerships in community health. San Francisco: Jossey-Bass.
    • Kettner, P.M., Moroney, R.M., & Martin, L.L. (Eds,) (3rd Ed.), 2008. Designing and Managing Programs: An effectiveness-based approach. Thousand Oaks: Sage (45-49).
    • Marcus, L.J. & Dorn, B.C. Harvard Center for Public Health Preparedness/National Preparedness Leadership Initiative Program for Health Care Negotiation and Conflict Resolution. Dynamics of the Process. Division of Public Health Practice/ Department of Health Policy and Management. Harvard School of Public Health
    • Mindtools. Force Field Analysis. Retrieved September 17, 2009 from http://www.mindtools.com/pages/article/newTED_06.htm
    • ThinkExist.com. Quotations. Retrieved September 17, 2009 from http://en.thinkexist.com/quotes/top/
    10-09 Susan L. Triggs, RN, MPH
  • 26. 10-09 Susan L. Triggs, RN, MPH QUESTIONS

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