Collaborative Leadership for Healthy Communities

448 views

Published on

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
448
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
4
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • (c) 2011 Indiana University and GreenPlay, LLC
  • (c) 2011 Indiana University and GreenPlay, LLC
  • Often we overlook the importance of examining the policies, procedures, practices, laws and ordinances that shape our delivery of services. These areas require much more rigorous examination as they are the root source of resources that flow through the agency and defining the manner in which they can be used. In our approach we request that agencies carefully examine their policies, procedures, practices, ordinances, laws on a regular basis, not when convenient or ordered to do so in response to an incident. In our opinion, policies affect procedures which in turn influence practice. Careful examination of your policies will be essential to monitor their effects on outcomes. (c) 2011 Indiana University and GreenPlay, LLC
  • There are four sequential steps in the CAPE process. First we create a catalogue of current laws, ordinances, policies, procedures and practices that may directly or indirectly influence active engagement in your assets and affordances. Examples are provided in your workbook. Second, we analyze those to clearly understand their intent and desired outcome, What we are looking for is to determine if the effects are what was intended. There may be unintended consequences as is illustrated in the Skateboard park case study. Third, we process that information to calculate the potential impact on the customer who is seeking to fully engage in your assets or affordances. What is the impact? Finally, if the situation merits, we would recommend changing what we are doing through revision of policy, law, procedures or practices. In order to understand if the change is working we would test the change by following it in our Stella system of analysis and determine if indeed it resulted in a positive change. (c) 2011 Indiana University and GreenPlay, LLC
  • (c) 2011 Indiana University and GreenPlay, LLC
  • (c) 2011 Indiana University and GreenPlay, LLC Using the GIS inventory and analysis, we can create analytical maps (called perspectives) that show where assets are provided for the target community group. Darker shades represent a higher value – or more service from assets for Bloomington. This Perspective shows that Bloomington is pretty well covered in terms of having assets (parks, recreation centers and trails) available for their community’s youth within a 1 mile radius of the asset.
  • (c) 2011 Indiana University and GreenPlay, LLC This perspective shows where affordances (such as recreation programs) are available for youth ages 10-14 in Bloomington, from a walkable (1/3 mile radius). Note that there is a lot less coverage for service for these affordances than shown for the assets on the previous perspective. This indicates that Bloomington has a lot of locations for parks and facilities available, but they might want to invest in more locations for programs so that more youth can walk to drop-in or directed activities. Perspectives can be created to analyze a variety of aspects or factors relative to assets and affordances. We can look at different types of assets (such as more active recreation, or more passive areas), or different types of programs. We can also include things like fresh food availability, sites for health care, etc. in the dynamic digital dataset, to analyze these factors also, if desired. These analytical inventory and mapping tools give us information that helps us understand which specific investments a community has and needs, and to set standards for investment in the future.
  • (c) 2011 Indiana University and GreenPlay, LLC
  • (c) 2011 Indiana University and GreenPlay, LLC
  • (c) 2011 Indiana University and GreenPlay, LLC
  • (c) 2011 Indiana University and GreenPlay, LLC
  • Collaborative Leadership for Healthy Communities

    1. 1. Your Presenters TodayDirk Richwine, RecreationSuperintendent, Henderson NVDr. David M. ComptonProject Manager, IU-B HealthyCommunities Research Group 
    2. 2. Overview of the Workshop • Introduction to the National Project • Overview of the Process • Resources for Your Community • Benefits for South Bend • Year One Timeline
    3. 3. The IU-Bloomington TeamDr. David M. Compton, Project Director (Professor, Department of Environmental Health & Department of Recreation, Park and Tourism Studies, Indiana University) Teresa Penbrooke, CPRP, MAOM, Project Manager (Founder and CEO, GreenPlay LLC, and Faculty and Co-Founder for GP RED) Dr. Michael P. Muehlenbein, Director, Applied Research (Assistant Professor, Anthropology, Indiana University) Dr. Craig Ross (Professor, Department of Recreation, Park and Tourism Studies, Indiana University)Dr. Kiboum Kim, Director, Systems Design and Analysis (Assistant Scientist, Department of Recreation, Park and Tourism Studies, Indiana University)Shanna Saubert, Project Assistant (Graduate Research Assistant, Department of Recreation, Park and Tourism Studies, Indiana University)
    4. 4. “You do not reallyunderstand something until you can explain it to your grandmother” - Albert Einstein
    5. 5. Building the FoundationA healthy community is intentional, notaccidental! It requires:  Creating a warrant for action  An inventory of assets & affordances  Documenting critical elements (e.g.) policies/practices, collaborations, funding sources/streams, etc.  Creating database for systems use  Establish surveillance system
    6. 6. A Public Health Imperative• Prevalence of obesity in children has been increasing• Overweight children tend to remain overweight in adulthood – 80% rule
    7. 7. Childhood Obesity (BMI ≥30) in the US, 2003
    8. 8. Childhood Obesity (BMI ≥30) in the US, 2009
    9. 9. A National Call to Action• Moral concern the health of others• 16-20% of the total US budget will be spent on health care• We cannot pay this health care bill!• Over 12,000 park & recreation agencies are the front line of this war• Beta test sites are the first to systematically attack the issue
    10. 10. Who should be targeted? 10-14 year old youth (critical stage) Youth who are: Currently overweight Vulnerable populations Those we do not currently serve Critical that we focus and demonstrate effects!
    11. 11. Repositioning for Impact “Align your department with solving public problems. That’s what repositioning is all about.” Dr. John L. Crompton Distinguished Professor Texas A&M University “Elected officials have some very tough choices to make. It’s our job as recreation professionals to provide them with information and tools to be able to make those decisions.” Ann Conklin, Director of Leisure Services Canton, MI
    12. 12. Your Public Health Imperative• Your agency is engaged in “prevention” of lifestyle related illnesses• Decisions require new approaches, databases, knowledge, skills• Must manage from information…not historical past, or tradition• You are required to demonstrate impact and effects
    13. 13. What is required?• In order to increase physical activity & adherent engagement we need to: – Secure South Bend demographic, geographic and epidemiologic data – Inventory all assets & affordances – Document & self-appraise importance, performance & impact of policies, practices, collaborations, funding applications, etc. – Create a South Bend working systems management model for optimizing impact
    14. 14. Policies guide practice Rare to see agency personnel dissecting policies, procedures or practices What is the influence on practice? Service quality? Customer impact? A critical need to examine, calculate and examine policies, procedures & practices
    15. 15. CAPE Policy Analysis
    16. 16. Syncing of Mission, Values & VisionMission describes the 5 W’s of services: who are youserving, what are your services, when do they occur,where do these services take place, and why we do whatwe do…and don’t forget the how much do they cost!Values describe what is important to your community,the parks and recreation department staff and yourpolicy makers.Vision describes a realistic look at where yourdepartment will be in the near future.
    17. 17. Data Collection ApproachWhere can we find this How can we collect thisinformation? information?•Mission, vision, and goal •Agency interviewsstatements •Focus groups•Agency master plans •Community benchmarks•Cooperative use agreements •Collaborative efforts across•Staff membership on community agencies in the communitycommittees, etc. •Duplication and gaps in assets•Look around our community and and affordanceslet’s try to identify stakeholdersthat we may be missing…
    18. 18. Collaborations & Partnerships Who do you do Self-rating by P&R engage? agency personnel & collaborators of: •Partnerships  Importance-How essential is it? •Collaborations  Performance- How •Sponsorships well are we doing? •Grants  Impact- What effects •Others? are evident?
    19. 19. Funding Source Analysis• Sources of funding?• Allocation to categories?• What is flexible? Protected?• What is directed to youth 10-14 years?• Funds targeted tor health behavior & lifestyle improvement?
    20. 20. Nine Steps of Funding Source Analysis
    21. 21. Inventory of Assets • Assets (Physical & natural) • Dynamic Digital Data Set – MS Excel/Access and GIS • Step 1: Determine Relevant Components – For this Target Age Group
    22. 22. Step 2: CompileInventoryUse Composite-ValuesMethodology - Capacity (#) - Location and Access - Quality and Condition
    23. 23. Inventory of Affordances• Categories of Programs and Services – What opportunities are “afforded” to your community members by your offerings• Characteristics of the affordances
    24. 24. Perspectives and composite-values level of service analysisscores can be used for: • Analyzing an agency’s inventory to create overall analysis of the whole system (called Composite Perspectives). • Analyzing subsets of the agency’s inventory and/or specific components of the system (Specific Perspectives). • Comparing sub-areas of the system for equity – either in total, or for specific components. • Setting agency-specific target scores for the future and comparative analysis.
    25. 25. Composite-Values Analysis - Assets
    26. 26. Composite-Values Analysis - Affordances
    27. 27. Managing with Data• Essential to use data for informed management decisions• Systems software allows managers to model approaches without error• Understand what your resources are doing to impact youth 10-14 year old youth• Make decisions with your team & track increases/decreases
    28. 28. Illustration of systems modelPopulation Birth Birth rates (Stock) (Flow) (Convertor) Death Death rates (Flow) (Convertor)
    29. 29. A Healthy Communities System  Physical activity opportunities/barriers/constraints - Acres of open space - Number, capacity, & types of activity programs - Number, quality, & proximity of assets - Walkability, perceived safety, accessibility - Number of scholarship beneficiaries  Policies & practices  Partnerships / Collaborations / Sponsorships  Amount of operating budget and distribution
    30. 30. Modules in Stella ModelingCapacity for a Physically Health Healthy Inactive Care Community Population Costs Capital investment in healthy (+) community (+) (+) Community obese population (+) (-)
    31. 31. HCSM simulation
    32. 32. Managing the Process
    33. 33. Surveillance in South Bend • How will you know if your management strategies are affecting (positively or negatively) the proposed outcomes/outputs? • Measure Outcomes • Evaluation Criteria • Evaluation Tools • Monitoring Over Time
    34. 34. Summary of Benefits for Beta Sites • Alliance with IU-Bloomington’s Healthy Communities Research Group and National Beta Sites • Training, Templates, and Analysis • Assessment and Modeling tools • Monitoring and Evaluation • Positioning of P&R as a catalyst for a healthy community
    35. 35. Project Tasks & Milestones Start Date End date Milestone Deliverables1.0 Planning meeting 2/15/11 3/31/11 Verify all dates, milestones, tasks,(City/IUB) deliverables2.0 Training #1 3/21/11 4/30/11 Staff readiness Organizational workshop3.0 Data collection 3/21/11 5/15/11 Primary data Warrant for agency action4.0 Interim report 5/15/11 5/31/11 Report by IUB to City5.0 Training #2 5/7/11 5/31/11 Staff data Training workshop for South Bend management employees6.0 Data collection 5/1/11 7/1/11 Primary data sources Demographics on 10-14 year old & obesity7.0 Milestone 7/1/11 8/1/11 Review of milestones to date; tasksaccomplishments outstanding8.0 & 9.0 Assets and 4/1/11 9/1/11 Asset and affordances list/codedAffordances inventory10.0 Training #3 9/1/11 9/15/11 Staff modeling Training workshop11.0 Collaboration ratings 10/1/11 11/15/11 Collaboration & partnerships rated12.0 Policy ratings 10/1/11 12/1/11 Policies procedures & practices rated13.0 Funding impact 12/1/11 1/15/12 Simulation of funding usingsimulation scenarios14.0 Stella simulation 1/15/12 3/1/12 Stella model South Bend preliminary simulation15.0 Analysis of data sources 1/15/1 2 3/1/11 Verification of data sources for modeling16.0 Year One Status report 3/1/12 3/15/12 Year one report Year 1 report to City
    36. 36. Questions? Thank you!211 North Public Road Lafayette, CO 80026 303-501-7697

    ×