The document provides a history of the collaborative movement and the Far Southeast Family Strengthening Collaborative from 1989-2012. It describes how the collaborative movement began in response to lawsuits against the child welfare system in 1989. It then outlines the establishment of various collaboratives in DC and how the Far Southeast collaborative was founded in 1996 to address child abuse and neglect. The summary traces the growth and expansion of services provided by the Far Southeast collaborative over the years, such as establishing family support centers and programs focused on men/boys, gang prevention, and home ownership.
A Dialogue With Human Services Advisory GroupsFairfax County
This document discusses working together across human services organizations in Fairfax County to better support residents. It notes the challenges facing the system like changing demographics and funding. It emphasizes the need for collective impact through partnership, prevention strategies, strengthened relationships, and cross-agency collaboration. The goal is to tackle complex social issues and achieve community outcomes through a shared understanding of challenges and collective responsibility.
The document discusses initiatives in Perth and Kinross, Scotland that aim to engage communities and improve health and social well-being through co-production with local people and organizations. It describes programs like the Healthy Communities Collaborative and Time Banking that bring community members, volunteers, and agencies together to address issues, develop skills, and exchange services to enhance resilience. Evaluation of the programs show increases in social connections, activity levels, and community participation as well as benefits to health.
This document provides information about the Oklahoma Education Association's budget committee and budget process. It lists the members of the budget committee and executive staff. It then outlines the budget process, including opportunities for member input, and when the budget will be presented, adopted, and implemented. Pie charts show the projected budget expenditures by category. The document concludes by providing contact information for the budget committee chairperson.
This is a presentation about how community partners may want to integrate some Web 2.0 tools, in light of the Bonner Network's work with Serve 2.0. We address some of the main applications that can help promote and deepen service. This is geared at community partners at Davidson College (for a visit).
The document summarizes the aspirations and proposed approaches for community empowerment in 12 different areas in the UK. Across the areas, common aspirations included giving communities more control over local services and priorities, and improving outcomes through prevention. These aspirations will generally be achieved by pooling budgets from partners to create a neighborhood fund managed by a local board or partnership, with services designed and budgets allocated through community engagement. Challenges included encouraging community participation and changing entrenched ways of working.
This document provides an overview of WPS Resources Corporation's commitment to community involvement through stories and reports from 2005. It highlights several employees who serve as community relations leaders, mobilizing resources to address local needs. Karmen Lemke is profiled for bringing together employees, resources, and expertise to support partnerships like one with Franklin Middle School. She advocates for community issues and leads volunteer programs. The report emphasizes that WPS Resources aims to make a difference on issues important to local communities through long-term leadership and involvement.
By Simon Duffy and Kate Fulton
Published by The Centre for Welfare Reform in association with paradigm, with support from Yorkshire and Humber Joint Improvement Partnership and Barnsley Metropolitan Borough Council
A Dialogue With Human Services Advisory GroupsFairfax County
This document discusses working together across human services organizations in Fairfax County to better support residents. It notes the challenges facing the system like changing demographics and funding. It emphasizes the need for collective impact through partnership, prevention strategies, strengthened relationships, and cross-agency collaboration. The goal is to tackle complex social issues and achieve community outcomes through a shared understanding of challenges and collective responsibility.
The document discusses initiatives in Perth and Kinross, Scotland that aim to engage communities and improve health and social well-being through co-production with local people and organizations. It describes programs like the Healthy Communities Collaborative and Time Banking that bring community members, volunteers, and agencies together to address issues, develop skills, and exchange services to enhance resilience. Evaluation of the programs show increases in social connections, activity levels, and community participation as well as benefits to health.
This document provides information about the Oklahoma Education Association's budget committee and budget process. It lists the members of the budget committee and executive staff. It then outlines the budget process, including opportunities for member input, and when the budget will be presented, adopted, and implemented. Pie charts show the projected budget expenditures by category. The document concludes by providing contact information for the budget committee chairperson.
This is a presentation about how community partners may want to integrate some Web 2.0 tools, in light of the Bonner Network's work with Serve 2.0. We address some of the main applications that can help promote and deepen service. This is geared at community partners at Davidson College (for a visit).
The document summarizes the aspirations and proposed approaches for community empowerment in 12 different areas in the UK. Across the areas, common aspirations included giving communities more control over local services and priorities, and improving outcomes through prevention. These aspirations will generally be achieved by pooling budgets from partners to create a neighborhood fund managed by a local board or partnership, with services designed and budgets allocated through community engagement. Challenges included encouraging community participation and changing entrenched ways of working.
This document provides an overview of WPS Resources Corporation's commitment to community involvement through stories and reports from 2005. It highlights several employees who serve as community relations leaders, mobilizing resources to address local needs. Karmen Lemke is profiled for bringing together employees, resources, and expertise to support partnerships like one with Franklin Middle School. She advocates for community issues and leads volunteer programs. The report emphasizes that WPS Resources aims to make a difference on issues important to local communities through long-term leadership and involvement.
By Simon Duffy and Kate Fulton
Published by The Centre for Welfare Reform in association with paradigm, with support from Yorkshire and Humber Joint Improvement Partnership and Barnsley Metropolitan Borough Council
The document discusses the Big Society initiative and the role of businesses in supporting it. It outlines David Cameron's vision of a society with stronger communities and more responsibility and power at the local level. It describes how businesses can help tackle issues like worklessness and environmental damage through their creativity and innovation. The document outlines various programs and policies to empower communities, open up public services, cut red tape, encourage social action and investment, and recognize groups supporting the Big Society vision.
Points of Light is a leading volunteer organization with over 20 years of experience and the largest volunteer network in the nation. It inspires and equips over 2.7 million volunteers annually who contribute over 30 million hours of service through 250 local centers globally. Points of Light partners with over 7,200 corporations and 70,000 nonprofits to activate volunteers and provide training. It runs various campaigns and programs throughout the year to engage volunteers, especially around events like MLK Day and 9/11 Day of Service. Points of Light forms strategic partnerships with companies to mobilize consumers and employees for social good.
The document discusses capacity building in nonprofit organizations. Capacity building aims to improve decision-making, program efficiency, and managerial performance through planning and implementation. This results in more effective organizations, services, and programs. It involves setting priorities, providing oversight of finances, programs, legal responsibilities and risks, and ensuring necessary resources like staff, funding, and reputation. Board members fulfill governance roles by understanding these responsibilities, avoiding conflicts of interest, and focusing on policy not daily management.
The Canadian Mental Health Association, Thunder Bay Branch annual report summarizes activities from 2011-2012. Key highlights include establishing partnerships to enhance crisis response services, receiving ongoing funding for programs such as GAPPs that provide services to those with complex needs, and strengthening understanding of diversity through educational activities. The organization continues working to provide integrated services, deliver recovery-based programming, and ensure quality improvement through accreditation. Financially, the majority of revenue came from government sources, with additional fundraising through events and donations.
The document discusses the Bonner Network's Serve 2.0 Initiative, which aims to apply social media tools to enhance campus-community civic engagement. It provides examples of how social media is being used for national networking between campuses, campus organizing, and policy research/advocacy. The initiative includes grants for campus programs addressing issues like education, homelessness, and immigration through partnerships and leveraging proven civic engagement models. The goal is to inspire greater student engagement and increase the impact of service through integrated use of social media tools.
Wessex Community Assets supports social enterprises that deliver projects in areas like renewable energy, sustainable food, and affordable housing. It established an organizational group including a charity and trading companies. Examples show enterprises in housing lending, renewable energy advice, and a workspace center. Social enterprises operate in the space between non-profits and traditional businesses, using trading to support social goals. AONB teams could partner with charitable land trusts to undertake additional projects and trading activities like woodland management. Trusts can set up subsidiaries, lease assets, and partner with community benefit societies to support local social economy organizations.
Different models and different methods for different timesrhyde2
Times are changing and different models of service delivery may be needed. Local governments could evaluate options like mutuals and cooperatives that promote economic growth. Councils may need to relearn skills around municipal enterprise, strategic commissioning, and becoming better at pooling resources and participating in collaborative relationships. The role and approach of local government may vary, from ensuring core services are provided in-house to taking more of an enabling role and allowing private and voluntary sectors to deliver more services. Different perspectives exist around the appropriate role and approach for local government.
The document summarizes the Serve 2.0 Initiative, which provides subgrants to campuses to apply social media tools for civic engagement. It discusses progress so far in using tools like Facebook, YouTube and wikis for networking and sharing resources. Subgrantees are working on issues like education, homelessness and immigration. Evaluation will assess how social media connects people and leverages higher education for communities. Subgrantees will collaborate through an online wiki and other means.
Most Significant Change technique - Learning Route RwandaCecilia Ruberto
The Most Significant Change (MSC) technique was used to evaluate the SUN Civil Society Network Learning Route hosted in Rwanda in 2016. Three key findings were identified:
1) Increased togetherness, coordination, and connection between SUN alliance members, helping to strengthen the alliance and ensure impact.
2) Increased visibility and credibility of the SUN alliance led to new partnerships and collaboration.
3) Empowered community champions in Gisagara district are now leading local efforts to reduce malnutrition through activities like vegetable gardens and cooking demonstrations, improving food security.
2012 Cook County Government Midterm Reportcookcountyblog
The Cook County Annual Report 2012 provides information on the county's performance and initiatives over the past year across various departments. It discusses establishing a performance management program called STAR to increase transparency and accountability, and generate savings. It also outlines efforts to promote economic development through various financing programs, improve healthcare services and reduce costs, enhance property tax collection processes, and invest in public safety through grants and community programs.
Microsoft word alliances of local governments in the philippinesJOHNY NATAD
The document discusses alliances of local governments in the Philippines. It defines alliances as cooperation between local government units to address common issues more efficiently. The 1991 Local Government Code encouraged alliance building to aid decentralization. There are three main types of alliances - natural alliances between neighboring LGUs, public-private partnerships, and quasi-public alliances that are managed like corporations. Several alliances are discussed that focus on environmental management, health, and coastal resource management. Alliance building allows LGUs to achieve goals through joint efforts and resource sharing.
Birmingham City Council - Governance arrangementsBHWBB
The document outlines Birmingham City Council's governance arrangements. It shows the council's leadership structure, with the Leader and Executive Members overseeing cabinet portfolios. It also lists the council's main committees that scrutinize decisions, including Planning, Licensing, Audit, and Standards committees. Finally, it provides the remit of the district committees, outlining local services and community functions under their purview such as housing, parks, libraries, trading standards, and more.
Citizen Report Card data chart on family planning in ugandaFOWODE Uganda
The document summarizes the results of a 2012 citizen report card study in Uganda that assessed citizen satisfaction with family planning services. The study found that (1) over half of households visited health centers for family planning but many faced stockouts and rude staff, (2) most users were satisfied but some reported side effects and long wait times, and (3) there is a need to improve access through outreach, educate on methods, and address misconceptions.
RVCC is a coalition formed in 2001 to promote balanced conservation and economic policies in the Western United States. It uses a shared leadership model to advocate for issues, increase federal funding for restoration and rural development, and ensure rural voices are represented in natural resource policies. RVCC involves over 60 groups across 8 states, including environmental, industry, community, government, labor and tribal organizations. It utilizes working groups, issue papers, meetings and Washington weeks to develop solutions and influence legislation.
Winter 2010 edition of Resolution - the magazine of the Restorative Justice Consortium.
This edition's contents includes articles on Justice Reinvestment, Making Amends in Northern Ireland and Restorative Justice in Bolivia.
The document discusses research on supporting people with intellectual disabilities to live in the community. It finds that deinstitutionalization has generally led to better outcomes for people with intellectual disabilities compared to living in institutions. However, there is variability in outcomes depending on factors like the severity of disability and the design of community-based living arrangements. Specifically, smaller group homes with 1-6 residents tend to have better outcomes than larger clustered housing arrangements or institutions. The quality of staff support and opportunities for meaningful engagement are also important factors influencing life quality. Overall, well-designed and implemented community living options can support good outcomes for everyone, including those with more significant needs, but support must be carefully planned and monitored.
Personalisation Forum Group: support buddiesRich Watts
Newsletter of an organisation supported through the Strengthening DPULOs Programme. It provides peer support work for people with mental health conditions.
Presentation on Building Changes' Economic Opportunities InitiativeBuilding Changes
Overview of Building Changes' Economic Opportunities Initiative, a new training and capacity-building program designed to help nonprofit agencies across Washington state address broad economic recovery issues in their communities.
Vibrant Communities Canada: Measuring Impact Social Finance
This document summarizes the Vibrant Communities Canada initiative, which aimed to reduce poverty through local multi-sector collaboration. It discusses:
1) The initiative was launched in 2002 by three national partners to test an experimental approach to poverty reduction through local action guided by five principles.
2) Thirteen communities participated as "Vibrant Communities" to build collaborations across sectors including government, business, non-profits and citizens with lived experience.
3) Evaluating the comprehensive initiative's impact proved challenging due to its emergent nature, attribution issues, and differences across sites. Developmental evaluation accommodated these challenges by focusing on communities' evolving theories of change.
Gavin Prendergast(ACON) talks about the challenges of achieving effective health promotion engagement with a geographically dispersed population. This presentation was given at the AFAO/NAPWA Gay Men's HIV Health Promotion Conference in May 2012.
The document discusses the Big Society initiative and the role of businesses in supporting it. It outlines David Cameron's vision of a society with stronger communities and more responsibility and power at the local level. It describes how businesses can help tackle issues like worklessness and environmental damage through their creativity and innovation. The document outlines various programs and policies to empower communities, open up public services, cut red tape, encourage social action and investment, and recognize groups supporting the Big Society vision.
Points of Light is a leading volunteer organization with over 20 years of experience and the largest volunteer network in the nation. It inspires and equips over 2.7 million volunteers annually who contribute over 30 million hours of service through 250 local centers globally. Points of Light partners with over 7,200 corporations and 70,000 nonprofits to activate volunteers and provide training. It runs various campaigns and programs throughout the year to engage volunteers, especially around events like MLK Day and 9/11 Day of Service. Points of Light forms strategic partnerships with companies to mobilize consumers and employees for social good.
The document discusses capacity building in nonprofit organizations. Capacity building aims to improve decision-making, program efficiency, and managerial performance through planning and implementation. This results in more effective organizations, services, and programs. It involves setting priorities, providing oversight of finances, programs, legal responsibilities and risks, and ensuring necessary resources like staff, funding, and reputation. Board members fulfill governance roles by understanding these responsibilities, avoiding conflicts of interest, and focusing on policy not daily management.
The Canadian Mental Health Association, Thunder Bay Branch annual report summarizes activities from 2011-2012. Key highlights include establishing partnerships to enhance crisis response services, receiving ongoing funding for programs such as GAPPs that provide services to those with complex needs, and strengthening understanding of diversity through educational activities. The organization continues working to provide integrated services, deliver recovery-based programming, and ensure quality improvement through accreditation. Financially, the majority of revenue came from government sources, with additional fundraising through events and donations.
The document discusses the Bonner Network's Serve 2.0 Initiative, which aims to apply social media tools to enhance campus-community civic engagement. It provides examples of how social media is being used for national networking between campuses, campus organizing, and policy research/advocacy. The initiative includes grants for campus programs addressing issues like education, homelessness, and immigration through partnerships and leveraging proven civic engagement models. The goal is to inspire greater student engagement and increase the impact of service through integrated use of social media tools.
Wessex Community Assets supports social enterprises that deliver projects in areas like renewable energy, sustainable food, and affordable housing. It established an organizational group including a charity and trading companies. Examples show enterprises in housing lending, renewable energy advice, and a workspace center. Social enterprises operate in the space between non-profits and traditional businesses, using trading to support social goals. AONB teams could partner with charitable land trusts to undertake additional projects and trading activities like woodland management. Trusts can set up subsidiaries, lease assets, and partner with community benefit societies to support local social economy organizations.
Different models and different methods for different timesrhyde2
Times are changing and different models of service delivery may be needed. Local governments could evaluate options like mutuals and cooperatives that promote economic growth. Councils may need to relearn skills around municipal enterprise, strategic commissioning, and becoming better at pooling resources and participating in collaborative relationships. The role and approach of local government may vary, from ensuring core services are provided in-house to taking more of an enabling role and allowing private and voluntary sectors to deliver more services. Different perspectives exist around the appropriate role and approach for local government.
The document summarizes the Serve 2.0 Initiative, which provides subgrants to campuses to apply social media tools for civic engagement. It discusses progress so far in using tools like Facebook, YouTube and wikis for networking and sharing resources. Subgrantees are working on issues like education, homelessness and immigration. Evaluation will assess how social media connects people and leverages higher education for communities. Subgrantees will collaborate through an online wiki and other means.
Most Significant Change technique - Learning Route RwandaCecilia Ruberto
The Most Significant Change (MSC) technique was used to evaluate the SUN Civil Society Network Learning Route hosted in Rwanda in 2016. Three key findings were identified:
1) Increased togetherness, coordination, and connection between SUN alliance members, helping to strengthen the alliance and ensure impact.
2) Increased visibility and credibility of the SUN alliance led to new partnerships and collaboration.
3) Empowered community champions in Gisagara district are now leading local efforts to reduce malnutrition through activities like vegetable gardens and cooking demonstrations, improving food security.
2012 Cook County Government Midterm Reportcookcountyblog
The Cook County Annual Report 2012 provides information on the county's performance and initiatives over the past year across various departments. It discusses establishing a performance management program called STAR to increase transparency and accountability, and generate savings. It also outlines efforts to promote economic development through various financing programs, improve healthcare services and reduce costs, enhance property tax collection processes, and invest in public safety through grants and community programs.
Microsoft word alliances of local governments in the philippinesJOHNY NATAD
The document discusses alliances of local governments in the Philippines. It defines alliances as cooperation between local government units to address common issues more efficiently. The 1991 Local Government Code encouraged alliance building to aid decentralization. There are three main types of alliances - natural alliances between neighboring LGUs, public-private partnerships, and quasi-public alliances that are managed like corporations. Several alliances are discussed that focus on environmental management, health, and coastal resource management. Alliance building allows LGUs to achieve goals through joint efforts and resource sharing.
Birmingham City Council - Governance arrangementsBHWBB
The document outlines Birmingham City Council's governance arrangements. It shows the council's leadership structure, with the Leader and Executive Members overseeing cabinet portfolios. It also lists the council's main committees that scrutinize decisions, including Planning, Licensing, Audit, and Standards committees. Finally, it provides the remit of the district committees, outlining local services and community functions under their purview such as housing, parks, libraries, trading standards, and more.
Citizen Report Card data chart on family planning in ugandaFOWODE Uganda
The document summarizes the results of a 2012 citizen report card study in Uganda that assessed citizen satisfaction with family planning services. The study found that (1) over half of households visited health centers for family planning but many faced stockouts and rude staff, (2) most users were satisfied but some reported side effects and long wait times, and (3) there is a need to improve access through outreach, educate on methods, and address misconceptions.
RVCC is a coalition formed in 2001 to promote balanced conservation and economic policies in the Western United States. It uses a shared leadership model to advocate for issues, increase federal funding for restoration and rural development, and ensure rural voices are represented in natural resource policies. RVCC involves over 60 groups across 8 states, including environmental, industry, community, government, labor and tribal organizations. It utilizes working groups, issue papers, meetings and Washington weeks to develop solutions and influence legislation.
Winter 2010 edition of Resolution - the magazine of the Restorative Justice Consortium.
This edition's contents includes articles on Justice Reinvestment, Making Amends in Northern Ireland and Restorative Justice in Bolivia.
The document discusses research on supporting people with intellectual disabilities to live in the community. It finds that deinstitutionalization has generally led to better outcomes for people with intellectual disabilities compared to living in institutions. However, there is variability in outcomes depending on factors like the severity of disability and the design of community-based living arrangements. Specifically, smaller group homes with 1-6 residents tend to have better outcomes than larger clustered housing arrangements or institutions. The quality of staff support and opportunities for meaningful engagement are also important factors influencing life quality. Overall, well-designed and implemented community living options can support good outcomes for everyone, including those with more significant needs, but support must be carefully planned and monitored.
Personalisation Forum Group: support buddiesRich Watts
Newsletter of an organisation supported through the Strengthening DPULOs Programme. It provides peer support work for people with mental health conditions.
Presentation on Building Changes' Economic Opportunities InitiativeBuilding Changes
Overview of Building Changes' Economic Opportunities Initiative, a new training and capacity-building program designed to help nonprofit agencies across Washington state address broad economic recovery issues in their communities.
Vibrant Communities Canada: Measuring Impact Social Finance
This document summarizes the Vibrant Communities Canada initiative, which aimed to reduce poverty through local multi-sector collaboration. It discusses:
1) The initiative was launched in 2002 by three national partners to test an experimental approach to poverty reduction through local action guided by five principles.
2) Thirteen communities participated as "Vibrant Communities" to build collaborations across sectors including government, business, non-profits and citizens with lived experience.
3) Evaluating the comprehensive initiative's impact proved challenging due to its emergent nature, attribution issues, and differences across sites. Developmental evaluation accommodated these challenges by focusing on communities' evolving theories of change.
Gavin Prendergast(ACON) talks about the challenges of achieving effective health promotion engagement with a geographically dispersed population. This presentation was given at the AFAO/NAPWA Gay Men's HIV Health Promotion Conference in May 2012.
Community Budget Pilot Programme PresentationBHWBB
This document discusses plans for a neighborhood community budget pilot project in Castle Vale, UK. Key points include:
1) Establishing a Castle Vale Health and Wellbeing Board to manage pooled health budgets and commission local services.
2) Developing a community health survey and consultations to inform priorities like smoking, obesity, and mental health.
3) Testing proposals for local health reform by exploring new ways to resource local services through budget devolution and better integration of GP and community services.
4) Key milestones include establishing the Health and Wellbeing Board, conducting a baseline audit, and developing an evaluation framework.
The document discusses fostering a culture of collective impact. It begins with an agenda for a meeting on collective impact which includes introductions, why pursue collective impact, what collective impact is, examples in communities, backbone organizations, and creating a plan. It then defines collective impact as a commitment by actors from different sectors to a common agenda for solving a social problem. The five conditions for collective impact are also outlined.
The American Institute of Architects and Urban Sustainability Directors Network partnered with the community of Dubuque, Iowa to produce a strategy on climate and resilience in the context of equity and health.
The document outlines Nestlé Waters North America's new "Siting and Community Commitment Framework" for establishing spring water facilities. The framework was developed through a multi-step stakeholder engagement process to improve Nestlé's approach to siting projects based on past experiences. It provides principles and tools to guide engagement with local communities throughout the siting process and ensure their input is considered. The goal is to build stronger relationships and shared value with the locations where facilities are sited.
This document summarizes a webinar on evaluating network formation and development. It discusses the opportunities and challenges of network evaluation, patterns of network growth, factors that support or hinder collective action through networks, and questions evaluators should ask about networks. It also provides examples of designing networks to promote health and cultivate leadership through the Barr Fellowship network. Resources for network evaluation are listed at the end.
Liz Bruce: Manchester health and wellbeing boardThe King's Fund
Liz Bruce talks through how Manchester health and wellbeing board promotes partnership across local government, public health, the local NHS and third sector.
The Fox Valley Technical College (FVTC) referendum was conducted during tough economic times and a turbulent political landscape. Miron Construction worked with Eppstein Uhen Architects (EUA) to clearly identify FVTC's needs. Extensive input was gathered from key stakeholder groups including faculty, staff, students and valued community partners. Dr. Susan May, FVTC president, said: "EUA and Miron helped us design a process to gain public support from all constituencies, one that assisted FVTC in making effective and efficient decisions in a relatively short time frame." The result was a $66.5 million referendum that passed with 66 percent approval. Craig Uhlenbrauck, vice president of marketing for Miron who works first-hand with all educational projects, could speak to their approach on this and any educational project in their portfolio.
The document discusses collective impact and the role of backbone organizations in Wayne County. It provides an overview of collective impact principles and conditions, describing how Forward Wayne County acts as a backbone organization to guide vision, support aligned activities, establish shared measurements, build public will, and advance policy. It then outlines Forward Wayne County's work over the past year to address issues like early childhood success, neighborhood development, and employability. Moving forward, it plans to focus on continuous communication, data analysis, resource mobilization, and dashboard development to improve outcomes county-wide through collective impact.
This document discusses issues related to the achievement gap in public education. It begins by discussing the landmark Coleman Report from 1966, which found that differences between schools had little impact on student achievement compared to factors like socioeconomic background. Closing the achievement gap means improving public education so all students, across income, racial, and ethnic groups, can achieve their dreams. The document then discusses some cultural and environmental factors that influence school readiness and achievement, such as differences in vocabulary exposure and parental involvement between higher-income and lower-income families.
H. daniels duncan consulting abcd and community partnerships 08 06 2013hddabcd
This document outlines an asset-based community development workshop. It discusses using community members' skills and passions, rather than focusing only on needs, to create change. The workshop covers collective impact initiatives, asset mapping residents' gifts to identify existing community strengths, and engaging residents in building a stronger community through collaboration. Effective partnerships are built on shared purpose, relationships and trust between organizations and community members.
I specialize in coalition-building and developing grassroots advocacy organizations. I developed this presentation on behalf of the Florida Public Health Institute to support local oral health improvement coalitions. It is designed as a training - hence the busier slides - and to allow the presenter to select topic areas to present based upon the coalition's level of sophistication.
This document discusses supporting primary care providers through collaboration and new models of care. It provides an overview of programmes and services offered by PCC to facilitate collaboration between general practices. These include facilitating practices to be at the heart of their local healthcare systems, tailored support for practices in developing collaborations, and board development programmes to help leadership. Testimonials from healthcare professionals and organizations highlight how PCC has helped inspire confidence and generate results in establishing collaborative models.
The document provides an overview of efforts by several states - Connecticut, Missouri, Tennessee, and Washington - to support families who have members with intellectual and developmental disabilities (I/DD) through the lifespan as part of a national Community of Practice. The states are working on initiatives like reframing their messaging to focus on supporting families, developing tools and materials to help families navigate services, and enhancing cross-agency collaboration to provide integrated supports. They are also gathering input from families to inform their efforts. The Developmental Disabilities Councils in these states are involved in the work by providing resources, disseminating information, and engaging stakeholders.
The document discusses support from national experts for primary care providers and their teams to facilitate general practice being at the heart of local care under the Five Year Forward View. It outlines programmes and services from PCC to help create sustainable collaboration through federations, develop boards and systems, and put general practice at the heart of integrated population-based care. Testimonials praise PCC's professional and efficient approach to generating results and creating sustainable change.
Some communities regularly convene workgroups to monitor implementation of HPRP and other initiatives to end homelessness. The workgroups monitor progress and use preliminary data to refine program interventions, inform local policies, and educate stakeholders. This workshop will examine the use of local workgroups to improve a community’s response to family homelessness.
Alice Wiseman, Consultant in Public Health, Gateshead Councilbluestoneconsortium
Alice sets out the Council's priorities and calls for working together with the voluntary, community and social enterprise sector; at the launch of the Blue Stone Consortium on 1st February 2016
From Presence to Citizenship: Algonquin College DSWLiveWorkPlay
The From Presence to Citizenship initiative was a two-year project sponsored by the Ontario Ministry of Community and Social Services to share best practices in developmental services. It involved 11 partner agencies across Ontario with the goals of 1) providing tools and strategies to accelerate the transition to person-centered support and 2) creating an ongoing learning community. The project included regional presentations, a learning exchange conference, a newsletter and video profiling success stories to support developmental service organizations in improving person-centered outcomes.
Similar to Healthy Families/Thriving Communities Collaborative Council Timeline (20)
2. WHERE DID THE COLLABORATIVE
MOVEMENT COME FROM?
1989 1993 1994 1995
Congress DC develops state
Lashawn Class plan with the center
enacts federal piece as the
Action Lawsuit Family CFSA placed
creation of the
against the
District’s child Prevention Healthy in receivership
Families/Thriving
welfare system and Support Communities
Act Collaboratives
3. ESTABLISHING THE COLLABORATIVES
& THE COLLABORATIVE COUNCIL
1996 1997 1998 1999
•Georgia Avenue
Collaborative awarded
•Three additional planning grant
Collaboratives awarded •Eight Collaboratives
•Dr. Jerome Miller planning grants awarded service contracts
named first General totaling $6 million
•First 4 Collaboratives
Receiver awarded service •Collaborative Council
•RFP solicited first contracts from CFSA organized under DC
Collaborative Agenda
•First City Wide •Community Care Pilot for
partnerships, 4 Conference, “Building A Homeless Families
Collaboratives Community Partnership implemented by
awarded planning for Children” Edgewood/Brookland and
grants Columbia Heights/Shaw
4. ESTABLISHING THE COLLABORATIVES
& THE COLLABORATIVE COUNCIL
2000 2001 2003
•1998–2000 – Family Collaborative
Group Conferencing Council
Integrated • DHS Fatherhood
incorporated as a Initiative
•CFSA awards 501c3 organization
$110,000 to Implemented
Collaborative Council Community Care • Citywide
for evaluation Homeless Initiative database system
•Mid Northeast implemented by all – ETO
Collaborative exits Collaboratives
5. MOVING TOWARDS THE PRESENT
2004 2005 2006 2007
•Independent
Retrospective Study
• Council awarded (random sample case •Federal DHHS
grants to develop review) conducted Fatherhood grant
evaluation •Truancy Initiative awarded.
framework and Implemented – Byer •Collaboratives took
and YTRIP lead in closing DC
implement Efforts
•Assisted Katrina Village family shelter
to Outcomes families at DC
Armory
6. THE MOVEMENT TODAY
2008 2010 2011 2012
•Council published
“Responding to Gang,
•Partnership for Crew and Youth Violence •Federal Fatherhood
Community Based in the District of grant awarded for 3
Services established Columbia: A Blueprint years
•Collaboratives for Action”. First two •DC General Housing
aligned with Wards recommendations Initiative
resulted in legislation by
•North Capitol exits City Council Implemented
•South Washington exits
7. THE COLLABORATIVE STRATEGY
IN CONTEXT
Traditional Approach Collaborative Approach
Workers & services are centralized Workers & services are located near families
Practice model is strengths-based and family-
Assessment & service planning is deficit-based
centered
Services are usually accessed only after a crisis, limited Emphasis on voluntary, early intervention services
resources available for prevention supported by public funds
Services are flexible and non-categorical; workers &
Services are categorical and often duplicative
services respect the diversity of families
Workers operate in traditional professional structure
with little partnership across professional disciplinary Interdisciplinary teams support families
lines
Communities become partners in service systems
Approached emerge through top-down process
and ensure priorities reflect community needs
8. MOVING FORWARD
Enhancing community capacity, one of
the original goals of the Collaborative
Movement, is vital to the health and
The decentralization of child welfare
well-being of the Collaboratives, its
services in 1996 opened the door for
partners and the communities we
services in neighborhoods across the
serve. Examples of community capacity
city. Neighborhood-based services not
building are mini-grant projects,
only improve access to families but
identifying community needs and goals
allow for the formation of partnerships
through a variety of forums, training
with other community and faith based
community members and community-
organizations, schools, businesses and
based partners on a range of skills and
other public agencies.
issues and assisting partners in
administrative, programmatic and
financial development
11. FAR SOUTHEAST FAMILY
STRENGTHENING COLLABORATIVE
2003 2004 2005 2006 2007
•Established citywide 1st •Established Men and Boys •Expanded Family Support
comprehensive database Program, Quality Centers
system (ETO) Assurance Division, and •Established PCBS, gang
•Emphasis on outcomes Community Engagement and crew work east of the
•Collaborative received Division river, and Ward 8 Drug
over $1 million in •Expanded programming Free Coalition
increased funding as and increased staff •Assisted with System
result of advocacy •Implemented Byer Transformation Initiative
Truancy Reduction model
12. FAR SOUTHEAST FAMILY
STRENGTHENING COLLABORATIVE
2008 2009 2010 2011 2012
•Established partnership •Established homes buyers
with Department of club •DC General Exit
Mental Health •Safe Summer Initiative Initiative
•Established Family expanded
Support Center in public •Department of Health •Establishes First
housing complex to Tobacco funding Ward 8 Health
provide family supportive •Expands Family Support Awareness Day and
services Centers to schools Bike Challenge
•Created Child Abuse and •CCDC Workforce
Neglect Prevention Development Partnership
•Launches social
Education campaign media on Facebook
and Twitter;
upgrades website
14. GEORGIA AVENUE
FAMILY SUPPORT COLLABORATIVE
1998 1999 2000 2002 2003
•Incorporated as
a D.C. nonprofit
Began asset with 501(c)3
mapping and needs Begins status.
assessment in Ward Initiated a
implementation • Opened a
1 and capacity
of “Housing fatherhood
building & family- Family Support
focused services in First” Center on program
Petworth Georgia Ave
15. GEORGIA AVENUE
FAMILY SUPPORT COLLABORATIVE
2005 2006 2007 2008 2009
•Assisted Katrina
families at the DC •Implement a high-fidelity
Armory wrap-around services •Expanded prevention
model for youth with
•Opened Family serious emotional partnerships to address
Support Center on disorders and their risks associated with
Kennedy St families, which is aimed abuse and neglect
•Co-located with CFSA at keeping youth safely in •Formed a Parents
their own communities. Anonymous group
in-home unit to Contract administered
implement PCBS •Implemented youth
through HFTCCC. violence prevention
16. GEORGIA AVENUE
FAMILY SUPPORT COLLABORATIVE
2010 2011 2012
•Partners with Progressive
Life, DYRS and select
providers in a Center for
Excellence step-down group
•Works with DYRS Region home model for youth
2 providers to introduce released from New
Beginnings or residential
•Expanded prevention family support for youth treatment.
partnerships to address who are released from
•Forms a network of
risks associated with New Beginnings stakeholders to create a
abuse and neglect •Implements “Mental plan that addresses root
•Partners with CH/SFSC Health First Aid” training causes of youth substance
on youth violence to enable staff and lay use.
prevention for wards 1 people to assist someone •Expands school partnerships
and 4 in early stages of to address truancy.
developing a mental •Implements evidence-based
health problem or in a training to strengthen
mental health crisis. parents’ skills in preventing
middle-school aged youth
substance abuse.
18. COLUMBIA HEIGHTS/SHAW
FAMILY SUPPORT COLLABORATIVE
1996 1997 1998 1999 2000
•Q Street Office opened
•Asset Mapping •Family Group Conferencing Integrated
•Future Search Conference- •CFSA Unit
Exploration of Models •Community Care Pilot for Family
•Explored options for family Homelessness
involvement (FGC) •Community space work began (Girard
•Gaps in services identified (LEP Playground)
communities) •Prayer Breakfast
•Male focused work began (Fatherhood)
19. COLUMBIA HEIGHTS/SHAW
FAMILY SUPPORT COLLABORATIVE
2001 2002 2003 2004 2005
•Family Group Counseling •Gang Work Continue •Adult Education Pilot (ALLI)
Institute (GIP, Peace Festival) •Truancy Byer Intervention
•1st Annual training Model
•Weed & Seed •Second Responder model
Conference
•Solutions Focus work
•Hot Properties introduced to city
•Digital Community & •GIP model replicated
began
Digital Access Fund •FGC Training for public
•Taskforce on Truancy agencies
(School based work) •PRO-Urban Youth DC •Emergency Management
20. COLUMBIA HEIGHTS/SHAW
FAMILY SUPPORT COLLABORATIVE
2006 2007 2008 2009
•Expansion (immigrant
•National FGC youth) •Strengthening Ward
Convening •Latino Fatherhood One Together (SWOT)
•International FGC •Citywide Coordinating •Elimination of PUY &
Networking Council CCCYVP funding
•Immigration NCIC •Language Access •Implementation of
•3D Compliance Council Training Institute
•Economic Self •Pro-Urban Youth •Implementation GIP
Sufficiency Expansion model in Seattle
21. COLUMBIA HEIGHTS/SHAW
FAMILY SUPPORT COLLABORATIVE
2010 2011 2012
•Integrated Gang •Peace Keeping
•Office of Juvenile Certification Delegate to El
Justice Delinquency Implementation- Salvador
Prevention Funding DYRS, DPR, •Unrestricted Funding
Montgomery County, from Private
•You’ve Got Talent Prince George’s Foundations (Herb
•National Night Out County Block, Walmart)
•STI-DHS Funding •Justice Grant •Truancy Prevention
Administration Grant (JGA)
Funding
23. EAST RIVER FAMILY
STRENGTHENING COLLABORATIVE
1996 1997 2000
Managed and
funded by Marshall Incorporated as a
Heights Community CFSA 501c3 organization
Development Implementation
Organization Grant Awarded Introduction of
Board of Trustees
Funded by AECF
24. EAST RIVER FAMILY
STRENGTHENING COLLABORATIVE
2001 2002 2003 2004 2005
• Introduced Youth
Organization began offering programming
case management services
• Summer Youth programs
Emergency Transitional
Housing introduced
introduced
Mini-grants introduces
• Hip Hop Summit
introduced
ETO introduced
• Kids to Camp Initiative
FDC Program introduced introduced
25. EAST RIVER FAMILY
STRENGTHENING COLLABORATIVE
2006 2008 2010 2011 2012
New drive to empower families &
New Mission Statement introduced •Co-location of CFSA
staff
Healthy Marriages/Strong Families
Initiative •Received grants
Second Responder Program
from private
introduced organizations
•Awarded grant to
Watch DOGS Program introduced •Worked with major manage 3 programs
partners including from DC Office on
Programs geared towards family
empowerment such as Financial DCPNI and Ophelia Aging
Literacy and Tax Education classes Egypt Center
•Amended Mission
introduced •Language Access Statement to
Weed & Seed introduced Compliant include “seniors”
New Communities Grant awarded •New office location
27. EDGEWOOD/BROOKLAND
FAMILY SUPPORT COLLABORATIVE
1996 1998 2000 2001 2003
•Incorporated and held
•Brookland Manor 1st Board Meeting
Support Center and •Implemented Emergency
begins serving families Assessment Program
•CFSA details 4 Social •Expanded & began
Workers to E/BFSC serving target area
•Community Care grant, formerly served by the
My Community, My Mid-Northeast
CFSA Planning Children grant, and DC Collaborative
grant is awarded Covering Kids grants •Carver Terrace and
awarded Trinidad Support Centers
•Launched mini-grant are opened
program •Adopt-a-Family holiday
campaign launched
28. EDGEWOOD/BROOKLAND
FAMILY SUPPORT COLLABORATIVE
2004 2005 2006 2007 2009
•Implemented •Began provision of •Implemented youth
Family Team services to youth violence prevention
Coordination aftercare population programming
Initiative •Developed Full •Implemented Truancy
•Implemented City- Service Community Byer Intervention
School Model at Model in Browne
wide Fatherhood Browne Educational
Initiative Campus
29. EDGEWOOD/BROOKLAND
FAMILY SUPPORT COLLABORATIVE
2010 2011 2012
•Awarded Community Services Block •Relocated main office to 200 K
Grant from UPO to provider Job Street, NW and opened satellite
Readiness and Placement office in St. Augustine’s
•Expanded and assumed •Awarded funding for TANF
responsibility for all of Ward 5 Employment Program by DHS
•Expanded and began serving all •Closed original site at 1345
Ward 6 communities Saratoga Ave, NE