12. Human Communities - 2 Needs
Need for Self Determination
Need for One Another
- Margaret Wheatley
13. Building From Within
localstrengths
accessible spaces
existinginitiatives
combinedexpertise
14. Community Engagement
Foster collaborative leadership – highest level of engagement
Build on local community strengths - ABCD
Engage voices of all ages and backgrounds
Practice multi sector engagement
16. Co-ordinated& Collaborative Approach
Support and link existing networks, org’ns, projects
Multiplier effect – connect to existing mandates &workplans
Contribute to community action projects
Share an understanding of Social & Environmental Determinants of Health
Communicate strategically & respectfully
Co-ordinate goals & investments
17. Community Action
Active Transportation (STP, 14 bikes, Silver Chain & Golden Shoe Challenge)
Healthy Active Community Charter
Community Gardens in Every School
Community Use of Schools – Walking in the Halls
FIT – First Nations Culture & Natural Spaces
Active Play & Youth Engagement
Political Engagement
County wide support of the Healthy Community Partnership
18.
19. Sustainable Healthy Community Model
Healthy Policy Development
Community Action & Leadership
Social & Environmental Determinants of Health
Community Engagement
Knowledge Sharing & Co-ordinated Communication
Investment in Community Health
Positive Shift in Health Statistics and Quality of Life
23. Vision without action is merely a dream
Action without vision just passes the time
Vision with action can change the world.
- Joel A Barker
24. Community Success Stories
Community strengths
Community champions
Enhance local successes
Promote local environment
25. Active Transportation
Engagement – 49 members of working group
Collaborative development of the Active Transportation Strategy
Integration of shared goal with multiple sectors
Inclusion of Active Transportation in 2013-2018 County Strategy
Inclusion of Active Transportation into Official Plan
26.
27.
28. We must become the change we
wish to see in our community
- Gandhi (Adapted)
Background Who I am? Declare biases or tell you a little bit about where I come from and how I got here. First – I like shoes (and hats), but (I would not ever describe myself as a keynote speaker, but I am passionate about what we do and how we try to do it.) Roles or Hats (biases) KidActive – mandate – supporting healthy children, healthy communities and healthy environment Here representing our collaborative work both in Renfrew County and smaller (however large in vision) - projects across Canada Renfrew County – PAN-RC / HCPCanada – CEHE / Healthy by Nature / Healthy Children Healthy Spaces - Recently at a Knowledge Sharing leadership training for children's environmental health equity, I was asked to share 'who I am' with the group - so I proceeded to talk about my background, work, a bit about education. Later that day, a colleague and friend shook her head and said that I totally failed to articulate that I was a mother of three. That is who I am - and I have been fortunate enough to weave what I believe in into what I now call work. Based on the understanding and knowledge that it does take a ‘community’ (a strong & healthy community) to raise healthy & resilient children – we need to collectively provide those spaces and environments for every child.________Share, EngageI will provide you with a history of why Active Transportation is a priority initiative, how it evolved from our initial venture into ‘Active and Safe Routes to School’ and then ‘School Travel Planning’ our work to date and try to tell the story about the processUltimately it ends up being a story of trying to make a difference in children’s health through ‘Collective impact’ is far greater in collaboration
What I do? Org’n – KidActive – this is our visionPhoto illustrates what many of us have forgotten or lost in our way – we are designed and built to move“Andre Picard put it very well a few years ago in an article about children’s inactivity – as a society, we have engineered activity out of our children’s lives”We know children are a good investment in the future of our society as a whole.Focus is on 3 priority areas – active play, active learning, active transportationHow we work towards our vision – within the context of collaboration & an ecologic model of health
Socio ecological Model – foundation for what we doReflects the principles of the Ottawa Charter – with a focus on multi sector integration (health in all sectors), strength of collaboration and an understanding that every child’s health development is determined by the environments and relationships around them.Each intersection or ‘membrane’= positive and interactive relationshipSocio ecological Model – foundation for what we do Reflects the principles of the Ottawa Charter – with a focus on multi sector integration (health in all sectors), strength of collaboration and an understanding that every child’s health development is determined by the environments and relationships around them. Each intersection or ‘membrane’= positive and interactive relationship Goals: common –children’ health & well being, healthy community and connection to a healthy natural environment (socioecological health), common goal is to improve our communities’ health, well being and increase quality of life for everyone – SDOH / Socioecological model Foundation of not just what I intrinsically believe, but also what the evidence and expertise tells us - Collective impact is far greater in collaboration – of multi sector ‘leaders’, ‘champions’, therefore - our work is entirely collaborative. Funded Collaboratives:PAN-RC – current chairHealthy Community Partnership – current co-ordinator Unfunded Collaboratives: many but still have traction / action based on our partnerships
history of why 100% of our work is with partnership “The Futility of Isolated Initiatives” KidActive – CCPN – Healthy Schools 2020CPANPhysical Activity Network – PAN-RCRole working with other collaboratives – CCPN, Child & Nature AllianceHealthy Community Partnership - Research, Policy, Community Development Need for collaborationBlow bubbles . . . . . Chaotic scramble vs. focused effort – big bang !Each represents a ‘silo’ footprint’Merging our footprints makes the greatest impactCollaboratively, we are a ‘Stronger Force’, as opposed to individually lightly treading on the issuesWe acknowledge the value that seniors bring to our communities – “as leaders, volunteers, sources of cultural, historical and practical knowledge, role models”WE KNOW THAT WE NEED A COMMON GOAL – A VISION Collective efforts by communities which are directed towards increasing community control over the determinants of health, and thereby improving health.
What is our story in Renfrew County?Rural Challenges that we face – isolation, distance, planning, developmentWe know what determines our health – in our 2008 regional Call to Action – Dr. Pipe clearly states – our postal code determines our health What does this say about our communities - it speaks to multiple sector innovation / partnerships have a strong history in Ottawa Valley History & Investment in Our AssetsCall to Action took place in Oct. 2008 in response to the Renfrew County community heath report released by the Champlain LHINFocus was on the development of a multi sector network to address health through increased physical activity opportunities for prevention / rehab Based on the fact that 25% of chronic disease / illness is preventable and 25% is partially preventableFocus on accessible environments – built & natural environments – they were both accessible and a rich resource / asset that was available in every communityEG - trailswalking in the halls – a locally grown program – Get WITH It – using school hallways to promote fall / winter / spring season walking – addresses social isolation, safe spaces to walk, increase physical activity.History of investment in building on non traditional partnerships and the strength of collaborative. A host of unlikely suspects– builds on the strength of our local assets and increases community use of schools. Through the support of the Ministry of Health Promotion and Sport, we have widened our scope and developed a broader look at how we can collectively improve the health of our communities.Our County is vast (the largest in Renfrew County) and is filled with rich local strengths and strong championsWe valued what already existed and needed to understand the reality of our Picture of Health and a common vision, we can collectively improve our statistics, overall well being and quality of lifeCollectively, we developed the ‘Building Healthy Community’ – Community Picture document (copies will be circulated) and are working to improve the health, well being and quality of life of all participantsWe find ourselves here – with a strong common goal, growing engagement and lots of passion / impetusOur process was intuitive – community engagement / collective impactSo – how has the HCP project increased our collaborative efforts, provided an opportunity to focus on our collective impact and in turn work towards a shift in our health stats, health equity and quality of life for all.KEY piece - Non traditional partnership development (and trust in that collaboration) – high level decision makers / non traditional sectors / grassroots org’n & passion (Chief, Paramedic Service, Heart Institute – Heart Wise, KidActive – small NFP)Start here:Bill Clinton was recently talking about some of the most formidable problems facing the world today – poverty, the environment, health, economic instability. He said that to begin to solve these problems, “it starts with acknowledging that this is the most interdependent age in human history. One thing no one can change is our growing interdependence," he continued, " in a world of nets instead of brick walls, what happens in one place can affect another." In a world of interdependence, we have to work together in new, innovative ways to create opportunity and to solve problems. No one gets anything done without many groups of people collaborating, working together, co-operating. No one can do anything meaningful on their own in this interdependent world.One challenge with the collaboration imperative he cited is that collaboration isn’t always as exciting as the thrill of competition or the headlines that conflict can create. “What works is co-operation, he said however, “and if you want to be a transformational leader you’ve got to figure out how to make it profoundly interesting to co-operate.” Overview – Background – Partnership – non traditional – EG: Paramedic Service, Heart Institute (Heart Wise), KidActiveCollective Impact Concept:Common agenda Shared measurement systems Mutually reinforcing activities Continuous communication Backbone support organizationsBuilding Healthy Community is a collaborative project of the Healthy Community PartnershipInitially funded by the Ontario Ministry of Health Promotion and Sport
KNOWING OUR FACTS – WHAT IS OUR STORY? The story provided us with a collective goal – common groundCommon ground = knowing and shifting our stats around what really determines our health and where are we at.We needed a common goal / shared objective – a VISIONIschemic HD / Cerebrovascular - Causes of death per 100,000
Our reality (as depicted by the media). Sticking to what we know determines our health, we collectively needed to act.With knowledge of our assetsThis was the story being told by the mediaOur call to Action is simple. – Critical need to address our health determinants (not statistics)Improve overall quality of life and environments in which we work, live, playBuild on our assets, strengths, unique character and demographicsTake 45 and slowly engage them in the bigger picture and why it is important to them.
Building on our strengths and understanding that our health, the health of our communities is measured (not always by our health measurements) by how rich we are geographically, economically, socially, culturally and what our opportunities and connections are to healthy community aspects like recreation, education, art, heritageBeing unique, large, (low tax base), isolated – had to be innovative and resilient.We have done a gap analysis and charted our understanding of our community assets and challenges in order to know where to focus our workUnderstand strengths & needsEnhance what we have - – focus on the strength of an asset to fill a gapFill in gaps – collectively & on the same page
A child’s roaming zones – how does this look in Canada / rural Ontario?Assumptions – kids are active and healthy – wide open spacesTrails, roads, distance
create space for collaborative action / partnerships to be sustained and effectiveCreate space for our children and families and schools to make choicesAre our children walking or biking to school?Why not?Evidence / survey’s tell us – safety, time, access, perceptions of riskWhere are our schools located?Do Official Plans support safe and active routes to school?Are there sidewalks, parks, trails, green spaces linked between housing and schools?Does this change in a rural setting?
In that space – create a vision This is our vision A healthy community – here are a few indicators – no poverty, less pressure on our paramedic service, more beds available in our hospitals more seniors able to live in the comforts of their home longer, children walking and biking to school, parks and green spaces in every neighbourhood, paved shoulders, decreased demand on our social services, adequate and affordable housing, people of all ages walking on our roads and trails To advance the work of the funded, non funded, traditional and non traditional community partnerships Our goal is to build on our work to date through specific and measurable goals improve the overall health and well being of everyone How do we get there . . . “If you want to be a transformational leader, you have got to figure out how to make it profoundly interesting to co-operate” FINDING SHARED LANGUAGE The value of understanding what speaks to individual or organizational goals and still remains consistent with our common goal Example – Engagement vs. Consultation
Respect Community Needs: The value of understanding what speaks to individual or organizational goals and still remains consistent with our common goal FINDING SHARED LANGUAGE / LISTEN
Collective goals that build on: local strengthsaccessible spaces existing initiativescombined expertise
Key Piece to Change – ownership & engagementHow do we focus on these priority areas and improve the health of our communities. It takes a collaborative effort.The Healthy Community Partnership believes in the following principles which contribute to building healthier communitiesLocal Community Strengths – “Who are we speaking to” Include seniors as volunteers Include youth Rich cultural heritage (knowledge to be shared by our senior population) Your input as valued members of our communities.BUY INAlign with other mandates – give EG – Paramedic Service – unsustainable demand for service – Community Paramedic Program – with focus on prevention and accessible rehab – a need“If you want to be a transformational leader, you have got to figure out how to make it profoundly interesting to co-operate”
To ensure that our partnerships shift and change – are not just rusty vehicles for funding proposalsEffective Partnerships that focus on:co-ordinated assetscommon groundsopen communicationshared ownershipcollaborative leadership collective impact Being unique, large, (low tax base), isolated – had to be innovative and resilient.
Co-ordinated & Collaborative Approach Align with other mandates – give EG – Paramedic Service – unsustainable demand for service – Community Paramedic Program – with focus on prevention and accessible rehab – a need to be collectively addressed. SDOH in training / education system Definition of Collaboration Necessary as an Impetus for change / action Two videos that I wanted to play – but time is limited Playing Out: http://playingout.net/ The Tree: http://youtu.be/QERuKC34smw Merging our footprints makes the greatest impact Collaboratively, we are a ‘Stronger Force’, as opposed to individually lightly treading on the issuesExamples of moving concepts forward and the value of parallel action – action does not happen at the end of ‘governance, policy dev’t’
ACTION Here are just a few of true engagement and collaborative leadership / impactFootprints in TimeActive TransportationHealthy Children Healthy Spaces BUT – a continuum is critical “This is only a part of our story”
How do we get there . . . Create a model that integrates our principles, values the processHOW DO WE SUSTAIN AND CREATE A MODEL THAT LIVES BEYOND WHO IS AT THE TABLE AND ‘CURRENT FUNDING’The Healthy Community model will link your health and opportunities for a higher quality of life with accessible programsHealth is built into multi sector policies and planningChange has to happen from the grassroots down and system up (supported by a system of collaboration) – see model on slide 37INTEGRATION – building a different model for health that is not the Health Care System with a focus on hospital / Dr. spending, but on community health, prevention, holistic perspective
However, itwas apparent that interventions targeting schools alonewere not sufficient, and that progress was only made whenthe mobilization of the population became more generalizedat community level and involved schools, pre-schools,local sports and parents associations, catering structures,health professionals, elected representatives, and localstakeholders from the public and private sectors (17).EPODE is a coordinated, capacity-building approachaimed at reducing childhood obesity through a societalprocess in which local environments, childhood settingsand family norms are directed and encouraged to facilitatethe adoption of healthy lifestyles in children (i.e. the enjoymentof healthy eating, active play and recreation).
In order to be effective, we shift emphasis (not focus) to speak to the goals of partners, circumstances and projects Integrate health / healthy community into all sectors / interests. Those goals, objectives, principles can shift without losing our vision- from a youth perspective- from a health equity perspective- from a cultural perspective Awareness of language and need to adapt / shift (but not change)
Here are just a few of true engagement and collaborative leadership / impactFootprints in TimeActive TransportationHealthy Children Healthy Spaces BUT – a continuum is critical “This is only a part of our story”
THIS IS A CRITICAL PATHACTION IS NECESSARY – NO DOCUMENT ON A SHELF
Two videos that I wanted to play – but time is limited Playing Out: http://playingout.net/ The Tree: http://youtu.be/QERuKC34smwCEHE – Knowledge Leaders in Children’s Environmental Health Equity- redefine Environmental health – both interactive and passive engagement of a child with their environment
Place makingKids live, play and learn in their communities. Ontario needs a co-ordinated all-of-society approach to create healthy communities and reduce or eliminate the braoder social and health disparities that affect children’s health and weight.
Leave you with a few quotes and something to think aboutLeave on examples of moving concepts forward and the value of parallel action – action does not happen at the end of ‘governance, policy dev’t’BUT – a continuum is criticalwhat is the reality & what change do we want to see ?
"If you are passionate about something, you are probably going to be a leader"The idea and how action and a mindset makes it happen – shifting from talk to walk the talk and value action – regardless of where it comes from.Supported by:Ministry of Health Promotion and Sport – no staffingOntario Trillium Foundation – partial staffing
