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How to collaborate with other Communities and Organizations
WELCOME
A . Youth Fitness Guidelines
B. Definition of Collaboration
C. Collaboration Ideas & Models
D. Risk Management & Benefits
Today’s Goals
Delivery of information with some questions asked
through polls.
Evaluation after the information session.
Open discussion and sharing with participants.
Last poll questions evaluating exchange.
Brief tour of the new Northern Links Website and all of it’s valuable resources.
Format of
session
Infants (aged less than 1 year) should be physically active several times daily – particularly through interactive floor-based play.
The Canadian Physical Activity
Guidelines recommends:
Toddlers (aged 1-2 years) and preschoolers (aged 3-4 years) should accumulate at least 180 minutes of physical activity at any intensity spread throughout the day, including:
• A variety of activities in different environments.
• Activities that develop movement skills.
• Progression toward at least 60 minutes of energetic play by 5 years of age.
The Canadian Physical Activity
Guidelines recommends:
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recommendations:
Canadian Sedentary Behavior Guidelines (0-4 years)
For healthy growth and development, caregivers should minimize the time infants (aged less than 1 year), toddlers (aged 1-2 years) and preschoolers (aged 3-4 years) spend being sedentary during waking hours. This includes prolonged sitting or being restrained (e.g., stroller, high chair) for more than one hour at a time.
For those under 2 years, screen time (e.g., TV, computer, electronic games) is not recommended.
For children 2-4 years, screen time should be limited to under one hour per day; less is better.
Guidelines for Children (5-11 years) and Youth (12-17
years)
For health benefits, children aged 5-11 years and youth aged 12-17 years should accumulate at least 60 minutes of moderate- to vigorous-intensity physical activity daily.
This should include:• Vigorous-intensity activities at least
3 days per week.
• Activities that strengthen muscle and bone at least 3 days per week.
The Canadian Physical Activity
Guidelines recommends:
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For health benefits, children (aged 5-11 years) and youth (aged 12-17 years) should minimize the time they spend being sedentary each day. This may be achieved by:
• Limit recreational screen time to no more than 2 hours per day; lower levels are associated with additional health benefits.
• Limit sedentary (motorized) transport, extended sitting and time spent indoors throughout the day.
recommendations:
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Educating our communities and then having them move
into action can be challenging under any circumstances.
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It’s a saying that applies perfectly to any type of community engagement work.
“Many hands make light
work”
1. The action of working with someone to produce or create something.
2. Something produced or created in this way.
Synonyms:cooperation- contribution
Defining Collaboration
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Working with other organizations or communities is not only a smart
way to accomplish goals; it brings Aboriginal Communities back to the way things used to be pre-contact where every clan did their part
in keeping community members healthy, fit and safe.
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Currently most organizations tend to be structured vertically.
Decisions are made at the top and people derive their authority from
their positions within the hierarchy.
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Leadership is centralized, the work is mission-driven,guided by procedures and
statutes,and communication is mostly confined to members of the
organization.
In contrast, collaborative groups, are structured horizontally.
Leadership is broadly distributed.
People derive their influence from having their ears to the ground, from being well-connected in the community, and from
being engaged with many different groups and activities.
Decisions are guided by norms of trust and reciprocity, and communication is more
personal, more conversational, more exploratory than in formal
settings.
By creating spaces where connections are made,
ideas are built upon, and collective knowledge is developed,
collaborative teams generate rich opportunities for innovation.
When the right people are brought together
in constructive ways and with current information, they are able
to create powerful visions and appropriate strategies for change.
By thinking, planning, and working together, the individuals and groups
that make a community can accomplish goals that neither
could achieve alone.
1. Recognizing opportunities for change;
2. Mobilizing people and resources to create changes;
3. Developing a vision of long-term change;
4. Seeking support and involvement from diverse and non-traditional partners;
5. Choosing an effective group structure;
6. Building trust among collaborators; and
7. Developing learning opportunities for partners.
Steps to collaboration
Opportunities for change are created when
community workers, organizations or
policymakers initiate collaboration.
Sometimes it’s a community member or a parent that initiates the
change.
Recognizing Opportunities
for change
Others begin when a community becomes aware of an urgent need for change, or when funding becomes available to respond to conditions in the community.
Before initiating a collaboration
you need to know….
mobilizing people and resources to create changes
Who might be willing to join your collaboration?
Will the attitudes of the community, departments,
the school leaders, and the governing bodies
support the partnership?
Are the potential partners willing to share their
resources and capacities?
We need to know
How do the interests of each potential partner fit
into the broader collaboration?
How can administrators of specific programs join with other partners in a
unified effort?
We need to know
Who should be collaborating?
You probably want a broad-based, inclusive partnership by creating a a cross-section of the community: parents, principals, teachers, counselors and other school staff, cultural leaders, health care and human service providers, business and political leaders, staff and administrators from community organizations.
Make sure your partners reflect diverse perspectives, experiences, and levels of authority to make sure every interest is represented.
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Leave Time for Growth
It may take time for all of the partners to come on board,
start with what you have and keep others in the know of what you are
accomplishing. Sometimes it takes a bit of momentum to
engage others to participate.
Collaboration focuses on identifying a common purpose and working
toward joint decisions. This distinguishes it from
other forms of cooperation that may
involve shared interests but are not based on a
collectively-articulated goal or
vision.
Developing a vision for long-term change
"We cannot even begin to agree on how we should act until we have
a common definition of the problem," David Mathews writes in Politics for People
“…one that reflects an understanding of our own interests, the interests of others, and how the two diverge and converge."
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Define clear goals with timelines
• You can prepare something before meeting with the other collaborators to generate interest and have a baseline to start from.
• Invite their input afterward.
• This may save time and provide direction for the group
• Understand that what you start with may change drastically once everyone has a say.
Once you have your goals determined brainstorm on how you can get support to accomplish them.
Don’t be afraid to think outside the box and
seek support from local, provincial and national organizations, colleges, universities, the private
sector, community members etc.
Seeking support
from diverse
and non-traditional partners
Collaborative partnerships can be broadly grouped under two headings:
• Resolving conflicts, and
• Developing a shared vision for the future.
In both cases, the process is aimed at carefully defining and, if need be, redefining the issues involved before moving on to solutions.
Choosing an effective
group structure
For collaboration to be effective, it must be democratic and inclusive.
Hierarchies of any kind get in the way of sound decision-making, just as excluding some individuals or groups with a stake in the issue can derail the process.
•Have a collaboration work group meeting about what you want to accomplish and how you want to accomplish it.
•Decide what system you want to change and how you will go about making the changes.
•Determine what results you want from working together.
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Set a goal for each meeting
Determine your desired expected outcomes.
What do you want to see changed as a result of your work?
• Decide who is responsible for what work.
• Develop a work plan outlining the steps and person accountable.
• Have clear timelines and revisit them often.
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Desired results must be concrete, attainable, and measureable.
• How will you know when you have achieved your goal?
• What changes would satisfy you?
• What changes do you believe make your effort worthwhile?
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To monitor progress and keep things clear…
Document objectives and goals and revisit at each meeting.
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Desired results must be long-term and sustainable.
What evidence will you see when your goal is reached?
Entering into collaboration also means you are
entering into a relationship with other people and/or
organizations. Some of the ways you can go about
strengthening your relationship is to build
trust.
building
trust among
collaborators
To build trust, each collaborator will need to discuss their self-
interest, what they want to get out of the collaboration and what will
make the collaboration a success for all involved.
Trust is built by consistently delivering what you promised to deliver.
It stems out of honesty and transparency.
Defining and clarifying roles within the collaboration and
building a communication plan are also important elements to
building the relationship between collaborators.
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Taking the time to create a conflict resolution strategy
with steps to resolution can prevent many conflicts from arising or even minimize them
quickly.
Coming together with people we don’t normally work with provides us with the chance to experience different work styles as well as to practice an open-mind.
There are so many different ways to accomplish things it’s important to receive ideas as much as we give them.
Developing learning
opportunities
We can use these situations to learn skills we may not have developed and see things in a different way.
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The challenge of putting collaboration into action
raises many practical issues:
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• Where will the partners meet to conduct business? Will one agency's facilities be used, or will meetings rotate among several facilities?
• Who will attend the meetings? What time(s) of the day or week are most convenient for them?
• Will child care be provided?
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• How often will the group meet? Will it meet for the same purpose every time? How long will meetings last?
• Who will determine the agenda for each meeting? How and when will partners submit agenda items?
• Will the position of chairperson rotate or remain stable?
• Who will distribute briefing materials to participants? Who will record and distribute meeting minutes?
Will responsibility be shared equally, or will one partner take the
lead?
How will decisions be made among partners?
Establishing governing structures
Will tasks be delegated to subcommittees? If so, which ones? Who will staff subcommittees, and how will topics and members be selected?
How can the meeting format best accommodate communication styles and preferences within the community? (For example, are informal meetings with refreshments best?)
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the implementation phase
The final step of the collaborative process, this is when:
1) Participating collaborators present the project to their communities/organizations;
2) Parties bring in the support of those who will be implementing the work;
3) The implementation is established;
4) And the project is monitored and the collaboration is effective.
Collaborative ventures obviously vary a great deal and
not all of them can or want to follow
this general framework.
Much will depend on the nature of the endeavor, the number of
people or parties involved, the time-frame, and the resources at
hand.
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Ensure success by
• Having a clear goal.
• Establishing a good communication and conflict resolution plan.
• Having a balanced decision making.
• Making sure everyone knows what is expected of them and what the timelines are.
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Ensure success by
• Monitoring progress and adjusting to the variables that will present themselves.
• Building and maintaining respect and trust between collaborators.
• Keeping things pleasant!
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Native Way Training Services
wishes you
best success in your endeavors.
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Next Webinar is April 9th at 1pm ESTwith Attawapiskat Elder Joanne
Dallaire on “Improving our Workplace with Cultural Teachings”
THANK YOU !
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