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Collaborative Leadership for Healthy Communities

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Page 1: Collaborative Leadership for Healthy Communities
Page 2: Collaborative Leadership for Healthy Communities

Your Presenters TodayYour Presenters Today

Dirk Richwine, Recreation Dirk Richwine, Recreation Superintendent, Henderson NVSuperintendent, Henderson NV

Dr. David M. ComptonDr. David M. Compton

Project Manager, IU-B Healthy Project Manager, IU-B Healthy Communities Research Group Communities Research Group

  

Page 3: Collaborative Leadership for Healthy Communities

Overview of the Overview of the WorkshopWorkshop

• Introduction to the National Introduction to the National Project Project

• Overview of the ProcessOverview of the Process• Resources for Your CommunityResources for Your Community• Benefits for South BendBenefits for South Bend• Year One TimelineYear One Timeline

Page 4: Collaborative Leadership for Healthy Communities

The IU-Bloomington The IU-Bloomington TeamTeam

Dr. David M. ComptonDr. David M. Compton, Project Director (Professor, Department , Project Director (Professor, Department of Environmental Health & Department of Recreation, Park and of Environmental Health & Department of Recreation, Park and Tourism Studies, Indiana University) Tourism Studies, Indiana University) 

Teresa Penbrooke, CPRP, MAOMTeresa Penbrooke, CPRP, MAOM, Project Manager (Founder , Project Manager (Founder and CEO, GreenPlay LLC, and Faculty and Co-Founder for GP and CEO, GreenPlay LLC, and Faculty and Co-Founder for GP RED) RED) 

Dr. Michael P. MuehlenbeinDr. Michael P. Muehlenbein, Director, Applied Research , Director, Applied Research (Assistant Professor, Anthropology, Indiana University) (Assistant Professor, Anthropology, Indiana University) 

Dr. Craig Ross Dr. Craig Ross (Professor, Department of Recreation, Park and (Professor, Department of Recreation, Park and Tourism Studies, Indiana University) Tourism Studies, Indiana University)

Dr. Kiboum KimDr. Kiboum Kim, Director, Systems Design and Analysis , Director, Systems Design and Analysis (Assistant Scientist, Department of Recreation, Park and (Assistant Scientist, Department of Recreation, Park and Tourism Studies, Indiana University)Tourism Studies, Indiana University)

Shanna SaubertShanna Saubert, Project Assistant (Graduate Research Assistant, , Project Assistant (Graduate Research Assistant, Department of Recreation, Park and Tourism Studies, Indiana Department of Recreation, Park and Tourism Studies, Indiana University)University)

Page 5: Collaborative Leadership for Healthy Communities

““You do not really You do not really understand something understand something

until you can explain it to until you can explain it to your grandmother”your grandmother”

- - Albert EinsteinAlbert Einstein

Page 6: Collaborative Leadership for Healthy Communities

Building the FoundationBuilding the Foundation

A healthy community is intentional, A healthy community is intentional, not accidental! It requires:not accidental! It requires:

Creating a warrant for actionCreating a warrant for action An inventory of assets & affordancesAn inventory of assets & affordances Documenting critical elements (e.g.) Documenting critical elements (e.g.)

policies/practices, collaborations, policies/practices, collaborations, funding sources/streams, etc.funding sources/streams, etc.

Creating database for systems useCreating database for systems use Establish surveillance system Establish surveillance system

Page 7: Collaborative Leadership for Healthy Communities

A Public Health ImperativeA Public Health Imperative

• Prevalence of obesity in children has Prevalence of obesity in children has been increasingbeen increasing

• Overweight children tend to remain Overweight children tend to remain overweight in adulthood – 80% ruleoverweight in adulthood – 80% rule

Page 8: Collaborative Leadership for Healthy Communities

Childhood Obesity (BMI Childhood Obesity (BMI ≥≥30) in the US, 30) in the US, 20032003

Page 9: Collaborative Leadership for Healthy Communities

Childhood Obesity (BMI Childhood Obesity (BMI ≥≥30) in the US, 30) in the US, 2009 2009

Page 10: Collaborative Leadership for Healthy Communities

A National Call to ActionA National Call to Action

• Moral concern the health of othersMoral concern the health of others• 16-20% of the total US budget will be 16-20% of the total US budget will be

spent on health carespent on health care• We cannot pay this health care We cannot pay this health care

bill!bill!• Over 12,000 park & recreation Over 12,000 park & recreation

agencies are the front line of this waragencies are the front line of this war• Beta test sites are the first to Beta test sites are the first to

systematically attack the issuesystematically attack the issue

Page 11: Collaborative Leadership for Healthy Communities

Who should be targeted?Who should be targeted?

10-14 year old youth (critical stage)10-14 year old youth (critical stage)Youth who are:Youth who are:

Currently overweightCurrently overweightVulnerable populationsVulnerable populationsThose we do not currently serveThose we do not currently serve

Critical that we focus and Critical that we focus and demonstrate effects! demonstrate effects!

Page 12: Collaborative Leadership for Healthy Communities

Repositioning for ImpactRepositioning for Impact

“Align your department with solving public problems. That’s what repositioning is all about.”

Dr. John L. CromptonDistinguished Professor

Texas A&M University

“Align your department with solving public problems. That’s what repositioning is all about.”

Dr. John L. CromptonDistinguished 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

“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

Page 13: Collaborative Leadership for Healthy Communities

Your Public Health Your Public Health ImperativeImperative• Your agency is engaged in Your agency is engaged in

“prevention” of lifestyle related “prevention” of lifestyle related illnesses illnesses

• Decisions require new approaches, Decisions require new approaches, databases, knowledge, skillsdatabases, knowledge, skills

• Must manage from information…not Must manage from information…not historical past, or traditionhistorical past, or tradition

• You are required to demonstrate You are required to demonstrate impact and effectsimpact and effects

Page 14: Collaborative Leadership for Healthy Communities

What is required?What is required?

• In order to increase physical activity & In order to increase physical activity & adherent engagement we need to:adherent engagement we need to:– Secure South Bend demographic, geographic Secure South Bend demographic, geographic

and epidemiologic dataand epidemiologic data– Inventory all assets & affordancesInventory all assets & affordances– Document & self-appraise importance, Document & self-appraise importance,

performance & impact of policies, practices, performance & impact of policies, practices, collaborations, funding applications, etc.collaborations, funding applications, etc.

– Create a South Bend working systems Create a South Bend working systems management model for optimizing impactmanagement model for optimizing impact

Page 15: Collaborative Leadership for Healthy Communities

Policies guide practicePolicies 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

Page 16: Collaborative Leadership for Healthy Communities

CAPE Policy Analysis

Page 17: Collaborative Leadership for Healthy Communities

Syncing of Mission, Values & Syncing of Mission, Values & VisionVision

Mission describes the 5 W’s of services: who are you serving, what are your services, when do they occur, where do these services take place, and why we do what we 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 your policy makers.

Vision describes a realistic look at where your department will be in the near future.

Page 18: Collaborative Leadership for Healthy Communities

Data Collection ApproachData Collection Approach

WhereWhere can we find this can we find this information?information?

•Mission, vision, and goal Mission, vision, and goal statementsstatements•Agency master plansAgency master plans•Cooperative use agreementsCooperative use agreements•Staff membership on Staff membership on community committees, etc.community committees, etc.•Look around our community Look around our community and let’s try to identify and let’s try to identify stakeholders that we may be stakeholders that we may be missing…missing…

HowHow can we collect this can we collect this information?information?

•Agency interviewsAgency interviews•Focus groupsFocus groups•Community benchmarksCommunity benchmarks•Collaborative efforts across Collaborative efforts across agencies in the communityagencies in the community•Duplication and gaps in Duplication and gaps in assets and affordancesassets and affordances

Page 19: Collaborative Leadership for Healthy Communities

Collaborations & PartnershipsCollaborations & Partnerships

Who do you do engage?

•PartnershipsPartnerships•CollaborationsCollaborations•SponsorshipsSponsorships•GrantsGrants•Others?Others?

Self-rating by P&R agency personnel & collaborators of:

Importance-How essential is it?

Performance- How well are we doing?

Impact- What effects are evident?

Page 20: Collaborative Leadership for Healthy Communities

• Sources of funding?Sources of funding?• Allocation to categories?Allocation to categories?• What is flexible? Protected?What is flexible? Protected?• What is directed to youth What is directed to youth

10-14 years?10-14 years?• Funds targeted tor health Funds targeted tor health

behavior & lifestyle behavior & lifestyle improvement?improvement?

Funding Source AnalysisFunding Source Analysis

Page 21: Collaborative Leadership for Healthy Communities
Page 22: Collaborative Leadership for Healthy Communities

Nine Steps of Funding Source Nine Steps of Funding Source AnalysisAnalysis

Page 23: Collaborative Leadership for Healthy Communities

• Assets (Physical & natural)Assets (Physical & natural)

• Dynamic Digital Data Set – MS Dynamic Digital Data Set – MS Excel/Access and GISExcel/Access and GIS

• Step 1: Determine Relevant Step 1: Determine Relevant Components – For this Target Age Components – For this Target Age GroupGroup

Inventory of AssetsInventory of Assets

Page 24: Collaborative Leadership for Healthy Communities

Step 2: Compile InventoryUse Composite-Values Methodology

- Capacity (#)- Location and Access

- Quality and Condition

Page 25: Collaborative Leadership for Healthy Communities

• Categories of Programs and Categories of Programs and Services – What Services – What opportunities are “afforded” opportunities are “afforded” to your community to your community members by your offeringsmembers by your offerings

• Characteristics of the Characteristics of the affordancesaffordances

Inventory of AffordancesInventory of Affordances

Page 26: Collaborative Leadership for Healthy Communities

Perspectives and Perspectives and composite-values level of composite-values level of service analysis scores can service analysis scores can be used for:be used for:• Analyzing an agency’s inventory to Analyzing an agency’s inventory to

create overall analysis of the whole create overall analysis of the whole system (called Composite Perspectives).system (called Composite Perspectives).

• Analyzing subsets of the agency’s Analyzing subsets of the agency’s inventory and/or specific components of inventory and/or specific components of the system (Specific Perspectives).the system (Specific Perspectives).

• Comparing sub-areas of the system for Comparing sub-areas of the system for equity – either in total, or for specific equity – either in total, or for specific components.components.

• Setting agency-specific target scores for Setting agency-specific target scores for the future and comparative analysis.the future and comparative analysis.

Page 27: Collaborative Leadership for Healthy Communities

Composite-Values Analysis - Assets

Page 28: Collaborative Leadership for Healthy Communities

Composite-Values Analysis - Affordances

Page 29: Collaborative Leadership for Healthy Communities

Managing with DataManaging with Data

• Essential to use data for informed Essential to use data for informed management decisionsmanagement decisions

• Systems software allows managers to Systems software allows managers to model approaches without errormodel approaches without error

• Understand what your resources are Understand what your resources are doing to impact youth 10-14 year old doing to impact youth 10-14 year old youthyouth

• Make decisions with your team & track Make decisions with your team & track increases/decreasesincreases/decreases

Page 30: Collaborative Leadership for Healthy Communities

Illustration of systems Illustration of systems modelmodelPopulation Birth ratesBirth

Death Death rates(Convertor)

(Stock) (Flow) (Convertor)

(Flow)

Page 31: Collaborative Leadership for Healthy Communities

A Healthy Communities A Healthy Communities SystemSystem

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

Page 32: Collaborative Leadership for Healthy Communities

Modules in Stella Modules in Stella ModelingModeling

Capital investment in healthy

community

Communityobese

population

Capacity for aHealthy

Community

PhysicallyInactive

Population

HealthCareCosts

(+)

( - ) (+)

(+)(+)

Page 33: Collaborative Leadership for Healthy Communities

HCSM simulationHCSM simulation

Page 34: Collaborative Leadership for Healthy Communities

Managing the ProcessManaging the Process

Page 35: Collaborative Leadership for Healthy Communities

Surveillance in South Surveillance in South BendBend

• How will you know if your How will you know if your management strategies are management strategies are affecting (affecting (positivelypositively or or negativelynegatively) ) the proposed outcomes/outputs?the proposed outcomes/outputs?

• Measure Outcomes• Evaluation Criteria• Evaluation Tools• Monitoring Over Time

Page 36: Collaborative Leadership for Healthy Communities

Summary of Benefits for Summary of Benefits for Beta SitesBeta Sites

• Alliance with IU-Bloomington’s Alliance with IU-Bloomington’s Healthy Communities Research Healthy Communities Research Group Group and National Beta Sitesand National Beta Sites

• Training, Templates, and AnalysisTraining, Templates, and Analysis• Assessment and Modeling toolsAssessment and Modeling tools• Monitoring and EvaluationMonitoring and Evaluation• Positioning of P&R as a catalyst for Positioning of P&R as a catalyst for

a healthy communitya healthy community

Page 37: Collaborative Leadership for Healthy Communities

Project Tasks & Milestones Start Date End date Milestone Deliverables

1.0 Planning meeting (City/IUB)

2/15/11 3/31/11 Verify all dates, milestones, tasks, deliverables

2.0 Training #1 3/21/11 4/30/11 Staff readiness Organizational workshop

3.0 Data collection 3/21/11 5/15/11 Primary data Warrant for agency action 4.0 Interim report 5/15/11 5/31/11 Report by IUB to City5.0 Training #2 5/7/11 5/31/11 Staff data

managementTraining workshop for South Bend

employees

6.0 Data collection 5/1/11 7/1/11 Primary data sources Demographics on 10-14 year old & obesity

7.0 Milestone accomplishments

7/1/11 8/1/11 Review of milestones to date; tasks outstanding

8.0 & 9.0 Assets and Affordances inventory

4/1/11 9/1/11 Asset and affordances list/coded

10.0 Training #3 9/1/11 9/15/11 Staff modeling Training workshop 11.0 Collaboration ratings 10/1/11 11/15/11 Collaboration & partnerships rated

12.0 Policy ratings 10/1/11 12/1/11 Policies procedures & practices rated

13.0 Funding impact simulation

12/1/11 1/15/12 Simulation of funding using scenarios

14.0 Stella simulation 1/15/12 3/1/12 Stella model South Bend preliminary simulation

15.0 Analysis of data sources 1/15/1 2 3/1/11 Verification of data sources for modeling

16.0 Year One Status report 3/1/12 3/15/12 Year one report Year 1 report to City

Page 38: Collaborative Leadership for Healthy Communities

Questions?Questions?Thank you!Thank you!

211 North Public Road211 North Public RoadLafayette, CO 80026Lafayette, CO 80026

303-501-7697303-501-7697