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4Results Together COMMUNITY PARTNERSHIPS FOR PROTECTING CHILDREN. ENSURING PEOPLE ARE INVOLVED: The Staying Factor. 4Results Together. PASSION. POWER. PERSISTENCE. PERFORMANCE. LAYING THE GROUNDWORK. COMMUNITY PARTNERSHIPS FOR PROTECTING CHILDREN.

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4results together community partnerships for protecting children

4Results TogetherCOMMUNITY PARTNERSHIPS FOR PROTECTING CHILDREN

ENSURING PEOPLE ARE INVOLVED: The Staying Factor

4results together

4Results Together

PASSION

POWER

PERSISTENCE

PERFORMANCE

community partnerships for protecting children
COMMUNITY PARTNERSHIPS FOR PROTECTING CHILDREN

Community Partnerships for Protecting Children recognizes that keeping children safe is everybody’s business

community partnerships for protecting children5
COMMUNITY PARTNERSHIPS FOR PROTECTING CHILDREN

Core Principles:

  • Child protection service agencies, working alone, cannot keep children safe from abuse and neglect
  • Citizens and community members should be directly involved in providing support to families in need and in shaping the types of service and support that are made available to families
  • Supports and services must be based in the communities in which families live

Local communities have to shape their own strategies and develop a range of services based on their own resources, needs, and cultures.

community partnerships for protecting children6
COMMUNITY PARTNERSHIPS FOR PROTECTING CHILDREN

Brings together:

  • Parents
  • Youth
  • Social Service professionals
  • Faith ministries
  • Local businesses
  • Schools
  • Caring neighbors

To help design, govern and participate in programs that seek to create a continuum of care and support for children, youth and parents in their neighborhoods.

community partnerships for protecting children7
COMMUNITY PARTNERSHIPS FOR PROTECTING CHILDREN

But what can happen?

  • Lack of common language and framework
  • Different amounts and kinds of participation
  • Expectations based on the past history of “the way” to do it
  • Sense of inequality based on job, position, title, education or lack thereof

Which can lead to:

  • Distrust
  • Lack of buy-in and investment
  • Lack of continued participation
partnership leadership
PARTNERSHIP LEADERSHIP

REQUIRES:

  • Assessing the environment for partnership readiness
  • Sharing power and influence
  • Creating clarity: Establishing outcomes and mobilizing people
  • Developing people at each step
  • Building trust and managing conflict
  • Self-reflecting by the leadership
slide9

Courage is the most important of all the virtues. Because if you haven’t courage, you may not have the opportunity to use any of the others.

Maya Angelou

leadership lesson
LEADERSHIP LESSON

You’ve gotta have skin in the game…

There must be a willingness to invest resources — both human and financial — to make it happen.

Adapted from the United Way of the Southern Tier, New York

surrounding forces

Social

Economic

Political

Environmental

Technological

Cultural

SURROUNDING FORCES
slide12

The universe is made up of stories, not of atoms.

Muriel Rukeyser, American poet

acceptance
ACCEPTANCE

To move people where you want them to be, you must first accept them where they are.

leadership lesson14
LEADERSHIP LESSON

The Hitchhiker’s Guide…

Inevitably, you will encounter setbacks and barriers to success…DON’T PANIC! Find a way to manage the barrier and keep going.

Adapted from the United Way of the Southern Tier, New York

rate of change
RATE OF CHANGE
  • The lily’s double everyday.
  • The pool will be full in 30 days.
  • On what day will the pool be half full?
rate of change16
RATE OF CHANGE

29th Day

1/2

%

day

leadership lesson17
LEADERSHIP LESSON

The tipping point…

Progress can seem to creep along at a snail’s pace, then suddenly flies at lightning speed… be ready to run with it.

Adapted from the United Way of the Southern Tier, New York

resources
RESOURCES

From REVENUE

To RISK MANAGEMENT

managing risk fear of failure
MANAGING RISK/FEAR OF FAILURE
  • Appreciate all contributions, however small
  • Recognize that the partnership is a business relationship and each wants a return on investment
  • Focus on the outcomes that are to be achieved for the family
slide20

Fair is another four letter word that starts with “F” and can’t be used in polite public.

Unknown

leadership lesson21
LEADERSHIP LESSON

Seizing Opportunities…

You must have an openness to doing community and family support work when you both create the opportunity and the opportunity presents itself.

Adapted from the United Way of the Southern Tier, New York

six strategies23
Tap Personal Assets

Involve All People

Map Results Strategies

Incorporate Self-Interests

Implement Strategic Actions

Align Individual Responsibilities

SIX STRATEGIES
six strategies24

SIX STRATEGIES

One:TAP PERSONAL ASSETS

passion sources
PASSION SOURCES
  • CUSTOMS
  • LANGUAGES
  • WORLD VIEW

Problems vs. Opportunities

  • PREFERENCES

Begetting, Becoming, Being, Bequeathing

  • ASSETS
slide26

Equality is what doesn’t exist between equals.

e.e cummings

assets
Authority

Connections

Expertise

Facilitation

Personality

Reputation

Resources

Rewards

ASSETS
  • Confrontation
lost in translation

55%

Sender

38%

LOST IN TRANSLATION

FACIAL EXPRESSION & BODY LANGUAGE

7%

WORDS

Albert Mehrabian,UCLA psychology professor

I hope you understand what I’m dealing with.

Receiver

VOICE INFLECTION

celebrate
CELEBRATE

Each person!

All steps!

Every success!

All the time!!

leadership lesson30
LEADERSHIP LESSON

Shared passion…

Agency staffs, volunteers and the entire community have to see, hear, feel and believe you care about a family… you’ve got to “Walk the Talk!”

Adapted from the United Way of the Southern Tier, New York

six strategies31

SIX STRATEGIES

Two:INVOLVE ALL PEOPLE

slide32

Leadership springs up at the intersection of personal passions and public problems.

Barbara Crosby

slide33

Being a man or a woman is a matter of birth. Making a difference is a matter of choice.

Patricia Russell-McCloud

intensity of relationships
INTENSITY OF RELATIONSHIPS

Intensity

Cooperation

Coordination

Collaboration

selected involvement

Core Initiation

Collaboration

Coordination

Cooperation

SELECTED INVOLVEMENT

RIGHT LEVEL, RIGHT PLACE, RIGHT TIME, RIGHT WORK =PARTNERSHIP

leadership lesson36
LEADERSHIP LESSON

Embrace the magic…

Family outcomes may not ultimately end up as you originally envisioned, but there is magic in the “relationship mileage” that occurs in the process!

Adapted from the United Way of the Southern Tier, New York

six strategies37

SIX STRATEGIES

Three:MAP RESULTS STRATEGIES

evaluation
EVALUATION

E = In

VALUE = Valor/Strength

EVALUATION

Finding strength in what we do

individualized course of action results are central
INDIVIDUALIZED COURSE OF ACTION RESULTS ARE CENTRAL
  • Level 1: Institute strength-based engagement/assessment skills and the FTM process
  • Level 2: Ensure trained FTM facilitators and access to FTMs are available for families
  • Level 3: Develop a plan for Quality Assurance Sustainability
  • Level 4: Implement Quality Assurance Plans whose outcomes reflect family respect, engagement, and empowerment
strategic map
STRATEGIC MAP

Individualized Course of Action for the Family

leadership lesson41
LEADERSHIP LESSON

Giving up control…

Stay focused on key outcomes and results while giving up some control of what gets done and how it gets done.

Adapted from the United Way of the Southern Tier, New York

six strategies42

SIX STRATEGIES

Four:INCORPORATE SELF-INTERESTS

slide44

God protect me fromself-interest masquerading as moral principle.

Mark Twain

slide45

Self-interest is the prime mover of people.

Saul Alinsky

self interest
SELF-INTEREST

Self-interest is not good or bad. It has to be acknowledged, not denied.

including difficult people
INCLUDING DIFFICULT PEOPLE
  • Wish they were gone
  • Blame them for what’s wrong
  • Focus attention on what they’re doing or not doing
  • Learn their self-interests
  • Accommodate their needs at the appropriate level
incorporation

Self- Interests

Planning

Alignment

Strategic Priorities

Resources

INCORPORATION
leadership lesson49
LEADERSHIP LESSON

Avoid “cookie cutters”…

The outcome and course of action can and often do vary by each family and everyone’s self-interests; they can’t be mass-produced. Be flexible!

Adapted from the United Way of the Southern Tier, New York

six strategies50

SIX STRATEGIES

Five: IMPLEMENT STRATEGIC ACTIONS

slide51

Reality is the leading cause of stress for those in touch with it.

Lily Tomlin

effective meetings
Know the purpose

Choose the facilitator

Set the stage

Create the context

Manage the information

Set ground rules

Focus the discussion

Keep action minutes

Evaluate and celebrate

End on time

EFFECTIVE MEETINGS
decision making protocol

Maximum Control

Minimum Control

DECISION-MAKING PROTOCOL

Key Decisions/Responsibilities

Delegated

Consensual

Democratic

Consultative

Authoritative

keep action minutes
KEEP ACTION MINUTES
  • Attendance
  • Decisions Made
  • Responsibilities Taken
  • Progress Made
  • Purpose of Next Meeting
leadership lesson55
LEADERSHIP LESSON

Don’t let the ogre chase you off…

Family issues can seem overwhelming and insurmountable; don’t give up because something seems too big to conquer. Break it down to smaller pieces.

Adapted from the United Way of the Southern Tier, New York

six strategies56

SIX STRATEGIES

Six: ALIGN INDIVIDUAL RESPONSIBILITIES

partnership success
PARTNERSHIP SUCCESS

TRANSPARENCYEach person involved knows his/her role and responsibility and everyone involved knows all key pieces at all times no matter how the pieces change/evolve over time

trust conflict
TRUST/CONFLICT

Trust

Conflict

trust is not
TRUST IS NOT

Liking

Being Liked

Getting My Own Way

trust is
TRUST IS

RELIANCE:We’ll do what we say we’ll do, competently

SUCCESS:We’ll achieve what we say we’ll achieve, knowledgably

=

slide61

When the elephants fight, the grass suffers.

Kikuyu People

conflict
CONFLICT

The feet are in agreement

African saying

slide63

Conflict is working through a difference of opinion. Fighting is the avoidance of conflict.

Len Hirsch

performance checklist
PERFORMANCE CHECKLIST
  • 1. Personal assets tapped
  • 2. All people involved
  • 3. Results strategies mapped
  • 4. Self-interests incorporated
  • 5. Strategic actions implemented
  • 6. Individual responsibilities aligned
leadership lesson65
LEADERSHIP LESSON

The words get in the way…

Turf and language often get in the way; part of the art is not planning something “collaborative,” but allowing partnership to grow from the seeds that are carefully planted.

Adapted from the United Way of the Southern Tier, New York

slide66
We are but one threadin the web of life.Whatever we do to the web, we do to ourselves. All things are bound together.All things connect.

—Chief Seattle