WOT … WOW!! Wednesday 9 January 2013

Ruben F del Prado, MD, M.P.H. ‘88

celebrating our

strengths

community

strengths

Every community has the capacity to respond to life

challenges, to build a common vision,

to act, and to adapt.

We can reveal and nurture that capacity

Communities think and act for themselves.

Facilitators stimulate them to take action through

an approach that appreciates strengths and fosters local ownership.

This is the Community Life Competence Process

People have taken local ownership of the issue

“This is OUR problem and

we are going

to do something

about it!”

People drive effective responses to [public]

health

Health services are needed but don’t replace

what people do for themselves

What does this mean for a HIV?

Local

ownership

Prevention

Treatment and Care

Support

Is a strategic

pillar that

complements

Zero New HIV Infections Zero AIDS-Related Deaths Zero Discrimination

But, is local ownership enough to drive local responses? …

...No, because communities underestimate

their capacity

“We know it’s a problem, but don’t have the resources to

respond”

“We are waiting for the

experts”

“We are victims”

Therefore, we must reveal

their capacity and strengths

Once communities know

their strengths, their self-confidence grows...

… and they’ll use their strengths to address

their problems

“We can do this

together!”

Communities are Stimulated to progress when

others

This Way of Working is S.A.L.T.

Appreciate their strengths

Transfer their learning to other contexts

Learn actively and link them to others

Every community has the capacity to respond to life

challenges, to build a common vision,

to act, and to adapt.

We can reveal and nurture that capacity

Once we discover our strengths

and take ownership, we act

Communities think and act for themselves.

Facilitators stimulate them to take action through

an approach that appreciates strengths and fosters local ownership.

This is the Community Life Competence Process

• STEP 1 - Where do we want to be?

• STEP 2 - Where are we now?

• STEP 3 - How do we get there?

• ACTION!

• STEP 4 - Are we making progress?

• STEP 5 - We learn and share

• STEP 1 - Where do we want to be? • Tool: The Dream (‘LEVEL 5+++’)

• STEP 2 - Where are we now? • Tool: Self-Assessment

• STEP 2 - Where are we now?

• Tool: Self-Assessment

• EXERCISE

WE ARE “…”

COMPETENT, IF

…

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Practice I:

Practice II:

Practice III:

Practice IV:

Practice V:

Practice VI:

PRACTICES:

COMPETENCIES

• STEP 2 - Where are we now?

• Tool: Self-Assessment

• ALWAYS • EATING HEALTHY

• STEP 2 - Where are we now?

• Tool: Self-Assessment

• GOOD • INTERDISCIPLINARY • COMMUNICATION

• STEP 3 - How do we get there? • Tool: Self-measurement of change (1)

•STEP 3: ACTION!

• STEP 4 - Are we making progress? • Tool: Self-measurement of change (2)

• STEP 5 - We learn and share • Tool: Peer Assist, Knowledge Fairs, Knowledge Assets

• STEP 1 - Where do we want to be? • Tool: The Dream

• STEP 2 - Where are we now? • Tool: Self-Assessment

• STEP 3 - How do we get there? • Tool: Self-measurement of change (1)

• ACTION!

• STEP 4 - Are we making progress? • Tool: Self-measurement of change (2)

• STEP 5 - We learn and share • Tool: Peer Assist, Knowledge Fairs, Knowledge Assets

Cost Efficient

Don’t have to give anything back

(‘Ownership’ from day one!)

WE SELECT AND DEVELOP OUR COMPETENCIES

LEVELS ON … 2013

WE ARE malaria

COMPETENT, IF

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Practice I:

Practice II:

Practice III:

Practice IV:

Practice V:

Practice VI:

Practice VII: We build on strengths (level: )

Cost Efficient

Don’t have to give anything back

(‘Ownership’ from day one!)

WE SELECT AND DEVELOP OUR COMPETENCIES

Can be applied to ANY community

LEVELS ON 8th June 2011

WE ARE

COMPETENT IN

MENTAL HEALTH

ADVOCACY, IF …

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Practice I: We communicate so others can act ( )

Practice II: We prioritise the issues that matter (2)

Practice III: We remain informed about those metal heath issues we advocate for (3)

Practice IV: We act out of our respect for and empathy with the community (4)

Practice V: We collaborate (3)

Practice VI: We are cohesive and resilient (2)

Practice VII: We build on strengths (1)

Don’t have to give anything back (‘Ownership’ from day one!)

WE SELECT AND DEVELOP OUR COMPETENCIES

(and this is a wise Investment)

Can be applied to ANY community

Upwards spiral: focusing on strengths and

competencies (unlike a S.W.O.T. analysis)

Fits perfectly into the Results Based Planning cycle

‘Experts’ only when appropriate

Managing for Results

DO

CHECK

ADJUST

PLAN

DO

CHECK

ADJUST

PLAN

DO

CHECK

ADJUST

PLAN

I know what’s expected

of me and why

I do what I

say I’ll do

I put measures in place

and gather information to

evaluate my progress

I modify my

actions to make

sure I do what I

said I would do

I renegotiate

what’s

expected

I

II

III

IV

V

PLAN

DO

CHECK

ADJUST

•S.A.L.T.(Y)

ACTION!

VISION Communities, organisations and

institutions recognise their potential and

build on their strengths; establish and

sustain partnerships and learn from

each other, by sharing and transferring

knowledge and skills, to achieve and

sustain the best possible health,

wellbeing and quality of life for the

memebers of the community - whoever

they are, and wherever they are.

MISSION

Drive Community Life

Competence in the Johns Hopkins

Bloomberg School of Public Health,

through a competent, appropriately

trained, motivated, experienced,

diverse and dynamic team of

Faculty and students.

MISSION

Inspire change, by stimulating

minds, revealing strengths and

encouraging communities to reach

their potential.

MISSION

Facilitate communities to act, to

take ownership and responsibility,

to cultivate partnerships, and to

jointly address challenges.

MISSION

Demonstrate that we do what

we say, and show evidence of

results.

MISSION

Teach and Conduct Community Life Competence as a

reputable practice, and our standard

way of work that is widely used in

communities, endorsed and applied by

key and influential community leaders

and decision makers.

MISSION

Drive Community Life Competence in the Johns Hopkins Bloomberg

School of Public Health, through a competent, appropriately trained,

motivated, experienced, diverse and dynamic team.

Inspire change, by stimulating minds, revealing strengths and

encouraging communities to reach their potential.

Facilitate communities to act, to take ownership and responsibility, to

cultivate partnerships, and to jointly address challenges.

Demonstrate that we do what we say, and show evidence of results.

Conduct Community Life Competence as a reputable practice, and our

standard way of work that is widely used in communities, endorsed and

applied by key and influential community leaders and decision makers.

The Johns Hopkins Bloomberg

School of Public Health Practice of

“COMMUNITY LIFE

COMPETENCE”

Our way of thinking (WOT) Our way of working (WOW)