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:
Guidelines for Children (5-11 years) and Youth (12-17 years) For health benefits, children aged 5-11 years and youth aged 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:
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.
Collaborative efforts tend to be loosely structured, highly adaptive, and inherently creative.
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
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.
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."
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.
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.
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.
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?)