What Is The Trickle Down Effect Of Community Interventions?

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses just demanding what

As a public health nurse and community advocate, I believe that my focus group presents great benefit for participants providing access to information regarding local services, resources and strategies and helping elderly residents build support networks that consist of family, neighbors and friends that can work as a team when disaster strikes. Such plans help ensure the health, safety and survival of frail and vulnerable elders in the community.

Think about the implementation strategy and/or intervention method your group selected for your community program project.

As a coordinator, I help to facilitate monthly workshops which center around academic advisement, health disparities and the development of community-based projects in which our students could provide a service to our neighborhood. Partnerships for Progress reminds me that in order to increase the standards of living in underserved areas, it requires the work of many and continual encouragement. If accepted into the PCLP program, I will gain insight into the challenges associated with lack of healthcare access, but I will also receive tools that will allow me to join in the removal of these

In order for an organization to be successful, it depends upon the organizational structure, availability of resources, vision, and mission of the organization, and employees’ willingness to work towards the change-related goals (Brisson-Banks, 2010). Many employees, even at the management level, may lack the experience and motivation to recognize the urgency of change (Erwin, 2009). Ford, Ford, and D’Amelio (2008) wrote that resistance to change grows from broken agreements and trust violations. The article states how some people may experience anxiety about job stability and growth become overarching. In addition, they may fear that they will not be fortunate enough to retain their jobs, whereas others are simply unwilling or unprepared to learn and develop new skills.

“Everyone practices harm reduction, whether they see it or not. When you put on a seat belt…You are practicing harm reduction,” said Evelyn Milan pointedly as we started our interview. Evelyn works for Vocal-NY which is, at its base, an Advocacy organization for those who have a history of AIDS. Vocal-NY was once New York City AIDS Housing Network. Their formation was at a time when addressing root causes like homelessness and poverty was going out of style and incrimination was becoming the focus. Vocal-NY’s mission has remained true to the original intent. The original focus was on progressive housing that assured that all people living with AIDS could find affordable homes. Their advocacy has come out of this and focuses on assuring that affordable housing is a focus of the state and city administration.

This evaluation report gives the reflection of the Hennepin County Community Works (HCCW) performance’s for the last 20 years and lessons learned from applying a range of strategies in diverse geographies. This evaluation report covers eight Community Works programs that have been established by board resolution since 1995, Humboldt Community Works, Midtown Community Works, Lowry Avenue Community Works, Bottineau LRT Community Works, Shady Oak Road Community Works, Minnehaha-Hiawatha Community Works, Southwest LRT Community Works, and Penn Avenue Community Works. These programs have substantial and transformative impact such as providing affordable housing, imrpoving health, enabling people to live carless, encouraging social engagement and

I am energized by lively discussion, value diversity of opinion, and am one who will always work hard to ensure we accomplish our goal. I have had the opportunity to serve as a board member for several organizations at Georgetown, have led fundraising efforts that have totaled more than $150,000, have planned large-scale events and conferences for Oxfam America and Georgetown Residential Life, and have overseen budgetary appropriations for several clubs as President of the Georgetown University InterHall Council. During my two years as a Resident Assistant, I prided myself on planning activities that appealed to residents from a variety of backgrounds, and I worked tirelessly to build communities where everyone felt included and supported. More recently, I became one of 40 SERVE Leaders at Fannie Mae working together to plan and organize company-wide volunteer opportunities, brainstorm and direct fundraising for the “Help the Homeless” campaign, and partner with local non-profit organizations to create strong relations in and with the communities we serve. I thrive in dynamic, consensus-driven environments that leverage my desire to solve problems and reshape perspectives, and my passion is epitomized in empowering and working closely with others. I hope to have the opportunity to bring this same dedication

For example, interim measures in the first six months of an initiative might explore the process of establishing stronger relationships with a community through town hall meetings or one-on-one conversations with key influencers. Metrics surrounding these activities might assess levels of participation among target audiences, and whether the meetings led to the identification of concrete action steps. If data show that relationships are not strengthening, rethinking engagement approaches would be warranted. After a partnership’s first full year, assessments of changes in community member awareness of how to access health services, as measured through random-sampling surveys, could indicate the effectiveness of awareness-raising interventions, and suggest needed improvements if increases are falling short of objectives or expectations. As the evaluation process evolves, sharing progress with the community may help drive further engagement. This can be accomplished by making periodic scorecards on key measures available; issuing progress reports on the evolution of partnerships; and hosting face-to-face opportunities for the community to meet to hear about progress and ask

Often people forget that the community in which they live in plays a vital role on their lifestyle. Your community may influence you on how you experience others culture, it may predispose you to certain illnesses and crimes due to location. It may influence you to think big and want better for your future and your children’s future base on the people you are surrounded by. Communities sometimes influence its member’s careers paths base on merely the need of that community. The purpose of this paper is to assess the community of Stapleton, its demographic, needs and issues both

In the HLTH 305: Community Development and Engagement in Public Health course at the University of Waterloo, the final project consisted of an intervention where we had design and implement a community based activity. With this, my team and I faced a variety of obstacles in order to produce an intervention for students at the University of Waterloo. This project had multiple parts that had to be completed in order for the intervention to be a success; thus demonstrating teamwork skills will allow for successful and smoothly planned intervention in regards to the stigma surrounding homelessness in the KW region and in general. The major parts of this intervention that was focused on by our team was bringing in a guest speaker in from a homelessness

When MAP first assessed community concerns through an anonymous survey, they realized that their main problems were not simply a lack of strict policing or lack of instilling values. Rather, the problems were community oriented other matters such as lack of proper street lighting, lack of affordable housing, as well as loans to cover house costs. MAP then exhibited distributive justice by meeting with members of the community and discussed allocating resources for many of the problems residents faced. MAP addressed the concerns voiced by residents as well as giving them a voice on this prominent issues. By paying close attention to residential needs through data collection from surveys as well as giving residents a voice on the table, MAP demonstrates Distributive social justice as well as Empirical

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses

We want the community that we are working with to have healthy and safe areas for their children to grow up in. We believe that our program will be able to provide those spaces. By allowing the children of the community to have areas that are geared towards them and their learning we hope to create a healthy relationship towards children and education. By lowering the crime rates we also hope to see less children joining in on the crime and more children joining in on education and success. Our programs are centered towards helping children find happiness and hope in education as well as helping those who are willing to to their involvement with crime. We offer those who are willing a helping hand in turning their lives around and a chance to better their community and it’s future. The public health of the community in Inglewood is a huge part of our program and we believe that our ideas, volunteers, and dedication can turn the community

“Management is active, not theoretical. It is about changing behaviour and making things happen. It is about developing people, working with them, effort to achieve objective and goals.”(L.Mullins, 2010. P, 425)