Keeping people safe & well

 

NCLB Implementation Guide

Phase - 5: Implementation

 

Overview
This Phase focuses on how the process manages the Steering Committee, as it oversees the implementation and operation of the site’s strategy. Each NCLB site has unique characteristics that reflect local needs and resources; however, each site is called on to address similar issues at some point in its development. There is no single answer that fits every situation; consequently, the ideas in this Phase are suggested options to be used and adapted as needed.

This phase discusses policy-level decision-making responsibilities, day-to-day operational issues, and oversight and monitoring of activities. Although no proven model exits for managing a Steering Committee, many successful initiatives and isolated interventions offer solutions from which to draw on. The NCLB process emphasizes the importance of local control; therefore, management level activities are developed to maximize resources and meet local needs.

Vision
The NCLB Steering Committee makes decisions, develops policies and guides the implementation of the site’s strategy to establish healthy, stable neighbourhoods. The Steering Committee — by collaborating with other agencies and local businesses — builds capacity of the community members to effect positive changes in the neighbourhood and, more importantly, to sustain those changes.

The inclusive nature of the NCLB process results in a Steering Committee that represents all segments of the community. All committee members share a vision for the community, despite differing approaches to solving problems. They realize that they can achieve more by working together than by working independently. The Steering Committee is the driving force in reaching the goals identified in the sites’ strategy.

Implementation Process

Step 1:         Establishing an Organizational Structure

Using subcommittees in NCLB sites is an effective means of distributing the workload. The subcommittees are formed as and when the need arises to facilitate the planning process.

Each subcommittee includes community stakeholders, community members and representatives from the main Steering Committee. Steering Committee involvement helps ensure effective communication among the subcommittees. The use of subcommittees also provides the opportunity to broaden participation and introduce others to the NCLB process.

The subcommittee is a comfortable format in which to discuss critical, and sometimes contentious, issues. The subcommittees help ensure that different voices are heard and various points of view are discussed. Smaller committees are not only less intimidating but also encourage better discussion.

Reports from subcommittee meetings are presented to the Steering Committee with recommended action, when appropriate. This procedure helps to keep Steering Committee meetings more focused and productive. However, this is not to be used to restrict discussion at Steering Committee meetings. It is still important that Steering Committee members understand the issues.

Step 2:         Developing Subcommittees’ Action Plan

Identifying specific tasks for each priority
A subcommittee is most effective when it concentrates its efforts on specific goals. With this approach, the subcommittee also accomplishes interim tasks while working toward a major goal. For example if the priority is to remove a negative stigma associated with the community’s name, the task is making the neighbourhood more attractive, and the activity is a series of positive activities, establishing tenants’ association and a neighbourhood watch, which contribute to reaching the goal with positive coverage.

Identifying available resources for accomplishing the goals
As part of the neighbourhood assessment, resources identified in the previous phases are used for various activities related to each subcommittee’s goals. For example, if the task were to develop neighbourhood support for goals, the activities could include bringing youth and adult community members together to work on a cleanup day. This accomplishes the immediate task, build stronger ties in the neighbourhood, and encourages assistance from other stakeholder agencies to assist with the cleanup.

Step 3:         Developing Open Communication among All Parties

Open communication is important to the successful operation of the No Community Left Behind strategy. People like to feel they are on the “inside”; they do not like to be the last to know what is going on. The CHRC adopts a simple way to communicate not only with Steering Committee members but also with other stakeholders, community members and interested parties.

The CHRC identifies how and when people want to receive information from the NCLB site. This not only gives it ideas about what methods to use but also ensures some involvement from members in developing a communication network.

The  NCLB Coordinator at the concerned CHRC devises a communication strategy and provides a schedule describing what information is needed and when it is submitted. It identifies ways to get the information to the media, the local elected officials and their representatives, MPs and community members. Some of the ways could be:

1. Telling the NCLB story highlighting things for the community to be proud of;
2. Notifying media of all events;
3. Taking pictures, and submitting them along with a short story to the newspaper;
4. Inviting the local elected officials to events;
5. Sending information (story and pictures) to the office of elected officials;
6. Developing a short presentation about the NCLB which can be presented at meetings.

Step 4:         Establishing a Consistent Procedure for Securing Staff

Although most of the work at a local NCLB site is accomplished by volunteers serving on the central Steering Committee or subcommittees, paid staff also play an important part in the operation. The process for filling staff positions varies from one site to another and according to the initiatives pursued.

A full time NCLB coordinator is needed at the CHRC. Regardless of the hiring need and arrangement, being the main coordinating and implementing organization, the CHRC is responsible for approving the staff who works with the No Community Left Behind process.

Step 5:         Developing a Process for Steering Committee and Subcommittee Meetings

Much of the work of the NCLB committees is done during meetings: policy decisions are made, oversight of the operation is reviewed and stakeholders are informed of the issues. Good attendance at these meetings is essential to the continued success of the NCLB process; therefore, careful attention is given to the structure of the meetings. The following are some proven components of a good meeting in the context of the No Community Left Behind process:

•  Meetings are scheduled at a convenient time and location in the neighbourhood.
•  Meetings begin on time. If people have to wait each time they meet, more of them arrive late or stop coming altogether.
•  A quorum for the meeting is established in the bylaws and enforced evenhandedly.
•  A prepared agenda, developed with input from members, is sent before the meeting.
•  Reports — programmatic, financial, and from the subcommittees — are presented to the Steering Committee regularly.

Regardless of the format of these meetings, the meetings need to be productive. If members feel they are wasting their time, they will stop attending. Once attendance falls, it is difficult to reenergize the group.

Step 6:         Developing a Process for Team Building

Success of the No Community Left Behind process depends partly on bringing the Steering Committee together to work as a team with a shared vision for the community. Being a team does not mean there will be no differences but that the CHRC and all stakeholders can work through them to everyone’s satisfaction. The following are ways the Steering Committee can promote team building:

1. A shared vision,
2. Strong bonds,
3. Clearly defined roles and responsibilities,
4. Effective meetings,
5. Decision-making strategies, 
6. Effective communication, 
7. Appreciation for the synergy created by diversity,
8. Allowing time for networking and relationship building.

Step 7:         Providing Training and Technical Assistance

Training and technical assistance are delivered primarily to staff who are responsible for day-to-day site operations. Whereas staff training is important, providing assistance to Steering Committee members, stakeholders and community members is also important. These key decision makers are the most essential component in the NCLB site. The following training and technical assistance improves effectiveness of the process:

1. Providing training on local resources, including encouraging partner social service agencies to make presentations about their services;
2. Asking law enforcement officials to make a presentation about their role in the No Community Left Behind process.

The CHRC requests assistance tailored to the particular needs as the process unfolds.

Critical assumptions
Diversity, which is the strength of the Steering Committee, may present challenges to a smooth working relationship on the committee. The different roles and responsibilities of volunteers and staff thus need to be clearly defined. A good working relationship between the funder and the Steering Committee is also a key component.

Sustaining Positive and Permanent Changes
Operational issues, day-to-day management, and individual responsibilities are necessary not only for a NCLB site to operate initially but also to sustain its success and expand its reach. The overall goal of sustaining positive and permanent changes in the neighbourhood is best accomplished through strong collaborative arrangements, teamwork and good management.

 

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© 2005-15 South - East Ottawa Community Health Centre
Centre de Sante Communautaire du Sud Est D'Ottawa

Contact: Abid Jan Tel./ Tél: (613) 737-5115 Ext. 2403  Fax/Télé: (613) 739-8199

NCLB matters because neighbourhoods matter