English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

In October 1983 Pathfinder, an organization in Minneapolis, Minnesota, was awarded a federal grant to develop a community network model serving children with chronic health conditions and their families. This document describes the model, dery nstrated at four sites in Minnesota and Wisconsin. The model is based on four key assumptions: (1) children with chronic health conditions and their families face a common set of problems, regardless of the specific disability; (V services for these families can be improved by enhancing cooperation among existing health, education, and community programs, rather than by creating nei ones; (3) community network building can be best facilitated if the network is initiated at the community level; and (4) community network building for these children and their families will be most effective if the parents are involved in the planning and development of the network. Phase one of the program involves formation of a local task force, catellzed by the common perception of problems and a shared need to find solutions. The second phase is to determine needs of and resources for children with chronic health conditions. Phase three is the development and implementation of an action plan, setting goals and priorities before planning appropriate strategies. Such strategies include interagency cooperation, parent group development, educational programs, and resource development. The fourth phase is evaluation of the networ%. Successful collaboration based on cJcperative working relationships between individ1;als ant agencies, a formal needs identificat_on process, leader . "rip dcw:lopwent, died realistic funding. (TES) P A***rAltt*Ax.x****It*W4 * Reproductions supplied by EDRS are the best that can be made * from the original document. * R DEMICTIIIENT Of EVIJC.ATION Office of Ectucatcorkel Reeseren eno Improvement EDUCADONAL RESOURCES INFO:Watts:Rif CENTER (ERIC' iii ince dot ument nes been fet:Kodwrod as pecgrved from the peaSon Ut °roam:Avon Ofvnating G MINN ("henget' t$0. Det.n made, 0 "Olove reprOduclOn oughty PCintDI v WO, Or Op11,4-,nsValPa M0300C Merit do rill necessamv ,eofsent othr,as OEM p06.,,On 0, POLCt -PERMISSION TO REPRODUCE THIS MATERIAL. HAS BEEN GRANTED BY TO THE EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) Judith A. Kahn. M.S.W. Georgianna Larson. RN.. M.P.H. Pathfinder 5000 West 39th Street Minneapolis. MN 55416 MEETING NEEDS WITH SCARCE RESOURCES: COMMUNITY NETWORK BUILDING FOR LOW-INCIDENCE CONDITIONS Introduction It is estimated that at least ten percent of all children and youth have a chronic illness or disability. These children and their families have a special set of needs which require the involvement of many agencies and programs in their community. Families must cope with challenges in obtaining appropriate and available services, adequate financing of care, emotional adjustment. changing family dynamics as well as a definition of their place in the community. F',uch challenges often require the assistance of outside agencies as weli as community planning for special services and needs. Because these children have special needs, the services they require must be obtained from different agencies including the child's primary hea.' h care provider, medical specialist, school, county social services, advocacy organizations and other community groups. Fragmentation and duplication can develop, with families caught in the middle. Cooperation among representatives from the key community agencies could be beneficial to the community. family and child. In October 1983, Pathfinder was awarded a competitive grant from the Division (Bureau) of Maternal and Child Health, Department of Health and Human Services under the category of Special Projects of Regional and National Significance (SPRANS). The grant was awarded to Pathfinder for the development of a community network model for children with chronic health conditions and their families. The demonstration projects were located in the Minnesota communities of Albert Lea and Austin and in Eau Claire, Wisconsin. Specific activities included task force development, community needs assessment implementation, development of an action plan and evaluation of the local network. The model is based on four key assumptions: 'Children with chronic health conditions and their families face a common set of problems. regardless of the specific condition or disability: *Services for these children and their families can be improved by enhancing cooperation among existing health, school and community programs, rather than creating new programs: *Community network building can be best facilitated if the network is begun at the community level; and Community network building for these children and their families will be most effective if parents are involved in network planning and service development. Pathfinder Community Network Anyone can initiate a community support network. Interagency collaboration is not a new concept; it has been utilized to plan and deliver services in the health, education, social service and voluntary sector. Pathfinder took this familiar concept and developed a unique model for a specific population: children with chronic illness or disability. Services for these children. especially in rural communities with low incidence conditions, can be fragmented and incomplete. Agencies tend to plan services for these children according to the disability and the current population. Long range planning and systems change rarely occurs. Pathfinder believes that community service planning and delivery for children with chronic health conditions can occur if this population is perceived to have a common set of problems, regardless of the specific condition or disability. The community can then enhance the current service system accommodate these special needs. The population, which if identified by disability, seems very small; grouping the children makes the planning effort seem more workable. The Pathfinder community network model also utilizes the concept that the effort works well if initiated and maintained informally at the community level. The "formal informality" of the local structure us a positive for long range efficacy of the model. Parents are the key to the Pathfinder community network model. Although it was often difficult to solicit and maintain parent participation, their input was essential in both needs identification and systems planning. The community network model is firmly based on the belief that flexibility is essential, and each community will develop a unique system to network services. The key is the development of common commitment to the population and a willingness to try something new. F ti Th Task Force Development of a community network is a structured, consecutive process. Working relationships must be developed among the parties involved and these relationships must be based on mutual rerpect and understanding. Ultimately, the formation of the local task force is catalyzed by the perception of problems and a shared need to find solutions to those problems. Pathfinder structured the development of the community network around an outside facilitator, Pathfinder served as the facilitator/consultant for both networks. An outside facilitator can be a valuable asset in providing important feedback to the group and objectively critiquing activities and ideas. This person can be instrumental in bringing the initial group together, coordinating the needs assessment and structuring the action plan. An initial meeting should be called to bring key participants together. The purpose of this meeting is to help key participants become acquainted and familiarize themselves with other programs and services, to introduce the concept of community network development and to identify common problems. The questions of group mission, purpose and leadership are best dealt with after the needs assessment step. The main function of leadership in a community network task force is to ensure that the tasks necessary to plan and carry out the group's goals are accomplished. This leadership responsibility may be undertaken by one individual or shared by several members. Team members usually become more involved and committed to the work of the group when leadership functions are shared by the leader with group members. An Executive Committee, composed of the task force chairperson(s) and subcommittee chairpersons, can function as a governing board for the Task Force. In order to determine the needs and resources for children with chronic health conditions and their families, the task force must agree on the target population and the geographic area (community). Definition of Commqty A "community" can be defined in many ways. Each professional organization has different geographical boundaries in which it delivers services. Education might have a city-wide school district, public health and social services a county-wide population, and a voluntary organization a multicounty constituency. Each local task force must agree upon a common area for its functioning. In its demonstration projects, Pathfinder defines the community as the geographic area in which EAMILIM receive services. i.e., their health care provider, school, shopping and employment This allows flexible boundaries which cross traditional catchment areas and reduces turf-guarding among the professionals involved. Target Population A definition of the target population also needs to be mutually agreed upon by task force participants. Pathfinder developed the following definition for use in the local demonstration projects in Minnesota and Wisconsin:

Meeting Needs with Scarce Resources: Community Network Building for Low-incidence Conditions