Part A.コミュニティ保健と開発を促進するためのモデル:道具箱の入口
  Models for Promoting Community Health and Development: Gateways to theTools
(Chapters 1 - 2)
Chapter 1. Our Model for Community Change and Improvement
Chapter 2. Some Other Models for Promoting Community Health and Development
Contains an overview of the CTB (Chapter 1, Section 1) and frameworks forguiding, supporting and evaluating the works of community and systemschange.
  Part B. Community Assessment, Agenda Setting, and Choice of BroadStrategies
(Chapters 3 - 5)
Chapter 3. Assessing Community Needs and Resources
Chapter 4. Getting Issues on the Public Agenda
Chapter 5. Choosing Strategies to Promote Community Health and Development
Contains information about how to assess community needs and resources (e.g.conducting listening sessions, analyzing problems) how to get issues on thepublic agenda (e.g., gaining public support), and how to choose broadstrategies to promote community health and development (e.g., buildingcoalitions).
  Part C. Promoting Interest and Participation in Initiatives
(Chapters 6 - 7)
Chapter 6. Promoting Interest in Community Issues
Chapter 7. Encouraging Involvement in Community Work
Contains information about how to promote interest in an issue (e.g.,persuasion, press releases, and newsletters) and how to encourage involvement(e.g., among diverse groups).
  Part D. Developing a Strategic Plan, Organizational Structure, and TrainingSystem
(Chapters 8 - 12)
Chapter 8. Developing a Strategic Plan
Chapter 9. Developing an Organizational Structure for the Initiative
Chapter 10. Hiring and Training Key Staff of Community Organizations
Chapter 11. Recruiting and Training Volunteers
Chapter 12. Providing Training and Technical Assistance
Contains information about developing a strategic plan (e.g., vision, mission,action plan) and organizational structure (e.g., bylaws, board of directors)and hiring and training staff, recruiting and training volunteers, andproviding technical assistance.
  Part E. Leadership, Management, and Group Facilitation
(Chapters 13 - 16)
Chapter 13. Orienting Ideas in Leadership
Chapter 14. Core Functions in Leadership
Chapter 15. Becoming an Effective Manager
Chapter 16. Group Facilitation and Problem-Solving
Contains information about the core functions of leadership (e.g., buildingrelationships, influencing people), management (e.g., providing supervision andsupport), and group facilitation (e.g., leading meetings).
  Part F. Analyzing Community Problems and Designing and Adapting CommunityInterventions
(Chapters 17 - 19)
Chapter 17. Analyzing Community Problems and Solutions
Chapter 18. Deciding Where to Start
Chapter 19. Choosing and Adapting Community Interventions
Contains information about analyzing community problems (e.g. thinkingcritically), designing an intervention (e.g. identifying those who can benefitand help), and choosing and adapting interventions for different cultures andcommunities.
  Part G. Implementing Promising Community Interventions
(Chapters 20 - 26)
Chapter 20. Providing Information and Enhancing Skills
Chapter 21. Enhancing Support, Incentives, and Resources
Chapter 22. Youth Mentoring Programs
Chapter 23. Modifying Access, Barriers, and Opportunties
Chapter 24. Improving Services
Chapter 25. Changing Policies
Chapter 26. Changing the Physical and Social Environment
Contains information on illustrative interventions using the strategies ofproviding information and enhancing skills, enhancing support and resources,youth mentoring, modifying access and barriers, improving services, changingpolicies, and changing the physical and social environment.
  Part H. Cultural Competence, Spirituality, and the Arts and CommunityBuilding
(Chapters 27 - 29)
Chapter 27. Cultural Competence in a Multicultural World
Chapter 28. Spirituality and Social Action
Chapter 29. The Arts and Community Building: Celebrating, Preserving, andTransforming Community Life
Contains information on building cultural competence in a multicultural world,spirituality and community action, and the arts and community building.
  Part I. Organizing for Effective Advocacy
(Chapters 30 - 35)
Chapter 30. Principles of Advocacy
Chapter 31. Conducting Advocacy Research
Chapter 32. Providing Encouragement and Education
Chapter 33. Conducting a Direct Action Campaign
Chapter 34. Media Advocacy
Chapter 35. Responding to Counterattacks
Contains information on principles of advocacy (e.g., recognizing allies andopponents), conducting advocacy research, providing encouragement andeducation, conducting a direct action campaign (e.g., personal testimonyletters), media advocacy, and responding to opposition.
  Part J. Evaluating Community Programs and Initiatives
(Chapters 36 - 39)
Chapter 36. Introduction to Evaluation
Chapter 37. Some Operations in Evaluating Community Intervention
Chapter 38. Some Methods for Evaluating Comprehensive Community Initiatives
Chapter 39. Using Evaluation to Understand and Improve the Initiative
Contains information on developing a plan for evaluation, methods forevaluation, and using evaluation to understand and improve the initiative.
  Part K. Maintaining Quality and Rewarding Accomplishments
(Chapters 40 - 41)
Chapter 40. Maintaining Quality Performance
Chapter 41. Rewarding Accomplishments
Contains information on achieving and maintaining quality performance,obtaining and using feedback from clients, arranging celebrations, providingincentives to staff and volunteers, holding awards ceremonies, and honoringcolleagues and community champions.
  Part L. Generating, Managing and Sustaining Financial Resources
(Chapters 42 - 44)
Chapter 42. Getting Grants and Financial Resources
Chapter 43. Managing Finances
Chapter 44. Investing in Community Resources
Contains information on writing a grant application, planning for financialsustainability, preparing an annual budget, accounting basics, contracting forservice and establishing a micro-grants program for your community.
  Part M. Social Marketing and Institutionalization of the Initiative
(Chapters 45 - 46)
Chapter 45. Social Marketing of Successful Components of the Initiative
Chapter 46. Planning for Long-Term Institutionalization
Contains information on conducting a social marketing effort (e.g., promotingawareness, interest and behavior change), and planning for the long-termsustainability of the effort (e.g., becoming a line item in an existingbudget).



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