In 100% Community “PART THREE: Countdown to 100%,” we ask the following questions at the end. It can only strengthen your initiative by asking and answering these questions with initiative participants before proceeding with real-world work on the 100% Community initiative.
Really, you’ll thank us later.
In chapter 29, we wrote about the importance of data, not opinions, guiding our work in a process of continuous quality improvement. First, what’s been your experience using data to guide projects? Second, why is Continuous Quality Improvement a data-driven process?
In chapter 30, we suggested, based on reading The Practice of Adaptive Leadership, that people fear loss, not change. Can you think of a time when loss aversion has either obstructed or supported change in your communities?
In chapter 31, we promoted the collective impact model to guide our work. How might we support organizations and our action team members in using the Collective Impact model to best achieve results?
In chapter 32, we laid out the 100% Community initiative in 10 steps. First, which of those steps may be the most challenging, and why? Second, which individuals or organizations in your county can fill the roles we describe?
In chapter 33, we advocated for a 100% Community Task Force on Historical Trauma. Why is it important for all of your county residents to learn about historical trauma and historical resilience?
In chapter 34, we described potential timelines for various components of the initiative. How realistic are they given the capacity of your county?
In chapter 35, we focused on life-long learning as a key component of our initiative. Who are partners in your county or state who could support this goal?
In chapter 36, we offered some insights on using technology to strengthen your community work. In your experience, how is tech and the web used to promote health, safety and education in your county — and with what results?
In chapter 37, we described how the public sector workforces (representing hundreds of organizations) work primarily in silos, not in collaboration. How can your county remedy that using technology and relationship-building?
In chapter 38, we focused on place for synergy in order to develop strategies for healing disrupted economies. How can private sector partners in your county work with public sector change agents to bring about solutions?
In chapter 39, we arrive at a place called “Faith.” Here we focus on the role of faith in the compassion of others to serve all our children and families. How can your partners in your county pursue a dialogue with all your faith-based communities, all who hold a value that all people matter, especially the most vulnerable among us, to support the work ahead?