Stages | /Core components | Base building and mobilization | Leadership | Vision and frames | Alliances, partnerships, networks | Advocacy agenda and action strategy |
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Stage 1 – KSDPP’s emergence (Early 1987 – mid-1997) | Benchmarks | - Participation of both paid and volunteer leaders is beginning in base-building organizations; - Reflection time and assessment are built into the movement activities | - Movement leaders and the roles they play emerge and are recognized within the movement; - Leaders are supported to develop their skills, roles and visibility | - A process for creating a shared analysis of the problem is developed; - Movement organizations develop strategic plans with explicit movement goals; | - Alliance anchors increase organizations capacity; - Capacity for collaboration is developed | - Needed skills and organizational capacities are identified and developed |
Evidence of achievement | - Kahnawake community leaders and elders start to mobilize and seek the collaboration of academic partners. - The Community Advisory Board (CAB) is formed with more than 40 volunteering people, representing a wide spectrum of local organisations, services, and the community at large. - All the partners take the time to collectively develop the project’s vision and the terms and conditions of the partnership. | - Community leaders, including elders and family physicians that raised the alarm about diabetes, invite academic researchers to join the partnership for their expertise in community research. - The intervention team is staffed by two full-time community members, chosen for their leadership in the community. These staff members can acquire new skills and enhance their competencies through formal training. | - In the early beginnings, a community awareness process allows to shift the perception of diabetes from a matter of fact to a community issue that can be acted on. - After acquiring funding, the partnership defines a shared vision that proposed an ideal for Kahnawake and lays the ground for strategic goals. - The terms and conditions of the participatory research process are collaboratively developed through a Code of Ethics. | - KSDPP developed from the alliance of community-based professionals coming from the Kahnawake Education Centre and the Kateri Memorial Hospital Centre, as well as researchers from McGill University and Université de Montréal. - The newly formed CAB included volunteers from multiple sectors of the community, that increased capacity for collaboration with local health, education, recreation, and community service organisations. | - Formal training in various areas for community and staff members develop new skills and increased capacities. - KSDPP provided opportunities for community collaborators to acquire new skills (e.g. new health curriculum delivered by the teachers). | |
Stage 2 – KSDPP’s coalescence (mid-1997 - 2000) | Benchmarks | - New leaders are recruited; - New members and constituencies are recruited and the base expand | - Collaborative leadership philosophy is widely adopted by movement leaders; - Leaders of the movement are respected for their different roles and responsibilities within the movement | - Movement leaders develop shared values, motivations, and interests; - Movement values and priorities begin to gain salience outside of the movement | - Number, breadth, and capacity of alliances are strengthened; - Joint strategic planning and identification of priorities among anchor organizations occurs; - Trust is built among alliance members | - Identification of collective action goals; - Collaborative fundraising and sharing of resources increase |
Evidence of achievement | - Important community leaders (the Mohawk Council of Kahnawake, Kahnawake Shakotiia’takehnhas Community Services, and the Kahnawake Education Center) commit to KSDPP and provide funds to enable KSDDP’s action. - Teachers began to be more comfortable with the new curriculum and are committed to the cause of KSDPP. | - KSDPP implements a participatory /collaborative and non-hierarchical style of governance. - Respectful relationships of collaboration are established between partners. | - KSDPP translates its vision into a full and workable action strategy that build and integrate traditional and cultural values. - The fact that community partners provide funds to KSDPP is a good indicator of KSDPP’s values and priorities being accepted and prioritized by community actors. | - At that time, half of activities are conducted by KSDPP independently whereas half result from collaborative partnerships between KSDPP and partners. - Community members and organisations bring in their knowledge of the community, and contribute ideas on how best to carry out the activities in which they are involved. - Trust and respect characterize the relationships with the education system. | - The intervention team establishes core of intervention activities and develops a good experience in implementing these within the community. - Collaboration allows partners to optimize community resources, share responsibilities and support each other’s efforts. | |
Stage 3 – KSDPP’s moment (2001–2006) | Benchmarks | - Power and leadership of the movement are recognized by the community base; - Movement experiences rapid recruitment and growth | - Movement leaders are recognized by public institutions and political institutions | - Public support of the meta-narrative increases; - Political will for movement goals significantly increases; - Proposed benchmark: Increasing dissemination of the program vision and goals | - Movement organizations share resources; - Movement builds relationships with other movements; - Proposed benchmark: Movement enlarges its scope | - Major initiatives advance and are implemented; - Proposed benchmark: Collective action reaches a peak |
Evidence of achievement | - During this stage, KSDPP benefits from deep community roots and recognition. - Kahnawake is recognized as a diabetes prevention leader among First Nations communities across Canada and internationally. | - KSDPP secures funding to develop the KSDPP Center for Research and Training in Diabetes Prevention, this acknowledging KSDPP experience, expertise and leadership in this field. - KSDPP staff and research team members are elected at important positions in national diabetes and international research networks. | - KSDPP becomes more active and extensively spread its vision locally and nationally through participation in national forums addressing diabetes and health issues for Indigenous people. - The newly created Onkwatakaritatshera health research council acknowledges KSDPP’s CAB as a valid and autonomous ethics authority for diabetes research prevention and adds KSDPP’s code of research ethics to their toolkit. | - KSDPP’s program of activities, already collaborative in nature, continues to build on partners’ strengths, allowing to increase both the reach and intensity of the program. - KSDPP’s program expands to include preschool children and engages adolescents in youth empowerment projects. - Partnerships with local organizations broaden to include local businesses. | - KSDPP’s collective action strategy reaches a peak, building on a core program of activities that has achieved maturity and the addition of other activity components. - More than 100 different interventions target individuals of all ages, families, organizations and political groups. | |
Stage 4 – KSDPP’s maintenance and integration (2007 - now) | Benchmarks | - Proposed benchmark: Mobilization slows down and the movement appears less visible | - New generation of leadership emerges and builds capacities | - Norms change and the vision becomes widely shared among public and political leaders | - Proposed benchmark : Capacity-building of the partners allows for transfer of responsibilities | - Movement’s priorities and advocacy agenda are more widely accepted and continue to drive agendas of movement organizations and partners |
Evidence of achievement | - Decrease in resources, coupled with a lack of novelty, rendered KSDPP less visible. - Community mobilization slowly decreases. - Some administrative environments in the community become less sensitive to KSDPP’s action. | - A new generation of leaders in different components of the partnership, including KSDPP staff and research team, is slowly emerging. | - The vision promoted by KSDPP (a healthy community free of diabetes) and the norm underlying this vision (diabetes is a preventable disease) are adopted by many community members. | - Community partners are now taking over some of the responsibilities initially held by KSDPP (e.g. school physical activity policy, active school transportation project). | - KSDPP’s agenda is integrated into those of some partnering organisations, such as schools. |