Perubahan Perilaku Organisasi, Ekologi, dan Lingkungan

Supriyati

The Rainbow Policy

(Dahlgren & Whitehead 1991 cit Davis and MacDowall, 2006)

Lingkage of Person and the social/behavioral environment (John W Last)

Komponen promosi kesehatan

Advocacy Environmental change Legislation Policy mandates, regulations Resource development Social support Financial support Community development Organizational development

Environment action to promote

Kerangka untuk Promosi Kesehatan

(Keleher, MacDougall & Murphy, 2007)

INTERVENSI

Lini bawah
Prevensi penyakit Primer Sekunder Tersier Kampanye perubahan perilaku Strategi Komunikasi Informasi kesehatan Edukasi kesehatan dan pemberdayaan Pengetahuan Pemahaman Pengembangan keterampilan Pengembangan kesehatan dan komunitas Keterlibatan Pengembangan komunitas

Lini atas
Perubahan infrastruktur dan sistem Kebijakan Legislasi Perubahan organisasi

Pelayanan primer

Pendekatan gaya hidup dan perilaku

Pendekatan ekologis

Summary of health promotion approaches

Approach Theory Aims Methods Level & type of action

Socioecological health promotion

Determinants of health Health and social development Primary health care Empowerment Community engagement

Re-address of inequalities

Primary health care Community engagement Works from health Creating supportive determinants: social, environment political, Advocacy enabling environmental Mediating organizational development of reorient health

Active clients and communities

Changes in communities and organizations

Organisational capacity

Advocacy

Healthy public policy

Sosial budaya masyarakat Supportive environment

Organisational capacity
A civic philosophy The custodial role accountability beyond numbers The organisation as civic organiser

A civic philosophy
Equity and social responsibility Autonomy and participation Beneficence and non-malfeasance (to strive to do good and to do no harm) Global bio-sustainability (good planets are hard to find) Change

Organisation as civic organiser

Partnership The organistions capacity to be both a partner and a facilitator of partnerships

organiser berbeda dengan Leader

Kapasitas organisasi : partnership

Visi Saling memahami dan menghargai posisi, core business, kapasitas dan tanggungjawab masing-masing Kesiapan untuk berubah Kemampuan menghadapi konflik Kemampuan untuk mempercayai

Stages in Building Collaboration: Checklist

Stages
Stage 1: priority setting and problem definition

Building collaboration
-Shared understanding of problems and goals -shared definition of the problem -shared commitment to the collaboration -Identification of resources required to support the collaboration -collective identification of key stakeholders and convenor

yes or no

Source : Keleher, MacDougal & Murphy, 2007: 348

Stages in Building Collaboration countd

Stages Building collaboration yes or no

Stage 2: -Establish the ground rules Reaching -Jointly agree on the agenda for the Agreement collaborative venture -Reach agreement on how problem will solved Stage 3: -Build external support for the Implesolutions agreed mentation -Intitutionalise/implement agreements reached -Monitor the agreement and ensure complience
Source : Keleher, MacDougal & Murphy, 2007: 348

Working intersectorally for developing supportive environment

Framing the issue as core business A strategic rather than operational focus Open organisational structures Leadership

Checklist of questions to guide planning for intersectoral working

What does each member/partner want to achieve through the process of working together ? What are the main drivers for working together ? What benefits will be accrued by each member/partner? What organisational structures will support the group ability to work together ?

Advokasi ?
upaya-upaya yang difokuskan pada perubahan kebijakan, program dan lingkungan dalam skala besar serta mobilisasi sumber daya dan opini untuk mendukungnya (Rice, 1999) upaya untuk meningkatkan kekuatan masyarakat atau kelompok dan membuat institusi yang dituju lebih responsif terhadap kebutuhan masyarakat (Walack et al., 1993)

Lanjutan ...
Strategi untuk mempengaruhi policy maker pada saat mereka membuat aturan, mendistribusikan sumber daya atau kebijakan lain yang berdampak pada masyarakat banyak Proses yang disengaja untuk mempengaruhi pengambil kebijakan

Kata kunci advokasi:

Mempengaruhi / influencing Proses yang disengaja / deliberate process Policy makers Affect the well being of many people

Advocacy is essentially all about three things:

Creating policies where they are needed when none exist Reforming harmful or ineffective policies Ensuring good policies are implemented and enforced

Implementing an advocacy initiative

Developing and delivering messages Working with others Employing advocacy tactics

Pesan dalam proses advokasi

jelas: APA yang harus dilakukan oleh sasaran (SIAPA) Didasari ARGUMENTASI (data) yang akurat dan kuat KEUNTUNGAN yang akan diperoleh Kalimat Jelas dan singkat

Policy briefs:
Membantu advocate menyampaikan issue kepada policy makers Keterbatasan waktu policy makers Memudahkan memahami issue Persiapan lebih baik

Work within parameters

A policy brief should be :
A stand alone document Focused on a single topic No more than 1,500 words (2-4 pages)

23/10/2012

www.idrc.ca

Who are your readers?

Ask yourself :
Who am I writing this brief for? How knowledgeable are they about the
subject? How open are they to the message?
23/10/2012 www.idrc.ca

Referensi

Fertman, CI., & Allensworth, DD. 2010 Health Promotion Programs-from Theory to Practice. San Fransisco: Jossey-Bass Keleher, MacDougal, & Murphy. 2007. Understanding of health Promotion. New york: Oxford University press

Thank you terima kasih Matur nuwun