PIADS PROGRAM IN Karuwalagaswewa -Puttlam District

What is the meaning of PIADS Participatory Integrated Area development Strategy program With collaboration of Government agencies Divisional Secretariat, Agriculture Extension Services, District Fisheries Extension Office, Samurdhi Development Program, And other line ministries . With collaboration of Non Government agencies. World Vision-Puttlam, CCF-Puttlam, Praja Shakthi Development Foundation, -Karuwalagaswewa division Sarwodaya . Red cross Ka la Nadee Padanama With collaboration of Political sector Pradashiya sabaha [Regional council ] With collaboration of People’s Organizations Farmer societies Fisheries societies Death donation societies Rural development societies Women organizations and so on With collaboration of Religious leaders Buddhists temple Catholic churches More details later……………

Networking and Collaboration

Networking and Collaboration Efforts to improve and sustain the quality of life in rural communities must include collaboration and networking among a broad spectrum of leaders in health and human services, government, education, business, the faith community, and economic development. Both formal and informal leaders need to be identified early in the effort to build a collaborative or network to ensure success. Members of the collaborative and/or network may be similar in scope and function or extremely diverse. Program development needs to focus on creating win-win partnerships that avoid duplication of efforts while creating opportunities for resource sharing and synergy. Networking and Collaboration Frequently Asked Questions .What are some incentives for rural organizations to collaborate and build networks? •What are the barriers to collaboration in rural areas? •What are some examples of successful rural collaborations and networking? •Are there grants available to rural communities that stress collaboration and networks? •Is there more than one type of network, and if so what are they? •How important is local leadership to successful collaboration? •What resources are available to help develop leadership skills? Question: What are some incentives for rural organizations to collaborate and build networks? Answer: There are many incentives for collaboration and networking. One reason for collaboration is to improve the effectiveness of service delivery. Effectiveness is improved because of the combined effects of programs across substantive issues including, for example, when housing, economic development, and transportation are considered in a community-based rather than a specific issues-based approach. Collaboration and networking should be centered on improving the access and availability of health and human services while improving the quality of life for rural residents. At the heart of networking efforts is building a more effective system for ensuring the health and well-being of rural people. Whether the collaborative or network is focused on fiscal, societal, or clinical issues, at it’s core will be holistic health for individuals and communities. Incentives for linking members may include achieving economies of scale and resource sharing such as sharing specialized employees thus decreasing personnel cost, or establishing school health programs that lead to less absenteeism and improved health among youth. Incentives can be both tangible as well as intangible in nature and scope. An added incentive is that many federal programs favor efforts that are based upon collaboration which makes grant seeking opportunities greater for organizations and communities in partnership with one another. In summary – It’s all about leveraging resources to create economies of scale and improved health and wellbeing using a cross-sector approach. Question: What are the barriers to collaboration in rural areas? Answer: Barriers to collaboration may be as diverse as the communities being served and range from: •racial disparities •poverty •lack of communication •turf issues •federal grant programs that discourage collaboration •history of conflict and mistrust •isolation •poor access due to road conditions and/or severe weather conditions •absence of public transportation •small population base •limited pool of professional talent including leadership capabilities. Typically, market share in rural areas is small and at times even fragile with tighter bottom lines and little room for revenue generation. When networks or collaboratives set about to create “win: lose” versus “win: win” situations barriers emerge that are difficult and often counter productive. . Question: Is there more than one type of network, and if so what are they? Answer: Networks typically are distinguished on the basis of structural characteristics. Networks have been described as being either horizontal, composed of similar types of entities, such as an all-hospital or all-nursing home network, that serve different geographic markets, or vertical, formed with organizations from different classes or with different purposes such as a network made up of a hospital, public health unit, nursing home, and ambulance system. Networks can include more than organizations focused on health services. Local networks focused on community well-being could include human service agencies, the housing authority, the economic development commission, and public safety. They are all a network if they are collaborating with a common goal. Networks can also be formal, based on a legal contractual agreement or an informal gentleman's agreement that is based on honor and thus not legally binding. Question: How important is local leadership to successful collaboration? Answer: Strong local leadership is crucial to developing rural collaborations because leaders are the basis for strong community and economic development. A strong leader has credibility in their community, they understand different points of view, are able to join together diverse cultures and are comfortable with the sharing authority, resources, and ideas. Informal local leaders in rural communities are often hidden and not clearly identified by an outside party. For example, the local grocer may know everyone in town and be the person everyone turns to for help or advice. These informal leaders can ‘make or break’ an emerging collaborative and are essential to achieving success.