PREVENTION INFRASTRUCTURE

1
SUCCESS SUSTAINABILITY OF EFFECTIVE COALITION
S JANUARY 2005
2
Acknowledgements

• This draft document was developed through a
• collaborative effort between the Northeast CAPT,
• Newton, MA, the Southwest CAPT, Norman,
• OK, and The Medical Foundation, Boston, MA,
• December 2003.
• The presenters of this training curriculum
• include
• Susan P. Downey, Director, Massachusetts
• Partnership for Health Communities, The
• Medical Foundation, Boston, MA
• sdowney_at_tmfnet.org
• Steve Ridini, Vice President of Programs, The
• Medical Foundation, Boston, MA
• sridini_at_tmfnet.org

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Success and Sustainability of Effective Coalitions
Purpose To learn the key ingredients and tasks
needed for coalitions to be effective and
sustainable. Learning Objectives Participants
will be able to 1. Define community and
understand community change theory. 2. Explore
issues around community readiness. 3. Identify
characteristics of effective and ineffective
coalitions. 4. Identify the developmental tasks
of a coalition from the research and identify
strategies that can be used to overcome
barriers. 5. Practice using tools that can be
used with your coalition.
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Characteristics of Successful Communities
Depth they are much more than a single
layer. Vitality people work at community. They
struggle to preserve what is valuable. Strong
mediating institutions (such as active faith
communities) and voluntary associations. A high
level of tolerance respect. Social and
psychological support systems. A wide variety of
people different ethnic and racial groups,
young and old, rich and poor, involved with each
other in civic activities. Central meeting
places. Public servants who are
accessible. Locally owned businesses. Strong
cultural base.
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Characteristics of Successful Communities

• Leadership that represents the people and knows
  how to get them involved.
• Governments that partner with citizens
  initiatives.
• Processes in place that
• Enable people to come together to analyze and
  solve problems. The problem solving processes
  include a variety of individuals including the
  stakeholders and the target population.
• Make it easy for community members to determine
  how they can help.
• Enable the solutions to come from the community,
  not the professionals.
• Build consensus and coalitions within an uneven
  distribution of power.
• Keep envisioning the future.
• Source C.M. Moore. A Working Paper on Community.
  The National Conference on Peacemaking and
  Conflict Resolution. Fairfax, VA George Mason
  University, 1991.

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Definitions of Community
Community exists when people who are
interdependent struggle with the traditions that
bind them and the interests that separate them so
that they can realize a future that is an
improvement on the present. C.M. Moore. A Working
Paper on Community. The National Conference on
Peacemaking and Conflict Resolution. Fairfax, VA
George Mason University, 1991. A healthy
community is one that is continually creating and
improving those physical and social environments
and expanding those community resources which
enable people to mutually support each other in
performing all the functions of life and in
developing to their maximum potential. M.
Minkler. Community Organizing and Community
Building for Health. New Brunswick, NJ Rutgers
University Press, 1997.
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An Ecological Perspective Levels of Influence
Concept___________Definition______________________
________ Individual Factors Individual
characteristics that influence behavior, such
as knowledge, attitudes, beliefs, and
personality traits Interpersonal
Factors Interpersonal processes, and primary
groups including family, friends, peers, that
provide social identity, support, and role
definition Institutional Factors Rules,
regulations, policies, and informal
structures, which may constrain or promote
recommended behaviors Community
Factors Social network and norms, or standards,
which exist as formal or informal among
individuals, groups, and organizations Public
Policy Local, state, federal policies and laws
that regulate or support healthy actions and
practices for disease prevention, early
detection, control, and management Source K.
Glanz and B. K. Rimer, Theory at a Glance, A
Guide for Health Promotion Practice. U. S.
Department of Health and Human Services. National
Institutes of Health. September, 1997.
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Risk and Protective Factor Framework

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Community Change Theory

• Initiation Stage- Getting Started
• Define the community
• Define the scope of the issue/effort
• Assess, analyze and address community/agency
  readiness
• Legitimation Stage - Introduce and Involve
• Involve community members
• Develop a team
• Create shared vision
• Seek out supporters and know the opposition
• Legitimation Stage- Assess Needs and Resources
• Conduct/analyze community risk and resource
  assessment data
• Identify and prioritize risk and protective
  factors to be addressed
• Identify additional resources and gaps in
  services

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Community Change Theory

• Legitimation Stage- Create a Plan
• Develop a plan with specific desired outcomes
  based on assessment data
• Implementation and Evaluation Stage of the Plan
• Implement new programs, policies or practices
• Evaluate
• Sources R.L. Braithwaite, F. Murphy, N.
  Lythcott. Community Organization and Development
  for Health Promotion within an Urban Black
  Community. Health Education, 1989. pp. 56-59 J.
  D. Hawkins, and R.F. Catalano. Communities That
  Care. Tools for Community Leaders A Guidebook
  for Getting Started. South Deerfield, MA Chaning
  Bete Company, Inc., 2002 C. Sower, J. Holland,
  K. Tiedke, W. Freeman. Community Involvement. NY
  The Free Press, 1957 C.V. Willie. Theories of
  Human Social Action. Dix Hills, N.Y. General
  Hall, Inc. 1994.

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Steps of Prevention Process and the Prevention
Framework
Assess Community Readiness
Needs Assessment
Evaluate Re-Assess
Identify Strategy
Implement Selected Strategy
Select Outcomes (3 Levels)
Assess Resources
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Community Readiness

• Community Readiness is the extent to which a
  community is adequately prepared to mobilize for
  and implement a prevention project or initiative.
• Source J. Liebman and K. Abrams, The Six Stages
  of Community Mobilization for Prevention,
  Southwest Center for the Application of
  Prevention Technology (CAPT), University of
  Oklahoma, Norman, OK, Draft, 2003.

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Community Readiness Stages

• Stage 1 Community Tolerance
• Stage 2 Denial
• Stage 3 Vague Awareness
• Stage 4 Preplanning
• Stage 5 Preparation
• Stage 6 Initiation
• Stage 7 Institutionalization
• Stage 8 Confirmation/Expansion
• Stage 9 Professionalization

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Community Readiness Tools

• Community Readiness Strategies
• Readiness Checklists
• Community Readiness Questionnaire

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Why Community Coalitions?

• Address new and broader issues
• Develop widespread support for issues
• Encourage collaborative problem solving
• Create culturally relevant solutions
• Maximize the power of individuals
• Provide more cost effective and coordinated
  services- minimize duplication of services
• Leverage additional/new resources
• Increase communication within community
• Build Capacity

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Definition of a Coalition

• An organization of individuals re-presenting
  diverse organizations, factions or constituencies
  who agree to work together in order to achieve a
  common goal.
• - Feighery Rogers, 1989
• An organization of diverse interest groups that
  combine their human and material resources to
  effect specific change that members are unable to
  bring about independently.
• - Brown, 1984

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Coalition Functions

• Communication - Members have a chance to share
  and learn from other members as well as become
  more familiar with the various organizations
  involved in the coalition. Communication needs to
  be honest and open.
• Coordination - Planning tasks, setting
  objectives, and synchronizing services are key to
  successful coalition development. The identity of
  each organization is not lost in this process.
• Collaboration - Members must work together to
  help achieve coalition goals and objectives set
  jointly by the members. The activities of the
  coalition are conducted on behalf of the
  coalition.

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Characteristics ofEffective Coalitions

• Understanding of the community
• Shared Vision
• Clearly defined mission, goals, and objectives
• Early and active involvement of a broad
  cross-section of community members
• Clear/visible benefits to community-at-large
• Linkages to organizations outside the community
• Organizational Competence
• continual emergence of effective leadership
• clear, democratic decision - making process
• experienced staff and volunteer
• open and effective communication
• trust
• accountability

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Characteristics ofEffective Coalitions

• Organizational structure and function
• governance
• roles/responsibilities
• distribution of work
• formalized operating procedures
• up-to-date technology
• Task done provide opportunities for action and
  accomplishments- things are happening!
• Team spirit hope and celebration
• Communicating message to community
• Time and persistence
• Continually assessing progress
• Plan to institutionalize/sustain efforts, if
  appropriate

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Potential Obstacles

• Poor communication
• Limited experience
• History of being ignored
• Resistant leaders
• Over-committed leaders
• Sense of powerlessness
• Not enough time
• Lack of transportation/child care
• Poor organization/unproductive meetings

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Characteristics ofIneffective Coalitions

• Lack of leadership and teamwork
• Turf and competition
• Bad history between members
• Failure to act
• Dominance by professionals
• Poor links to the community
• Funding - too much or too little
• Costs outweigh the benefits

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Characteristics ofIneffective Coalitions

• Lack of critical thought
• Ignoring history and environmental signs
• Complacency
• Not listening to consumers/customers
• Forgetting about quality
• No systems perspective
• Focusing on the short - term
• Lack of capacity building of members
• Do not change

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Coalition Readiness Tools

• Diagnosing the Health of Your
• Coalition Coalition Self-Assessment Tool
• Partnership Self-Assessment Tool

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The Purpose of Coalitions
To bring individuals, organizations, and
communities together in an atmosphere of support
and respect to solve emerging problems too big
for one group alone
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Coalition Building is Powerful!
Never doubt that a small group of thoughtful,
committed citizens can change the world. Indeed,
its the only thing that ever has. -Margaret
Mead
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Developmental Tasks OfEffective Coalitions
Task 1 Mobilization (Recruitment,
Engagement, and Retention) Task 2 Establishing
Organizational Structure and Function Task
3 Building Capacity Task 4 Planning for
Action Task 5 Implementation Task 6
Sustainability/ Institutionalization
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Task 1 Mobilization/Recruitment

• Recruit a critical mass of participants
• Why
• Broad Representation
• Different Opinions
• More talent
• More community support
• New community relationships
• How
• Develop a recruitment plan (who, what, where,
  when, why, how?)
• Identify potential throughout the community
• Methods of contacting potential members
  (face-to-face, phone, via letter)
• Involve people most affected by the problem

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Mobilization/Recruitment

• Recruit a critical mass of participants
• Who
• Agencies and groups already active in ATOD
  problem prevention
• Community leaders from government and the private
  sector who are opinion leaders and who control
  resources
• Major voluntary associations, religious
  institutions, social organizations, etc. around
  which community life revolves
• Local community development groups (community
  action agencies, etc.)
• Representatives from cultural groups in your
  community
• Community members, such as adults, parents, youth
  and the elderly

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Mobilization/Recruitment

• Develop a standard introduction to recruit new
  members
• The purpose of the community coalition, its
  sponsorship, and who it already involves
• Why you are contacting that particular
  individual
• The specific responsibilities (and limits)
  associated with participation (such as attendance
  at meetings and subcommittee meetings)
• The duration of participation
• The group process that will be used for
  decision-making
• The communication of an expectation of the
  success of the effort
• Critical Mass? A good target is 12-15 active
  members, each holding a significant leadership
  position

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RECRUITING YOUTHA YOUTH DEVELOPMENT APPROACH

• CONCEPTUAL DEFINITION
• a process by which all young people seek to meet
  their basic physical and social needs and build
  competencies (knowledge and skills) necessary to
  succeed in adolescence and into adulthood.
• PRACTICAL DEFINITION
• a process by which youth develop the personal,
  social, academic and citizenship competencies
  necessary for adolescence and adult life based on
  their capacities, strengths, and formative needs.

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Activity 1 Coalition Recruitment Based on
your coalition wheel and your discussion,
determine which sectors you want to seek
representation from. Place an R in the sectors
that you want to recruit from. Identify the
individuals/organizations from that sector you
want to recruit from and write the names next to
theR. Develop a plan for seeking out new
membership to enhance sector membership.
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Mobilization/Engagement

• Engage representation from a broad spectrum of
  key community sectors to find creative new
  approaches, build ownership, and ensure
  involvement when it is time for implementation.
• Seven Practices of An Engaged Work Force
• Social Capital Drivers
• Establish an Open Learning Environment
• Nourish teams and networks
• Generate a sense of community
• Arrange work to minimize stress/maximize
  balance
• Grow exceptional leaders
• Embrace personal strengths
• Develop the capacity for dialogue
• Source T. Norris, Workforce Engagement, 2003.

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Mobilization/Engagement

• How to keep people involved
• Know your audience
• Recognize needs/strengths of members
• Support other interests of groups
• Recognize that groups are made up of individuals
• Match talent with coalitions needs - FIT
• Welcome participants
• Show appreciation
• Know yourself

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Mobilization/Retention
Benefits for Coalition Members

• Use existing skills. Learn new information and
  skills- FIT
• Gain personal recognition
• Improve the neighborhood or community
• Chance to help others
• Support the coalitions important mission and
  goals
• Attend meetings that are welcoming, provide
  social opportunities, and are focused on the work
  of the group
• Networking opportunities inside and outside of
  meetings. Relationship building.
• Providing incentives and benefits for members
  seemed to hold greater weight than the need to
  reduce costs.

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Mobilization/Retention
Costs for Coalition Members

• Time, effort and other things people give up in
  other parts of their lives to participate
• Perceived lack of appreciation
• Burn Out
• Lack of necessary skills to function in the
  coalition
• Feeling pressured for additional commitment
• Unresolved interpersonal conflict
• Lack of organizational progress
• Lack of direction from leadership
• Giving up activities with family and friends

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• Activity 2
• Cost/Benefit Analysis
• Think of a group of which you are a member.
  Overall, how would you compare the benefits with
  the challenges of being a member of this group?
• Many more challenges than benefits.
• A few more challenges than benefits.
• About equal.
• A few more benefits than challenges.
• Many more benefits than challenges.
• What keeps you coming back? Why did you leave?
• Source T. Wolff, Neighborhood Leadership Action
  Workbook, 1990.

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Mobilization Tools

• Volunteer Recruitment Form
• Community Mobilization Wheel
• Community Stakeholder Outreach Tools
• Evaluating the Six Rs of Participation in Your
  Coalition

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Task 2 Establishing Organizational Structure and
Function
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Establish Board of Directors to
Organizational Structure

• Govern
• Recruit additional talents, skills, and other
  resources
• Oversee financial operations
• Maintain non-profit status
• Maintain the mission
• Legal responsibility
• Enhance and build community connections

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Rules/Roles by Which a Coalition Operates
Organizational Structure

• Roles of Coalition members (Officer, Chair).
  Clearly defined, with written description of
  roles and responsibilities
• Decision-making style

Distribution of Work

• Development of subcommittees to address
  particular activities
• General membership serving on and engaged in
  subcommittee work (standing, ad-hoc)

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• Activity 3
• Charting Your Coalition
• Think of the coalition you presently belong to or
  one in which have been a member. Draw a diagram
  that depicts the organizational structure of the
  coalition including the Board, the Coalition, and
  the working groups (subcommittees).
• Identify numbers.
• Identify leadership.
• Identify lines of supervision.
• Identify where you are on this chart.
• Include other important information.
• What are your observations?

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Formalization of Operating Procedures
Organizational Structure

• Specific mission
• How decisions are made
• Voting rights
• Membership including member turnover and
  recruitment plan
• Leadership and Facilitation
• Committee structure and leadership
• Written description of roles and
  responsibilities of members
• Use of written agendas (with clearly defined
  outcomes) at meetings
• Written minutes and distribution of minutes
• Establishment of a regular meeting time
• Providing food/child care
• Debrief/assess meetings

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Organizational Structure
B. Creating a high performing team that is both
cohesive and task-focused

• Organizational climate, comprised of
• - Ability to organize members to operate
• effectively in working groups and
• committees(task done)
• - Cohesiveness of group (team spirit)
• Task Done and Team Spirit
• Solid management skills of leaders
• Efficiency and effectiveness of coalition
  meetings
• Delegating responsibilities
• Assigning reporting duties
• Team building activities
• Celebrating achievements and successes

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Organizational Structure and Function Tools

• Sample by-laws
• Decision-making Matrix
• Decision-making Styles Structures
• Organizational Structure and Function Checklist
• Sample Agenda

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Leadership Goals

• What are the strengths of your Coalition?
• What are the challenges?
• What are the leadership training needs?
• What kinds of leadership will best support your
  vision, mission, structure and goals?

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Leadership
Characteristics of Effective Leadership include

• ability to establish/communicate a vision
• setting standards for performance
• commitment and passion
• caring deeply about the work of their
  organization
• ability to inspire trust and build relationships
• risk taking
• flexible and adaptable
• self - confidence
• courage
• intelligence and task competence
• decisiveness
• understanding of community/members
• knows how to negotiate with people
• Source Bowman and Deal. Reframing Organizations.
  1991.

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• To Effectively Lead a Coalition
• Start where the coalition members are
• Understand that each community system has its own
  unique way of operating
• Accept that turf issues are inherent in
  collaborative ventures and address them head on
• Limit the bureaucratic demands on the coalition
  members
• Dedicate time and energy to creating a group
  identity among coalition members
• Work with members to develop a mission statement
  to guide the work of the coalition
• Engage coalition members in a process of planning
  and implementation that moves the group to action
• Establish milestones that can be used to measure
  progress and celebrate accomplishments
• Find ways to recognize coalition participants for
  their involvement
• Source M. Liebig, and E. Marks. Success and
  Sustainability of Effective Coalitions, 1999.

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Task 3 Building Capacity for Collaborative Action
Qualities and capacities of coalitions
(communities) that learn

• Admit incomplete knowledge
• Suspend judgement and take risks
• Value diversity, engage the whole coalition
  (community), and embrace new capabilities
• Articulate a collective vision and develop
  actions that focus on outcomes
• Create and use existing feedback systems

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Building Capacity for Collaborative Action
Qualities and capacities of coalitions
(communities) that learn

• Create and reward a culture of inquiry
• Learn through practice, make time and create the
  spaces for collective discussion, dialogue,
  constructive conflict, and reflection
• Develop and broaden the capacity for
  collaborative leadership and problem-solving
• Nurture both bonding (trust, cohesion) and
  bridging social capital (interaction with other
  groups)
• SourceT. Norris and C. Paterson, Linking
  Community Indicators to Action and Policy
  Exploring Practical and Applied Lessons, June
  2003.

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Building Capacity for Collaborative Action
A. Changes in Knowledge, Attitudes, Behavior and
Skills

• Assess attitudes, knowledge, and skill sets
  of individual members
• Assess attitudes, knowledge, and skill sets of
  the coalition

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Building Capacity for Collaborative Action
B. Establish Linkages With a Variety of Community
Organizations Outside the Circle of Your Coalition

• Identify, establish and maintain community
  contacts
• Develop an on-going communications plan to
  maintain contact with the community-at-large and
  organizations that are under represented or not
  represented on the coalition
• Promote networking and coordination among major
  institutional representatives in the community

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Collaborative Action Tools

• Communications Plan

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Task 4 Developing a (Strategic) Plan for Action
and Implementation

• A Strategic Plan can include
• Developing vision and mission statements
• Developing goals
• Creating objectives
• Developing successful strategies
• Preparing an Action (Work) Plan

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Developing a Plan for Action
What is a Strategic Plan?

• Vision
• Mission
• Goals
• Objectives
• Strategies
• Action plans

Why use a Plan?

• To give structure to your initiative
• To build shared agreement about what to do and
  how to do it
• To help your coalition focus its efforts

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Developing a Plan for Action

• Vision
• A vision statement describes what your
  organization believes are the ideal conditions
  for your community
• Mission
• What is going to be done, and why
• Goals
• Support the vision and mission statement of
  your coalition
• Reflect in general terms the specific community
  prevention needs
• Objectives
• Specific measurable results of the work
• How much, of what will be accomplished, by whom
• Strategies
• The how
• Broad ways to address the mission
• Action Plan

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Developing a Plan for Action
When should you use a strategic planning process?

• When starting a new organization
• When starting a new initiative or large project
• When moving into a new phase of an ongoing
  effort
• When trying to breathe life into an existing
  initiative
• Source J. Nagy and S.B. Fawcett, An Overview of
  Strategic Planning of VMOSA, Community Tool
  Box, 2000.

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Developing a Plan for Action

• Whats a Logic Model?
• A logic model is a guide to strategic planning
  that identifies the links between needs, assets,
  goals, objectives, activities, and outcomes. A
  logic model represents an evaluative process that
  helps coalitions organize their activities to
  achieve the best possible outcomes.
• Source Community Anti-Drug Coalitions of America
  (CADCA), Building Drug-Free Communities A
  Planning Guide, U.S. Department of Justice,
  Office of Juvenile Justice and Delinquency
  Prevention, September, 2001.

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Developing a Plan for Action

• Benefits of A Logic Model
• Helps people to develop an understanding about
  the program
• Communicates the underlying assumptions about
  how the program can positively impact an
  identified community problem
• Identifies the desired client outcomes that will
  be achieved by the programs design/selection and
  implementation
• Helps to monitor progress- replicate successes
  and avoid future mistakes
• Serves as an evaluation framework
• Helps to restrain from over-promising and
  over-committing
• Provides consistent language and format for
  program descriptions
• Source Southeast Center for the Application of
  Prevention Technology (CAPT), Benefits of A Logic
  Model, Science Based Prevention, Jackson, MS
  DREAM, Inc., 2001 J. Tillman, United Way of
  Delaware, Secrets to A Quality Logic Model,
  Prevention and Early Intervention Forum,
  Wilmington, DE, April 2003.

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Developing a Plan for Action
What is a vision?
A vision statement is a statement of what a
community is trying to become the desired end
state or the ultimate goal.

• It answers the question of Why do it?
• It should read in the present tense.
• If you were to accomplish what you want, what
  would it look like?

Positive/Personal/Inspirational
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Developing a Plan for Action
Why Create Vision Statements?

• To draw people to a common purpose
• To give hope for a better future

Criteria for vision statements

• Captures the dream
• Are concise-easy to communicate
• Are positive
• Are general
• Are flexible

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Developing a Plan for Action
What is your mission?

• A mission statement describes your coalitions
  statement of purpose.
• It describes what the coalition is going to do
  and why.
• It creates high morale - a sense of working
• together for a common purpose.

Why create a mission statement?

• To help your organization focus its efforts.
• To communicate who you are to the community and
  potential funding sources.

62
Developing a Plan for Action
Criteria for a mission statement

• Describes what will be accomplished and why
• Is concise (one or two sentences)
• Is outcome - oriented
• Is inclusive
• Is general and flexible

63

• Activity 4
• Creating a Vision Statement
• Five years from now as a result of your
  coalitions efforts and what we have done
  together, our community will
• You have unlimited resources!
• Think outside the box!

64

• Activity 5
• Creating a Mission Statement
• Large group brainstorms one/two word descriptions
  on the values of the coalition.
• List all words/phrases on newsprint
• Have group divide into groups of 4-6
• Each group draft a mission statement from the
  brainstorm list. Begin with, The coalition
  name is
• Groups share statements and large group analyzes
  similarities and differences.
• Identify group of volunteers who will consolidate
  statements and observations into draft mission
  statement for future review by group.

65
Developing a Plan for Action
What is a goal ?

• A goal, in general, states intent and purpose and
  supports the vision and mission statements. Goals
  identify in broad terms how your initiative is
  going to change things in order to solve the
  problem you have identified. Goals describe the
  kind of changes you want to see occur.
• Criteria for determining a goal
• Goals need to support the vision and mission
  statement.
• Goals need to be focused and easy to understand.
  Each goal should state both intent and purpose.
• Goals need to be achievable.
• Source Toolkit, Southwest CAPT and Nebraska
  HHS, Draft 2002

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Developing a Plan for Action
Developing your goals

• Goals need to support your vision and mission
  statement
• Goals need to be focused and easy to comprehend
• Goals need to be achievable
• Goals need to be challenging
• Goals must consider community contexts

67
Developing a Plan for Action

• What are objectives?
• Objectives are specific statements of intended
  accomplishments. Objectives describe the steps
  that will take place in order to achieve the
  behavior changes described by your goals.
• Source Toolkit, Southwest CAPT and Nebraska HHS,
  Draft 2002

Objectives provide a more specific description
of

• How much change is sought
• of what kind
• by when

68
Developing a Plan for Action
Why create objectives?

• Creating objectives provides a road map and
  markers for the coalition effort
• It prioritizes elements of issue contained in
  the goals
• It reemphasizes your mission

69
Developing a Plan for Action
How to Create Objectives

• Define or reaffirm your vision and mission
  statements
• Consider elements needed to achieve goals
• Determine the changes to be made
• Collect the baseline data

70
Developing a Plan for Action
Criteria for Creating Objectives

• Are they specific?
• Are they measurable?
• Are they achievable?
• Are they relevant to the mission and goals?
• Are they timed?

71
Developing a Plan for Action
What is a Strategy?

• It is a way of describing how you are going to
  get things done.
• It tries to broadly answer the question, How do
  we get there from here?

Why Develop Strategies?

• Take advantage of resources and opportunities
• Respond effectively
• More efficient use of resources

72
Developing a Plan for Action
How to Develop Strategies

• Brainstorming meeting
• Review (identify) targets and agents of change
• Review your vision, mission, goals and
  objectives
• Work together

73
Developing a Plan for Action
Criteria for Creating Strategies

• Do they give overall direction?
• Do they fit available resources and
  opportunities?
• Is there a minimum of resistance and barriers?
• Do they reach those affected?
• Do they advance the mission?

74
Logic Model Tools

• Pathways Logic Model
• Logic Model
• United Way Community Program Logic Model

75
Task 5 Implementation of Action/Work Plan

• What is an action/work plan?
• It makes the vision concrete
• It shows you how you will implement strategies
  to attain your goals and outcomes

76
Implementation of Plan
Criteria for the Action/Work Plan
Is the action plan...

• Complete?
• Clear?
• Current?
• Things to consider in the plan
• Theory-based strategies that blend individual and
  environmental approaches
• Multiple strategies in multiple settings, working
  toward a common goal
• Logically designed programs that include strong
  evaluation plans

77
Implementation of Plan
Contents of the Action Plan

• What will occur
• Who will carry it out
• When it will take place
• What resources are needed
• Who should be informed, consulted, responsible,
  accountable

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Implementation of Plan
Preparing an Action Plan

• Determine what people and sectors should be
  included
• Convene a planning group
• Assess allies, resources, barriers to action
• Develop a plan with steps that address all
  proposed changes
• Review plan
• Follow through!
• Keep everyone informed
• Get input
• Keep track of what youve done
• Celebrate accomplishments!

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Implementation of Plan

• Steps in the Planning Process
• Begin to define the issue/problem.
• Identify key stakeholders and include them in the
  process.
• Convene a meeting, share perspectives and create
  a vision.
• Assess community needs, resources, and readiness.
  Identify gaps.
• Gain thorough understanding of underlying
  conditions hat produce the problem.
• Identify issue(s)/problem you wish to change.
• Establish goals (outcomes).
• Establish program objectives.
• Develop/select effective evidence-based
  strategies/programs.
• Develop a Plan
• Evaluate results.

80
Action Planning Tools

• Sample United Way Work Plan
• Sample Coalition Action Plan

81
Task 6 Institutionalization and Sustainability
Definition Weaving a practice into the fabric
of the community, or making a permanent home
for a practice within the community.
82
Task 6 Institutionalization and Sustainability

• Five Levels
• 1. Institutional Strength identify and address
  coalition maintenance issues
• Process for replacing members/cultivating new
  leaders.
• Sound organizational structure to facilitate
  action/team spirit
• Skill development/training
• 2. Financial Security
• Develop resource plan that includes diverse
  funding stream
• Cultivate in-kind (material, human) resources
• 3. Integrationinstitutionalize efforts by
  integrating programs, policies and services into
  other community initiatives
• 4. Public Relations- cultivate buy-in and
  visibility
• 5. Turn to the community champions- coalition
  itself is woven into community fabric
• Source Getting to Outcomes, SAMHSA, CSAP, June
  2000.

83
Institutionalization and Sustainability

• To Sustain a Coalition
• Stay focused on your mission
• Keep the demands on members simple and realistic
• Develop clear roles and expectations for members
• Provide ongoing opportunities for members to
  interact socially within the context of the
  coalition (team spirit)
• Maintain a focus on the assets you have to work
  with as opposed to the deficits that you face
• Encourage members to see the coalition as a
  resource that can help them do their job more
  effectively
• Plan and accomplish activities that demonstrate
  clearly the impact of your group (task done)
• Give recognition to coalition members as often as
  possible
• Legitimize the need for each individual to
  reevaluate their role periodically
• Look for ways to continually recruit new members
• Source T. Garcia, Carlisle Education Center,
  EDC, Inc., 1996.

84
Sustainability Checklist What is
needed to sustain a coalition Membership _____D
iverse community support including key committed
youth and adults who are open minded
and have ties to other community
groups, schools and other institutions _____People
who are ready and engaged to contribute their
time and energy _____Recruitment of
outlying existing groups/organizations _____Active
youth involvement (access existing community
and school youth groups) _____Membership
that is diverse and reflects the community
_____People power (volunteers and
professionals) _____A process for addressing
member turnover _____An open system that invites
in new members _____Recognition and respect of
other cultures _____Ability to communicate openly
and honestly _____Resolution to
conflict Leadership/Staffing _____A coordinator
(paid) _____Coordinator to oversee programs and
activities _____A coordinator who can delegate
and step back and share
responsibilities _____On-going training of key
personnel (knowledge/skills) _____People power
(professionals and volunteers)
85
Sustainability Checklist What is
needed to sustain a coalition Organizational
Structure _____Clearly defined roles and
responsibilities _____Established working groups
with defined tasks _____Strong board leadership
and involvement _____Formalized operating
procedures Processes _____An open system that
appeals to new members and a process
for member turnover _____Community readiness is
present there is a demand for
services and folks see that coordination for
substance abuse prevention is needed _____A
clear mission, clear purpose _____Team building
activities to create cohesiveness
among coalition members _____Clear
decision-making style(s) _____Matching skill sets
with coalition needs- fit _____Attendance at
meetings of outside groups _____Funding that is
tied to outcomes _____Ability to develop
fund-raising capacity that includes
creative funding strategies (in-kind, matching
funds) _____ Provide food/childcare at meetings
and events _____ Public relations plan (ie,
constant publicity on programs/
activities of coalition and
continuous presence through
presentations and interactions in the
community) _____On-going marketing and high
visibility
86
Sustainability Checklist What is
needed to sustain a coalition Programming _____
Buy in regarding prevention in the
community _____Committed individuals involved in
program planning and implementation ____
_Coordinator to oversee programs and
activities _____Collect data, share with public,
celebrate successes _____Successful
implementation of outcomes- based programs that
are shown to meet an actual
need _____Variety of programs and
strategies _____Collect data, share with public,
celebrate successes _____Community interest in
the programs and activities Networking/Relations
hip Building _____Engage people at meetings
personal investment _____Ability to link programs
and activities with existing
organizations (ie, programs that can be
incorporated into the health curricula
in schools) _____Ability to be political and make
connections with key people Other
Issues _____Time _____Sense of
Humor _____Persistence Source Adapted from M.
Leibig and E.Marks, Success and Sustainability Of
Coalitions, 1999.
87
Sustainability Tools

• Sustainability Worksheet

88
Web Resources

• Annie E. Casey Foundation
• www.aecf.org
• American Legacy Foundation
• www.americanlegacy.org
• American Public Health Association
• www.apha.org
• Center on Addiction and Substance Abuse
• www.casacolumbia.org
• U.S. Census data
• www.census.gov
• Center for the Advancement of Collaborative
  Strategies
• www.cacsh.org
• www.pathways to collaboration.net

89
Web Resources

• CSAPs Centers for the Application of Prevention
  Technology (CAPTs)
• www.bordercapt.org
• www.ccapt.org
• www.csapnortheastcapt.org
• www.secapt.org
• www.swcapt.org
• www.westcapt.org
• CSAPs Decision Support System (DSS)
• www.preventiondss.org
• Center for Science in the Public Interest
• www.cspinet.org
• Community Anti-Drug Coalitions of America
  (CADCA)
• www.cadca.org
• Community Initiatives
• www.communityinitiatives.com

90
Web Resources

• Community Tool box
• www.ctb.lsi.ukans.edu/tools
• Civic Partnerships
• www.civicpartnerships.org
• Federal Grant Opportunities
• www.fedgrants.gov
• Join Together
• www.jointogether.org
• W.K. Kellogg Foundation
• www.wkkf.org
• MADD
• www.madd.org
• National Alliance for Hispanic Health

91
Web Resources

• National Asian and Pacific American Families
  Against Substance Abuse
• www.napafasa.org
• National Association of State Alcohol and Drug
  Abuse Directors
• www.nasadad.org
• National Black Alcohol/Addictions Council
• www.borg.com/nbac
• National Cancer Institute (NCI)
• www.cancercontrolplanet.cancer.gov
• National Civic League
• www.ncl.org
• National Clearinghouse for Alcohol and Drug
  Information (NCADI)
• www.health.org
• National Registry of Effective Programs/NREP

92
Web Resources

• Office of Juvenile Justice and Deliquency
  Prevention
• www.ojjdp.ncjrs.org
• Robert Wood Johnson Foundation
• www.rwjf.org
• Society for Prevention Research
• www.preventionresearch.org
• The Medical Foundation
• www.tmfnet.org
• Tri-Ethnic Center
• www.colostate.edu/Depts/TEC
• Amherst H. Wilder Foundation www.wilder.org
• United Way of America

93
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