2013 murray presentation
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Transcript of 2013 murray presentation
Avoiding Obstacles…Creating Buy-in and Generating Institutional Change
Joseph MurrayDirector of Academic Advising and Retention,
Miami University Hamilton
Karen Murray County Coalition Director, Butler County Coalition for Healthy, Safe and Drug
Free Communities
May 13, 2013
Introduce a planning framework for institutional/community-level change to support foster youth.
Purpose of the Training
“A voluntary, strategic alliance . . . to enhance [our ability] to achieve a common purpose by sharing risks, responsibilities, resources and rewards.”
Himmelman
co a li tion (kō´ə lish´ən) v
• Requires Institutional-level strategies.• Usually we only have access to the social and physical environments.• Information is necessary, but not sufficient for behavior change.
Institutional-Level Change
Broad Reach – Can reach an entire population.
Substantial Effects – Have a significant measurable outcome.
Enduring Effects – Have long-term, as well as short-term, effectiveness.
Ease of Maintenance and Cost-EffectivenessRelatively little effort or expense are required for them to function
Effective Institutional-Level Change Strategies
Differences Between Coalitions and Programs
Coalitions ProgramsScaleCoalitions measure success by examining community-level indicators. This applies to all coalition outcomes (short & long- term).
Programs measure change in individuals who have been directly affected by the intervention(s).
Addresses multiple causesCoalitions seek to ensure that all causes of identified problems are addressed
Programs are more focused on single strategies, e.g., food assistance or peer mentoring.
ActorsCoalition activities are diffused and taken by all members with liaison playing a coordinating or supporting role.
Program staff lead the process and are responsible for implementing interventions.
Some are Petrified of Change
And it may not turn out the way you thought!
The Model…
Strategic Prevention Framework
http://captus.samhsa.gov/prevention-practice/strategic-prevention-framework
SAMHSA’s StrategicPrevention Framework (SPF) Process
Sustainability & Cultural Competence
What do we know about foster youth in our community?
Did it work?
What do we need to do differently?
How do we track our plan? Are
there barriers in carrying out our
plan?
Given the problem, what are we going
to do?
What skills/resources do we need and who
needs to be at the table?
Assessment
Capacity BuildingEvaluation
Implementation Strategic Planning
• Identify problems for Foster Youth• Examine conditions that put them at risk• Data Collection:
DemographicNeedsResourcesHistoryReadiness
• Set priorities and goals
AssessmentWhat do we know about
foster youth in our community?
“Community Need”
The gap between what a situation is and what it should be.
Working to determine the…
Data Collection Methods
Foster Youth Support Gap Analysis
Prevention Intervention Recovery
Curricular
Policies
Programs
Functions of a Community Assessment:
1. Establish Priorities2. Diagnose Root Causes3. Locate Resources for Action4. Name and Frame Priority Issues5. Determine Your Strategic Role
Goals for Conducting a Problem Analysis
1. Understand the relationship between community issues.
2. Identify root causes.
3. Validate assumptions with community data.
4. Achieve consensus among coalition members.
5. Establish criteria for selecting interventions.
6. Create a picture of problem and its causes (aka a logic model).
Six Criteria for Effective Problem Statements
1. Name one problem at a time
2. Avoid placing blame
3. Avoid naming solutions
4. Define in terms of behaviors or conditions
5. Are measurable
6. Reflect community concerns
Root Cause (But Why? But Why Here?)
Components:
1. Problem
2. Root Causes / Risk Factors
3. Local Conditions
BUT WHY HERE?
- Specific
- Identifiable
- Actionable
1
2
3
SAMHSA’s StrategicPrevention Framework (SPF) Process
Sustainability & Cultural Competence
What do we know about foster youth in our community?
Did it work?
What do we need to do differently?
How do we track our plan? Are
there barriers in carrying out our
plan?
Given the problem, what are we going
to do?
What skills/resources do we need and who
needs to be at the table?
Assessment
Capacity BuildingEvaluation
Implementation Strategic Planning
Strategic Planning: Logic Model
Problem Statement
But Why?(Root Cause)
But Why Here?(Local Condition)
UnderageDrinking
Favorable ParentalAttitudes
AvailabilityOf Alcohol
Parents Don’t Think Alcohol is Harmful
Parents Hosting Parties
Liquor Stores Not Carding Under 21
Youth Attend College Parties
Local Conditions- Specific- Identifiable- Actionable
Strategic Planning: Logic Model1
Problem Statement But Why?(Root Cause)
But Why Here?(Local Condition)
1
2
3
7 Strategies for Community Change
•Providing Information•Enhancing Skills•Provide Support•Changing Consequences•Enhancing Access/Decreasing Barriers•Physical Design•Modify/Changing Policies
Individual/group focused
Community/ Institutional
Capacity Building:“Increasing the ability and skills of individuals, groups and organizations to plan, undertake and manage initiatives. The approach also enhances the ability of those individuals, groups and organizations to deal with future issues or problems.”
-CADCA Capacity Building Primer
Definition
Key Elements of Capacity Building
• Building Coalition Membership• Organizing the Coalition• Enhancing Leadership• Fostering Cultural Competence in Coalition Work
A Word about Sustainability
The likelihood of a strategy to continue over a period of time, especially after a specific funding ends.
THIS IS A WORK IN PROGRESS
Questions
CONTACT INFORMATION
Joseph MurrayKaren Murray [email protected] [email protected]