Coalition Capacity Building Webinar Series...Board of Directors. 51 51 Decision Making &...
Transcript of Coalition Capacity Building Webinar Series...Board of Directors. 51 51 Decision Making &...
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Coalition Capacity Building Webinar SeriesWebinar 1: Building Coalition Capacity
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Discussion Topics
Collaborators- Iowa Department of Public Health
- Geographic Health Equity Alliance
- CADCA’s National Coalition Institute
Purpose of Webinar Series
Speakers
Webinar 1: Building Coalition Capacity
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Collaborators
Iowa Department of Public Health (IDPH)- Iowa’s Leading State Health Agency- Division of Tobacco Use Prevention and Control (TUPAC)- Grantees: Community Partners
Geographic Health Equity Alliance (GHEA)- National Network, Geographically Based Health Disparities- Technical Assistance and Trainings- Tobacco Control, Cancer Prevention and Survivorship
CADCA’s National Coalition Institute (NCI)- Coalition Capacity Building, Evaluation, Research- Coalition-Specific Substance Abuse Prevention and Policy Development
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Purpose of Webinar Series
Purpose- Provide technical assistance to Community Partners funded by IDPH
regarding coalition capacity building skills
Anticipated Outcomes- Support Community Partners’ achieving Goal 4: Coalition
Development (Annual Work Plan)
- Improved Community Partners’ coalitions engagement that leads to realizing the National Tobacco Control Program (NTCP) Goal Areas
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Presenters
Dave Shavel, MBA- Currently works on behalf of NCI to provide training and technical
assistance to increase the knowledge, capacity and accountability of community anti-drug coalitions throughout the nation
Keith A. Vensey, MBA, MPH- As Director, oversees GHEA which identifies gaps in public health
initiatives related to tobacco and cancer; pinpoints, curates and disseminates evidence-based practices and promising strategies; and facilitates operational effectiveness in executing public health interventions.
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IDPH’s Goal 4: Coalition Development
Hold a minimum of one (1) quarterly coalition meeting per county, per quarter in contractor’s service area
Invite and report to other key organizations or people in their community on their tobacco control programming.
Invite State Innovation Model (SIM) recipients to coalition meetings, if applicable
Present quarterly to coalition members on tobacco retailer content in the Iowa Mapper along with other specific tobacco control programming
Attend all required coalition development trainings
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Recap: NTCP Goal Areas
Goal 1 - Prevent initiation of tobacco use among young Iowans
Goal 2- Eliminate non-smoking Iowans’ exposure to secondhand smoke
Goal 3- Promote quitting among young and adult Iowans
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How Can Coalitions Help?
Support comprehensiveness of IDPH’s Division of Tobacco Use Prevention and Control
Provide tobacco control programs flexibility to influence tobacco control policies
Enhance state and local tobacco control efforts by exposing the tobacco industry, mobilizing communities to support and adopt tobacco control policies, and changing social norms
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How Can Coalitions Help?
“A coalition is a voluntary, formal agreement and collaboration between groups or sectors of a community in which each group retains its identity but all agree to work together toward common goal of building a safe, healthy,
and drug-free community.”
Community Anti-Drug Coalitions of America (CADCA)
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Coalitions and Tobacco Control?
Diversify representation of tobacco control advocates
Sustain tobacco control programs via public buy-in
Amplify limited state tobacco related funding/resources
Expose tobacco industry’s predatory and deadly practices
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Types of Coalitions
Activity or Event
Focused Coalition
Service or
Program Delivery Focused Coalition
Community Mobilization
Focused Coalition
Comprehensive Community
Tobacco Control
Coalition
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Role of Tobacco Control Coalition
Impacts a Defined
Community
Engages Community
Sectors
Guided by an Effective Planning
Framework
Promotes Comprehensive
Strategies
Achieves Positive
Outcomes
Uses the Public Health
Approach
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Impacts a Defined Community
Determines the population to be addressed
Describes the community “environment”
Defines “jurisdictional” boundaries and entities
Identifies “communities within the community”
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Uses the Public Health Approach
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Guided by an Effective Planning Framework
SAMHSA: Strategic Prevention Framework
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Strategic Planning
Community
AssessmentLogic
Model
Comprehensive
Strategies
Community-
level
Objectives
Goals
Prevent initiation
of tobacco
Eliminate
exposure to
secondhand
smoke
Promote quitting
among youth and
adults
Short-Term Objective:
Decrease retail outlets selling
tobaccol to minors as
measured by compliance
check results by 25% by
2011.
Intermediate Objective:
Increase “youth
perception of harm from
tobacco use” by 25% as
measured by the ABC
Youth survey by 2011.
Long-term Objective:
Decrease underage
tobacco use in ABC
County by 5% as
measured by the ABC
Youth survey by 2014.
Evaluation
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Engages Community Sectors
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Engages Community Sectors
Coalition and community volunteers ensure that:- There are enough “feet on the ground” to make a difference
- Services are provided and coordinated among community partners
- The community has a voice in addressing community issues
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Promotes Comprehensive Strategies
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Individual and Environmental Strategies
Strategies Targeting Individualized Environments
Family School
Health Care Providers
INDIVIDUAL YOUTH
Faith Community
Strategies Targeting the Shared “Community”
Environment
Availability
RegulationsNorms
ALL YOUTH
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Individual-Focused Strategies
Prevention efforts aimed at providing information, building skills or supporting individuals or targeting groups of individuals
• Afterschool Programs• School Curricula• Life Skills Training• Employment Programs• Health Fairs• School Assemblies• Media Campaigns
• Parenting Classes• Tutoring Programs• Assessment/Referral/Coun
seling• Media Literacy• Awareness Days/Weeks• Youth Councils• Mentoring Programs
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Environmental Strategies
Prevention efforts aimed at changing or influencing community conditions, standards, institutions, structures, systems and polices that shape behaviors
• Hours/Days of Sale• Clean Air Laws• Happy Hour Ordinance/Laws• Advertising Ordinance/Laws• Social Host Ordinances• Compliance Checks• Party Patrol
• Outlet Density Reduction• Open Container Ordinance• Festivals – Beer Gardens• Third Party Transaction – Shoulder
Tap• Responsible Beverage Server
Training• Fake ID Enforcement• Controlled Party Dispersal
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Achieves Positive Outcomes
IDPH’s Tobacco Control Goal Areas- Prevent Initiation of Tobacco Use
- Eliminate Exposure to Secondhand Smoke
- Promote Quitting Among Youth and Adults
Community Building
Positive Youth Development
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Coalitions vs. ProgramsCoalitions Programs
ScaleCoalitions 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., parenting classes or peer mentoring.
ActorsCoalition activities are diffused and taken by all members with staff playing a coordinating or supporting role.
Program staff lead the process and are responsible for implementing interventions.
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Coalitions vs. Non-Profit AgenciesCoalitions Non-Profit Agencies
Target AudienceMultiple and fluid based on on-going community assessment
Based on the Mission and expertise of the agency
ScopePlan for interaction between organizations to provide strategies to address multiple community conditions
Plan identify programs and services provided by single agency to serve clients
MembershipMembers represent multiple community sectors committed to common goals.
are committed to acting on behalf of the agency
Fiscal AllocationAssigns costs to strategies based on priority and need
Assigns costs to support specific programs and services
ImplementationCommunity driven – programs and strategies implemented by members
Board and staff driven – programs and strategies implemented by staff
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Summary
Tobacco control coalitions can:- Develop synergy among community partners
- Enhance mobilization of community members
- Advocate for policy change
- Garner community buy-in and support
- Embody community diversity
- Establish greater credibility
- Leverage resources
- Combat Big Tobacco
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Build Capacity to do the “Work”
SAMHSA: Strategic Prevention Framework
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Building Coalition Capacity
Building capacity “to do the work” involves:- Vision & Mission
- Leadership
- Membership
- Organization
- Cultural Competence
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Coalition Capacity Building: Form Follows Function
Vision & Mission Membership Leadership Organization Cultural Competence
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Establish a Core Group of Committed Leaders
Community and coalition leaders provide the vision, mission and inspiration to move forward.
Community and coalition leaders must set the tone to promote community action.
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Vision
Vision is what the coalition seeks to accomplish
Based on the community assessment:- Difference between “what is” and “what ought to be.”
Example:- Vision for Acme County is a healthy, vibrant and alcohol, tobacco and
other drug-free community.
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Mission
Mission describes the organization’s role in making the vision a reality.
Explains the unique role the coalition plays in facilitating a robust community problem solving process.
Example:- The Acme Coalition engages residents in the process of on-going
community problem solving.
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Coalition Leadership
Coalition Leadership- Provides directions for the coalition
- Facilitate coalition budget and staffing
- Prioritizes and delegates decision making
- Helps recruit and retain coalition members
- Serve as spokespersons for the coalition
- Coordinate coalition efforts among work groups and coalition members
- “Manage” staff
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Coalition Members
Coalition Members- Participate in all aspects of coalition work
- Champion the cause publicly
- Seek change within their own sphere of influence (sector)
- Engage and motivate others to action
- Share responsibilities, risks, rewards
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Coalition Staff
Coalition Staff SHOULD:- Support coalition members in “doing the work”
- Involve members in everything they do
- Match members skills to tasks
Coalition Staff SHOULD NOT:- Do it themselves because “it needs to get done”
- View members as “advisors” not “doers”
- Become the coalition “expert”
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Community Sectors
Determine what sectors are neededSectors include:
• Youth• Parent• Business• Media• Schools• Government
• Youth Serving Organizations• Religious/Fraternal
Organizations• Civic/Volunteer Groups• Healthcare Professionals• Law Enforcement• Others involved in ATOD
Community Sector Worksheet
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Identify Resources Needed
Identify the skills, knowledge and resources the organization needs to work effectively
Identify which are needed for your organization’s efforts
Determine which are not currently possessed by your organization
Community Resources Worksheet
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Target Individuals & Organizations to “Do the Work!”
1. Prioritize individuals and organizations to be recruited. Which individuals and organizations best meet your organizational needs?
2. For each potential member, identify:- How can they contribute?
- Their WIFM – How they will benefit from joining?
Membership Recruitment Worksheet
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Recruiting New Members
When preparing to ask an individual to join the organization:- Prepare talking points
- Identify an “influencer” to go with you
- If possible – ask their boss first
- Clarify expectations & provide options for their involvement
- Describe the WIFM
- Anticipate their objections
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Recruiting and Retaining Members
New Member Orientation PacketCoalition Membership Worksheet
Clarify Roles
EngageImmediately
Share Goals & Successes
Fulfill theirWIFM
Celebrate theirContributions
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Organizing for SuccessOrganization
Chart Job Descriptions
By - Laws
Memorandum of Understanding (MOU)Meeting
Management
DecisionMaking
Procedures
ConflictResolutionProcesses Timelines
Tools for Organization Infrastructure
“You need em’ when you need em’”
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Organizational Structure
Organizational structure helps to define:- Roles for organization’s leaders and members
- Relationships among organization’s members and staff
- Responsibilities and duration of work groups
- Reporting channels
- Meeting content and frequency
- Legal and fiscal lines of authority
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ABC Partnership for Prevention
Fiscal Agent
CoalitionLaw enforcement, health and human services, education,
faith-based organizations, government, businesses,
media, civic/community organizations,
parents, youth
Steering Committee
Peer
Work
Group
Availability
Work
Group
Data
Work
Group
Parent
Work
Group
Staff
Board of Directors
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Decision Making & ResponsibilitiesContent Organizational Operational (Day to Day)
• Vision/Mission• Strategic Planning• Logic Models• Prioritization of strategies• Schedule / Timelines• Implementation of specific initiatives• Member recruiting
• Staffing• Budget / Fiscal Mgt.• Office location• Board elections• Member recruiting• Leadership recruitment & development• Organization Structure
• Meetings• Correspondence• Coordination among workgroups• Grant reporting• Logistics / Supplies• Website / social media
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Timelines
Planning and timelines help to clarify:- Scheduling and timing of efforts
- Distribution of the work
- Allocation of resources
- Prioritization of efforts
- Accountability
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Action Orientation
Develop a coalition culture of action by developing “action oriented:”- Meetings
- Agenda and minutes
- Planning
Coalition leadership must commit to supporting a culture of action
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Cultural Competence
“A set of behaviors, attitudes and policies that come together in a system, agency or program or among
individuals, enabling them to function effectively in diverse cultural interactions within, among and between groups.”
United States Department of Health and Human Services
CADCA Cultural Competence Primer - Summary
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The Many Ways We Can Define Culture
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EDUCATION
DISABILITY
GENDER IDENTITY/
SEXUAL ORIENTATION GEOGRAPHIC
LOCATION
RELIGION
RACE/ETHNICITY
AGE
GENDER
Socio-economic
status
What else?
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Fostering Cultural Competence
Cultural Competence is a process:
Cultural Competence
Cultural Sensitivity
Cultural Awareness
Cultural Knowledge
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Benefits of Being Culturally Competent
Increase respect and mutual understanding
Increases creativity in problem-solving through new perspectives, ideas and strategies
Decreases surprises that might slow progress
Increases participation and involvement of other cultural groups
Increases trust and cooperation
Helps overcome fear of mistakes or conflict
Promotes inclusion and equality
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Cultural Competence Throughout the Planning Process
Assessment
• Accurately assess theinfluence of their own values, perceptions, opinions, knowledge, and social position on their interactions with others.
• Provide and promotean atmosphere in which similarities and differences can be explored, and understand that this process is not only cognitive but attitudinal and affective, as well.
Capacity
• Learn to be an ally to groups that experience prejudiceand discrimination in the community. Help others learn to be an ally to their own cultural groups.
• Help expand other people’s knowledge of their culture, and affirm and legitimize other people’s cultural perspectives.
Planning
• Learn to embracenew, ambiguous, and unpredictable situations, and bepersistent in keepingcommunication linesopen whenmisunderstandingsarise.
• Encouragecommunitymembers to see themselves in a multicultural perspective, and encourage skills-building in cross-cultural interactions and communication.
Implementation
• Encourage and accommodate a variety of learningand participation styles, building on communitymembers’ strengths.
• Draw upon theexperiences of participants or collaborators to include diverse perspectives in anygiven intervention.
Evaluation
• Be skeptical about the validity of diagnostic tools applied to people who are culturally different from thoseupon whom thenorms were based.
• Understand, believe, and convey that there are no culturally deprived or culturally neutral individuals or groups, and that all cultures have their own integrity, validity, and coherence, and deserve respect.
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Next Steps
Taking it home:- What concepts are relevant to your organization?
- How should you approach the organization?
- When should you do it?
- Who should be involved?
- What additional training, T/A and information is needed?
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Resources
CADCA – Community Anti-Drug Coalitions of America- www.cadca.org
Help and Technical Assistance – Contact:- (800)-54CADCA Ext 240