VISION MISSION COMMUNITY ASSESSMENT LOGIC MODEL ACTION PLAN STRATEGIC PLANNING FRAMEWORK Research and best practices increases Community input increases The Medical Foundation/Health Resources in Action, Inc. STRATEGIC PLANNING 101 Models, Issues and Challenges Data Driven Planning Model for Suicide Prevention 2. Define a Common Vision 1.Analyze Current Situation 3. Set Goals to Reach Vision 4. Analyze Forces Affecting Goals 5. Develop Strategies to Achieve Goals 6. Engage Stakeholders7. Plan for Sustainability 8. Implement Strategies 9. Evaluate Progress Source: Moving from Vision to Action: A Guide for Planning Community Change. June 2002 MDC, Inc Strategic Prevention Framework Sustainability & Cultural Competence Profile population needs, resources, and readiness to address needs and gaps Monitor, evaluate, sustain, and improve or replace those that fail Implement evidence- based prevention programs and activities Develop a Comprehensive Strategic Plan Mobilize and/or build capacity to address needs Assessment Capacity PlanningImplementation Evaluation IT TAKES A VILLAGE. LOGIC MODEL 101 A Key Ingredient of Planning VISION MISSION COMMUNITY ASSESSMENT LOGIC MODEL ACTION PLAN STRATEGIC PLANNING FRAMEWORK Research and best practices increases Community input increases The Medical Foundation/Health Resources in Action, Inc. Evaluation 101 Program Theory & Logic Models The how and why of your program Some young people get into trouble during the unsupervised idle time between 2 and 6 PM on weekdays. A causes B Unsupervised time Bad behaviors A+ will cause C Providing supervised time Good behaviors LOGIC MODEL SITUATIONINPUTS OUTPUTSOUTCOMES -- IMPACT ActivitiesParticipation Short termIntermediate Long term ASSUMPTIONSEXTERNAL FACTORS LOGIC MODEL SITUATIONINPUTSOUTPUTS OUTCOMES -- IMPACT ActivitiesParticipationKnowledge Actions Conditions ASSUMPTIONSEXTERNAL FACTORS SO WHAT DOES YOUR COMMUNITY ALREADY LOOK LIKE? Assessment Today VISION MISSION COMMUNITY ASSESSMENT LOGIC MODEL ACTION PLAN STRATEGIC PLANNING FRAMEWORK Research and best practices increases Community input increases The Medical Foundation/Health Resources in Action, Inc. Creating a Community Profile Quantitative data numbers Rates of illness, numbers of grads, percent of population Qualitative data stories People report feeling unsafe, history of relationship between community and municipal government Both Quantitative and Qualitative data Existing Data Sources Federal Healthy People 2010 Center for Disease Control & Prevention YRBSSBRFSSCensus -MA State Agencies Local Agencies - e.g., police, schools, health departments, local coalitions Additional Existing Data Sources oPast Research oCHNA oLocal Coalition(s) oUnited Way oCommunity Foundation oSchools oHealth Departments oBusiness oChamber of commerce oFaith groups Catholic Charities o_________________ A HEALTHY COMMUNITY IS A GARDEN TO GROW PEOPLE IN. A paraphrase of a description by James Wilson Rouse, a pioneering American real estate developer, civic activist and philanthropist who was responsible with the Columbia planned community development outside Washington, DC. IS THIS THE WHOLE PICTURE? VISION MISSION COMMUNITY ASSESSMENT LOGIC MODEL ACTION PLAN STRATEGIC PLANNING FRAMEWORK Research and best practices increases Community input increases The Medical Foundation/Health Resources in Action, Inc. Needs and Assets NEEDSASSETS Focuses on individuals deficitsViews individuals as effective contributors Service Delivery system is intentionally fragmented Builds interconnectedness between systems Creates a service dependent culture Empowering approach that stresses interdependence Community people are disempowered by the "experts" to address local concerns Community people are a valued resource Asset-Based Community Development Step 1: Mapping Assets Step 2: Building Relationships Step 3: Mobilizing community assets Step 4: Convening the community Step 5: Leveraging outside resources Source: Kretzmann, J.P. and McKnight, J.L., Building Communities from the Inside Out, 1993. SO WHAT DOES YOUR COMMUNITY WANT TO LOOK LIKE? Picture of Tomorrow "WOULD YOU TELL ME, PLEASE, WHICH WAY I OUGHT TO GO FROM HERE?" "THAT DEPENDS A GOOD DEAL ON WHERE YOU WANT TO GET TO," SAID THE CAT. "I DON'T MUCH CARE WHERE " SAID ALICE. "THEN IT DOESN'T MATTER WHICH WAY YOU GO," SAID THE CAT. " SO LONG AS I GET SOMEWHERE [BETTER]," ALICE ADDED AS AN EXPLANATION. "OH, YOU'RE SURE TO DO THAT," SAID THE CAT, "IF YOU ONLY WALK LONG ENOUGH." VISION MISSION COMMUNITY ASSESSMENT LOGIC MODEL ACTION PLAN STRATEGIC PLANNING FRAMEWORK Research and best practices increases Community input increases The Medical Foundation/Health Resources in Action, Inc. HEALTHY COMMUNITY GARDEN PROCESS PLANT & SOW Plant good bulbs Water Fertilize GROW & GROW HARVESTPLOW & PREPARE Water Weed Fertilize Keep squirrels OUT Turn the soil Get rid of roots, rocks and weeds Divide old bulbs Pick the tulips Pick the tomatoes Eat and enjoy the produce Sell produce VISION VISIONING: DIFFERENT TYPES COMMITTEE, CLUB OR GROUP VISION what that group will be like in the future few people involved ORGANIZATIONAL/AGENCY VISION what that organization like a hospital will be like in the future people throughout the organization involved COMMUNITY OR NEIGHBORHOOD VISION what the community will look and be like in the future many people involved Fall River, Massachusetts Hampton County, South Carolina Anderson, South Carolina A long continuous visioning process 9 months February 27 th first visioning session with the Design Committee May 17th Mayor's Youth Forum at Bristol Community College June 5th Visioning Session at the BMC Durfee Parents Advisory Committee meeting. July 6th Visioning Session held at the First Baptist Church of Fall River. July 22nd Visioning Session held at the Abbott Neighborhood Festival July 27th Visioning Session held at the Bethel AME Church July 29th Visioning Session held at the North Park Neighborhood Festival July 30th Visioning Session held at the South Main Street Senior Center July 31st Visioning Session held at the Talbot Middle School August 3rd Visioning Session at the Hispanic Apostolate of St. Mary's August 5th Visioning Session held at Charlton Memorial Hospital August 5th Visioning Session at the Lafayette Park Neighborhood Festival August 12th Visioning Session at the Maplewood Neighborhood Festival August 13th Visioning Session at the Niagara Senior Center August 25th Visioning Session at the Shepherd Center August 26th Visioning Session at the Buddhist Temple Held 5 vision forum events over a period of 2 years. Took 1.5 years to plan process Treated the forum as if they were organizing a wedding EVERYTHING was choreographed Outreach for 4 months prior to the visioning forums Endorsement by multiple groups Decorated school What Hampton, SC did: ANDERSON CITY FESTIVAL Posted newsprint on walls downtown, asked people to draw their vision of a Healthy Community, then chose some for billboards which were then posted around the city. Bold Steps SUPPORTS CHALLENGES Challenge VALUES B O L D S T E P S 2. Bold Step 1. Bold Step 3. Bold Step 4. Bold Step 5. Bold Step Value Supports Challenge Supporting Ideas Evaluation 101 Models, issues and Challenges Adapted from Debra Joy Perez, PhD Senior Program Officer, RWJF Manage and monitor implementation Monitor and increase effectiveness Improve allocation of resources Retain or increase funding Find out what works Hear directly from participants Identify unanticipated results Document needs of participants Recruit and retain staff and volunteers Attract new participants Engage collaborators Garner support & gain public recognition Satisfy increasing call for documenting impact Why Evaluate? Improve your Program Learn about your successes Share information with key audiences 2 basic types of evaluation: FORMATIVE SUMMATIVE Formative Evaluation Formative Evaluation Collection of evaluation information to help you form or re-form your work Monitoring, taking pulse, doing spot checks Conducted during the work To make any course correction or other changes Evaluation information that summarizes what you did your actions and their consequences Summative Evaluation Evaluation information that summarizes what you did your actions and their consequences Most of the time needs pre- interventions data for comparison Data collected during and after the intervention Often uses formative data supplemented with data collected at a determined end point in time Focus of Summative Evaluation (what the evaluation focuses on) Process Evaluating the programs processes Outcome Evaluating the programs outcomes Impact Evaluating the programs Impact or effect Evaluation 101 What you must have before your start your program Program Theory & Logic Models Data Collection/Access to Data Context of the Who needs it and Why Evaluation 101 Program Theory & Logic Models The how and why of your program Some young people get into trouble during the unsupervised idle time between 2 and 6 PM on weekdays. A causes B Unsupervised time Bad behaviors A+ will cause C Providing supervised time Good behaviors DATA 101 Collected before, during and after the program Data collection usually includes simple good records of money, hours, staff, attendance, meetings, etc. Retain or increase funding Collected before and after the program Data collections usually includes some for of feedback or survey (participation, knowledge, attitude, skills, behavior) Collected before and after the program Data collection usually by a third party (health status, hospitalization, Attract new participants Program specific data Participant specific data Community data