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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

- training@cadca.org