Coalition-Building Training
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I specialize in coalition-building and developing grassroots advocacy organizations. I developed this presentation on behalf of the Florida Public Health Institute to support local oral health improvement coalitions. It is designed as a training - hence the busier slides - and to allow the presenter to select topic areas to present based upon the coalition's level of sophistication.
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Coalition-Building Training
- 2. Florida Public Health Institute (FPHI) Mission: âTo advance the knowledge and practice of public health to promote, protect and improve the health of all.â ⢠FPHI works with local, state and national leaders to develop policy recommendations and program solutions to health- related issues for the citizens of the state of Florida. 2
- 3. Purpose To provide customized training and coalition- building tools and resources to emerging or existing oral health coalitions. To promote the development of highly effective oral health coalitions throughout the state of Florida. 3
- 4. Training Topics: 1. Basics of forming a coalition 2. Expanding your coalition 3. Strategic Planning 4. Messaging 5. Ideas for Action 6. Available Resources 4
- 5. Forming a Coalition ⢠Why? â Increase power or leverage â Form a working collaborative â Define and implement results-based strategies for change 5
- 6. Coalition Leadership ⢠Natural allies â Local FDA members â Local FDHA members â Local colleges and universities with dental-related curriculum â Local health department directors or dental directors ⢠Credible ⢠Committed to collaborative effort ⢠Loyalty to the coalition must be strong enough to cope with pressure from the organization/interest they represent Tip: Strive to include a local foundation with a healthcare focus 6
- 7. Recipe for Success (Winter 2011, âCollective Impact,â by John Kania and Mark Kramer) The Stanford Social Innovation Review identifies five types of collaborations: Funder Collaboratives ⢠Groups of funders pooling resources to support the same issue Public-Private Partnerships ⢠Formed between government and private-sector organizations to deliver specific services or benefits Multi-Stakeholder Initiatives ⢠Voluntary activities by stakeholders from different sectors around a common theme Social-Sector ⢠Ad hoc collaboration among groups of individuals or organizations fluidly connected with the emphasis placed on information sharing and targeting short-term actions Collective Impact Initiatives ⢠Long term commitments by a group of important actors from different sectors to a common agenda for solving a specific social problem 7
- 8. Collective-Impact vs Multi- Stakeholder Initiatives (Winter 2011, âCollective Impact,â by John Kania and Mark Kramer) Collective Impact Multi-Stakeholder ď Shared measurement system ď Lack shared measurement of impact ď Mutually reinforcing activities ď Lack the supporting ď Ongoing communications infrastructure to forge true ď Staffed by an independent alignment of efforts or backbone organization accountability for results ď Subject to having their coalitionâs agenda superseded by the agenda of a member organization or individual 8
- 9. Keys to Success ď Strive to involve all key players/perspectives â Operating principles ď Choose a realistic strategy â Mission ď Establish a shared vision - Vision ď Make promises that can be kept - Bite-sized pieces ď Build ownership at all levels â Strategic plan with milestones & accountability ď Publicize successes â Internally and externally Tip: Free guides, links and resources are available at www.oralhealthflorida.com 9
- 10. The Five Conditions of Collective Success (Winter 2011, âCollective Impact,â by John Kania and Mark Kramer) 1. Common Agenda â Shared Vision for Change A common understanding of A joint approach to solving it the problem through agreed upon actions ⢠Different definitions of the problem ⢠Draw on each otherâs strengths and the ultimate goal can splinter the ⢠No hidden agendas efforts and undermine the impact ⢠Recognize everyone for their ⢠Differences must be discussed and involvement resolved 10
- 11. The Five Conditions of Collective Success (Winter 2011, âCollective Impact,â by John Kania and Mark Kramer) 2. Shared Measurement Systems Collect data and measure results consistently on a short list of Agreement on a common indicators agenda includes an agreement ⢠Helps ensure all efforts remain aligned on the ways success will be ⢠Enables participants to hold each other measured and reported accountable ⢠Helps participants learn from each otherâs successes and failures 11
- 12. The Five Conditions of Collective Success (Winter 2011, âCollective Impact,â by John Kania and Mark Kramer) 3. Mutually Reinforcing Activities Encourage each participant to undertake the specific set of Coordinate differentiated activities at which he or she activities through a mutually excels in a way that supports reinforcing plan of action and is coordinated with the actions of others 12
- 13. The Five Conditions of Collective Success (Winter 2011, âCollective Impact,â by John Kania and Mark Kramer) 4. Continuous Communications Developing trust Regular meetings Consider web-based among coalition ⢠Recognize and appreciate tools to keep membersâ common motivation members is a ⢠Over time partners see their communication challenge interests will be treated fairly flowing among and ⢠Develop a common vocabulary ⢠It takes time and lots of ⢠CEO-level leaders must within the coalition interaction participate ⢠Set realistic timetables and ⢠External facilitator and manage expectations structured agenda 13
- 14. The Five Conditions of Collective Success (Winter 2011, âCollective Impact,â by John Kania and Mark Kramer) 5. Backbone Support Organization Collaborations fail with a Requires a separate, dedicated A highly structured supporting infrastructure staff who can decision-making process ⢠Focus peopleâs attention and create a sense of urgency ⢠Apply pressure without overwhelming stakeholders ⢠Present opportunities as well as difficulties ⢠Strength to mediate conflict 14
- 15. Coming together is a beginning; keeping together is progress; working together is success â Henry Ford EXPANDING YOUR COALITION BEYOND THE ORAL HEALTH COMMUNITY 15
- 16. Potential Community Partners ⢠Federally Qualified Health Centers ⢠School District ⢠Local Hospitals ⢠Local Foundations ⢠University/College ⢠Local senior organizations ⢠ARC ⢠Health Department ⢠Childrenâs Services Council ⢠Community Health Center ⢠WIC ⢠Head Start/Early Head Start ⢠Area Agency on Aging ⢠United Way ⢠Local legislators and local city, county ⢠General manager of local television and school board officials station(s) ⢠Local medical association ⢠Publisher of local newspaper(s)/ magazine(s) ⢠Faith-based organizations ⢠March of Dimes 16
- 17. Sustaining Your Coalition ⢠The expectation that collaboration can occur without a supporting infrastructure is one of the most frequent reasons for failure ⢠Start with local foundations ⢠May need a sponsoring organization to act as fiscal agent ⢠Some established coalitions may consider forming a nonprofit organization to accept tax-deductible donations â Great deal of time and effort involved â Reporting requirements â Limits advocacy capability ⢠Resources available through www.oralhealthflorida.com 17
- 18. If you don't know where you are going, you will wind up somewhere else. -Yogi Bera STRATEGIC PLANNING 18
- 19. Strategic Planning ⢠Write it down! Group Goals Long-Term Goals Needs Assessment List of Priorities Intermediate Goals What does victory Identify needs being look like? Short-Term goals addressed by What programs, What will the policies, activities, member or other headlines read? Individual, specific organizations etc., move the coalition toward the action items Identify group goals long-term goals Set deadlines Celebrate successes 19
- 20. 20
- 21. Action Planning ⢠What is it and what constitutes success Goal ⢠Deadline for completion ⢠Primary decision maker(s) Targets ⢠Secondary targets ⢠What do you have ⢠What do you need Resources ⢠What can you bring to bear ⢠Are there other audiences who influence the target Audiences ⢠What do you want the target to do Messaging ⢠Who is delivering the message Messenger ⢠Is there a process for getting feedback/response from the target ⢠Short-term action items Tactics ⢠Who will do what and when will it happen 21
- 22. Words should be used as tools of communication and not as a substitute for action â Mae West MESSAGING: HOW TO TALK ABOUT ORAL HEALTH SO PEOPLE WILL LISTEN 22
- 23. Messaging Effective messaging is Effective messaging is Effective messaging consistent over time: consistent whether incorporates a unified The public must hear it educating or message â Healthy multiple times before advocating Mouth, Healthy Body it starts to register 23
- 24. Framing the issue ⢠An overview of the FrameWorks Institute training provided to Oral Health Florida through a grant from DentaQuest ⢠HIGHLY recommend visiting www.oralhealthflorida.com local coalitions Messaging Media Campaign FrameWorks Institute Toolkit www.frameworksinstitute.org/toolkits/oral health 24
- 25. FrameWorks Institute Research: ⢠Reveals people organize new information into their existing frames of reference, i.e. âmental shortcutsâ âFamily âHealth Individualismâ âCosmeticsâ Bubbleâ ⢠Shows people typically think of oral health as a personal responsibility and a parentâs responsibility ⢠Finds people perceive the consequences of poor oral health as relatively benign â cosmetic beauty and self-esteem issues. 25
- 26. FrameWorks Institute Research: What advocates say and the public hears donât line up Advocates Say The Public Thinks Early childhood tooth decay is on Poor oral health in children is a the rise. symptom of bad parenting. Public or private, all kids need This can only be âfixedâ through access to dental insurance parent education. coverage. To prevent cavities, kids need access to preventive treatments Kids need to be more responsible like dental sealants and fluoride about brushing and flossing. protection. Low-income and minority Poor kids have lots of (more children are at greater risk of important) problems. developing dental disease. Increase dental workforce and Donât listen to dentists (theyâre include non-dentist providers. self-interested) 26
- 27. Less Dominant Cultural Models ⢠FrameWorks Institute research found other public perceptions that may lead to policy change but require intentional triggers to overcome the major bubbles: â People expect schools to be involved in systemic solutions to childrenâs oral health problems â When prompted, people believe oral health is part of overall health and well-being â When prompted, people understand childrenâs oral health is a community responsibility The goal is to trigger the more promising beliefs through proper message framing 27
- 28. FrameWorks Institute: Anatomy of a Frame Values Every frame has several Messengers Issue Explanation elements advocates should carefully consider when constructing Metaphors Solutions messages for the public Visuals 28
- 29. FrameWorks Institute Training ⢠Values âAs an elementary school teacher, I see the promise of our future every day. I â Anchor your message in can also see clearly the responsibility the proper frame by adults have to guide the next stating a shared value. generation toward healthy and Effective: prosperous future. So when something ⢠Ingenuity is getting in the way of learning that can be easily solved, I want to do ⢠Opportunity something about it. That is why my ⢠Inter-dependence school has joined the effort to prevent ⢠Future childhood dental decay.â ⢠Stewardship (Responsible Manager) ă âWatch Your Mouth: A FrameWorks Eworkshop on childrenâs oral healthâ 29
- 30. FrameWorks Institute Training ⢠Issue Explanation â The structure of our health system disconnects the mouth from body â E.g. The doctors and insurance for our mouths is different than for the rest of our bodies â Reunite the Mouth with the Body: Remove the issue from the dominant family and individual responsibility bubbles For example, promote childrenâs oral health policies by linking the issue to other aspects of kidsâ health for which we have accepted societal responsibility to overcome dominant cultural models (parental responsibility, individual failure to brush teeth, etc.) Vision and Vaccination Oral Health Overall Hearing Check-ups Programs Health Screening 30
- 31. FrameWorks Institute Training ⢠Explaining the issues â Examples that work Itâs a real disease An Ounce of The Most Common ⢠Reminder that dental decay Prevention Chronic Childhood is a serious, chronic disease ⢠Reinforces the idea of ⢠Works well for childhood Disease community responsibility to oral health ⢠Five times more common safeguard citizens ⢠Must explain what than childhood asthma ⢠Medical professionals prevention means ⢠Children miss more than 51 reinforce point ⢠Educators are good million school hours due to messengers dental disease ⢠Kids with dental disease are more likely to have other health problems and do poorly in school 31
- 32. FrameWorks Institute Training ⢠Explaining the Issues-Donât call it a ⢠Unintended consequences â Reminds people of all of the other crises weâre facing; some they may find more compelling (child poverty, obesity, climate change) â Make solutions seem inadequate 32
- 33. FrameWorks Institute Training ⢠Keep Solutions Front and Center â School-based dental screenings â Medicaid dental coverage expansion â Fluoridated water access â Support finding ways to help dental professionals work in underserved areas Lead with a shared value to prevent unwanted frames of reference filtering your message 33
- 34. FrameWorks Institute Training Of all of our inventions for mass communication, pictures still speak the most universally understood language ă Walt Disney ⢠Happy teeth and tooth fairy images undermine issueâs import ⢠Visuals should support the connections between â Oral health â Overall health â School achievement â Living in a healthy community 34
- 35. FrameWorks Institute Training Incorporate Metaphors and Models ⢠Important cognitive tools that help people grasp complex issues and ideas â The mouth as a gateway to the body ⢠Connects dental health to overall health ⢠Conveys the science of dental caries accurately and clearly â Social math ⢠Breaks mind-numbing data into visual images False Start Reframe âGreater numbers of children in 14 of âA stateâs economic stability is threatened Maineâs 16 counties were living in low- when large numbers of families work but income families in the past year. Today canât earn enough to meet basic needs. 37% of all children live in low-income Over 100,000 Maine children â more than families.â the entire populations of Portland and Bangor combined â live in such working families.â âAmericans throw away 35 billion plastic âEnough plastic is thrown away each year bottles every yearâ to circle the Earth four timesâ 35
- 36. FrameWorks Institute Training Messengers Matter: A Good Argument for a Broad-based Coalition Choose messengers carefully to ensure they reinforce your key messages 36
- 37. FrameWorks Institute Training Messengers Matter: Doctors â Reinforce overall health connection. Underscore the severity of the problem. Educators â Collective impact on learning and success. Show support for school-based solutions. Business Community â Speak about financial impacts. Support investing now to avoid future costs. Faith Community and Other Community Leaders â Establish the issue is the public interest. Exhort others to get involved. Use dentists and dental hygienists cautiously â Public may perceive a vested interest 37
- 38. FrameWorks Institute Training Focus on Systems Avoid Vivid and Structures Personal Stories ⢠The goal is to make the ⢠There is a danger these systems and structures stories will stoke a more visible to the debate over the public, not less so character, behavior and choices of the people profiled 38
- 39. FrameWorks Institute Training ⢠Two types of Frames: Episodic and Thematic Different Frames Set Up Different Policy Solutions Episodic Frames Thematic Frames Individuals Issues Events Trends Psychological Political Environmental Private Public Appeal to Consumers Appeal to Citizens Better Information Better Policies Fix the Person Fix the Condition Tip: FrameWorks toolkit âWide Angle Lensâ. Embedded at www.frameworksinstitute.org/workshops/wym/ 39
- 40. FrameWorks Institute Training: Putting It All Together A Message Template for Oral Health Level One fFuture, Prevention, Opportunity, Values Ingenuity Level Two Oral Health = Overall Health Issue Category Explaining the Issue Mouth as a Gateway to the Body Itâs a Real Disease Level Three School-based dental screenings; Specific Policy Solutions Medicaid dental coverage expansion; Fluoridated water; Access to care 40
- 41. Unless someone like you cares a whole awful lot, nothing is going to get better. Itâs not. ă Dr. Seuss IDEAS FOR ACTION 41
- 42. Ideas for Action ⢠Oral Health Literacy ⢠Public Policy Advocacy ⢠Data Collection ⢠Medical-Dental Collaboration 42
- 43. Ideas for Action: Oral Health Literacy ⢠Traditional Media â Press releases â Op-Eds â Columnists â Events â Letters to the editor Downloadable press kit available at www.oralhealthflorida.com 43
- 44. Ideas for Action: Oral Health Literacy ⢠Speak directly to the public â Social Media ⢠Websites can wait ⢠Facebook ⢠Twitter ⢠YouTube ⢠LinkedIn ⢠Reddit, Tumblr, Google+, Instagra m, etc. â Small Group Outreach ⢠Civic group luncheons and breakfasts ⢠School clubs and associations ⢠Social and support groups 44
- 45. Ideas for Action: Public Policy Advocacy Pursuing policy change drives what we do as coalitions Policy-change manual available for download at www.oralhealthflorida.com 45
- 46. Ideas for Action: Oral Health Surveillance 46
- 47. Ideas for Action: Medical-Dental Collaboration ⢠Reunite the mouth with the body ⢠A top priority of the US National Oral Health Alliance ⢠âSummary of the First Leadership Colloquium â Medical and Dental Collaborationâ (www.usalliancefororalhealth.org) 47
- 48. I not only use all the brains that I have, but all that I can borrow. ă Woodrow Wilson RESOURCES 48
- 49. Oral Health Florida www.oralhealthflorida.com ⢠Chair, Dr. Frank Catalanotto, Professor and Chair, Department of Community Dentistry and Behavioral Science, University of Florida College of Dentistry ⢠Facilitated by the Florida Public Health Institute www.flphi.org ⢠Majority Funder: the DentaQuest Foundation www.dentaquestfoundation.org 49
- 50. Local Oral Health Coalitions ⢠Oral Health Coalition of Alachua ⢠Palm Beach County Oral Health Coalition ⢠Hillsborough & Pinellas County Oral Health Coalitions ⢠Miami Oral Health Coalition ⢠Smiles for Lake County Oral Health Coalition ⢠Greater Tampa Bay Oral Health Coalition ⢠Bay County Health ⢠Rural Oral Health Coalition of North Central Florida ⢠St. Lucie County Oral Health Coalition 50
- 51. Emergency Room Data Key Findings: In 2010, more than 115,000 emergency room visits with dental charges exceeding $88 million Florida Medicaid was billed $29.7 million in 2010 for preventable oral health emergency room visits Tip: Donât forget to message with social math ER Data Sheets for each of Floridaâs 67 counties available on OHF website www.oralhealthflorida.com 51
- 52. Access to Oral Health Key Findings: Less than 8 percent of Florida dentists accept Medicaid patients. Just 15 percent of Medicaid- eligible Floridians receive dental services Tip: Donât forget to message with social math Access to Oral Health data sheets for each of Floridaâs 67 counties available on OHF website www.oralhealthflorida.com 52
- 53. County Data Sheet Examples 53
- 54. Pew Center Reports 2011 2012 54
- 55. Pew Center Annual State Grades ⢠2012 Grades: â Florida received a D â 40 percent of all states received a D or F â 5 states earned an A (AK, ME, ND, NH, WI) â 5 states and the District of Columbia received Fâs (DC, HI, MT, NJ, NC, WY) â Maine and New Hampshire received maximum number of points ⢠Pew Talking Points: â Every $1 spent on sealants saves $2 in treatments â Sealants cost 1/3 of a filling and prevent 60% of cavities â Water fluoridation saves $38 in treatment cost for every $1 invested â 5.3 million children will gain coverage by 2014 under ACA (this number will remain consistent whether the coverage mandate is ruled unconstitutional) Tip: Good data and downloads available at www.pewstates.org 55
- 56. www.Resources ⢠Oral Health Florida www.oralhealthflorida.com ⢠The DentaQuest Foundation www.dentaquestfoundation.org ⢠The US National Oral Health Alliance www.usalliancefororalhealth.org ⢠Pewâs Childrenâs Dental Campaign www.pewstates.org 56
- 57. ANOHC The American Network of Oral Health Coalitions http://www.facebook.com/AmericanNetworkofOralHealthCoalitions/info ANOHC is a group of state oral health coalitions that actively share information, ask questions, and leverage time and resources. 57
- 58. Florida Public Health Institute (FPHI) Executive Director, Dr. Roderick King rking@flphi.org Chief Operating Officer, Debora Kerr dkerr@flphi.org Project Manager, Cristy Kovach Hom chom@flphi.org Administrative Assistant, Fay Glasgow fglasgow@flphi.org www.flphi.org (561) 533 â 7909 58
Hinweis der Redaktion
- A coalition is a mechanism for increasing the power or leverage of groups or individuals to benefit of all coalition membersSituations difficult or impossible for an individual to overcome alone, can be dealt with by acquiring the right allies
- In choosing the core group for a coalition, first look to you natural allies. In this case that might be:Local FDA membersLocal FDHA membersLocal colleges and universities with dental-related curriculumLocal health department directors or dental directorsMake sure members of the leadership team are:CredibleCommitted to collaborative effortMost importantly make sure the loyalty of the leadership team to the coalition is strong enough to cope with pressure from the organization/interest they representQuickest way to derail a coalition is for one special interest to hijack the agenda Must be a win-winHereâs a tip for sustainability of your coalition - Strive to include a local foundation with a healthcare focus this early buy-in may help translate to later funding.
- This slide has a lot of text, but it breaks down to a central point: Research has been done into characteristics of successful coalitions.Here is a list of the five types of coalitions the researchers identifiedFunder CollaborativesPublic-Private PartnershipsMulti-Stakeholder InitiativesSocial-Sector collaborationCollective Impact InitativesA description of each is listed below the type of initiative, but for our purposes we want to concentrate on Multi-Stakeholder Initiatives and Collective-Impact Initiatives and the differences between the two.
- As a coalition leader, your effort will enjoy the most success and greatest longevity if you strive to be a Collective-Impact Coalition versus merely as Multi-Stakeholder Coalition.Hallmarks of a Collective-Impact Initiative â and we will go into greater depth on each of these as we move through this curriculum â are:A shared measurement systemConducing mutually reinforcing activities, which brings up back to the point that a single organization should not be allowed to hijack the coalitionâs agenda.Ongoing communications among members of the coalitionAnd staffed by an independent backbone organization. We will discuss this in greater depth later on, but this is one of those keys to success that are easily said than done. For practical purposes, you may have to begin with a member or member organization staffing your effort, but you want to quickly explore grants, donations or other funding mechanism to retain even a part-time individual or organization to facilitate your work as a coalition. For example, the DentaQuest Foundation awards grants for local coalitions.
- To build a âCollective-Impactâ Coalition and stay on track over time, your leadership team should invest some time on the front-end to help ensure success in the long-term through a written plan (OHF has provided a workbook template that may be used)As you are developing your written plan, consider the se six keys to success.Strive to involve all key players/perspectives â Operating principlesChoose a realistic strategy â MissionEstablish a shared vision - VisionMake promises that can be kept - Bite-sized piecesBuild ownership at all levels â Strategic plan with milestones & accountabilityPublicize successes â Internally and externallyDeveloping your plan may seem to be a daunting process but the OHF-provided template will help walk you through this process and there are a great number of good, free guides online that will take you into great depth. Links to many of these resources are provided in the OHF-provided template and may be found in the Local Coalitions section of the Oral Health Florida website.
- Breaking down the five conditions in greater detail, the first is a Common Agenda, in other words a Shared Vision for Change. This includes:A common understanding of the problemEach organization often has a slightly different definition of the problem and the ultimate goal - Can splinter the efforts and undermine the impactDifferences must be discussed and resolved - Every participant doesnât have to agree with every other on all dimensions of the problem but all must agree on the primary goals for the coalition as a wholeA joint approach to solving it through agreed upon actionsAllow each member to identify their specialties; draw on each otherâs strengthsDo no allow hidden agendas to jeopardize the work of the coalition â members should be honest, up-front and willing to modify their ideas for the goals of the coalitionRecognize everyone for their involvement â a coalition is a cooperative effort to address a problem and the same is true of recognition
- 2. Shared Measurement SystemsAgreement on a common agenda is illusory without agreement on the ways success will be measured and reportedCollect data and measure results consistently on a short list of indicatorsHelps ensure all efforts remain alignedEnables participants to hold each other accountableHelps participants learn from each otherâs successes and failures
- 4. Continuous CommunicationsDeveloping trust among coalition members is a challengeIt takes time and lots of interactionSet realistic timetables and manage expectationsRegular meetings (bi-weekly or monthly)Builds experience among coalition partners to recognize and appreciate the common motivation behind their different effortsOver time partners see their interests will be treated fairly and decisions made based on objective evidence and the best possible solution-not to favor one organization over anotherFosters development of a common vocabularyInsist on the participation of CEO-level leaders â skipping meetings or sending lower-level delegates is not acceptable.An external facilitator and structured agenda helps ensure productive meetingsConsider web-based tools to keep communication flowing among and within the coalition
- 5. Backbone Support OrganizationThe expectation that collaboration can occur without a supporting infrastructure is one of the most frequent reasons why it fails.Again, I realize this requires resources and we will talk more about that later in the presentationRequires a dedicated staff separate from the participating organizations. Qualifications include:Ability to focus peopleâs attention and create a sense of urgencySkill to apply pressure to stakeholders without overwhelming themCompetence to frame issues to present opportunities as well as difficultiesStrength to mediate conflict among stakeholdersMust have a highly structured decision-making process
- The expectation that collaboration can occur without a supporting infrastructure is one of the most frequent reasons why it failsStart with local foundations. This is why it is a good idea to try to get a local foundation to the table in the very early stages of organization.May need a sponsoring organization to act as fiscal agent for grant awards, donations, etc. â Find one committed to the goals of the coalition without a potentially conflicting agendaSome established coalitions may consider forming a nonprofit organization to accept tax-deductible donations. Donât make this decision lightly. There is a great deal of time and effort involved, legal reporting requirements, and limits your advocacy capabilityAgain, you donât need to figure this out all by yourself. There are a lot of good guides out there. You can link to many through the Local Coalition section of the oral health florida website
- When it comes to strategic planning, Write it down! This provides your coalition with a way to track progress and measure successBudget time and resources and establish deadlinesYou may use the OHF Strategic Planning template as a starting pointDonât view your strategic plan as written in stone. It should be a living document because issues will arise. Your strategic plan should start with the big picture and proceed down to the most detail possibleGroup Goals, you arrive at them through:Needs AssessmentListing PrioritiesIdentifying needs being addressed by coalition members or other organizationsOnce youâve done that, you should be able to identify your groupâs goalsLong-Term Goals, which you determine by asking the questions:What does victory look like?What will the headlines read?Intermediate GoalsWhat programs, policies, activities, etc., move the coalition toward the long-term goalsShort-Term goalsIndividual, specific action itemsSet deadlinesCelebrate successes
- Here are the steps to consider in planning the actions that will make up your long- intermediate- and short-term goals.GoalWhat is it and what constitutes successDeadline for completionTargets â who are you targeting and who influences that target. For example, would a news article influence a policymaker?Resources â These will be unique to the targetAudiences â Are there other audiences who influence the target? Using the above example, if a news article would influence a policymaker, would getting a copy of the news article to the policymakerâs staff be helpful? Or would getting the parents of public school children to call the school superintendent help? Note that sometimes getting to an audience might require itâs own action step in which that audience is the target. This is why you work down from your long-term goals to your short-term goals.Messaging â what are you going to tell your target? What do you want him, her or them to do? (Weâll go a lot farther into messaging in the next section.)Messenger â Who is delivering the message? If this is being assigned to a coalition member, write it down and set a deadline. Just as important, is there a way to follow-up with the target to see if they got the message. This can be a direct follow-up or some kind of measurement like a poll or the number of likes on a Facebook page.Tactics â Sometimes the tactics will be action items themselves. For example, getting to a long-term goal will require the completion of several intermediate goals, which is turn rely on the completion of short-term goals. The tactics of short-term goals are very similar to step-by-step directions â thatâs the level of detail youâre going for. (This doesnât necessarily need to be done by the same author, the individual or team assigned to an action item may be the one(s) who break down the tactics in the form of a plan.
- Effective messaging is consistent whether educating or advocatingEffective messaging is consistent over time: As soon as you think you donât need to say it anymore, know that the message is just starting to register with the publicEffective messaging incorporates a unified message â Healthy Mouth, Healthy Body: This theme was developed by Oral Health Florida and is based on research showing there is greater support for public policies and programs addressing oral health needs when the connection is made between oral health and overall health. Weâll go over this in greater detail in the upcoming slides, but the point here is that local coalitions are welcome to and encouraged to use this logo and theme. By âbrandingâ this issue throughout all of our efforts, each coalitionâs effort will get more traction .
- The mission of the FrameWorks Institute is to advance the nonprofit sector's communications capacity by identifying, translating and modeling relevant scholarly research for framing the public discourse about social problems.They have done a great deal of work on oral health issues and message training by the FrameWorks Institute was provided to Oral Health Florida through the DentaQuest Foundation. While we are not going to go through the whole FrameWorks Institute training here, we are going to discuss some key concepts they developed through their research.You can visit the FrameWorks Institute website where you will find a host of materials and video presentations to assist you in your messaging and outreach activities.
- Reveals people organize new information into their existing frames of reference, i.e. âmental shortcutsâShows people typically think of oral health as a personal responsibility and a parentâs responsibilityFinds people perceive the consequences of poor oral health as relatively benign â cosmetic beauty and self-esteem issues.
- Based on their research, we know that what we, the advocates, say and what the public hears are typically two very different things. So on the chart you can see the difference between what the advocates say and what the public thinks:Advocates Say: Early childhood tooth decay is on the rise.The Public Thinks: Poor oral health in children is a symptom of bad parenting.Advocates Say: Public or private, all kids need access to dental insurance coverage.The Public Thinks: This can only be âfixedâ through parent education.Advocates Say: To prevent cavities, kids need access to preventive treatments like dental sealants and fluoride protection.The Public Thinks: Kids need to be more responsible about brushing and flossing.Advocates Say: Low-income and minority children are at greater risk of developing dental disease.The Public Thinks: Poor kids have lots of (more important) problems.Advocates Say: Increase dental workforce and include non-dentist providers.The Public Thinks: Donât listen to dentists (theyâre self-interested)To call particular attention to this last item; we will touch on this again but this is why your choice of messenger is very important. Though dentists, dental schools, and dental hygienists may be the core of your coalition and the hardest-working members, they may not always be the best messenger. Be careful not to necessarily choose a messenger based on eloquence and title â choose the messenger based on the audience.
- So how to overcome those mental bubbles that we humans use to quickly process the dizzying array of information with which we are constantly bombarded.The FrameWorks Research also found other public perceptions that may lead to policy change but require intentional triggers to overcome those major bubblesPeople expect schools to be involved in systemic solutions to childrenâs oral health problemsWhen prompted, people believe oral health is part of overall health and well-beingWhen prompted, people understand childrenâs oral health is a community responsibilitySo our goal is to trigger those more promising beliefs so our message gets through. And the way to do that is through proper message framing
- FrameWorks teaches us that a frame includes Values, Issue Explanation, Solutions, Visuals, Metaphors, MessengersHow we include and communicate these elements can mean the difference between public action or public rejection.
- The first element is Values. Values speak to the âtruthsâ that we as a society believe. Other societies may have different values, but as Americans, we tend to believe in Ingenuity; Opportunity, or giving everyone their shot; Inter-dependence, the idea that as a society we need to be looking out for each other; the Future, as in our responsibility to future generations; and Stewardship or being Responsible Managers of our shared resources.What this means is that you should try to anchor your message in the proper frame by first stating a shared value. This will help put the listener in the right frame of mind and is why the messenger is so important.To use an example taken straight from a FrameWorks training video, here is a quote that does a good job of stating our shared values: âAs an elementary school teacher, I see the promise of our future every day. I can also see clearly the responsibility adults have to guide the next generation toward healthy and prosperous future. So when something is getting in the way of learning that can be easily solved, I want to do something about it. That is why my school has joined the effort to prevent childhood dental decay.âă âWatch Your Mouth: A FrameWorksEworkshop on childrenâs oral healthâNotice that the choice of a teacher to give this message is very effective. It might also be effective coming from a school principle or school nurse.
- Next is a brief explanation of the issue and to frame it in such a way that we overcome the stereotypical thinking that oral health issues are somehow different that other issues and that it is an individual responsibility that only impacts your looks and self-esteem.For example, the FrameWorks Institute â in looking at issues surrounding childrenâs oral health, found it is effective to link them to the aspects of childrenâs health that we have assigned societal responsibility, such as school-based vision and hearing screening, as a part of overall health.
- Here are some other examples that are effective in explaining some of the issues surrounding oral health.Itâs a real disease Reminder that dental decay is a serious, chronic disease Reinforces the idea of community responsibility to safeguard citizens Medical professionals reinforce pointAn Ounce of Prevention Works well for childhood oral health Must explain what prevention means Educators are good messengersThe Most Common Chronic Childhood Disease Five times more common than childhood asthma Children miss more than 51 million school hours due to dental disease Kids with dental disease are more likely to have other health problems and do poorly in school
- One thing FrameWorks recommends you donât do in your messaging is to call access to oral health a crisis. This is not to raise a debate over whether or not it is a crisis, but in the publicâs mind, trying to take them from thinking of oral health as a personal responsibility with no real societal impacts to a crisis they need to be concerned about, can be too much of a reach.FrameWorks found unintentional consequences related to that messaging:Reminds people of all of the other crises weâre facing; some they may find more compelling (child poverty, obesity, climate change)It may make some of the seemingly simple solutions weâre promoting seem inadequate
- In your messaging you want to keep solutions front and center â it can be overwhelming for the public to think this is yet another societal problem that is too complicated to solve.Some of the solutions your coalition may decided it wants to advocate include:School-based dental screeningsMedicaid dental coverage expansionFluoridated water accessSupport finding ways to help dental professionals work in underserved areasBut remember â donât jump too quickly to the solution, lead with the shared value which puts the need for the solutions in the right context.
- Another important part of your messages are the visual images you use to communicate. Too often, oral health messages are accompanied by images of happy teeth, dancing toothbrushes, tooth fairies and the like.These images actually detract and undermine the message of oral health as an important health issue and vital to overall health.Instead, consider images that portray the positive associations with good oral health.
- Support your message with metaphors and models. Humans use these to grasp complex issues and ideas â kind of like an image that is conjured up in our minds.For example, the idea of the mouth as a gateway to the body, quickly Connects dental health to overall health and help convey the science of dental caries accurately and clearly â this research is the basis for our Health Mouth, Healthy Body tagline.Likewise, social math is a way to take data that could be portrayed as a mind-numbing series of numbers, and express it as an image that the receiver can quickly visualize.Consider these two examples of how data might be communicated. The first is provided by FrameWorks, the second is taken from messaging by different environmental organizations. It is not an apples to apples translation but does illustrate two ways to communicate the numbers.
- Weâve touched on the subject of effective messengers enough times now that you probably have gotten the point. Just to reiterate, here are examples of good messengers for the subject matter.Doctors â Reinforce overall health connection. Underscore the severity of the problem.Educators â Collective impact on learning and success. Show support for school-based solutions.Business Community â Speak about financial impacts. Support investing now to avoid future costs.Faith Community and Other Community Leaders â Establish the issue is the public interest. Exhort others to get involvedAgain, the caution about when oral health professionals serve as your messengers.Youâve heard a lot so far about when not to have oral health professionals speak to these issues. Situations in which it might be helpful include:Public testimony and one-on-one meetings with policymakers regarding specific access-to-care issues. As one of a mixed group of oral health coalition members delivering a united message.Addressing issues that might actually reduce business for a dentist, such as water fluoridation.
- Another aspect of appropriate messengers is the messenger/message combination.Typically in issues concerning social change â and oral health is no different â messengers focus on personal stories, or examples of single individuals, to make their point.The danger in this approach is that these stories will trigger the negative bubbles that tend to dominate thinking on these issues â for example the character, behavior and choices of the people profiled.The goal is to focus on the systems and structures that need to be addressed for good oral health. In this way we are tapping into the shared values of equal opportunity, stewardship, protecting future generations, preventing greater costs in the future,etc.
- This is not to say that personal stories are not effective, it is to say they may not be the most effective way to ignite policy changes.Focusing on personal stories is one way to change personal behavior. This is why advertisements for products focus so much on the individual. But if we want the public to see the need for broader social or institutional solutions to a problem, we should keep to thematic change.This is pretty complex information that you may find counter-intuitive. To take a deeper dive into this subject, we highly recommend the FrameWorks toolkit âWide Angle Lens,â which is designed to help frontline communicators master the art of telling stories for social change and is available through the FrameWorks Institute website.
- So letâs put everything weâve just talked about together into a messaging template.At the first and broadest level of our message is the value statementWe then explain the issue by breaking oral health out of the publicâs typical frame of reference using metaphors and social mathWe then move to the specific policy solutions we are seekingIn doing this, we are using an appropriate messenger and communicating with visuals that illustrate the importance of the issue from a holistic health and wellness perspective and whatâs a stake (future generation, high backend costs, poor educational outcomes, etc.)
- There are several resources available to you from Oral Health Florida that your coalition is welcome to put to use as goals, action items or tactics. Many may be used in communicating with the media, policymakers and public.
- Effective media communications is such a big issue that it requires a separate training. For your assistance, Oral Health Florida has developed the Healthy Mouth/Healthy Body Press, which you are encouraged to download and use from the Oral Health Florida website. You will find it in the resources of the Local Coalition section.
- Moving on â one of the first decisions you will need to make as a coalition is how the coalition will communicate with the public and policymakers itâs seeking to reach. A website may not be your best first choice. They are labor intensive and require a lot of fresh content. There also are a lot of existing website out there with a great deal of good information regarding oral health.Instead, Facebook may be a good first solution. It has a calendar function, almost everyone is on it and familiar with it. Policymakers tend to be of an age where they are probably on Facebook, but probably not much else.If you have capacity, next consider Twitter. Itâs a helpful way to reach bloggers and reporters, set out reminders, links to stories and celebrate accomplishments. Be sure to use hash tags and to follow the reporters and bloggers you are trying to reach (they often will follow you in turn.Youâve probably heard this before, but guess what the number one search engine is after Google. Surprisingly, itâs YouTube. It probably is not necessary to maintain a YouTube page unless you are producing a lot of original videos, however, there are some good oral health videos and PSAs out there and you can link them to your Facebook page. (Hereâs caveat â Facebook seems to be constantly tweaking its functionality, so what may be possible today, may not be tomorrow.LinkedIn is a good platform for reaching a professional audience in a more serious forum than Facebook. It could be a good option for communicating with other coalition members, but not for reaching the general public so if time and ability is an issue, itâs probably not necessary to have both. You will know when it is necessary.Reddit, Tumblr, Google+, Instagram, etc. â They have their place, especially Instagram as a tool for communicating visually, but until your top-tier platforms are perfect and you have nothing else to do, you probably donât want to dedicate the time and the resources.Finally, when you get to the point that it really makes sense to have a website, the DentaQuest Foundation offers resources for local oral health coalitions to utilize.
- First is the Local Advocacy Handbook that was developed in 2011 and has been updated following the 2013 elections. It is a guide to what your coalition can do at the local level to shape statewide policies. The handbook may also be used to guide your local policymaker outreach â however you will need to spend a little time developing a list of the local policymakers you need to reach for your specific goals. A database template is part of the Coalition-Building Workbook Template available from Oral Health Florida.An updated list oral health champions in the 2013 state legislature is available on the Oral Health Florida website.
- The data that may be obtained through surveillance of various target audiences is a powerful tool for policy change. Two screening surveys â one surveying older adults and the other for preschool and school-aged children are available through the Association of State and Territorial Dental Directors and links to them may be found on the Oral Health Florida website.
- There are several resources available to you from Oral Health Florida that your coalition is welcome to put to use as goals, action items or tactics. Many may be used in communicating with the media, policymakers and public.
- In late 2011, Oral Health Florida released findings of ER use for oral health charges, which included a state-level analysis and individual data sheets for each of Floridaâs 67 counties.Though your local media may have covered the initial release of this data, local-level media and policymaker outreach regarding your county along with specific policy recommendations would be newsworthy.Keep in mind that the data sheets just lay out the numbers, it will be up to you to apply the social math to make them resonate.
- A second analysis released in 2012 concerned access to oral health care. Again, the statewide information is available along with data sheets for each of Floridaâs counties.
- Here are the two county data sheets for Baker County just so you have an idea of what they look like. At least two more such analysis are anticipated to be produced during 2013.
- Here is just a quick look at Floridaâs 2011 and 2012 report cards from Pew.
- Another messaging tool is the annual state report card on childrenâs oral health by the Pew Center on the States. The 2012 grades were just released in January of this year and Florida moved from an F grade to a D grade with a great deal more room for improvement. In its report, Pew noted that there is a very large gap between the scores that states earning a D received and those earned by C states.The Pew Center on the States website is another great resource for data, downloads and messaging.