1. Avoiding Obstacles…Creating Buy-in and
Generating Institutional Change
Joseph Murray
Director of Academic Advising and Retention,
Miami University Hamilton
Karen Murray
County Coalition Director, Butler County Coalition for Healthy, Safe and Drug
Free Communities
May 13, 2013
2. Introduce a planning framework
for institutional/community-level
change to support foster youth.
Purpose of the Training
3. “A voluntary, strategic alliance . . . to enhance
[our ability] to achieve a common purpose by
sharing risks, responsibilities, resources and
rewards.”
Himmelman
co a li tion (kō ə lish ən) v
4. • Requires Institutional-level strategies.
• Usually we only have access to the social and
physical environments.
• Information is necessary, but not sufficient for
behavior change.
Institutional-Level Change
5. Broad Reach – Can reach an entire population.
Substantial Effects – Have a significant measurable outcome.
Enduring Effects – Have long-term, as well as short-term, effectiveness.
Ease of Maintenance and Cost-Effectiveness
Relatively little effort or expense are required for them to function
Effective Institutional-Level Change Strategies
6. Differences Between Coalitions and Programs
Coalitions Programs
Scale
Coalitions 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 causes
Coalitions seek to ensure that all causes of
identified problems are addressed
Programs are more focused on single
strategies, e.g., food assistance or peer
mentoring.
Actors
Coalition activities are diffused and taken by
all members with liaison playing a
coordinating or supporting role.
Program staff lead the process and are
responsible for implementing
interventions.
10. SAMHSA’s Strategic
Prevention Framework (SPF) Process
Sustainability &
Cultural Competence
What do we know
about foster youth
in our community?
Did it work?
What do we need
to do differently?
How do we track
our plan? Are
there barriers in
carrying out our
plan?
Given the problem,
what are we going
to do?
What skills/resources
do we need and who
needs to be at the
table?
Assessment
Capacity BuildingEvaluation
Implementation Strategic Planning
11. • Identify problems for Foster Youth
• Examine conditions that put them at risk
• Data Collection:
Demographic
Needs
Resources
History
Readiness
• Set priorities and goals
Assessment
12. “Community Need”
The gap between what a situation is and
what it should be.
Working to determine the…
14. Foster Youth Support Gap Analysis
Prevention Intervention Recovery
Curricular
Policies
Programs
15. Functions of a Community Assessment:
1. Establish Priorities
2. Diagnose Root Causes
3. Locate Resources for Action
4. Name and Frame Priority Issues
5. Determine Your Strategic Role
16. Goals for Conducting a Problem
Analysis
1. Understand the relationship between community
issues.
2. Identify root causes.
3. Validate assumptions with community data.
4. Achieve consensus among coalition members.
5. Establish criteria for selecting interventions.
6. Create a picture of problem and its causes (aka a logic
model).
17. Six Criteria for Effective Problem Statements
1. Name one problem at a time
2. Avoid placing blame
3. Avoid naming solutions
4. Define in terms of behaviors or conditions
5. Are measurable
6. Reflect community concerns
18. Root Cause (But Why? But Why
Here?)
Components:
1. Problem
2. Root Causes / Risk Factors
3. Local Conditions
BUT WHY HERE?
- Specific
- Identifiable
- Actionable
1
2
3
19. SAMHSA’s Strategic
Prevention Framework (SPF) Process
Sustainability &
Cultural Competence
What do we know
about foster youth
in our community?
Did it work?
What do we need
to do differently?
How do we track
our plan? Are
there barriers in
carrying out our
plan?
Given the problem,
what are we going
to do?
What skills/resources
do we need and who
needs to be at the
table?
Assessment
Capacity BuildingEvaluation
Implementation Strategic Planning
20. Strategic Planning: Logic Model
Problem
Statement
But Why?
(Root Cause)
But Why Here?
(Local Condition)
Underage
Drinking
Favorable
Parental
Attitudes
Availability
Of Alcohol
Parents Don’t Think
Alcohol is Harmful
Parents Hosting
Parties
Liquor Stores Not
Carding Under 21
Youth Attend College
Parties
Local
Conditions
- Specific
- Identifiable
- Actionable
21. Strategic Planning: Logic Model
1
Problem Statement But Why?
(Root Cause)
But Why Here?
(Local Condition)
1
2
3
22. 7 Strategies for Community Change
•Providing Information
•Enhancing Skills
•Provide Support
•Changing Consequences
•Enhancing Access/Decreasing Barriers
•Physical Design
•Modify/Changing Policies
Individual/group focused
Community/
Institutional
23. Capacity Building:
“Increasing the ability and skills of individuals,
groups and organizations to plan, undertake and
manage initiatives. The approach also enhances
the ability of those individuals, groups and
organizations to deal with future issues or
problems.”
-CADCA Capacity Building Primer
Definition
24. Key Elements of Capacity Building
• Building Coalition Membership
• Organizing the Coalition
• Enhancing Leadership
• Fostering Cultural Competence in
Coalition Work
25. A Word about Sustainability
The likelihood of a strategy to continue over
a period of time, especially after a specific
funding ends.
Institutional – level changing: HousingMissing – access to the family, to the indifidual….Information - # of students waiting to be engaged – just knowing you students
