Avoiding Obstacles…Creating Buy-in andGenerating Institutional ChangeJoseph MurrayDirector of Academic Advising and Retent...
Introduce a planning frameworkfor institutional/community-levelchange to support foster youth.Purpose of the Training
“A voluntary, strategic alliance . . . to enhance[our ability] to achieve a common purpose bysharing risks, responsibiliti...
• Requires Institutional-level strategies.• Usually we only have access to the social andphysical environments.• Informati...
 Broad Reach – Can reach an entire population. Substantial Effects – Have a significant measurable outcome. Enduring Ef...
Differences Between Coalitions and ProgramsCoalitions ProgramsScaleCoalitions measure success by examiningcommunity-level ...
Some are Petrified of Change
And it may not turn out the way you thought!
The Model…StrategicPreventionFrameworkhttp://captus.samhsa.gov/prevention-practice/strategic-prevention-framework
SAMHSA’s StrategicPrevention Framework (SPF) ProcessSustainability &Cultural CompetenceWhat do we knowabout foster youthin...
• Identify problems for Foster Youth• Examine conditions that put them at risk• Data Collection:DemographicNeedsResourcesH...
“Community Need”The gap between what a situation is andwhat it should be.Working to determine the…
Data Collection MethodsProblemConsequencesRoot CausesLocal ConditionsSurveysArchivalQualitative
Foster Youth Support Gap AnalysisPrevention Intervention RecoveryCurricularPoliciesPrograms
Functions of a Community Assessment:1. Establish Priorities2. Diagnose Root Causes3. Locate Resources for Action4. Name an...
Goals for Conducting a ProblemAnalysis1. Understand the relationship between communityissues.2. Identify root causes.3. Va...
Six Criteria for Effective Problem Statements1. Name one problem at a time2. Avoid placing blame3. Avoid naming solutions4...
Root Cause (But Why? But WhyHere?)Components:1. Problem2. Root Causes / Risk Factors3. Local ConditionsBUT WHY HERE?- Spec...
SAMHSA’s StrategicPrevention Framework (SPF) ProcessSustainability &Cultural CompetenceWhat do we knowabout foster youthin...
Strategic Planning: Logic ModelProblemStatementBut Why?(Root Cause)But Why Here?(Local Condition)UnderageDrinkingFavorable...
Strategic Planning: Logic Model1Problem Statement But Why?(Root Cause)But Why Here?(Local Condition)123
7 Strategies for Community Change•Providing Information•Enhancing Skills•Provide Support•Changing Consequences•Enhancing A...
Capacity Building:“Increasing the ability and skills of individuals,groups and organizations to plan, undertake andmanage ...
Key Elements of Capacity Building• Building Coalition Membership• Organizing the Coalition• Enhancing Leadership• Fosterin...
A Word about SustainabilityThe likelihood of a strategy to continue overa period of time, especially after a specificfundi...
THIS IS A WORK IN PROGRESS
Questions
CONTACT INFORMATIONJoseph Murray Karen Murraymurrayje@miamioh.edu kmurray@adasbc.org
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  • Institutional – level changing: HousingMissing – access to the family, to the indifidual….Information - # of students waiting to be engaged – just knowing you students
  • 2013 murray presentation

    1. 1. Avoiding Obstacles…Creating Buy-in andGenerating Institutional ChangeJoseph MurrayDirector of Academic Advising and Retention,Miami University HamiltonKaren MurrayCounty Coalition Director, Butler County Coalition for Healthy, Safe and DrugFree CommunitiesMay 13, 2013
    2. 2. Introduce a planning frameworkfor institutional/community-levelchange to support foster youth.Purpose of the Training
    3. 3. “A voluntary, strategic alliance . . . to enhance[our ability] to achieve a common purpose bysharing risks, responsibilities, resources andrewards.”Himmelmanco  a  li  tion (kō ə lish ən) v
    4. 4. • Requires Institutional-level strategies.• Usually we only have access to the social andphysical environments.• Information is necessary, but not sufficient forbehavior change.Institutional-Level Change
    5. 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-EffectivenessRelatively little effort or expense are required for them to functionEffective Institutional-Level Change Strategies
    6. 6. Differences Between Coalitions and ProgramsCoalitions ProgramsScaleCoalitions measure success by examiningcommunity-level indicators. This applies toall coalition outcomes (short & long- term).Programs measure change in individualswho have been directly affected by theintervention(s).Addresses multiple causesCoalitions seek to ensure that all causes ofidentified problems are addressedPrograms are more focused on singlestrategies, e.g., food assistance or peermentoring.ActorsCoalition activities are diffused and taken byall members with liaison playing acoordinating or supporting role.Program staff lead the process and areresponsible for implementinginterventions.
    7. 7. Some are Petrified of Change
    8. 8. And it may not turn out the way you thought!
    9. 9. The Model…StrategicPreventionFrameworkhttp://captus.samhsa.gov/prevention-practice/strategic-prevention-framework
    10. 10. SAMHSA’s StrategicPrevention Framework (SPF) ProcessSustainability &Cultural CompetenceWhat do we knowabout foster youthin our community?Did it work?What do we needto do differently?How do we trackour plan? Arethere barriers incarrying out ourplan?Given the problem,what are we goingto do?What skills/resourcesdo we need and whoneeds to be at thetable?AssessmentCapacity BuildingEvaluationImplementation Strategic Planning
    11. 11. • Identify problems for Foster Youth• Examine conditions that put them at risk• Data Collection:DemographicNeedsResourcesHistoryReadiness• Set priorities and goalsAssessment
    12. 12. “Community Need”The gap between what a situation is andwhat it should be.Working to determine the…
    13. 13. Data Collection MethodsProblemConsequencesRoot CausesLocal ConditionsSurveysArchivalQualitative
    14. 14. Foster Youth Support Gap AnalysisPrevention Intervention RecoveryCurricularPoliciesPrograms
    15. 15. Functions of a Community Assessment:1. Establish Priorities2. Diagnose Root Causes3. Locate Resources for Action4. Name and Frame Priority Issues5. Determine Your Strategic Role
    16. 16. Goals for Conducting a ProblemAnalysis1. Understand the relationship between communityissues.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 logicmodel).
    17. 17. Six Criteria for Effective Problem Statements1. Name one problem at a time2. Avoid placing blame3. Avoid naming solutions4. Define in terms of behaviors or conditions5. Are measurable6. Reflect community concerns
    18. 18. Root Cause (But Why? But WhyHere?)Components:1. Problem2. Root Causes / Risk Factors3. Local ConditionsBUT WHY HERE?- Specific- Identifiable- Actionable123
    19. 19. SAMHSA’s StrategicPrevention Framework (SPF) ProcessSustainability &Cultural CompetenceWhat do we knowabout foster youthin our community?Did it work?What do we needto do differently?How do we trackour plan? Arethere barriers incarrying out ourplan?Given the problem,what are we goingto do?What skills/resourcesdo we need and whoneeds to be at thetable?AssessmentCapacity BuildingEvaluationImplementation Strategic Planning
    20. 20. Strategic Planning: Logic ModelProblemStatementBut Why?(Root Cause)But Why Here?(Local Condition)UnderageDrinkingFavorableParentalAttitudesAvailabilityOf AlcoholParents Don’t ThinkAlcohol is HarmfulParents HostingPartiesLiquor Stores NotCarding Under 21Youth Attend CollegePartiesLocalConditions- Specific- Identifiable- Actionable
    21. 21. Strategic Planning: Logic Model1Problem Statement But Why?(Root Cause)But Why Here?(Local Condition)123
    22. 22. 7 Strategies for Community Change•Providing Information•Enhancing Skills•Provide Support•Changing Consequences•Enhancing Access/Decreasing Barriers•Physical Design•Modify/Changing PoliciesIndividual/group focusedCommunity/Institutional
    23. 23. Capacity Building:“Increasing the ability and skills of individuals,groups and organizations to plan, undertake andmanage initiatives. The approach also enhancesthe ability of those individuals, groups andorganizations to deal with future issues orproblems.”-CADCA Capacity Building PrimerDefinition
    24. 24. Key Elements of Capacity Building• Building Coalition Membership• Organizing the Coalition• Enhancing Leadership• Fostering Cultural Competence inCoalition Work
    25. 25. A Word about SustainabilityThe likelihood of a strategy to continue overa period of time, especially after a specificfunding ends.
    26. 26. THIS IS A WORK IN PROGRESS
    27. 27. Questions
    28. 28. CONTACT INFORMATIONJoseph Murray Karen Murraymurrayje@miamioh.edu kmurray@adasbc.org

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