This document discusses strategies for reducing smokeless tobacco use in rural communities through coalition building and environmental change. It provides an overview of CADCA, an organization that supports community coalitions, and their 7 strategies for community change. These strategies include providing information and skills, social support, enhancing access, changing consequences, altering the physical environment, and modifying policies. Examples are given of coalitions that have successfully implemented these strategies to reduce tobacco use.
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.
8 Steps for Building & Sustaining Coalitions & Partnerships slideshare pdf 2012Coalitions Work
This presentation will help you define coalitions, learn when and how to use them, and provide eight steps for building effective partnerships that promote health and a healthy environment and prevent disease. By focusing on these steps, your coalition will be poised to reach its goals and sustain itself for the long haul!
Ignite! Getting Your Community Coalition "Fired Up" for ChangeCoalitions Work
Ignite! Getting Your Community Coalition “Fired Up” for Change is a presentation based on Butterfoss' concise, user-friendly book of the same name. It was created precisely for community practitioners, leaders and activists who want to build and sustain innovative organizations and coalitions to improve the health and well-being of their communities. The elements that make strong coalitions are essential for building any solid organization, scout troop, club, or neighborhood association. That’s why Ignite appeals to volunteers and professionals who are ready to build and sustain innovative organizations and community coalitions that change policies, systems, and environments. In Ignite! building and sustaining a coalition is compared to planning, building, fueling, and sustaining a campfire. The book’s four parts—Before You Build It, Build It, Make It Work, and Sustain It—are filled with useful tools that will spark ideas and resources to “fire up” any community for healthy, lasting change.
Building a Coalition (The Woodson Foundation)AN_Rajin
The case focus on nonprofit social organization called The Woodson foundation who wants to build a cohesive coalition among its stake holders who are the Washington DC School and The NCPIE. They want to create an after school program where they faced several types of problem. The background of this case is Nonattendance of students, Crime, high teacher turn over and group development.
The main objective of this case is that, The Woodson foundation wants to improve students’ performance and outcomes. Reducing crime increasing student’s attendance and decreasing teacher’s turnover ratio through After School program. For this they create two team, one is Development team and another is Program team.
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.
8 Steps for Building & Sustaining Coalitions & Partnerships slideshare pdf 2012Coalitions Work
This presentation will help you define coalitions, learn when and how to use them, and provide eight steps for building effective partnerships that promote health and a healthy environment and prevent disease. By focusing on these steps, your coalition will be poised to reach its goals and sustain itself for the long haul!
Ignite! Getting Your Community Coalition "Fired Up" for ChangeCoalitions Work
Ignite! Getting Your Community Coalition “Fired Up” for Change is a presentation based on Butterfoss' concise, user-friendly book of the same name. It was created precisely for community practitioners, leaders and activists who want to build and sustain innovative organizations and coalitions to improve the health and well-being of their communities. The elements that make strong coalitions are essential for building any solid organization, scout troop, club, or neighborhood association. That’s why Ignite appeals to volunteers and professionals who are ready to build and sustain innovative organizations and community coalitions that change policies, systems, and environments. In Ignite! building and sustaining a coalition is compared to planning, building, fueling, and sustaining a campfire. The book’s four parts—Before You Build It, Build It, Make It Work, and Sustain It—are filled with useful tools that will spark ideas and resources to “fire up” any community for healthy, lasting change.
Building a Coalition (The Woodson Foundation)AN_Rajin
The case focus on nonprofit social organization called The Woodson foundation who wants to build a cohesive coalition among its stake holders who are the Washington DC School and The NCPIE. They want to create an after school program where they faced several types of problem. The background of this case is Nonattendance of students, Crime, high teacher turn over and group development.
The main objective of this case is that, The Woodson foundation wants to improve students’ performance and outcomes. Reducing crime increasing student’s attendance and decreasing teacher’s turnover ratio through After School program. For this they create two team, one is Development team and another is Program team.
Nonprofit Organizational Capacity Building Scot Evans
A short overview of organizational capacity and capacity building for the community based nonprofit sector. Includes a discussion of capacities needed for movement building and social impact.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2005 للبرنامج السوداني لإعداد القيادات الشبابية
Assessing Capacity for Community Change Efforts: Learnings From an Adaptive I...Innovation Network
Should community change efforts be focused on funding coalitions or funding a flexible group of community leaders? The Kansas Health Foundation has embraced a four-pronged community change model that targets community leaders as key agents of change within each of their funded communities. Innovation Network, the evaluation partner for the Kansas Health Foundation's Healthy Communities Initiative, developed and deployed an assessment tool designed to contribute to the assessment of leadership capacity in effecting community change.
In this presentation at the American Evaluation Association's annual conference in Washington, D.C., Kat Athanasaides and Veena Pankaj (Innovation Network) and Deanna Van Hersh (The Kansas Health Foundation) shared lessons learned about developing and deploying a capacity assessment tool. They also discussed what these tools can -- and cannot -- tell you about a coalition's capacity in conducting community change work.
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
Capacity Building Community Partnerships and OutcomesBonner Foundation
This session will frame our focus on community capacity building and impact, introducing the high-impact community engagement practices and a set of community change outcomes. Teams will explore the intended capacity building and change outcomes that should guide their projects.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
The Disparities Leadership Program (DLP) is a one year executive leadership program designed to equip a cadre of leaders in healthcare with in-depth knowledge in the field of disparities, cutting-edge quality improvement strategies for identifying and addressing disparities, and leadership skills to facilitate the organizational transformation necessary to advance health care equity. With support from The Aetna Foundation, The Leadership Learning Community (LLC) conducted an external evaluation of the DLP and the program's impact on participating organizations’ efforts to address health inequities. In this webinar, Dr. Joseph Betancourt, Director of the Disparities Solutions Center, Dr. Roderick King, Senior Faculty at the Disparities Solutions Center, and Dr. Claire Reinelt, founding member and former Research and Evaluation Director of LLC, will provide an overview of the DLP, present the findings of the evaluation and discuss lessons learned for the development and implementation of successful executive leadership programs focused on organizational transformation.
This evaluation was supported by The Aetna Foundation, a national foundation based in Hartford, Connecticut, that supports projects to promote wellness, health and access to high quality care for everyone. The views presented here are those of the author and not necessarily those of The Aetna Foundation, its directors, officers, or staff. The Aetna Foundation was not involved in selecting the organizations involved or in the work conducted as part of the Disparities Leadership Program evaluation.
New Frameworks for Measuring Capacity and Assessing PerformanceTCC Group
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
Building delegate engagement into a community: Getting more from your event p...Associations Network
Moving from individual delegate contact to creating a community
What data do you need to inform the programme through segmentation, research and profiling
Making your data work for you:
-Targeted messaging and content to drive registration
-Connecting your delegates
-Extending the reach beyond attendees
Top tips using social media to optimize uptake and engagement
Tracy Bury, MScDirector Professional Policy of World Confederation for Physical Therapy
In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health.
We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also:
- implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and
- transform the way we deliver health care to ensure access to quality, affordable health care for all.
Enjoy this Bright Spot presentation from Sana Chehimi of the Prevention Institute, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health.
To learn more about this event, please visit:
http://calpact.org/index.php/en/events/leadership-conference
Learn more about CALPACT:
http://calpact.org/
Learn more about the CHL:
http://chl.berkeley.edu/
The Kentuckiana Regional Planning and Development Agency (KIPDA) has been awarded a 5 year, 2.5 million dollar grant by the Centers for Disease and Control and Prevention. This grant is part of the National Program to Eliminate Diabetes-Related Disparities in Vulnerable Populations.
The project includes the formation of the KIPDA Rural Diabetes Coalition, a collaborative of people from Bullitt, Henry, and Shelby Counties, KIPDA, and the University of Louisville, Kent School of Social Work. Diabetes has no boundaries; a unified coalition will search for solutions to managing type II diabetes in the counties of Bullitt, Henry, and Shelby.
KIPDA is excited to partner with the Kent School of Social work who will provide guidance in program development and evidence based evaluation of the project. The grant project goals will identify barriers to proper health care and proper nutrition, decrease obesity and smoking in older adults (50+) who have diabetes in Bullitt, Henry, and Shelby Counties. We hope to accomplish this through initiatives developed through the KIPDA Rural Diabetes Coalition, such as, education, health fairs and other community activities specifically designed for the target counties, based on research done by the University of Louisville, community partners, and KIPDA.
In this third webinar of the Network Leadership Series, Professor Angel Saz-Carranza will explore the question of how formal networks of organizations, created to reach a collective goal (also known as goal-directed networks), work to support the overarching network goals. Goal-directed networks often create a separate organizational unit to broker and administer the network as a whole called Network Administrative Organizations (NAOs).
The webinar will answer questions like:
How organizational units lead and broker the work of network members to ensure that the network as a whole achieves a collective network goal. finds the direction it needs, aligns the activities of its members, and helps them stay committed and ready to collaborate
How leadership strategies are different when the work is not internal to a single organization
Drawing from the work of immigration coalitions in the U.S. as examples of an important type of network, Saz-Carranza unpacks the leadership dynamics of formal goal-directed networks. These network member organizations join together to accomplish a common goal that is different from each organizational member but that contributes to advance their individual missions.
Nonprofit Organizational Capacity Building Scot Evans
A short overview of organizational capacity and capacity building for the community based nonprofit sector. Includes a discussion of capacities needed for movement building and social impact.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2005 للبرنامج السوداني لإعداد القيادات الشبابية
Assessing Capacity for Community Change Efforts: Learnings From an Adaptive I...Innovation Network
Should community change efforts be focused on funding coalitions or funding a flexible group of community leaders? The Kansas Health Foundation has embraced a four-pronged community change model that targets community leaders as key agents of change within each of their funded communities. Innovation Network, the evaluation partner for the Kansas Health Foundation's Healthy Communities Initiative, developed and deployed an assessment tool designed to contribute to the assessment of leadership capacity in effecting community change.
In this presentation at the American Evaluation Association's annual conference in Washington, D.C., Kat Athanasaides and Veena Pankaj (Innovation Network) and Deanna Van Hersh (The Kansas Health Foundation) shared lessons learned about developing and deploying a capacity assessment tool. They also discussed what these tools can -- and cannot -- tell you about a coalition's capacity in conducting community change work.
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
Capacity Building Community Partnerships and OutcomesBonner Foundation
This session will frame our focus on community capacity building and impact, introducing the high-impact community engagement practices and a set of community change outcomes. Teams will explore the intended capacity building and change outcomes that should guide their projects.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
The Disparities Leadership Program (DLP) is a one year executive leadership program designed to equip a cadre of leaders in healthcare with in-depth knowledge in the field of disparities, cutting-edge quality improvement strategies for identifying and addressing disparities, and leadership skills to facilitate the organizational transformation necessary to advance health care equity. With support from The Aetna Foundation, The Leadership Learning Community (LLC) conducted an external evaluation of the DLP and the program's impact on participating organizations’ efforts to address health inequities. In this webinar, Dr. Joseph Betancourt, Director of the Disparities Solutions Center, Dr. Roderick King, Senior Faculty at the Disparities Solutions Center, and Dr. Claire Reinelt, founding member and former Research and Evaluation Director of LLC, will provide an overview of the DLP, present the findings of the evaluation and discuss lessons learned for the development and implementation of successful executive leadership programs focused on organizational transformation.
This evaluation was supported by The Aetna Foundation, a national foundation based in Hartford, Connecticut, that supports projects to promote wellness, health and access to high quality care for everyone. The views presented here are those of the author and not necessarily those of The Aetna Foundation, its directors, officers, or staff. The Aetna Foundation was not involved in selecting the organizations involved or in the work conducted as part of the Disparities Leadership Program evaluation.
New Frameworks for Measuring Capacity and Assessing PerformanceTCC Group
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
Building delegate engagement into a community: Getting more from your event p...Associations Network
Moving from individual delegate contact to creating a community
What data do you need to inform the programme through segmentation, research and profiling
Making your data work for you:
-Targeted messaging and content to drive registration
-Connecting your delegates
-Extending the reach beyond attendees
Top tips using social media to optimize uptake and engagement
Tracy Bury, MScDirector Professional Policy of World Confederation for Physical Therapy
In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health.
We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also:
- implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and
- transform the way we deliver health care to ensure access to quality, affordable health care for all.
Enjoy this Bright Spot presentation from Sana Chehimi of the Prevention Institute, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health.
To learn more about this event, please visit:
http://calpact.org/index.php/en/events/leadership-conference
Learn more about CALPACT:
http://calpact.org/
Learn more about the CHL:
http://chl.berkeley.edu/
The Kentuckiana Regional Planning and Development Agency (KIPDA) has been awarded a 5 year, 2.5 million dollar grant by the Centers for Disease and Control and Prevention. This grant is part of the National Program to Eliminate Diabetes-Related Disparities in Vulnerable Populations.
The project includes the formation of the KIPDA Rural Diabetes Coalition, a collaborative of people from Bullitt, Henry, and Shelby Counties, KIPDA, and the University of Louisville, Kent School of Social Work. Diabetes has no boundaries; a unified coalition will search for solutions to managing type II diabetes in the counties of Bullitt, Henry, and Shelby.
KIPDA is excited to partner with the Kent School of Social work who will provide guidance in program development and evidence based evaluation of the project. The grant project goals will identify barriers to proper health care and proper nutrition, decrease obesity and smoking in older adults (50+) who have diabetes in Bullitt, Henry, and Shelby Counties. We hope to accomplish this through initiatives developed through the KIPDA Rural Diabetes Coalition, such as, education, health fairs and other community activities specifically designed for the target counties, based on research done by the University of Louisville, community partners, and KIPDA.
In this third webinar of the Network Leadership Series, Professor Angel Saz-Carranza will explore the question of how formal networks of organizations, created to reach a collective goal (also known as goal-directed networks), work to support the overarching network goals. Goal-directed networks often create a separate organizational unit to broker and administer the network as a whole called Network Administrative Organizations (NAOs).
The webinar will answer questions like:
How organizational units lead and broker the work of network members to ensure that the network as a whole achieves a collective network goal. finds the direction it needs, aligns the activities of its members, and helps them stay committed and ready to collaborate
How leadership strategies are different when the work is not internal to a single organization
Drawing from the work of immigration coalitions in the U.S. as examples of an important type of network, Saz-Carranza unpacks the leadership dynamics of formal goal-directed networks. These network member organizations join together to accomplish a common goal that is different from each organizational member but that contributes to advance their individual missions.
Do-It-Yourself Logic Models: Examples, Templates, and ChecklistsInnovation Network
Logic models are nonprofit road maps: they help you diagram where you are now and where you hope to be in the future. They are used for program planning, program management, fundraising, communications, consensus-building, and evaluation planning.
Want to make a logic model, but not sure where to start? In this 90-minute webinar, Johanna Morariu and Ann Emery taught about the nuts and bolts of logic models--what they are, how to make them, who should be involved in the process, and how often to update them. We’ll provide you with tools like a logic model template, free online logic model builder, and a logic model checklist. We’ll also share several examples from real nonprofits so that you’re ready to hit the ground running.
To learn more, please visit www.innonet.org.
It wouldn’t be KMb without KB - Insights into the role of knowledge brokers in supporting child and youth mental health and addictions communities of interest in Ontario
by: MaryAnn Notarianni and Angela Yip
9-10 June 2014
Canadian Knowledge Mobilization Forum
Saskatoon, SK
The Practical Playbook
National Meeting 2016
www.practicalplaybook.org
Bringing Public Health and Primary Care Together: The Practical Playbook National Meeting was at the Hyatt Regency in Bethesda, MD, May 22 - 24, 2016. The meeting was a milestone event towards advancing robust collaborations that improve population health. Key stakeholders from across sectors – representing professional associations, community organizations, government agencies and academic institutions – and across the country came together at the National Meeting to help catalyze a national movement, accelerate collaborations by fostering skill development, and connect with like-minded individuals and organizations to facilitate the exchange of ideas to drive population health improvement.
The National Meeting was also a significant source of tools and resources to advance collaboration. These tools and resources are available below and include:
Session presentations and materials
Poster session content
Photos from the National Meeting
The conversation started at the National Meeting is continuing in a LinkedIn Group "Working Together for Population Health" and Twitter. Use #PPBMeeting to provide feedback on the National Meeting.
The Practical Playbook was developed by the de Beaumont Foundation, the Duke University School of Medicine Department of Community and Family Medicine, the Centers for Disease Control and Prevention (CDC), and the Health Resources & Services Administration (HRSA).
Values-Driven Leadership In Practice with Joanna BarclayValuesCentre
2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.
Ceren Ozer of the World Bank and Brigitta Villaronga of GIZ have been working together for about 18 months to support development of universal health coverage in several countries. This raises not only issues of how to transform health systems, but how to work within organizations that are not adept at addressing complex challenges.
In this pitch, delivered at the 2010 American Chamber of Commerce CSR conference, I spoke about the need the internal/ external dynamics of developing partnerships with local NGOs, and the trend away from globally centralized programs to locally engaging programs.
High Impact Corporate Programs: What Sets Leading Companies ApartTCC Group
Successful high-impact corporate philanthropy programs generate numerous positive, measurable results for both businesses and society. Thomas Knowlton, partner and director of the corporate practice at TCC Group, and Erica Weinberg, senior consultant at TCC Group, shared a new framework for thinking about how to assess, develop, and execute successful high-impact programs. They addressed common barriers to building these high-impact programs and focus the discussion on several key elements that TCC Group has identified as critical to distinguishing leading corporate citizens from their peers. This event was hosted by San Diego Grantmakers.
A Nova Scotia based province wide research study on the role of career service workers in supporting clients with mental health issues/illnesses. Funded by CERIC and sponsored by Nova Scotia Career Development Association this research is the ground work for creating a guide to improve employment outcomes, address stigmatizing beliefs and discriminatory policies.
David Bates - NOW (Woodlawn) Strategy PresentationILTaskForce
Rev. Bates' 07/2013 Presentation before the Illinois Task Force on Social Innovation, Entrepreneurship, and Enterprise, focusing on Woodlawn's "Coordinated Community" mode in Chicago
Similar to Cadca candy coateddangers7strategies - alicia smith (20)
David Bates - NOW (Woodlawn) Strategy Presentation
Cadca candy coateddangers7strategies - alicia smith
1. Addressing Candy-Coated Dangers in
Rural Communities: A Guide to Using
the 7 Strategies for Effective
Community Change to Reduce
Smokeless Tobacco Use
Alicia Smith, MPH, Project Manager, CADCA
November 29, 2012
2. Topics for Today
• CADCA Overview
• Environmental Strategy of Choice: The
Coalition Model
• Trending Threat: Smokeless Tobacco
• 7 Strategies for Community Change
3. About CADCA
• Founded in 1992 as a recommendation from the President’s Drug
Advisory Council, CADCA is the only membership organization
representing community anti-drug coalitions.
• A leading international not-for-profit organization involved in the
demand reduction of alcohol, tobacco and other drug problems.
• Represents more than 5,000 community coalitions across the
United States and, now, internationally.
Our Mission: To build and strengthen the capacity of community
coalitions to create and maintain safe, healthy and drug-free
communities around the world.
4. Top Benefits of CADCA
Membership
• Receive free web publications (The Members’ Edge, Coalitions Online) and
discounted print publications (Strategizer, Practical Theorist, Coalitions)
• Discounted rates of 30% for members and their youth to attend CADCA’s
National Leadership Forum and Mid-Year Training Institute
• Discounted rates on Masters of Prevention Programs at University of
Oklahoma, College of Liberal Studies, and College of Continuing
Education’s Southwest Prevention Center
• Use of CADCA logo for branding purposes
• Eligibility to enter CADCA contests and apply for scholarship opportunities
5. Membership Fee Structure
CADCA Membership Categories Annual Dues
Community Coalition/Community-Based Organization
Annual budget:
• $ 500,000 and above……………………………………………. $500
• $ 300,000 - $499,999…………………………………………… $400
• $ 100,000 - $299,999…………………………………………… $300
• $ 0 - $99,999………………………………………………………… $200
Individual Member $50
The membership team is here to help! Please contact the Membership
team with any questions or concerns about individual or organizational
membership:
Na’Denna Colbert, Membership Manager, ncolbert@cadca.org
Dana Landers, Membership Associate, dlanders@cadca.org
6. CADCA Core Services
• Public Policy and Advocacy
• Membership and Communications
• Special Events and Conferences
• International Programs
• Youth Programs
• Training and Technical Assistance
• Research Dissemination and Evaluation
7. CADCA’s Reach
• E-newsletter Coalitions Online
reaches 23,000 subscribers weekly.
• CADCA TV series –satellite and web
broadcasts that reach approximately
7 million households per program.
• Library of 74 publications developed
for coalitions.
• Connected Communities, an online
peer-to-peer network for coalitions
has 1871 members
• 2069 Like us on FacebookCADCA
• 935 Follow us on Twitter @CADCA
• YouTube channel: cadca09
8. CADCA’s Youth Program
The National Youth Leadership Initiative
– Trains over 500 youth a year who are
connected to local coalitions
– Fosters youth leadership in the design,
implementation, and evaluation of action
strategies addressing community
problems
– Geared to prepare the community
coalition workforce of tomorrow
– Allows for youth to be trained to be
effective and meaningful members of
their local coalitions
– State trainings in West Virginia,
Michigan; Cherokee Nation
9. CADCA’s International Program
• International training program sponsored by
the U.S. Department of State began in
2004.
• In 2006, received special consultative
status to the Economic and Social Council
(ECOSOC) of the UN.
• Helps community leaders develop anti-drug
coalitions through training and technical
assistance to local non-governmental
organizations in foreign countries.
• Currently assisting communities in Mėxico,
Bolivia, Brazil, Perú, Colombia, Guatemala,
Honduras, South Africa and Kenya. There are over 50 coalitions in
Peru and 11 in Brazil.
10. CADCA Supports Veterans and
Military Families
• CADCA has been selected by the Corporation for National
and Community Service (CNCS) to conduct a national
program to involve CADCA coalitions in addressing the
needs of veterans and military.
• Over the next year, CADCA will place 100 AmeriCorps and
VISTA members in coalitions in 28 states with an additional
78 members to come on board the following year in the
remaining states and territories
• Focus on helping veterans and military families access a
whole host of services, including substance abuse and
mental health services
11. CADCA's National Coalition Institute
• Drug Free Communities Act reauthorization of 2002 provided for a National Coalition
Institute.
• CADCA participated in a competitive RFA and was selected to create the Institute and
deliver services to the field.
• Federal Partners: ONDCP and SAMHSA/CSAP
• Funding started at $2M and remains at this level
• As per the DFC Act, the National Community Coalition Institute shall:
– “(1.) Provide education, training and technical assistance for coalition leaders and
community teams, with emphasis on the development of coalitions serving
economically disadvantaged areas;
– (2.) develop and disseminate evaluation tools, mechanisms and measures to better
assess and document coalition performance measures and outcomes; and
– (3.) bridge the gap between research and practice by translating knowledge from
research into practical information.”
• An independent evaluation by Michigan State University found that coalitions who
receive support from CADCA’s Institute demonstrate higher levels of effectiveness
than those who do not.
12. CADCA Awarded CTG Funding
• Two-prong approach to support,
disseminate, and amplify the evidence-
based strategies of the CTG tobacco-free
living strategies
– Targeted group of coalitions; based on
our 2011 Annual Survey of Coalitions
– National CADCA partners; building
on our current partnerships as well
as forming new ones
13. CADCA Members Focus on Tobacco
Prevention and Smoking Cessation
• 59% of coalitions are addressing tobacco directly
– 66% are directly involved or connected to another collaborative addressing
tobacco prevention
• 35% of coalitions are directly involved or connected to another collaborative
addressing smoking cessation
• 77% of coalition respondents collect data on tobacco
• In the last 12 months, 35% of coalitions have
been involved in smoking cessation activities
for youth and 30% of coalitions have been
involved in smoking cessation activities for adults
14. Environmental Strategy of Choice
A coalition is a formal arrangement for cooperation and
collaboration between groups
or sectors of the community,
in which each group
retains its identity but all
agree to work together
towards a common goal
of building a safe, healthy
and drug-free community.
15. Important to Note:
A coalition is not a program,
although partners often carry out
programs as a “piece” of the
community-wide strategic plan.
16. Key Sectors
Coalitions convene and combine talent and
resources to address local substance abuse
issues:
Law enforcement Faith based community
Youth Civic and volunteer groups
Parents Health care professionals
Businesses State, local or tribal
Media agencies
Schools Other organizations
Youth serving organizations involved in reducing
substance abuse
18. Products Your Community Needs to Create
A. Community
Assessment
B. Logic Model
E. Evaluation
Plan
D. Sustainability C. Strategic & Action
Plan Plan
23. US Smokeless Tobacco #1 in Spit
Project goal was to over come three
problems kids have when starting spit
tobacco:
1) Normal nicotine level burns tender
young mouths.
Lower nicotine – “starter” product
2) “Float” – new users do not know how
to keep a pinch in one spot
Pouch keeps it in place
3) Bad / unfamiliar taste
Add sweet candy flavoring
25. • Candy and liqueur-flavored
tobacco mask the initial harsh
reactions when using tobacco
products
• Advertising used to market
these products downplay their
potential for addiction and
mislead users, often the young
and novice, into believing they
are experimenting with a less
harmful tobacco product.
26. Big Tobacco’s Sweet Plan
According to the industry, adding flavors is
associated with increasing their market share
among target populations—young adults and
novice smokers
“Growing interest in new flavor sensations (i.e.
Soft drinks, snack foods) among younger adult
consumers may indicate new opportunities for
enhanced flavor tobacco products” Lorillard,
1993
27. Conducting Community Assessment
• Who is most affected by tobacco?
• Where the problem is occurring?
• When it is occurring?
• What are perceptions of harm by
youth and adults?
28. How Do We Do That?
Action Plan
• Collect Local Data
• Contact attorney for draft review
• Train youth and adult advocates
• RAISE AWARENESS
• Gain Local Support- individual & groups
• Resolution
• Ordinance
29. Sample Logic Model Template
Theory of Change
Problem Statement Strategies Activities Outcomes
Problem But why? But why here? Short Term Intermediate Long-Term
Root Cause Local Condition [1]
DATA
DATA
DATA
[1] The long-term outcomes are affected not by any single strategy but by ALL of the strategies and activities.
30. Recruiting and Engaging Partners
• Families
• Youth
• Law enforcement
• Educators
• Public Health professionals
• Healthcare Providers
• Treatment and Recovery professionals
• Non-traditional Messengers
31. Using the 7 Strategies for
Community Change:
Tobacco Interventions
32. Coalitions Pursuing Comprehensive
Environmental Strategies
1. Provide information
Individually-
2. Build skills focused
3. Provide social support
4. Reduce barriers / enhance access
5. Change consequences / incentives
Environmentally-
6. Alter the physical design of the environment focused
7. Change policy and rules
Source: KU Work Group for Community Health and Development, 2007
33. 1. PROVIDING INFORMATION
Educational presentations, workshops or seminars
or other presentations of data.
34. The Coalition Model:
• Be aware of new tobacco products
• Current tobacco laws
• Gather data about tobacco use in current community
• Promote effective tobacco cessation services
• Ex: Van Buren County SAFE Coalition, Iowa
– Engaged schools, health department, etc. in data
collection process
– Data revealed a need to focus on youth alcohol and
tobacco use
– Enhance school and community policies, disseminate
accurate information and increase local awareness
http://www.cadca.org/files/SevenStrategies4CommunityChange.pdf
35. 2. ENHANCING SKILLS
Activities designed to increase the skills of
participants to achieve population-level outcomes
36. The Coalition Model:
• Participate in CADCA tobacco-prevention trainings
– Ways to implement CTG tobacco-free living strategies
– New products and the retail/contract environment
– Faith and historically-based perspective to cessation
– National Forum & Mid-Year training opportunities
• Attend national conferences on tobacco
prevention
– Webinars hosted by: CADCA, SCLC, Legacy, ALA
– Breakfree Alliance
– National Networks for Tobacco Control
– National Conference on Tobacco or Health
http://www.cadca.org/files/SevenStrategies4CommunityChange.pdf
37. “Newusers of smokeless tobacco . . . are
most likely to begin with products that
are milder tasting, more flavored
and/or easier to control in the mouth.
After a period of time, there is a natural progression of product
switching to brands that are more full-bodied, less flavored,
have more concentrated ‘tobacco taste’ than the entry
brand.”
(UST document, “The Graduation Theory”)
38. 3. PROVIDING SUPPORT
Creating opportunities to support activities that
reduce risk or enhance protection
39. The Coalition Model:
• Policy enforcement + support = sustainability
– Ex: Campus Wellness Coalition & Oklahoma City
Community College
• Established on-campus taskforce: students & faculty
• Announced available cessation services along with the
upcoming policy
• Announced policy 18 months in advance
• Provided free on-campus counseling services for students,
faculty and employees
– Partnered with local treatment centers; Co-op program for students
• Provided information and feedback; campus newsletter
http://www.cadca.org/files/SevenStrategies4CommunityChange.pdf
40. 4. ENHANCING ACCESS/REDUCING
BARRIERS
Improving systems and processes to increase the
ease, ability and opportunity to utilize those
systems and services.
41. The Coalition Model:
• Making the healthier choice the easiest choice to
make
– Ex: Gwinnett County in Georgia, CADCA coalition
member
• High rate of smoking
• Built a network of supporters
• Orchestrated education campaigns: smoke free homes,
restaurants
• Partnered with local retailers to educate them about the
need to place tobacco products behind the counter
• Provided incentives and recognition to those business
advocates
http://www.cadca.org/files/SevenStrategies4CommunityChange.pdf
42. 5. CHANGING CONSEQUENCES
Incentives/Disincentives: Increasing or decreasing
the probability of a specific behavior by altering the
consequences of that behavior
43. The Coalition Model:
• Business Rewards
– Placing tobacco products behind the counter
– Reducing tobacco signage & advertising
– Working with local law enforcement to ensure retailers
abiding by state laws; fines
• Influence of nontraditional partners
– Ex: Oklahoma County Tobacco Use
Prevention Coalition
• Partnered with Tinker Federal Credit Union
• Empowerment Zone
• Free financial counseling
• Worked with smokers who quit to build a budget;
create a new goal with the savings
http://www.cadca.org/files/SevenStrategies4CommunityChange.pdf
44. 6. PHYSICAL DESIGN
Changing the physical design or structure of the
environment to reduce risk or enhance protection
45. The Coalition Model:
• Notice of policy
• Removing ash trays
• Eliminate tobacco litter
– Ex: Community Connections Coalition in
West Virginia, CADCA coalition member
• High rate of smoking/chew tobacco (24%)
• Large event draws most of the community
together
• Designated outdoor smoking areas at 9-
day state fair
http://www.cadca.org/files/SevenStrategies4CommunityChange.pdf
46. 7. MODIFYING POLICIES
Formal change in written procedures, by-laws,
proclamations, rules or laws with written
documentation, and/or voting procedures
47. The Coalition Model:
• Smokefree State Policy
• Tobacco Free Worksite policies
• Clean Indoor Air Ordinances (city/county/state)
• Tobacco Free Congregation policy (faith-based approach)
• 24-hour, 100% Tobacco Free Schools policy
– Ex: Gwinnett County’s worked let to the formation of
the Youth Advisory Board “Why Smoke? youth tobacco
prevention campaign
– Established 100% tobacco free schools
– Signage posted at every school
– Postcards announcing the policy sent to over 10,000
homes
http://www.cadca.org/files/SevenStrategies4CommunityChange.pdf
48. Problem: Smokeless tobacco use among teens and
young adults living in rural and frontier communities
is disproportionately high.
But Why? Smokeless tobacco promotions have increased dramatically
and a new generation of smokeless tobacco products has hit the
market.
• Reducing Access / Enhancing Barriers
• Changing Consequences
• Changing Physical Design
• Modifying Laws and Policies
49.
50. Join us in Washington, D.C.!
• National Leadership Forum
– The nation’s largest training, networking and
advocacy event for substance abuse prevention
and treatment professionals and researchers.
– Attendance: nearly 3500
– February 4 – 7, 2012 at the Gaylord National
Harbor Hotel, Fort Washington, MD.
51. Contact Information
Alicia Smith, MPH
Project Manager, Tobacco Programs
(703) 706-0560 ext. 273
or 1-800-54-CADCA ext. 273
asmith@cadca.org
Join CADCA’s
Weekly email updates and the Tobacco Use
Prevention Strategies Group
on Connected Communities:
www.connectedcommunities.ning.com
