Implementing Community Partnerships: 10 Lessons Learned Gary Neumann, Project Manager Community Prevention Institute Adapted from: Implementation of Community.

Implementing Community Partnerships: 10 Lessons Learned

Gary Neumann, Project ManagerCommunity Prevention Institute

Adapted from: Implementation of Adapted from: Implementation of Community Partnerships: Community Partnerships:

Lessons Learned / An EMT Report Lessons Learned / An EMT Report authored by Joel Phillips and J. authored by Joel Phillips and J.

Fred Springer, Ph.D.Fred Springer, Ph.D.

LESSON ONE

Unclear purpose is a major impediment to successful collective action by voluntary coalitions

Competing Models of Coalition Strategy

Comprehensive Services CoordinationFragmentation, gaps and redundancies in service delivery

Citizen MobilizationCommunity activism that emphasizes voluntary cooperation

Community LinkageBuild vertical linkages between formal and informal organizations in the community

Coalition of CoalitionsCentral organization linking independent and separate partnerships. Providing leadership, advocacy on public issues involving ATOD and technical assistance and training

Advantages/Disadvantages

Advantages Disadvantages

Coordinator Led • Control• Buy-In• Understand school

environment

• More Work!• More Work!• More Work!

Team (school based) • Coordinator• Teacher• Students

• Spread work• Understand school

environment• Youth participation

• Logistics, getting team

together• Competing Time

Commitment

Community Partner• Coordinator• Teachers• Students• Community

• Spread work

(delegate)• Task completion more

likely• Ownership Spread

• Organizational logistics

LESSON TWO

Membership configuration must be appropriate to shared purpose and strategy

If organizations are expected to be key contributors, their leaders need to be involved

Grassroots activists and community citizens must have prominent leadership positions that pursue citizen mobilization strategy

Appropriateness of Members

What is one thing that would have to change in order for this dream to become reality?

What key things would be present to bring this about?

Vision – The Essential “What”

Group Process

•Share your visions and ideas for change

•Discuss Common Themes

•Discuss Common Issues

•Record Common Visions

•Essential “Whys” and “Whats”

Examples

Communities free of alcohol-related problems

Healthy children Safe streets, safe neighborhoods Every house a home Education for all Peace on earth

MISSION (the “what” and “why”)

What will be done to move closer to the community vision

Why it will be done How it will be done

MISSION:

Why you do what you do; the organization's reason for being,

its purpose.

Says what, in the end, you want to be remembered for.

-The Drucker Foundation

Characteristics of Mission Statements

ClearConciseOutcome orientedRobust Inclusive

Developing a Mission:From Vision to Mission

Gather Essential Why Answers:– Why does your group exist?

Gather Essential What Answers– Pay attention to phrases that describe your

activities and rationale

Select one statement that best describes what the group should undertake– Use essential What phrases to help you begin

Do we have the phrases that can be formed to serve as a draft mission statement?

Draft Mission Statement

The mission of our initiative (or organization etc.) is:

(The essential why goes here)

Through (or by): (The essential what goes here)

Draft Mission Statement Format

Examples

“To reduce alcohol and other drug use by youth through collaboration, education and policy change.”

"To promote child health and development through a comprehensive family and community initiative."

"To create a thriving community through development of jobs, education, housing, and cultural pride.

"To develop a safe and healthy neighborhood through collaborative planning, community action, policy advocacy and enforcement."

OBJECTIVES

Specific measurable results that help reach goals of a community initiative

Tied to data that clearly identifies issues or problems to address

Process & Outcome

Use SMART + C criteria to set objectives:

– Specific– Measurable– Achievable– Relevant– Timed– Challenging

Objectives

Tell how much of what you hope to accomplish

and by when

Objectives Should Include

Baseline and benchmark measures that will demonstrate the success of your initiative over time

Behavioral changes you hope to see if your initiative is successful

Population-level changes you hope to see if your initiative is successful

Examples

By 2007, increase the percentage of alcohol beverage servers at on-sale establishments who refuse sales to obviously intoxicated patrons from 25% to 75%.

By 2007, reduce by 35% the number of police calls for service at licensed on-sale establishments.

STRATEGIES

What will be done to achieve objectives Research-based “best practices” Comprehensive – Individual & Environmental Programs, policies and /or practices that

need to be modified in some way

Strategies – Approaches May Include

Providing Information Enhancing skills Modifying barriers, access, and opportunities Enhancing services and supports Changing incentives and disincentives Change the physical design of the environment Modifying policies and broader systems that

affect the issue

Strategies Should:

Be consistent with vision, mission & objectives

Be appropriate for the resources and opportunities available

Anticipate resistance and barriers and how they can be minimized

Reach the population / community or focus Involve those who can contribute

Examples

Conduct regular RBS training to owners, managers and servers at on-sale establishments (provide information, enhance skills, modify policies, etc)

Conduct regular compliance checks / enforcement operations to assess changes in server behavior. (Change incentives and disincentives, etc).

ACTION PLAN

What will be done How much By whom By when Resources needed Results expected

Action Plan - Example

WHAT WHEN BY WHOM RESOURCES NEEDED

RESULTS EXPECTED

Conduct monthly RBS

training sessions for

owners, managers and servers of on-sale alcohol businesses

7/1/2005 – 9/30/2005

3rd Monday each month,

11 am – 1 pm

City Partnership

Coalition trainers &

Law Enforcement

representative

Trainers, training room,

informational materials,

etc

Process Measures:

# of sessions;

# of attendees;

etc

Outcome

Measures:

Changes in server behavior;

Reductions in alcohol-related problems; etc

Next Steps

Implementing the PlanEvaluation