Oct 13 - March 2014
Bedford County Drug and Alcohol
Prevention Partnership
Quarterly Progress & Change Report
Prepared by: Community Systems Group
3115 South Grand Blvd | Saint Louis MO 63118 | 314 -287-5161
www.communitysystemsgroup.com
Prepared by Community Systems Group
Contents
Why is it important to evaluate change? .................................................................................................. 2
What is the definition of change? ............................................................................................................. 2
Coalition Process ........................................................................................................................................... 3
Work with Sectors ......................................................................................................................................... 4
Progress toward Root Causes (But why?) ..................................................................................................... 5
Progress toward addressing Local Conditions (But why here?) ................................................................... 6
Strategic Actions ........................................................................................................................................... 7
Media ............................................................................................................................................................ 8
Pace of Change.............................................................................................................................................. 9
Capacity / Organizational Changes ....................................................................................................... 9
Community Changes ............................................................................................................................. 9
Key Events ............................................................................................................................................. 9
Why is it important to evaluate change?
It is the goal of every coalition to create change. Typically, the big goal is to change the community for the better
as regards to youth substance abuse (DFC Goal 2). The coalition has proposed to get this job done by getting a
group of well-chosen people together to problem-solve what should be done (DFC Goal 1) using a logically chosen
set of policies, procedures, and practices that are not currently in place in the community.
Outcomes are long-term based on big picture data (ER room reports and student surveys) and intermediate and
short term (based on several different data sources). The ODSS and CSG’s protocol help tie these three levels of
evaluation, plus the coalition’s problem-solving capacity and process, into a coherent story that aide in accurate
discussion of contributions the coalition’s work makes to long-term changes.
What is the definition of change?
For an activity to be considered Community Change, it must have occurred, include community members outside
of the coalition, be related to a goal or objective of the coalition, be a new or modified program, policy, or practice,
and be facilitated by individuals who are members of the coalition or are acting on behalf of the coalition.
For an activity to be considered Organizational Capacity Change, it must have occurred, include primarily coalition
members, have been done in the interest of building the coalition's capacity to address their goals (through
membership development, training, TA, targeted outreach, or planning), and involve a coalition process.
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Report for October 1, 2013 – March 31, 2014
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Coalition Process
The process of building a coalition is done in iterative steps that result in cycles of development and stasis – and
that vary in intensity of use based on what particular part of the logic model is being addressed. Regardless, the
Work Group for Community Health and Development at the University of Kansas developed set of processes (and
skills) in which successful coalition’s consistently engage. Developed by KU into the Community Toolbox,
Community Anti-Drug Coalitions of America applied the processes to the Strategic Prevention Framework,
highlighting the cyclical use of the skills. When using the ODSS, coalitions are asked to put every capacity building
activity in which they engage through the lens of “process used.”
Are we using known coalition
processes to build our coalition's reach
and impact?
100%
1
90%
3
80%
2
3
Create/receive and
use evaluative
feedback
Assure effective
implementation
70%
3
Create or strengthen
resources
60%
1
Position coalition as
subject matter expert
50%
3
Define organizational
structure and
operating mechanisms
40%
2
30%
Build coalition
membership and
leadership
Create or update
planning products
3
20%
8
Analyze data and
research
Gather general
content or knowledge
10%
0%
Capacity Change All Other Capacity
Building Activity
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Report for October 1, 2013 – March 31, 2014
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Work with Sectors
Coalitions should be, as rarely as possible, about direct service. Thus, especially in the change category, finding
sectors other than “youth” or “parents” that have been addressed is the most ideal situation. It means the coalition
is addressing change in “systems,” and other agencies or groups are providing the services to which the change
opened the door. Looking at both capacity and community change alongside services gives a coalition an
interesting perspective on how changes in system sectors may create or open the door to additional capacity for
the community to reach and serve youth, parents, and families. It also provides the most complete look possible at
the ways in which a coalition may engage all twelve sectors.
Have we engaged all the sectors appropriately?
10
9
8
7
6
5
4
3
2
1
0
Community Changes
Capacity Changes
Services Provided
Comments:
At the coalition meeting in January, it was noted that two new members attended. If the particular sector these
people represented can be noted, the ODSS and chart can be updated to reflect “capacity changes” in those
sectors.
Reflection Questions:
1.
Are these the sectors where you intended change to occur? If not, what can you do in the next 30 days to
begin targeting the intended sectors?
2.
Were there sectors you committed to target in your DFC Goal 1 regarding capacity building? Have those
sectors shown up here yet? If not, can you anticipate when they will?
3.
Is recruitment and action on these targeted and planned or by chance?
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Report for October 1, 2013 – March 31, 2014
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Progress toward Root Causes (But why?)
Anti-drug coalitions typically organize around either the Asset Building or Risk/Protective Factor approaches, or
sometimes both. Regardless of specific goal or drug targeted, the narrowing in on causality of the problem using
one or both of these science-based frameworks creates or implies a set of actions that may be chosen locally based
on further local exploration. In the case of BCDAPP, the Risk and Protective Factor approach serves as the lens
through which root causes were selected.
Did our community changes
address priority risk and protective
factors?
Other
0%
0% 0%
n=4
High
Availability
0%
Did our services address priority
risk and protective factors?
n = 13
0%
0% 0%
Other
15%
Low
Perception
of Risk
25%
Community
and Social
Norms
Favorable
75%
Communit
y and
Social
Norms
Favorable
39%
High
Availability
23%
Low
Perception
of Risk
23%
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Report for October 1, 2013 – March 31, 2014
Prepared by Community Systems Group
Progress toward addressing Local Conditions (But why here?)
Local conditions attempt to explain the knowledge, attitudes and beliefs that are driving a community’s root
causes. Existing at the most local level and with as much precision as available, local conditions drive the selections
of action and activities in which the coalition engages. Local conditions show change and outcomes the most
quickly, and are the easiest to measure in terms of outputs. They are frequently difficult to measure in terms of
supporting quantitative data, and thus can require – for outcomes purposes – smart application of survey tools and
qualitative measures.
Adults do
Adults
What
of our community
conditionspurchase
County
Youth are
not
liquor priority
drinking
acknowledge
addressed
local conditions? and/or
the risks of establishmen whilendriving
provide
=4
ts fail to card
or riding
youth
alcohol
with drunk
tobacco use. properly
for youth
0%
people.
0%
0%
to
0%
consume.
0%
None
selected
Alcohol use
25%
Students
and
perceive
promotion is
higher rates
an integral
of peer use
part of many
than is
social
reported in
functions.
surveys
0%
75%
.
Youth
Adults
Were our services
directed at altering
are
purchase
drinking
and/or
identified local conditions?
while
County liquor provide
n = 13
driving
establishmen alcohol for
or
youth
to
ts fail do
to card
Adults
not
riding
consume.
properly
acknowledge
with
0%
Youth
0% of
the risks
drunk
attending
Students
youth
people.
school drunk
perceive
tobacco use.
0% rates
or high
higher
8%
8%
of peer use
than is
reported in
surveys
8%
Alcohol use
and
promotion is
an integral
part of many
social
functions.
15%
None
selected
61%
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Report for October 1, 2013 – March 31, 2014
Prepared by Community Systems Group
Strategic Actions
With local conditions identified, the coalition has then chosen a set of strategic actions into which to group their
activities. Successful coalitions have a spread of all 7 of the activity types defined by CADCA and required by DFC,
and likely use an additional two defined by the Forum for Youth Investment Ready by 21© for creating big picture
change – align resources and strengthen constituent voice. Environmental changes show up more frequently at the
change level, with the services tending to be more around individual strategies. Thus, it becomes helpful to always
look at both change and services for the types of strategic actions in which the coalition engages.
What service provision
strategies did we use to
create community changes?
n=4
Physical
Design of
the
Environm
ent
0%
Strengthe
n
Constitue
Change nt Voice
Conseque 25%
nces or
Incentives
Policy
Chage 0%
0%
Provide
Informati
Provide
on
Support
50%
0%
Change
Access or
Barriers
0%
Build
Skills
25%
What service provision
Policy
strategies didChage
we use to
0%
provide
services?
Strengthe
nn=13
Physical
Constitue
Change
Design
of
nt
ConsequeVoice
the
0%
nces or
Environm
Incentives
ent
8%
0%
Build
Provide
Skills
Support
23%
15%
Change
Access or
Barriers
0%
Provide
Informati
on
54%
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Report for October 1, 2013 – March 31, 2014
Prepared by Community Systems Group
Media
Interaction with and use of media is always a large component of a coalition’s influence. The following chart
represents the kind of media employed each quarter, with the line representing 100% of the instances of media in
any given quarter. Thus, observing the instance numbers in the label to discover the total number of instances of
media is as important as reconsidering the variety of mediums used, especially over the course of the year.
Are we using all forms of media available to
us?
Other
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Press Releases
Printed Info
Mail
Internet/Social Media
TV
Radio
Billboard
Newspaper
Newsletter
4
1
6
3
1
1
Q1
Date
1/13/2014
1/13/2014
1/29/2014
1/29/2014
2/10/2014
2/10/2014
3/3/2014
3/3/2014
3/10/2014
3/10/2014
3/17/2014
3/17/2014
3/25/2014
3/25/2014
Q2
Page
BCDAPP
Setting the Pace
BCDAPP
Setting the Pace
BCDAPP
Setting the Pace
BCDAPP
Setting the Pace
BCDAPP
Setting the Pace
BCDAPP
Setting the Pace
BCDAPP
Setting the Pace
Q3
Q4
New likes
Engaged
Reached
Views
18
31
82
43
236
65
80
52
41
30
85
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Report for October 1, 2013 – March 31, 2014
Prepared by Community Systems Group
Pace of Change
How to read graph: The graph below reports cumulative change where each occurrence of change is added to the
previous. As such, flat lines represent periods where no change occurred.
Capacity / Organizational Changes
What is our pace of change?
45
40
35
30
27
29
31
32
34
36
24
25
20
20
14
13
15
11
2
2
6
Q4 2012
2
5
Q3 2012
5
Q2 2012
10
Q1 2012
9
6
7
8
Q1 2014
Q4 2013
Q3 2013
Q2 2013
Q1 2013
 Two new partnership members
attended the January coalition meeting.
 In February, the new Planning
Committee began work.
 The Youth Committee recruited
additional members and began work on a
middle school “Setting the Pace” newsletter.
Community Changes
0
Q4 2011
The purpose of this category is to track
changes the coalition makes to its internal
structures to better enable its community
facing works. Examples include new members,
new by-laws, new committee structures, and
newly approved action plans.
Coalition analysis should include reflection
upon the quality of the changes, and which
goals were supported by creation of the
change. Community changes reflect the
coalition’s community facing work.
 The Facebook page for the "Setting
the Pace" social media campaign was
Community Change
Organizational Change
established and published.
 The song "Choices" was written by a
student and will be the theme song of the “Setting the Pace” program.
Key Events
Quarter Two (January – March 2014) should be understood in relation to the following two things:


BCDAPP’s competitive application for DFC funding for Years 6 – 10 was prepared and submitted.
An unusually harsh winter meant that people were not able to move about the area very well, meaning
meeting attendance was low and some events and plans were cancelled outright.
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Report for October 1, 2013 – March 31, 2014