Workshops and Coalition Boot Camp

CADCA's 2005 Mid-Year Training Institute offers a choice of 8 day-long workshops and the four-day Coalition Boot Camp. Each participant can attend up to four workshops over the four days of the conference or can attend the Boot Camp for all four days.

The four-day training will explore the “nuts and bolts” of sustaining a coalition, with workshop topics ranging from fundraising methodologies to volunteer and board development. The Mid-Year will also feature the popular Coaltion Boot Camp, an intensive training course that addresses the core competencies of an effective coalition and is founded on an evidence-based curriculum for creating community change.


Speakers will include some of the nation´s leading experts in nonprofit management, including Keith Timko and Geneva Johnson from the Leader to Leader Institute (formely the Peter Drucker Foundation for Non-Profit Management) and expert coalition trainer Paul Evensen of Community Systems Group.

Don't miss this opportunity to meet and train with prevention-minded folks from across the country at this unique, specialized training for staff, volunteers and board members working to reduce substance abuse in their communities. 

You will not get this caliber of training anywhere else.

Plenary Speakers

Keith Timko and Geneva Johnson from the Leader to Leader Institute (formerly the Peter Drucker Foundation for Non-Profit Mangement) will provide keynote addresses during Monday's lunch.

 

Workshops

Managing Your Employees from Hello to Goodbye (Human Resources)

Financial Management Concepts for Non-Profit Organizations

Board Development and Volunteer Management

Marketing for the Non-Profit Organization

Fundraising Methods and Strategies

Public Policy Advocacy

Stop in the Name of the Law- A Legal Approach to Building & Maintaining a Non-Profit

 

Coalition Boot Camp

Course duration: 4 days

Trainer: Paul Evensen, Community Systems Group, Lawrence, KS

 

This course is designed for anti-drug coalition leaders, community leaders, drug prevention personnel, education professionals or those who want to launch a community anti-drug Coalition in their environment. This training will feature both didactic instruction and small group exercises. Course topic areas include reviewing the history and evolution of the coalition movement, the public health model, assessing risk and protective factors, stages of community readiness and associated strategies and the seven basic steps to starting a coalition. The course also covers the steps in developing a coalition strategic plan, building organizational structure, recruiting and maintaining volunteers, developing a leadership plan and steps to strengthening and sustaining the coalition infrastructure and resource base.

Module 1: Creating and Sustaining Partnerships & Coalitions

Knowledge:

  • Knowledge about differing forms of collaboration, including coalitions and partnerships.
  • Understanding of the crucial role of collaborations in the work of community health and development; the functions they serve, the conditions under which they are more effective.
  • Key principles to consider in determining why and when you might form a coalition or collaborative partnership.
  • Key principles in determining who should be a part of collaboration, including an understanding of networking, communications, mutual trust, and shared vision.
  • How to start a community coalition or collaborative partnership, including how to define its agenda, anticipate resources needed, and formalize and structure the initiative.

Module Two: Assessing Community Needs and Resources

Knowledge:

  • The importance of using assessments to gather a rich and complete description of the community that includes its history, current makeup, difficulties, hopes and strengths
  • Definitions and descriptions of differing forms of community assessment, including
    • Interviews
    • Community Forums
    • Surveys
    • Focus Groups
    • Listening Sessions
  • The numerous community assets and resources available for community work
  • Key principles about how particular assets and resources could be mobilized for action around an identified issue.
  • The value of maintaining a listing of known strengths, weaknesses, opportunities and threats that face the community and the initiative.

 

Module 3: Analyzing Problems and Goals

Knowledge:

•  Definitions and descriptions of different tools used in community work including:

•  The “But, Why?” technique

•  Force Field analysis

•  Nominal Group Technique

•  Understanding of the risk and protective factor framework

•  Understanding of the types of personal and environmental factors

•  The importance of identifying and making use of targets and agents of change

•  Methods of prioritizing problems, solutions, and related actions

 

Module 4: Develop a Framework or Model of Change

Knowledge:

  • Definitions and descriptions of the components of a model of change including logic models and intervention maps
  • Understanding of the value and purposes of translating assumptions and ideas that are at work in an effort to concise, clear language as well as a graphic image
  • Key principles for developing a framework or model, as well as key elements that should be included in (most) models
  • Understanding of how to use forward- and reverse-logic to create models, and how to use models in varied stages of the effort to guide and enhance your work
  • Appreciation of the value of linear as well as alternate types of models for different constituents or communication styles, and the value of simple to more complex models for varied purposes

 

Module 5: Develop Strategic and Action Plans

Knowledge:

  • Definitions and descriptions of the elements of strategic and actions plans as used in community health and development work.
  • Understanding of the value and process of strategic planning in addressing community issues.
  • Understanding of the skills and steps required to develop a vision, mission, objectives, strategies and action plans.
  • Understanding of the need to address the environmental conditions under which behavior occurs, and five categories of strategies to initiate behavior change.
  • How to effectively link assets and resources to community needs, including both personal and environmental (risk and protective) factors, with targeted strategies.
  • Why a combination of strategies that span across multiple sectors and include changes in programs, policies and practices are required to affect lasting community improvement.

 

Module 6: Leadership

Knowledge:

  • Definitions and descriptions of varied attributes and forms of leadership, including:

    •  Core tasks of leadership

    •  Collaborative leadership

    •  Servant leadership

  • Understanding of how varied leadership styles are more or less effective in the context of community work
  • Key principles of community work and involving as many people as possible in the leadership of the effort
  • How to determine if a certain leadership approach will move an effort forward or hold it back; how to understand the context so you can tailor the leadership style appropriately

Module 7 : Designing Interventions

Knowledge:

•  Key elements and issues relative to the development, selection, adaptation and implementation of community interventions

•  Traditional, cultural and ethical considerations important to those processes

•  The skills and steps required to develop, select, adapt and implement interventions

•  How to modify the environment and set the conditions for the interventions to be successful

•  How to link potential intervention components and elements to established community needs, problems or goals, risk and protection factors, and identified strategies and solutions

•  How multiple components and elements in a strategic, comprehensive intervention will enhance the likelihood of successful       behavioral and environmental change

•  How to develop an intervention plan

  

Module 8: Participation and Membership

Knowledge:

  • Why it is crucial to intentionally involve others in the work, and engage them in ways that keep them involved over time
  • Key principles in outreach and recruitment that can contribute to the group's effort
  • How to build relationships and motivate participants to engage in the work
  • How to create an atmosphere and conditions that promote diversity, participation and success
  • Steps in assessing whether current involvement is sufficient and/or how to make changes in the participation plan

 

Module 9: Cultural Competence

Knowledge:

•  Definitions and descriptions of key elements and issues relative to culture and cultural competence

•  Understanding of the importance of diversity and cultural competence in community development work

•  Identification of the skills and steps required to promote cultural sensitivity in self and others, and in completing personal and organizational assessments or audits around cultural issues

•  Recognize the value of relationships with diverse others; how to develop and nurture the relationships as well as how to be an ally to others and to ask for their involvement with your vision and goals

•  Identification of the various levels leading to cultural proficiency and how to use that knowledge to influence the development of self and others.

•  Understanding of the necessity to diffuse and promote the concepts of cultural competence throughout the organization and the community.

Module 10: Advocacy

Knowledge:

  • Definitions and descriptions of “advocate” and “advocacy”
  • Conducting advocacy research
  • Guidelines for using advocacy in community development efforts
  • How to identify potential allies and opponents
  • How to develop an effective advocacy campaign

Module 11: Evaluation

Knowledge:

  • Understanding of evaluation as both a process and a product
  • Definitions and descriptions of the differing components and types of evaluation used in community work
  • Understanding of the evaluation process, why it is ideally interactive and iterative or repeating, as new information is a basis for further improvement
  • Key principles to consider in selecting different evaluation components and types, and why certain approaches better serve varied audiences
  • Belief in the value of evaluation for both short- and long-term success

Module 12: Sustainability

Knowledge:

  • Working knowledge of issues of sustainability including:

•  human resources planning

•  marketing efforts

•  business planning

•  financial planning

  • Key principles necessary for creating a sustainability plan for your work
  • Enhanced understanding of where your organization or initiative has been and its possibilities for the future
  • Core strategies of building financial sustainability
  • How to create business, marketing and financial sustainability plans