BLAINE COUNTY
COMMUNITY DRUG
COALITION
4/27/2016
Coalition Kaizen Coaching Report
Kaizen is a Japanese philosophy based on continuous
improvement. A Kaizen approach, implemented with a
coalition, can offer an opportunity to improve performance.
A key strength of the Kaizen approach is that everyone
involved is part of the improvement process. Research
shows that there are key processes in coalition work that
are central to achieving results. Even small changes can
increase performance and the overall outcomes of a
coalition’s process. The Coalition Kaizen provides a group
assessment and identifies how a team can become more
efficient at those coalition processes research has shown
are important to achieving population-level outcomes.
Blaine County Community Drug Coalition
COALITION KAIZEN COACHING REPORT
INITIAL CONCERNS OF COALITION
The Blaine County Community Drug Coalition did not report any areas of concern before
implementation of the Coalition Kaizen Assessment. The Coalition Kaizen was requested
primarily for diagnostic purposes and to meet the Strategic Prevention Framework State
Incentive Grant (SPF SIG) guidelines. The Blaine County Community Drug Coalition met
each of the criteria outlined below for completing a Coalition Kaizen.
CRITERIA FOR KAIZEN ASSESSMENT
1. Participants completing the assessment should represent a majority of the members
and the number participating should equal or exceed 80% of the total coalition
membership in order to ensure a valid result. Eleven members took the assessment,
which represents approximately 73% of active members.
2. Participants understand the overall steps in the process used in analysis and reporting,
which will guide subsequent action.
3. Recognize the value of a map to improvement; that is, a result that is primarily “red”
can be just as constructive as one that is categorized “green”.
4. Commit to action beyond staff; group capacity is the goal.
5. Commitment to action based on these results.
6. Commitment to collaboration between all parties providing assistance to the community.
This includes collaboration surrounding the entire Kaizen process to include sharing
vision and recommendations between all supporting parties to include: TA providers,
evaluators, DFC project coordinators, etc.
POC Information:
Amber Larna, Blaine County Community Drug Coalition, Executive Director,
1050 Fox Acres Rd., Hailey, ID. 83333
Phone: 208-578-5466
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KAIZEN ASSESSMENT
Coalition Process SPF Report
Completed:
Participation:
Consensus:
Utility:
Measures if the task
has been completed
by your coalition.
Measures the extent
to which members
were involved in the
task.
Measures how much
members agree with
the decisions made
in this area.
Measures if the
members have
found the
decisions or plans
to be useful.
Assessment & Planning
Mission Statement
1
2
1
1
Goals/Objectives
1
1
1
1
Problem Analysis
1
2
1
2
Logic Models
1
2
N/A
1
Action Plan
1
2
3
2
Capacity
Clearly Defined Structure
1
2
N/A
3
Clearly Defined Rules
1
1
N/A
2
Technical Assistance
1
1
2
1
Implementation
Community Change
1
2
N/A
N/A
Services Provided
1
1
N/A
N/A
Media
1
2
N/A
N/A
Evaluation
Evaluation Plan & Data
1
2
2
2
Community Level Data
1
N/A
N/A
1
2
1
N/A
N/A
Sustainability
Sustainability Plan
1
1
Cultural Competency
Not Assessed
N/A
N/A
Descriptive Report
2
Descriptive Report
Tenure
Role
General
>1 year
Staff
<= 90 days
Board
<1 year
Non-Member
Target Drugs
Satisfaction
Rx Drugs
Very Satisfied
Satisfied
Neither
Dissatisfied
Very Dissatisfied
Alcohol
Marijuana
Tobacco
Meth
Other
Heroin/Coke
3
PLANNING PRODUCTS REVIEW
COMMUNITY ASSESSMENT
Community Description
Community History
Needs Assessment
Resource Assessment
Problem Analysis
LOGIC MODEL
The logic model is a one-page document?
Interventions address issues in Problem Analysis of Community?
Selected drugs in logic model mirror drugs prioritized in Kaizen assessment?
STRATEGIC ACTION PLAN
Strategic/Action plans align with logic model & community assessment?
Action Plans specify who will complete tasks and expected completion?
EVALUATION PLAN (The Evaluation Plan is currently being revised)
☐
Evaluation plan measures each step of the logic model?
☐
Evaluation plan provides quantifiable measurements?
☐
Evaluation plan aligns with community assessment priorities of need?
☐
Evaluation plan specifies how results will be shared?
SUSTAINABILITY PLAN (The Sustainability Plan is currently being revised)
☐
Plan identifies necessary components to ensure sustainability?
☐
Plan identifies existing and future resources necessary for sustainability?
☐
Plan identifies and details potential funding strategies?
☐
Action plan identifies the process to involve potential partners?
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PROBLEM ANALYSIS
SUMMARY
The Kaizen Assessment was completed on April 27, 2016. The results were out-briefed on May
11, 2016 with Amber Larna. The dashboard and descriptive report were reviewed. The coalition
has experienced significant changes in leadership over the last year. However, the coalition has
re-organized successfully and has support from the community. At the present time the coalition
plans to focus on capacity building and recruiting past coalition members. Therefore, capacity
building is the coalition’s first priority area. During the out-brief it was determined that education
on the SPF model would be useful for the membership. Education that is centered on the SPF
is the next priority area. As a result of the re-organization that occurred over the last year the
organizational structure is unclear for some of the membership. The final priority area is to
provide information on the current structure of the coalition. Recently, the coalition received
approval to conduct a survey for 6, 8, 10 and 12 grade students. The survey focuses on
attitudes and behaviors and will provide much needed local data for the coalition. The survey
has been accomplished in the past; therefore, the coalition will be able to determine if there are
any developing trends that can be identified. Overall, the coalition is doing well and has made
marked improvements over the last year.
PRIORITIES
.
Priority 1: Capacity Building


The coalition has re-organized and now is in the process of recruiting general/sector
representatives and former active members.
Create a recruitment plan to increase the coalition membership and to acquire necessary
sector representatives.
o Include coalition members in the recruitment process.
Priority 2: Coalition Education


The coalition has aligned with the Strategic Prevention Framework (SPF) model.
Education is needed for the coalition on the SPF to promote understanding.
Develop a training/lesson plan to utilize when educating the coalition membership.
o Define SPF terms to guarantee understanding. Most individuals do not know what
the SPF is or what it is used to accomplish.
Priority 3: Organizational Structure


The coalition has new general and board members do to leadership changes over the last
year. As a result, the organizational structure of the coalition is not clear for a fraction of
the membership.
Provide information on the current structure of the coalition for the membership.
o Guarantee consensus with the membership on the organizational structure.
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RECOMMENDATIONS
Priority 1: Capacity Building
Recruitment is never finished. Adopt an open-door membership policy that builds on
diversity and new ideas.


Complete a recruiting/retention plan to acquire and retain active coalition members and
reengage former members.
Resources:
o Coalitions Work: Seven Tips for Retaining Coalition Members
o Coalitions Work: Buddy Program for Member Recruitment
o Coalitions Work: Member Orientation Packet
o Coalitions Work: Partnering With Community Sectors
o Kansas University (KU) Community Toolbox: Building and Sustaining Relationships
o KU Community Toolbox: Methods of Contacting Potential Participants
o KU Community Toolbox: Developing Multisector Collaborations
Priority 2: Coalition Education
On a regular basis provide formal/informal training that will give members the
knowledge and skills needed to be effective partners.


Develop an education/lesson plan on each element associated with the SPF model to
present to coalition membership.
o Ensure coalition membership understands the basic elements of the SPF and the
benefits of following the SPF model.
Resources:
o Community Anti-Drug Coalitions of America (CADCA): Assessment Primer:
Analyzing the Community, Identifying Problems and Setting Goals
o Healthy People 2020: Communication Plan Template
o KU Community Toolbox: Developing Training Programs for Volunteers
o KU Community Toolbox: Providing Information and Enhancing Skills
o KU Community Toolbox: The Strategic Prevention Framework
o KU Community Toolbox: SPF PowerPoint
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Priority 3: Organizational Structure
A clearly established structure helps coalition member’s work together to make
effective decisions and achieve strategic goals.



Revise the current organizational structure and make changes if needed for clarification.
The structure the coalition has should be conducive to the work the coalition performs.
Create an organizational chart (diagram) that outlines the structure of the coalition for the
membership.
Resources:
o Coalitions Work: Coalition Roles and Job Descriptions
o KU Community Toolbox: Organizational Structure: An Overview
o KU Community Toolbox: Improving Organizational Management and
Development
o Nonprofit Organizational Chart (example): Annex A
o Ohioline (Ohio State University Extension): Coalition Structure
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COALITION KAIZEN ACTION PLAN
Priority 1: Capacity Building
o Who will lead:
o When will task be complete:
o What resources are required:
o Who will be involved:
Priority 2: Coalition Education
o Who will lead:
o When will task be complete:
o What resources are required:
o Who will be involved:
Priority 3: Organizational Structure
o Who will lead:
o When will task be complete:
o What resources are required:
o Who will be involved:
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Annex A
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