1. W ASHINGTON N ATIONAL N UTRITION AND O BESITY P OLICY R ESEARCH N ETWORK (WA NOPRN): A SSESSMENT AND R ECOMMENDED N EXT S TEPS Corinne McCuskey University of Colorado Denver, School of Public Affairs Seminar in Public Policy and Management – PAD 5361 Spring 2010 – Dr Malcolm Goggin

2. O BESITY IN A MERICA Obesity rates in America are escalating at an alarming rate Agreement about overall issue, not about how to solve the problem Growing recognition that population-based strategies are the most effective obesity prevention measures How to measure development and effectiveness of obesity policies? 2

3. P ROBLEM S TATEMENT & P URPOSE If policy and environmental change are the preferred modes of prevention, need evidence as to why and how they work Washington National Obesity Policy Research Network (WA NOPRN) aims to address obesity policy research by combining academic and professional experts from around the state Best way to engage and motivate WA NOPRN members 3

4. R ESEARCH Q UESTIONS RQ1: What are the best methods for network engagement and motivation in a collaborative structure? RQ2: What are WA NOPRN members’ reasons for engagement? RQ3: What are nutrition and obesity research areas of interest and collaboration for WA NOPRN members? 4

5. W ASHINGTON N ATIONAL O BESITY P OLICY R ESEARCH N ETWORK (WA NOPRN) CDC funded WA NOPRN for 3 years along with 4 other universities Initiated in Fall of 2009 Established collaborative of academic, public health, agriculture, and community stakeholders to plan and conduct research that will inform the policy activities of state and local nutrition and obesity prevention programs Pilot project: Food-labeling programs in three local health departments Management Team and 18 member Leadership Team 5

6. L ITERATURE R EVIEW Literature most relevant to WA NOPRN and the purposes of this project are: Network Wicked Problems Collaboration Strategic Planning Need for nutrition and obesity policy research 6

7. N ETWORK Most common term used by scholars in the field Collaborative structure, multi-organizational arrangements put together to solve problems, knowledge transfer and discussion Leading authors include: Robert Agranoff, Michael McGuire, Laurance O’Toole, Jr., Keith Provan, H. Brinton Milaward A network brings together individuals or groups of organizations to tackle a problem as an assembly 7

8. W ICKED P ROBLEMS Networks are a result of groups coming together to solve a problem “Wicked Problem” is a problem with no solution, or one that only has temporary resolutions and to solve one component only leads to another problem (Agranoff and McGuire, 2001) Wicked problems require collaborative capacity Obesity could be classified as a wicked problem 8

9. C OLLABORATION Key element in successful partnerships is collaboration Collaborative structure: Framing, mobilizing, synthesizing, flexibility, accountability, trust, history of cooperation Engagement: Efficiency Partner Contributions 9

10. C OLLABORATION Benefits and Drawbacks to collaboration Benefits: Enhanced ability to address a problem Useful knowledge to support activities Development of new valuable relationships Meaningful contributions Utilization of their skills Drawbacks: Diversion of time and resources Reduced independence Conflict of time Frustration with collaborative process 10

11. S TRATEGIC P LANNING Disciplined effort to produce fundamental decisions and actions shaping the direction of an organization’s activities (Bryson, 1988) Develops purpose and framework for collaborative effort Facilitates communication and participation Fosters decision-making and implementation Includes SWOT (strengths, weaknesses, opportunities, and threats) Analysis 11

12. N EED FOR N UTRITION AND O BESITY P OLICY R ESEARCH Literature emphasizes politics, laws, and feasibility of nutrition and obesity policy and calls for: Building science base while implement interventions Lessons from anti-tobacco movement Surveillance Understand determinants of establishing policy Process of developing and establishing policy Assess outcomes of policy implementation Policy development Leading scholars: R. Brownson, K. Brownell, D. Haire-Joshu, W. Dietz, R. Kersh, and D. Luke 12

13. M ETHODS Approach and Research Design Conducted in-depth literature review of current literature regarding networks and collaboration Created an interview tool and policy matrix Management team sought next steps that would facilitate and guide the team through the grant cycle Sample Interviewed all 18 members via phone and in-person, took ~30 minutes per interview 13

14. M ETHODS How information was used: Pooled all interviews by question and coded responses based on themes, concepts or findings Codes were created and used to find any key similarities, thoughts or perspectives of members Policy matrix was populated by members during the interview and all responses were combined for the final product 14

15. I NTERVIEW R ESULTS Members were asked: What they hope WA NOPRN accomplishes? What will entice them to stay for the grant cycle? Meeting and communication logistics Policy Matrix 15

16. I NTERVIEW K EY F INDINGS Work in a collaborative structure Policy research focus Engagement in the political process Opportunities to share work 16

17. I NTERVIEW K EY F INDINGS Identify specific goals and projects Relevancy to personal work, skills, and policy agenda Framing meetings and communications Opportunities to engage students 17

18. I NTERVIEW K EY F INDINGS WA NOPRN member policy interest and involvement Presentation topics Policy Matrix 18

19. D EVELOPMENT OF R ECOMMENDATIONS Reviewed the literature about networks, collaboration, and network engagement Asked for WA NOPRN Leadership Team thoughts, perspectives, needs, and wants for engagement to develop key findings Developed six recommendations for WA NOPRN Management Team to use as they pursue next phase of their grant 19

20. R ECOMMENDATIONS 1) Conduct a strategic planning exercise SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) Internal Strengths : Sophisticated and highly experienced Leadership Team, previous member relationships and collaborative, convening power, initial commitment Internal Weaknesses : Time, conflict between own work and Network expectations, commitment to all projects 20

21. R ECOMMENDATIONS 1) Conduct a strategic planning exercise SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) External Opportunities : Politically feasible and popular topic, current funding, collaborative structure External Threats : Economic priorities, shifting national focus, big industry 21

22. R ECOMMENDATIONS 2) Establish team commitment Expectations of team, overall commitment, framework for specific project involvement Management Team ability to facilitate communication and interaction between members Establish sub-groups or topic areas to create buy-in and ownership 22

23. R ECOMMENDATIONS 3) Identify specific projects This will establish purpose, goals and member roles Assess members’ interests and current work in WA Policy Matrix to identify relevant projects This will assist in establishing sub-groups 23

24. R ECOMMENDATIONS 4) Presentation Topics with high interest “ Models and frameworks for policy development and implementation ” and “ Methods for assessing policy development ” possible presentations and/or informational sessions to get members at same level of policy understanding “ Results of extant research ” – add to WA Policy Matrix and present if pertinent to specific research project “ Potential collaborative grants ” – meet if necessary, discuss, conference calls, pursue when applicable as whole group or sub-groups 24

25. R ECOMMENDATIONS 5) Define WA NOPRN relationship with policy makers Should they be a part of WA NOPRN? Is this an advocacy group? Clarify for members their role in relation to policy makers and when it is appropriate to invite policy makers to the table 25

26. R ECOMMENDATIONS 6) WA NOPRN Policy Matrix next steps Fluid document Update on a regular basis with members feedback Use statewide advocacy skills and information to continually populate and keep up to date Opportunities to add other components 26

27. C ONCLUSIONS WA NOPRN addressing a “wicked problem” from a collaborative vantage Collaborative partnerships are a known and reliable structure to move solutions and ideas forward In order to be successful a collaborative needs: Strong leadership, trust, purpose, strategic planning, and enthusiasm 27

28. C ONCLUSIONS Project offers: Current literature and background on components of successful collaborative WA NOPRN wants and needs to be thriving Current list of policy involvements and interests Overwhelming participation in interviews and completion of WA Policy Matrix Unique and exciting position to frame nutrition and obesity policy research locally and nationally 28

29. Q UESTIONS ? Thank you!