1. Sussex County Child Health Promotion Coalition May 17, 2006

2. 2 Overview I. Strategic Platform II. Theory of Change III. Target Audience IV. Strategic Options V. From Strategic Options to Strategic Action

3. 3 I. Strategic Platform

4. 4 Mission We exist to engage the entire community in collaborative, family- focused efforts to improve the health of our children.

5. 5 Community Vision We envision a community in which our citizens and institutions (public, private, and not-for-profit) are actively engaged in child health promotion as a shared community good, and working together to create a cultural and physical environment which supports health lifestyles for our children and their families.

6. 6 Coalition Vision Our Coalition will be viewed by our community as inclusive, welcoming, respectful, trustworthy, non-partisan, mission-driven, listening, responsive, action-oriented, and accountable.

7. 7 Core Strategies 1. Monitoring child health status 2. Raising community awareness of child health issues. 3. Giving voice to community concerns and ideas. 4. Facilitating development of child and family health promotion strategies. 5. Developing and mobilizing resources

8. 8 Core Strategies 6. Building community capacity for policy and program development 7. Supporting collaborative efforts to improve community policies, programs and practices 8. Expanding and publicizing the knowledge base on child health promotion 9. Evaluating and reporting on the impact of our actions.

9. 9 Initial Focus: 5-2-1-Almost None Our initial focus is to promote healthy eating and physical activity for children and their families in Sussex County using the 5-2-1-Almost None concept as a guideline for healthy behavior.

10. 10 Initial Focus: 5-2-1-Almost None The 5-2-1-Almost None guidelines: –At least 5 servings of fruits and vegetables per day –No more than 2 hours of screen time per day –At least one hour per day of physical activity –Almost no sugared beverages –(All adjusted for age as necessary)

11. 11 5-2-1-Almost None Goals 1. A full range of community institutions (public, private, and not-for-profit) will provide consistent messages and supports for 5-2-1-AN throughout the physical and cultural environment surrounding children and their families

12. 12 5-2-1-Almost None Goals 2. The 5-2-1-Almost None concept will be widely recognized, understood, and accepted within the community as a guideline for healthy behavior

13. 13 5-2-1-Almost None Goals 3. Community citizens will actively promote 5-2-1-Almost none as a community good, regardless of whether they have children in their care

14. 14 5-2-1-Almost None Goals 4. Parents and caregivers will have the information and support needed to model and implement 5-2-1-Almost None for their children

15. 15 5-2-1-Almost None Goals 5. More children will meet the 5-2-1- Almost None guidelines. 6. The community prevalence of childhood overweight will be reduced.

16. 16 II. Theory of Change

17. 17 Hierarchy of Effects Model of Individual Change Exposure to Change Stimulus Awareness Attention Understanding Intention Behavior Change A percentage of the audience is lost at each step Reinforcement is required to sustain change Behavior Maintenance

18. 18 Social-Ecological Theory of Supporting Change Kids Family Community Schools Faith Communities Child Care Centers Health Care Providers Stores Restaurants Parks & Rec. Programs Community- based Organizations Media Public Agencies Social Networks Employers Philanthropy Public Officials Academia Health Plans Built Environment

19. 19 An Integrated Theory of Change The Coalition will aim to: –Achieve sustained change in nutrition, physical activity, and screen time for children by Promoting individual behavior change in children and their families Using the Hierarchy of Effects Model of individual change Alongside with the Social-Ecological Model of supporting individual change

20. 20 An Integrated Theory of Change In other words: –We aim to promote individual change through community change; or –We aim to wrap this community around our children and their families to help them practice 5-2-1-Almost None.

21. 21 III. Target Audience

22. 22 Ultimate Audience Children age 0-17 and their families

23. 23 An additional 100-200 non-family households with children should also be included in the strategic plan

24. 24

25. 25

26. 26

27. 27 First two bars combined

28. 28 Child Population by Census Tract

29. 29 BMI 85+Percentile by Census Tract

30. 30 IV. Strategic Options

31. 31 Strategic Framework Given: –The Strategic Platform of the Coalition –The Theory of Change to be employed –The size and characteristics of the Target Audience What kinds of strategies might make sense?

32. 32 Strategic Options Option 1 –Establish a surveillance and evaluation program to monitor changes in 5-2-1-AN behaviors over time Links to Core Strategies 1, 9; feeds all other strategies

33. 33 Strategic Options Option 2 –Execute a public education campaign aimed at raising awareness of childhood weight concerns and promoting 5-2-1-AN behaviors in the target audience Links to Core Strategies 2, 4, 5 Engage media as partners Engage schools, child care centers, health care providers, libraries, community organizations Expand partnership to other sectors over time

34. 34 Strategic Options Option 3 –Execute a public input campaign to collect community ideas and concerns Links to Core Strategy 3 Engage media as partners Collect community input through multiple vehicles

35. 35 Strategic Options Option 4 –Develop a policy agenda for supporting children and their families in 5-2-1-AN Links to Core Strategies 4, 5, 6, 7, 8 Engage key partners Include both public and private sector policies in evaluation of options

36. 36 Strategic Options Option 5 –Execute a technical assistance strategy for community organizations engaged in 5-2- 1-Almost None programming and practices Links to Core Strategies 4, 5, 6, 7, 8 Best practice research Program ideas Training, tools, information

37. 37 Strategic Options Option 6 –Execute a resource development strategy to generate support for policy, program, and practice initiatives Links to Core Strategies 4, 5, 6, 7, 8 Focused on financial resources to support research, development, implementation, evaluation of promising policies, programs, practices

38. 38 V. From Strategic Planning to Strategic Action

39. 39 What Is Needed Strategic Action Plan –We need a clear Strategic Action Plan for 5-2-1-Almost None Coalition Operating Plan –We need a clear Operating Plan for the Coalition (formal structure, membership, leadership, staff, resources)

40. 40 Staff Recommendations Strategic Action Planning –Aim to implement a Strategic Action Plan by September –Establish Action Planning Teams to develop components of the Strategic Action Plan between now and September

41. 41 Staff Recommendations Coalition Operations Planning –Aim to implement a formal Coalition Operating Plan by September –Let the structure and operations of the Coalition be driven by the requirements of the Strategic Action Plan

42. 42 Staff Recommendations Getting the Work Done –Continue to meet monthly as a full coalition to share status reports and coordinate Action Plan development –NHPS will staff the Action Planning Teams and the monthly meetings

43. 43 Staff Recommendations Suggested Action Planning Teams –Media and Development –Schools –Child Care Centers –Health Care Providers –Community Organizations (Libraries, Boys and Girls Clubs, etc.)

44. 44 Staff Recommendations Scope of Work for Action Planning Teams –How can we engage members of this sector as 5- 2-1-AN partners? –How could this sector raise community awareness of 5-2-1-AN? –How could this sector support children and their families in implementing 5-2-1-AN? What policies? What programs? What practices? –What supports (money, technical assistance, other) would members of this sector need to become fully engaged partners?

45. 45 Staff Recommendations Additional questions for Media & Development Action Team –An effective initiative will require resources from the community –Potential public and private supporters deserve positive publicity in return for their investment –Key questions: Who are the potential resource providers and how can they be engaged? How can media sponsorship be used to both raise awareness of 5-2-1-AN and acknowledge the support of public and private organizations who provide resources for the initiative?

46. 46 Staff Recommendations Items to be handled at full Coalition meetings: –Coalition Operating Plan Staff will present options based on evolving Strategic Action Plans –Surveillance and Evaluation Staff will present options based on evolving Strategic Action Plans

47. 47 Summary Process Map May June July August September Action Planning Team Meetings Full Coalition Meetings Implement Coalition Operating Plan Implement Strategic Action Plan

48. 48 Next Steps Coalition members join an Action Planning Team –(Media & Development, Schools, Child Care, Health Care Providers, Community Organizations) NHPS staff facilitate: –Action Planning Team Meetings –Full Coalition Meetings –Documentation of Plans

49. 49 Next Steps What kind of time commitment? –For Coalition members, about a day a month including a half-day meeting and some prep work outside of meetings How do we get started? –Staff will send out a survey describing the Task Groups and requesting your first, second, and third choice of Task Group assignment

50. 50 Questions?